The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Groundwork for Hiring".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Groundwork for Hiring".
Human Resource Management - Different Interview TechniquesIsham Rashik
Different types of interview techniques that are commonly used by the interviewers, errors that are caused by the interviewers and how to make the interview successful are discussed.
Using his experience on hiring and promotional interview boards, the instructor will break down the interview process into easily digestible bites and straight forward guidelines to help navigate you through basic hiring interviews and promotional interviews. This presentation contains the information that you need to excel including how to prepare a top-notch résumé and curriculum vitae.
Teaching Formats:
-Lecture
-Interactive Role Play
-Question and Answer
-Handouts
Learning Objectives: Students will learn:
-The importance of both mental and physical preparation for the interview.
-The broad categories into which virtually all interview questions fall.
-How to make a great opening statement and an even better closing statement.
-How to handle those questions that you didn’t read about in any book (or even this lecture).
Find more at www.romduckworth.com
This Presentation will help the Job Seekers with the Complete Interview Process, It gives a detail Idea about the Process and help in building the Confidence.
The interview is an opportunity to stand out and be noticed. An interviewer will often see many candidates in one day. The one who will be remembered is the one who had something interesting to say and left a definite impression.
Hiring staff that is not only skilled, but also integrates well into your work environment and culture, requires more than a quick glance at a resume. Our own Charles Pinkerton has put together these succint guidelines for good interviewing.
Recruiting, for any program, is the life blood to its success. For big time college athletics, the success of the head coach and their program often lives and dies with the effectiveness of their recruiting. Robb Jenson has been an avid recruitnik of college athletic recruiting for over 13 years. He has learned a great deal about their strategies and the mentality utilized by college coaches to recruit “blue chip” athletes. In this presentation, you will learn how you can implement similar strategies into your program to recruit your own “blue chip” students.
Human Resource Management - Different Interview TechniquesIsham Rashik
Different types of interview techniques that are commonly used by the interviewers, errors that are caused by the interviewers and how to make the interview successful are discussed.
Using his experience on hiring and promotional interview boards, the instructor will break down the interview process into easily digestible bites and straight forward guidelines to help navigate you through basic hiring interviews and promotional interviews. This presentation contains the information that you need to excel including how to prepare a top-notch résumé and curriculum vitae.
Teaching Formats:
-Lecture
-Interactive Role Play
-Question and Answer
-Handouts
Learning Objectives: Students will learn:
-The importance of both mental and physical preparation for the interview.
-The broad categories into which virtually all interview questions fall.
-How to make a great opening statement and an even better closing statement.
-How to handle those questions that you didn’t read about in any book (or even this lecture).
Find more at www.romduckworth.com
This Presentation will help the Job Seekers with the Complete Interview Process, It gives a detail Idea about the Process and help in building the Confidence.
The interview is an opportunity to stand out and be noticed. An interviewer will often see many candidates in one day. The one who will be remembered is the one who had something interesting to say and left a definite impression.
Hiring staff that is not only skilled, but also integrates well into your work environment and culture, requires more than a quick glance at a resume. Our own Charles Pinkerton has put together these succint guidelines for good interviewing.
Recruiting, for any program, is the life blood to its success. For big time college athletics, the success of the head coach and their program often lives and dies with the effectiveness of their recruiting. Robb Jenson has been an avid recruitnik of college athletic recruiting for over 13 years. He has learned a great deal about their strategies and the mentality utilized by college coaches to recruit “blue chip” athletes. In this presentation, you will learn how you can implement similar strategies into your program to recruit your own “blue chip” students.
Training Slides of Behavioral Interview - Selecting Quality Employees for a Quality Organization, discussing the importance of Interview.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Because Great Interviewers Are Made - Not Born BizLibrary
Effective interviewer skills are critical for making accurate hiring decisions and are at the core of any selection process. However in many organizations, interviews are poorly conducted and interviewers do not possess the skills to accurately predict employee success. In this webinar, interviewing expert Dr. Patrick Hauenstein discusses common interviewer mistakes and the interviewer training required to correct or prevent them from occurring.
www.bizlibrary.com
Behavioral Event Interview Training for Islamic School ManagersMierza Miranti
A slide presented in a training for Islamic School Managers in Bogor, Indonesia, in 2013. It highlighted the need of conducting BEI (Behavioral Event Interview) for Teacher Candidates.
Direct from the 2012 International Alert Users Association Conference, Tom Ross, Chairman/CEO of Alert Management Systems, shares with members of the IAUA a presentation on behavioral interviewing techniques that will increase long-term hires. This is an essential presentation for members of the IAUA, users of Alert Easy Pro Management Software, and executives seeking to improve the quality of their workforce.
The Tragedy of Bias in Technical Hiring in Five Acts (Grace Hopper 2014)Kelsey Anderson Foley
Why do some companies succeed in hiring women engineers while others struggle with even attracting qualified female candidates? This talk will follow fictitious hiring manager Monty Gue from startup Roam.io and savvy engineer Julie Ette through the recruiting and interviewing process while exposing subtle biases in hiring practices that drive technical women elsewhere. Using recent behavioral psychology research on judgment and bias, it will provide insight for better approaches.
Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Therefore, if talent matters to your organization ensure your interviewing system is a critical part to your business processes.
Download DDI’s How-To-Guide to help you change your interviewing system into a strategic advantage.
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
MIS term paper to propose a generalized solution to the dilemma of students as well as companies by gathering the information about the tools they use for making their hiring policies and work culture of some well-known companies using tools like text mining and certain operations research techniques and propose a generalized requirement criteria for companies which in turn helps the students to identify the accurate requirements of the companies so that he can predict whether he has good chances of getting a job offer from the company.
This course is designed to help you solidly prepare for your next interview. It gives you tips on how to anticipate interview questions, offers advice on how to tackle commonly asked questions, and proposes an effective method for structuring answers.
Nucleus - Creating a structured interview processJon Surman
You have set outreach templates and steps in place to source the best candidates. The onboarding process always follows a strict system to ensure new hires feel connected and confident as they settle into their roles
Private equity firms make their living acquiring organizations, building them to greatness, and selling them to reap the rewards of growth and success. Learn how private equity focuses on building value, measuring performance, managing risk, renewing, and experimenting to build high growth and successful organizations.
PowerPoint is a tool to help you capture the hearts and minds of your audience, but this tool is often misused. Learn how to ICE your presentations. Impact your audience, Communicate your ideas, and Enhance your message.
See examples of bad PowerPoint slides as well as great ones to help you make your next presentation great.
Market based management: getting results from your organizationQuentin Christensen
Market-Based Management enables organizations to succeed in the long term by applying the principles that allow free societies to prosper - from the Charles Koch Institute. This is a summary of the key concepts of market-based management: vision, virtues and talents, knowledge process, decision rights, and incentives. This principles enable well run organizations.
Guerilla Human Computer Interaction and Customer Based DesignQuentin Christensen
Guerilla HCI is low cost methods of learning from customers and testing your products to improve them. Learn about the different types of guerilla HCI methods you can use to build great products when you don't have unlimited resources to interact with customers and run expensive research studies.
Complex products need great support. This is an introduction to the importance of guidance and the different types of content you can create to help customers understand and use your products.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Benefits of Temporary Part-Time Jobs for StudentsSnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find temporary part-time jobs that fit your schedule and skills. Browse our listings and apply online today to secure flexible work opportunities that offer the perfect balance between career and personal life.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
3. Hiring Model
Create standard job descriptions
Create specific position job description based on standard job description
Post opening for position
Review resumes and select candidates to interview
Run interview loops for selected candidates
HR Manager performs 30 minute interview
Perform 2-4 60 minute interviews and 1 90 minute lunch interview
All interviewers should receive the job description, candidate resume, and competencies that should be interviewed
for
All candidates for the position should interview with the same interviewers
Immediately after interview, interviewer must submit feedback and results of the interview
Interviewers discuss candidates and make hire/no hire decision
4. Interview Process
You'll get greater consistency and reliability in your questioning if you use the following approach recommended by selection
experts:
Set your interview questions in advance and write down their responses to interview questions. Provide specific examples
of what the interviewee said and the conclusions you reached as a result. Send your detailed notes back to the HR
manager.
Ask the same set of targeted questions for all candidates interviewing for a position. If information acquired on interview
day requires you to adjust (for example, if you are asked to probe into another area), then add and adjust as needed.
Ask one hypothetical and one behavioral question for each one of your assigned competencies using the competency
based interview questions guide. If you cannot ask both question types because of time, use a behavioral question as past
behavior is the best predicator of future behavior.
Use all of the standard probing questions provided for the behavioral and hypothetical questions.
Use the same interview loop for every candidate interviewing for a particular position. If interviewers are substituted, those
interviewers should use the same questions for the assigned competencies.
Another key to good interview results is to develop an interview style that is inclusive and allows for differences. The most
skilled interviewers can comfortably interact with candidates who have different styles than their own and diverse
backgrounds and experiences.
5. 60 Minute Interview
Introduction and Opening (approximately 3-5 minutes)
Make introductions and start building rapport during this time. After you have greeted the candidate and made him or her
comfortable, set expectations for how the interview will proceed. Share the context of your role on the team and the interview loop.
Use Opening Questions to get the interview started before drilling deeply into other areas.
Technical/Functional Knowledge and Skills Assessment (time will vary)
The time that you spend assessing the candidate on technical/functional knowledge and skills will depend on the strategy outlined by
the hiring manager. Everyone on the loop might not be asked to cover technical/functional areas. Sometimes competencies and
knowledge/technical overlap where interviewers incorporate competency questions into their assessment of the candidate's
expertise.
Competency Assessment (approximately 20-45 minutes)
The time that you spend assessing the candidate on job-related competencies will vary depending on the interview strategy and how
many competencies you are assigned. Using one behavioral and one hypothetical question for each competency, along with the
follow-up probing questions, will generally take 10-15 minutes per competency. One interviewer can usually cover 2-4 competencies.
Q&A, Selling, and Closing (approximately 10-15 minutes)
At the end of the interview, reserve extra time to answer additional questions the candidate may have that have not been addressed.
The end of the interview is also a good time for sharing information about the group and about your organization. Talk with the
hiring manager and HR manager about the strategy for selling the group and company.
6. Interview Questions
Opening / Warm Up Questions
Behavioral Question
Probing
Hypothetical
Generic
Technical & Functional
Self Appraisal
Best / Worst Case
Third Party Assessment
7. Opening/Warm Up Questions
Use opening/warm-up questions to break the ice and start the interview. Opening questions tend to
cover a broad topic or time period in the candidate's background. Asking these questions is a great
way to build rapport.
Examples
Take five minutes and walk me through:
Your resume.
A typical day.
The primary responsibilities of your current job.
Tell me more about:
Why you are here today.
Your role in your latest project.
Why you find our organization appealing.
8. Behavioral Probing Questions
Please give me an overview of the situation (for example timeframe, role, and so on)
How did you first get involved?
What were your thoughts at various points during the situation?
What were some of your personal actions/activities? Examples?
Can you describe key conversations from the situation?
Did you encounter any obstacles? Choose one and tell me how you addressed it.
Can you give me more examples?
What was the outcome of the situation?
Looking back at this situation, what would you do differently/what are your thoughts?
What did you learn from the situation?
9. Hypothetical Probing Questions
What would be your strategy in approaching the situation?
What is the rationale behind your strategy?
What would you do first?
Who would you involve? How would you involve them?
What would be some of your follow-up actions?
What obstacles could you expect? How would you address them?
What if that didn’t work, what would you do then?
How would you measure your success?
10. Generic Probing Questions
What were you: thinking, doing, saying?
Please explain.
Can you give me an example/illustration of what you are saying?
Can you expand on your answer/response?
Can you provide me more details?
Pause (for 10 seconds)
11. Probing Questions
Q: Do I need to use all the standard probing questions?
A: It is recommended that you use all the standard probing questions. These questions are intended to reach the
correct level of depth and to avoid over-probing.
Q: Does this mean that I should not ask other probing questions? What if the candidate brings something up that
I think I need to probe?
A: Avoid extra probing questions based on the previous reasons. However, always use your judgment in each
situation, and if there is something that you think must be probed, make a judgment call. If a candidate answers
one of the probing questions in his or her response, you would want to skip that one.
Q: Should I focus on the candidate's failures in the interview in order to learn about his or her past experiences?
A: Although it is important to probe into obstacles or challenges encountered, you should also focus on the
candidate’s successes and accomplishments because there is value in both. Specifically targeting failure from the
starting point—"Tell me about a time that you failed"—can contribute to a negative candidate experience and
does not create the most conducive environment for sharing information. The best approach is to uncover this
information using the standard probing questions provided.
12. Technical/Functional Problem-Solving Questions
Good Technical/Functional Problem-Solving Questions:
Relate to the position and can be asked of all candidates for the position.
Provide the candidate an opportunity to demonstrate his/her job-related technical or functional knowledge and/or skills by working through a problem the candidate might
encounter in the position for which he or she is interviewing. Brain teasers are NOT appropriate problem-solving questions. Assess the specific technical/functional knowledge
and/or skills the candidate claims to have.
Allow multiple areas of knowledge and/or skills to be identified.
Build on a previous question and allow the interviewer to probe deeper.
Have multiple answers or solutions. Some solutions should be obvious; follow-up questions and/or hints should lead to other solutions where trade-offs between different solutions
can be discussed.
Use real-world problems (which are better than contrived problems) that relate to the job.
Can be easily understood though not easily answered or solved.
Produce a range of answers or solutions to help distinguish between candidates’ demonstration of job-related knowledge and/or skills and to compare candidates.
Allow the interviewer to check algorithm design, coding and/or testing ability (where job-related), and allow the candidate to check their own work.
Actively engage both the candidate and the interviewer in working through the problem/solution together. Interviewer knows when candidate is off track and coaches when needed
to get the candidate back on track.
What to look for in candidates’ responses:
How they approach and solve the problem, not just getting the right solution. There are a wide variety of things that could prevent a candidate from identifying the best solution
during the few minutes they have with you. The way a candidate approaches a problem may provide the interviewer a basis for assessing whether the candidate demonstrates
possession of certain job-related competencies.
Did they apply multiple strategies?
Did they identify when a strategy wasn’t working? Were they able to step back far enough to get back on track?
Did they analyze their processes and results?
Are they asking you questions to help them get on the right path, and do they incorporate your hints?
13. Technical/Functional Knowledge and Skills
Questions
"Please describe the approach you have used in the past to identify external
market opportunities and the strategies you identified to respond to those."
"As an Account Manager, you've scheduled an initial meeting with the CIO of a
large strategic customer to introduce yourself. You have thirty minutes. What is
your agenda for the meeting?"
14. Self Appraisal Questions
Self-appraisal questions require the candidate to rate his or her performance in
different areas.
Examples
What was your specific contribution to the success of the project?
What was your specific contribution to the success of the team?
How would you have handled [the customer/the conflict/the delivery of the
product or service] differently?
How would you evaluate your performance in that area? On that project?
15. Best and Worst Case
Best and worst case questions used together can help you get a more balanced and
realistic perspective of the candidate's breadth and depth of experience.
Examples
Please give me an example of the best and the worst management decision that
you have made.
Tell me what you like most and least about your current position.
16. Third Party Assessment
Third party assessment questions can be used to gain insight into the candidate's
assessment of how other people perceive his or her performance and accomplishments.
These questions are especially good for college and university candidates and/or
candidates from cultures who may generally refrain from talking about their individual
contributions. This kind of question allows the candidate to talk about his or her
performance and accomplishments through the perspective of a third party.
Examples
What would your teammates/co-workers say about your contribution to a project
you've worked on?
What would your supervisor/manager/professors say about your ability to learn new
skills?
17. Post Interview
Contact the next interviewer, tell them areas they should probe into and explore
Immediately after interview ends, interviewer must send feedback to HR – do it
while it is fresh in your memory
Feedback should be specific with examples
As part of feedback, send decision
1. Hire – they are a great fit for the position
2. Good for the company – a good hire, but maybe they interviewed for the wrong
position
3. No Hire
18. S.T.A.R.S.
The S.T.A.R.S. Probing Model is intended to guide interviewers through the probing process to ensure the appropriate level of depth and detail needed. The
behavioral and hypothetical probing questions provided follow the S.T.A.R.S. Model.
Probe for:
Situation/Task: Overview of the situation/task/project/role.
Actions: What, Why, and How. Actions taken by the candidate – what they did or would do, why they did it or why they would do it, and how they did it or how they
would do it.
Used to gain insight into how the candidate thinks, solves problems, makes decisions, etc.
Look for examples that demonstrate the candidates not only the ability to do the job, but also the willingness and motivation to do the job.
Results/Outcome: The outcome of the situation/task/project.
Accomplishments - Successes, and accomplishments achieved. Look for insight into how they were achieved, who they worked and collaborated with others, who else
they involved.
Roadblocks - Challenges/obstacles encountered Look for insight into accountability, how they communicated with leaders, manager, peers regarding the challenges.
Probe for choices and decisions they made and the rationale behind them.
Self-Appraisal: Candidate’s evaluation and self assessment of the situation/task/project. What could have gone better, what would they do differently next time?
What did they learn from this? How was this learning applied to new situations?
Contrary Evidence: It's sometimes easy to generalize about a candidate’s capabilities based upon one example. To safeguard against a premature judgment, seek
contrary information to get a balanced and realistic assessment. Always balance a negative example by seeking a contrary example where the candidate performed
the technical/functional knowledge and skill or competency well. Always balance a positive example by seeking a contrary example where the candidate had
challenges, even failures, performing the technical/functional knowledge and skill or competency.