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Interviewing Skills mini-Workshop
The document discusses the key aspects of interviewing skills covered in a mini-workshop at the HR Minds Forum. It addresses various biases that affect interview outcomes, the importance of preparation for interviewers, and outlines the qualities of a strong candidate. Additionally, it emphasizes the significance of effective questioning techniques and maintaining a structured approach to evaluation and decision-making in interviews.
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Interviewing Skills mini-Workshop
- 1. Interviewing Skills mini-Workshop 3rd AnnualHR Minds Forum September 10, 2015
- 2. Random prediction Graphology/astrology/p hrenology Typical selection interviews Biodata In-trayexercises Ability tests/job samples Structured interviews Assessment centres Perfect prediction of job success Predicting success Group exercises / personality Questionnaires 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
- 3. What affects interview •Overconfidence! • Biases - First impressions - Stereotypes - Like me/I like you - Halo/horns • Poor planning for interview (lack of knowledge of role and/or criteria) • Poor decision making • Lack of interviewing skills (questioning, listening, note taking, evaluating)
- 4. Candidates’ impression management • onein five candidates admitted to being — “seldom, or never, Completely honest“ during interviews • almost four out of five believed that the candidate should — “sell themselves as being the right person for the job“ • one in three stated that the candidate should try to “project a particular “image“ of the sort of person they would like the interviewer to think they were • only a modest 71% agreed that it is “best to be completely honest with the interviewer“
- 6. Preparing yourself 1. Review”essentials” and ”nice to haves” on the Job Description 2. Prepare your interview plan – select appropriate capabilities for the role 3. Familiarise yourself with the scoring guide 4. Review the candidate‘s CV thoroughly
- 7. Number Quality Description 1Poor Showed mostly negative indicators or limited evidence on which to judge, likely to be in the bottom 10% 2 Marginal Showed mostly negative indicators plus one or more positive indicators but there are large inconsistencies. 3 Acceptable Showed most of the positive indicators and one or two negative indicators acceptable in a candidate at this level, indicating on–the-job development needed as one would expect for this target group. 4 Good Showed mostly positive indicators, indicating strengths above the expected level, weaknesses displayed are relatively minor. 5 Excellent Showed all positive indicators with virtually no weaknesses displayed. Well above the expected standard for the target group, likely to be in the top 10% Rating guide for the Leadership capabilities
- 8. Prepare the environmentand team • Give the right amount of time • Ensure no interruptions • Sit in friendly positions • Comfy chairs • Meet your co-interviewers before • Agree ”signals” & ground rules • Taking turns Interviewer 1 Interviewer 2 Candidate
- 9. Interview Timing Open 5minutes • Welcome • Brief overview of candidate CV Capability Questions - 10 minutes per capability • Open, probing Close 5 minutes • Questions from candidate • Next steps in process • Opportunity for feedback
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- 11. Impression management Candidates usuallyadopt one of three approaches to the interview: • Attending • Adapting • Repudiating
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- 13. Question Type Response ClosedDoes not encourage the person to talk (yes/no response) Leading Imposes interviewers views and results in a predictable response Double-headed Confusing at best, allows candidate to opt out at worst Multiple choice Limits response or directs struggling candidates Hypothetical Prepared responses - what people say is not what they will do Questions to avoid
- 14. How we makepoor quality Judgments • First Impressions - first 2minutes • Stereotyping • Just like me! • Halo + Horns • Contrasting - Jose is so much better than Paul! • Focus on the end result not the approach • Assumptions about intent - they did that because…
- 15. Note taking • Usethe Candidate‘s Own Words • Note the Process as well as the Content • Do not Summarise or Judge • Be Open about Note Taking • Be Sensitive
- 16. Observe Record Classify Evaluate Integrate O R C E I During the interview After each interview AtClose Fundamental assessing process
- 17. Personal review/action planning WhenI am interviewing I will: • STOP • START • CONTINUE
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