This document provides guidance on how to conduct effective interviews for assistant managers, managers, and senior managers. It outlines the interview process and includes tips for preparing, structuring, and conducting interviews. The key aspects covered are determining the job requirements, developing standardized rating scales and questions, conducting interviews in three phases (introduction, body, and closing), and providing feedback to candidates. The goal is to improve interviewing skills and select the best candidates through a formal, structured interview process.
effective interviewing-what is an interview-different types of interview-different levels of interview-tips for conducting good interview- come, conduct an effective interview
Harvest Human Resources - boutique specialist, technical, executive recruitment provider assisted companies to learn valuable tips for interviewing from developing selection criteria and developing interview questions to interview coordination, interview preparation and interview techniques. Also Body Language tools to read and interpret thoughts through gestures. Workshop was extremely well received at Victoria's Small Business Festival. Email info@harvesthr.com.au or comment on our page to book a workshop at your work place or to attend our next forum. http://www.harvesthr.com.au
effective interviewing-what is an interview-different types of interview-different levels of interview-tips for conducting good interview- come, conduct an effective interview
Harvest Human Resources - boutique specialist, technical, executive recruitment provider assisted companies to learn valuable tips for interviewing from developing selection criteria and developing interview questions to interview coordination, interview preparation and interview techniques. Also Body Language tools to read and interpret thoughts through gestures. Workshop was extremely well received at Victoria's Small Business Festival. Email info@harvesthr.com.au or comment on our page to book a workshop at your work place or to attend our next forum. http://www.harvesthr.com.au
Training for Human Resources (HR) - Recruitment & Selection Teams in performing a professional interviews with vacancies' candidates.
we will be talking about what is done before the interview (planning phase), and during the interview (conducting the interview), and after the interview (measuring the success).
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
The presentation is for helping candidates to prepare & clear the interviews. It can help fresh graduate candidates & students appearing for campus interviews.
The job interview - Mock Interview ActivityDave Truss
A Lesson where students first learn about getting an interview and then they hold mock interviews with each other. For Inquiry Hub Secondary School students - April 2014, by David Truss.
'Observer' Handout available at: http://2di.me/ihubmockinterviews
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Everyone of us is bound to go through an interview in our life and most of us are unable to make a good first impression during an interview. I have made this presentation to help the interviewees understand the basic rules and skills they should use for a successful interview.
“Interview” refers to a one-on-one conversation between an
interviewer and an interviewee
Importance of Interview
Objectives of Interview
Features of Interview
Forms of Interview
TYPES OF INTERVIEW
HOW TO PREPARE FOR AN INTERVIEW ???
DURING THE INTERVIEW
AFTER THE INTERVIEW
INTERVIEW DO’S AND DONT’S
Training for Human Resources (HR) - Recruitment & Selection Teams in performing a professional interviews with vacancies' candidates.
we will be talking about what is done before the interview (planning phase), and during the interview (conducting the interview), and after the interview (measuring the success).
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
The presentation is for helping candidates to prepare & clear the interviews. It can help fresh graduate candidates & students appearing for campus interviews.
The job interview - Mock Interview ActivityDave Truss
A Lesson where students first learn about getting an interview and then they hold mock interviews with each other. For Inquiry Hub Secondary School students - April 2014, by David Truss.
'Observer' Handout available at: http://2di.me/ihubmockinterviews
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Everyone of us is bound to go through an interview in our life and most of us are unable to make a good first impression during an interview. I have made this presentation to help the interviewees understand the basic rules and skills they should use for a successful interview.
“Interview” refers to a one-on-one conversation between an
interviewer and an interviewee
Importance of Interview
Objectives of Interview
Features of Interview
Forms of Interview
TYPES OF INTERVIEW
HOW TO PREPARE FOR AN INTERVIEW ???
DURING THE INTERVIEW
AFTER THE INTERVIEW
INTERVIEW DO’S AND DONT’S
This is a sample of a group project I worked on during graduate school. We were tasked to develop an effective interview procedure. To do this, we conducted a job analysis on bartenders to determine competencies necessary to perform their duties. We then came up with an effective way to measure these competencies during a job interview; this included training the interviewers on how to assess for it.
Build a reputation for you and your organization with great interviews.
Learn the tips and tricks of assessing the candidates.
Gain confidence of your candidates and convert offers into joining.
Become a brand ambassador for your organization.
Gain job opportunities by Hirington Academy’s “Certified Interviewer” Program.
Save time, money and energy to find a brighter workforce to your organization.
Practice ethical hiring and win confidence of your boss.
How to conduct effective interviews May 2011Timothy Holden
Half day interactive open workshop in Toronto for individuals recently appointed or promoted into roles where they will be interviewing for the first time.
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.
Other types of job interviews:
1. Behavioral Interviews: Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. Example: Behavioral Interview and STAR (Situation, Task, Action, Result) interview
2. Case Interviews: Case interviews are used most often in management consulting and investment banking interviews and require interviewees to demonstrate their analytical ability and problem-solving skills.
3. Competency Based Interviews: Competency based interviews require interviewees to give specific examples of times in which they demonstrated particular skills or attitudes. Here's information on how they work, how to prepare, as well as sample questions.
4. Phone Interviews: While interviewer actively job searching, it's important to be prepared for a phone interview on a moment's notice. Here's how to prepare for a telephone interview.
5. Second Interviews: Interviewee passed the first interview with flying colors and interviewee just got a call to schedule a second interview. Here are suggestions on how to use interviewer second job interview to help secure an offer.
6. Structured Interview: A structured interview is a standardized method of comparing job candidates. A structured interview format is typically used when an employer wants to assess and compare candidates impartially. If the position requires specific skills and experience, the employer will draft interview questions focusing exactly on the abilities the company is seeking.
7. Unstructured Job Interview: An unstructured interview is a job interview in which questions may be changed based on the interviewee's responses. While the interviewer may have a few set questions prepared in advance, the direction of the interview is rather casual, and questions flow is based on the direction of the conversation. Unstructured interviews are often seen as less intimidating than formal interviews. However, because each interviewee is asked different questions, this method is not always reliable.
8. Tele Conference Interview: Tips and suggestions for successfully interviewing via video.
9. Stress Interview: It is conducted to evaluate the behavior of the candidate under stressful conditions. How does a can¬didate react to stress? Whether they remain quiet and calm or becomes stressed, can be judged by creating different stressful conditions around, and the case with which they get out of it indicates their stress-handling capacity in future.
10. Panel Interview: A selection committee appointed for interviewing candidates is called a panel. It generally consists of three or more members who collectively perform the task of selection. The final decision is taken with the consent of all panel members.
Workshop 2Interviewing Skills and PreparationPresent.docxdunnramage
Workshop 2
Interviewing Skills and
Preparation
Presentation by
Sarah-Louise
Weller
Date:
w/c 1 Oct 2018
Interviewing Skills
Workshop 2 – Skills and Preparation
Workshops 3 & 4 – Mock interviews
Objectives
1. Explain what are the aims of recruitment
2. Understand how an employer selects an
employee for a role
3. Identify the problems with selection interviews
4. Know how to plan and conduct an interview
5. Describe how to give and receive feedback
Aims of Recruitment
• To obtain a pool of suitable candidates for vacant
posts
• To use a fair process and be able to demonstrate
that the process was fair
• To ensure that all recruitment activities contribute to
the organisational goal and a desirable
organisational image
• To conduct recruitment activities in an efficient and
cost effective manner
(Foot and Hook 2011)
Recruitment Questions
• What is a “suitable candidate”?
• Who decides this?
• How is it decided?
• How do you achieve a fair recruitment
process?
Job Analysis
Assessing or defining the components of the
post:
• Nature of the work performed
• Associated responsibilities and
accountabilities
• Skills and knowledge required
• Working conditions
• Outputs or performance standards expected
(Wilton 2013)
Job Description
Job descriptions relate to the task to be undertaken:
• Job Title
• Location
• Responsible to
• Responsible for
• Main purpose of the job
• Responsibilities/duties
• Working conditions
• Other matters
• Any other duties
(Marchington and Wilkinson 2013)
Person Specification
Person specifications outline the attributes required
for the position, including:
• Knowledge
• Skills – IT, foreign language,
• Previous experience – in a similar role, company
• Qualifications
• Personal qualities – professionalism, creativity etc.
It represents the selection criteria
Example of a Person Specification
Receptionist
Competency Frameworks
• Competency frameworks focus on the behaviours
of job applicants that are required to undertake
the role
• Often generic to an organisation rather than
specific to a job
• Person based rather than job based
• People analysis rather than job analysis
• A competency framework is a structure that sets
out the competencies required by individuals
required by individuals working within the
organisation.
Competency Frameworks
Most commonly sought:
• Communication skills
• People management
• Team skills
• Customer service skills
• Results-orientation
• Problem solving
(CIPD 2014)
Exercise: what competencies are employers looking for?
Work with a partner:
1. Think of a sector you might consider in the future
for a job and/or placement.
2. Think about the kind of roles that might exist.
3. Now add in the attributes or competencies that
you would expect to be important in these jobs.
4. Consider how you would evidence that attribute
or competency
Your list might look a bit like this…….
Wazeefa1 - Growing Job portal in Middle East. Job vacancies available in Kuwait, UAE, Bahrain, Saudi Arabia, Lebanon, Qatar, Jordan, Oman etc. For more visit - http://www.wazeefa1.com/
What A GOOD Interview Process Looks LikeDavid Dewey
This presentation explores the advantages of a structured interview process and how this helps you to predict how candidates are going to perform in the role.
Tips for Successful Job Interviewing: Interview QuestionsRalph Hatem
Interview questions: This slide deck highlights some of the different types of interview questions you might be asked as a candidate, and how to respond accordingly.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
1. HOW TO CONDUCT AN
INTERVIEW
BY ASSISTANT MANAGER, MANAGER
AND SENIOR MANAGER
Made By:- Jitendra Singh Dongariya, Universal Business school, Karjat
2. OUTLINE OF PPT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Objectives of presentation………………………………………………………3
Introduction …………………………………………………………………………..4
Structured Vs Unstructured…………………………………………………….5
Interview process………………………………………………..………………...6
Steps in interview design………………………..……………………………..7
Types of interview……………………………………………………………….…8
Job analysis…………………………………………………………………………..9
Analysis of Required key competencies for job……………………..10
Interview format………………………………………………………………....11
If candidate are more then GD and Aptitude…………................12
Evaluation structure……………………….…………………………………….13
Rating scale structure…………………………………………………………..14
Interviewer’s approach………………………………………………………..15
Three phases of interview..……………………………….………..........20
Adjust yourself………………………………………………….………...........24
Define do’s…………………………………………………….…………...........25
Define don’ts………………………………. ………………….………………….26
Solutions……...…………………………......…………….........................28
3. Objective of presentation
• How to conduct a successful and effective
interview.
• Improve the overall interview process and to
get desired results.
• Target to improve the interviewing skills of:1. Assistant manager
2. Manager
3. Senior manager
4. Introduction
• Interviews are used as part of the formal
selection process in which candidates are
screened or ranked based on their scores.
Types of interview:Selection interview
Appraisal interview
Exit interview
A selection interview is a selection procedure designed to
predict future job performance on the basis of applicants’
oral responses to oral inquiries
5. Structured and unstructured
interview
Reliable
Valid
Structured Interview
Unstructured Interview
1 All candidates are asked the same
questions in the same order.
2. All candidates are evaluated using a
common rating scale.
3. Interviewers are in agreement on
acceptable answers.
1. Candidates may be asked different
questions.
2. A standardized rating scale is not
required.
3. Interviewers do not need to agree on
acceptable answers
8. Types of interviews
• Depending on the number of candidates you
need to interview, you can select a variety of
interview formats, such as:
1. Initial phone interview:- to narrow down a
large list of candidates
2. Individual interview:- between hiring
manager/supervisor and candidate
3. Group or panel interview
4. Multi-interviewer approach
9. Job analysis
The purpose of a job
analysis is to identify the
requirements of the job
and the competencies
necessary to perform
them
Identify
job tasks
responsibilities
competencies
required
Position descriptions
10. Analysis of Required
key competencies for job
. Identifying the critical competencies
1
. Range of competencies
2
Examples
Behavioral competencies
Functional competencies
12. GD and Aptitude test
1.
2.
3.
4.
5.
6.
More number of candidate
Check analytical skill
Check group behavior
Check leadership approach
Check attitude
Check basic knowledge
13. Evaluation structure
• Determine a rating scale that you will use to
evaluate candidates’ responses.
• It can be as simple as a 1-5 scale
• (1= Low, 3=Average, 5= Outstanding),
• Adjectives such as Unacceptable, Acceptable,
and Excellent.
14. Rating scale structure
Proficiency level
Behavioral competencies
Functional competencies
Expert (level-5)
Exceptionally difficult situation Demonstrates
Key resources
Comprehensive
Advises other
Expert understanding of
concept and process
Advance (level-4)
Considerably difficult situation
Broad understanding of
concept and process
Immediate (level-3)
Difficult situation
Require Occasional guidance
Understanding of concept
and process
Basic (level-2)
Somewhat difficult situation
Familiarity with concept
and process
Awareness (level-1)
Simplest situation
Require regular guidance
Awareness of concept
and process
15. Interviewer’s
approach
• Do interview in a quiet room with no
interruptions
• Review resume and make notes
• Know the duties of the job
• Focus questions on skills that are a must
• Don’t make snap judgments
• Be friendly
16. Question yourself
• Remember: Ask yourself how good are your interview
techniques?
Do you know :1. what to Look for in a candidate
2. questions to ask to bring out the right information?
3. spot if someone is exaggerating or hiding the truth?
4. how to manage either overly talkative or less
communicative candidates?
5. Are you talking too much and not letting the
candidate speak?
17. Prepare your
self
The past performance is one of the best predictors of future
performance.
• Question must based on :1. Behavioral
2. Specific situations
3. Functional skill
4. Past experience
Example:“Tell me about a specific time when you had to
deal with a difficult customer complaint. Describe your actions.
What was the outcome?”
18. Prepare a list of questions
1.knowledge, skills and abilities for the
position.
2. Prioritize the list of the most important job
qualities and prepare job-related questions
3. Focused on past behavior
4. Question should be open-ended.
5. Give some real/hypothetical case
6. Identify the topic
19. Questions.…
7. College experiences
8. Work experiences—summer, part time, full time
(one by one)
9. Goals and ambitions
10. Reactions to the job for which you are
interviewing
11. Self-assessments (by the candidate of
his or her strengths and weaknesses)
12. Present outside activities
20. Three phases of interview
1. Introduction
2. Body of interview
3. Closing of interview
21. Introduction
1. Conduct at their place of work where
possible
2. Always state the reason for the interview
and how it will be conducted
3. Put the interviewee at ease
4. Ask the interviewee if they agree to you
taking notes
5. Ask for water & tea
22. Body of interview
1. Listen to the answers and request
clarification if necessary
2. Avoid making criticisms or taking sides
3. Keep control of the interview: refocus the
interviewee if they are rambling or clarify if
they misunderstood the question
4. Stay focused and follow your interview guide
5. Allow the interviewee to ask questions
23. Closing of interview
1. Thank the interviewee
2. Advise them what the next steps are and the
timeframe
3. Give feedback
24. Adjust yourself
Relaxed and confident
Avoid closed questions, use open questions to
draw them out
Do not tolerate threatening behaviour.
If anger is directed at you:
• admit your mistake if you are wrong
• stay calm, avoid getting angry in return
If anger is directed at others:
• do not get involved and do not taking sides
• correct misinformation tactfully
24
• do not challenge honestly held opinions
25. Do (right interviewing behaviour)
Create rapport
Make notes
Be sincere
Be objective
Be courteous
Verify your findings
Separate fact from fiction
Pitch the interview at the right level
Keep within the scope of the interview
Establish the option to ask follow up
questions
Wrap up the interview and thank the
interviewee for their time.
25
26. Don’t (Poor interviewing behaviour)
× Did not make an appointment
× Arrived late
× Was rude
× Exhibited one upmanship
×interviewexplain the purpose of the
Did not
× Did not explain the scope of interview
× Used jargon
× Became confrontational
× Was inconsiderate
× Talked down to the interviewee
× Abruptly ended the interview
× Did not explain what happens next
27. Don’t……
× Arrive without warning
× Forget interviewee’s name or role
× Show off
× Criticise
× Interrupt
× Be impatient
× Use coarse language
× Fidget, lounge or appear bored
× Go over time without agreement from interviewee
× Fail to thank the interviewee for their time
27
28. Solutions
Competency Based Interview (CBI)
• Situation: Example- “Tell me about a situation
in which you had to deliver some
unwelcome news.”
• Approach:Example- “How did you go about
breaking the news?”
• Outcome: Example- “How did the person take
the news?”