The document provides guidance on conducting effective interviews for hiring. It emphasizes the importance of properly planning and structuring interviews. Key recommendations include conducting a job analysis to identify essential job requirements, developing competency-based and behavioral interview questions linked to those requirements, using consistent rating scales to evaluate candidate responses, and providing interviewers with training and guidelines. Structured interviews with pre-determined questions and evaluation criteria can help hiring managers identify the best candidates for a role.
Interviewing is a crucial part of the hiring process for both organizations and candidates for three main reasons:
1. Interviews help assess a candidate's strengths, weaknesses, and suitability for a job in order to make the best hiring decisions.
2. Both the organization and candidate have a lot to lose if an improper match is made due to an ineffective interview.
3. Factors like unstructured interviews, personal bias, closed-ended questions, and poor listening can undermine the goal of eliciting meaningful information to evaluate candidates. Proper job analysis and planning is needed to conduct effective interviews.
This document provides guidance on conducting effective employment interviews. It outlines steps to prepare for interviews such as arranging an appropriate space and developing job-related questions. During the interview, the recommended steps are to introduce the candidate, obtain relevant information, discuss the position, respond to questions, and conclude by expressing appreciation and informing the candidate about next steps. The document advises asking questions related to qualifications and avoiding illegal inquiries. It also warns against common pitfalls like being unprepared or making biased decisions. The goal is to consistently evaluate candidates and select the best person for the role.
This document provides guidance for conducting interviews for supervisory and managerial positions. It discusses preparing for interviews, including reviewing job requirements and developing job-related questions. It recommends a five-step interview process: introduction, obtaining information, discussing the position, responding to questions, and concluding the interview. The document lists do's and don'ts for questions, potential interview pitfalls, and provides examples of different types of interview questions for various positions.
Job Application Writing – How to address selection criteriaRed Tape Busters
The document provides tips for job application writing, specifically for selection criteria. It recommends breaking selection criteria into smaller parts to address individually. It also suggests researching how others have answered similar criteria to understand common themes and mistakes. The document stresses using specific examples to demonstrate skills and abilities claimed in the application. Following these tips can help improve one's chances of success in job application writing.
The document discusses best practices for conducting effective job interviews. It emphasizes that interviewing is both an art and a science that requires preparation, consistent process, and avoiding bias. Key points include developing structured interview questions in advance, involving multiple interviewers to reduce bias, taking notes during interviews, providing feedback to candidates, and ensuring legal guidelines are followed to have a fair hiring process.
There is nothing more important than hiring the right people into your business.
How are you finding these people?
How do you test them?
How can you be sure they are the best fit for your culture?
This is a presentation that will address your concerns.
Please feel free to ask me any questions at brent@spillly.com
Interviewing is a crucial part of the hiring process for both organizations and candidates for three main reasons:
1. Interviews help assess a candidate's strengths, weaknesses, and suitability for a job in order to make the best hiring decisions.
2. Both the organization and candidate have a lot to lose if an improper match is made due to an ineffective interview.
3. Factors like unstructured interviews, personal bias, closed-ended questions, and poor listening can undermine the goal of eliciting meaningful information to evaluate candidates. Proper job analysis and planning is needed to conduct effective interviews.
This document provides guidance on conducting effective employment interviews. It outlines steps to prepare for interviews such as arranging an appropriate space and developing job-related questions. During the interview, the recommended steps are to introduce the candidate, obtain relevant information, discuss the position, respond to questions, and conclude by expressing appreciation and informing the candidate about next steps. The document advises asking questions related to qualifications and avoiding illegal inquiries. It also warns against common pitfalls like being unprepared or making biased decisions. The goal is to consistently evaluate candidates and select the best person for the role.
This document provides guidance for conducting interviews for supervisory and managerial positions. It discusses preparing for interviews, including reviewing job requirements and developing job-related questions. It recommends a five-step interview process: introduction, obtaining information, discussing the position, responding to questions, and concluding the interview. The document lists do's and don'ts for questions, potential interview pitfalls, and provides examples of different types of interview questions for various positions.
Job Application Writing – How to address selection criteriaRed Tape Busters
The document provides tips for job application writing, specifically for selection criteria. It recommends breaking selection criteria into smaller parts to address individually. It also suggests researching how others have answered similar criteria to understand common themes and mistakes. The document stresses using specific examples to demonstrate skills and abilities claimed in the application. Following these tips can help improve one's chances of success in job application writing.
The document discusses best practices for conducting effective job interviews. It emphasizes that interviewing is both an art and a science that requires preparation, consistent process, and avoiding bias. Key points include developing structured interview questions in advance, involving multiple interviewers to reduce bias, taking notes during interviews, providing feedback to candidates, and ensuring legal guidelines are followed to have a fair hiring process.
There is nothing more important than hiring the right people into your business.
How are you finding these people?
How do you test them?
How can you be sure they are the best fit for your culture?
This is a presentation that will address your concerns.
Please feel free to ask me any questions at brent@spillly.com
The document provides guidance on interview skills and preparation. It discusses typical interview structures, behavioral interviews, and preparation techniques. Key points include outlining the common structure of interviews, the importance of examples using the STAR format to demonstrate skills and experiences, preparing questions for the interviewer, and practicing delivery. The document emphasizes being prepared with researched company information, examples of skills required for the role, and confidence in oneself.
STAR Interviews - Citadel Career Center Page Tisdale
This document provides guidance on developing effective interview skills. It introduces the STAR technique for answering behavioral interview questions, which involves describing specific situations, tasks, actions, and results. It emphasizes the importance of practice, recommending preparing 5 stories using this technique and conducting a mock interview. Resources like InterviewStream that provide sample questions and feedback on interview skills are also mentioned. The goal is to help students learn how to prepare for and stand out in interviews by researching the organization and having well-thought examples to discuss.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
The document provides guidance on preparing for and participating in a job interview from P&G's recruiting team. It discusses the typical structure of an interview including an introduction, information giving and getting phases, and a closing. It also outlines common mistakes interviewees make and recommends researching the company, developing answers to anticipated questions using the CAR method, and following up after the interview.
How to prepare for interviews to get the job you want. Online interview training course. How to answer interview questions. Building rapport with interviewers.
The document provides tips for interview skills and preparation. It discusses the importance of being prepared for different types of interviews, including knowing yourself, the organization, and the position. It recommends researching common interview questions and using the STAR method to provide concrete examples when answering behavioral and situational questions. Proper preparation is key to making a strong first impression and demonstrating how past experiences qualify you for the role.
Randstad present the interviewer feedbacks about what they expect from a candidate to know in an interview and explain about the interview process, question and skills a candidate should be prepared before an interview. And also useful links for jobsearch.
You might have had many interviews in your life, but what happens when you sit on the other side of the table as your companies human resource manager?
Conducting an interview is a skill that often gets overlooked. Remember: your responsibility as an HR representative or manager is to get the best candidate for the job. This depends greatly on how well your interview skills are.
Watch this presentation to get some insights and tips on how to properly conduct an interview.
The document provides templates and checklists to help small businesses with their hiring process, including an intake meeting form, job description checklist, phone screening questions, and an on-site interview preparation checklist. It offers guidance and materials for effectively collecting information, writing job descriptions, screening candidates, and setting up on-site interviews.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
2015 Ultimate Hiring Toolbox For Small & Medium BusinessesSage HR
The document provides templates and checklists to help small businesses streamline their hiring process from information collection and writing job descriptions to conducting phone screens, on-site interviews, evaluations, and onboarding. It includes forms for intake meetings, job descriptions, phone screening questions, interview preparation checklists, behavioral interview questions, and candidate evaluation forms. The templates are meant to guide small businesses through each step of the recruiting and hiring process.
The document provides templates and checklists to help small businesses with their hiring process, including intake forms, job descriptions, phone screening questions, and on-site interview preparation. It outlines the key stages of recruiting and hiring, and offers templates to collect important information at each stage to find the perfect candidate.
The document provides information about copyright and permissions for reproducing the publication. It notes that apart from fair use allowances, reproduction requires permission from the publishers. It provides contact information for the publishers, Anson Reed Ltd. It also notes that the publisher makes no guarantees about the accuracy of the information in the book.
This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.
12 Quick Tips to crack an Interview-( With examples).pptxmanishsingh945620
There’s no doubt that interviews are nerve-wracking and stressful. But the more skills you gain for an interview, the more confident you will be so here are some tips to crack an Interview with examples.
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!
This document provides templates for 10 common job descriptions to help recruiters write effective job posts. It includes templates for roles such as software engineer, project manager, account manager, executive assistant, business development manager, sales manager, business analyst, account executive, product manager, and marketing manager. Each template provides sample text for the job description, responsibilities, and qualifications for the role to help recruiters quickly and easily post jobs.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
The document provides guidance on interview skills and preparation. It discusses typical interview structures, behavioral interviews, and preparation techniques. Key points include outlining the common structure of interviews, the importance of examples using the STAR format to demonstrate skills and experiences, preparing questions for the interviewer, and practicing delivery. The document emphasizes being prepared with researched company information, examples of skills required for the role, and confidence in oneself.
STAR Interviews - Citadel Career Center Page Tisdale
This document provides guidance on developing effective interview skills. It introduces the STAR technique for answering behavioral interview questions, which involves describing specific situations, tasks, actions, and results. It emphasizes the importance of practice, recommending preparing 5 stories using this technique and conducting a mock interview. Resources like InterviewStream that provide sample questions and feedback on interview skills are also mentioned. The goal is to help students learn how to prepare for and stand out in interviews by researching the organization and having well-thought examples to discuss.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
The document provides guidance on preparing for and participating in a job interview from P&G's recruiting team. It discusses the typical structure of an interview including an introduction, information giving and getting phases, and a closing. It also outlines common mistakes interviewees make and recommends researching the company, developing answers to anticipated questions using the CAR method, and following up after the interview.
How to prepare for interviews to get the job you want. Online interview training course. How to answer interview questions. Building rapport with interviewers.
The document provides tips for interview skills and preparation. It discusses the importance of being prepared for different types of interviews, including knowing yourself, the organization, and the position. It recommends researching common interview questions and using the STAR method to provide concrete examples when answering behavioral and situational questions. Proper preparation is key to making a strong first impression and demonstrating how past experiences qualify you for the role.
Randstad present the interviewer feedbacks about what they expect from a candidate to know in an interview and explain about the interview process, question and skills a candidate should be prepared before an interview. And also useful links for jobsearch.
You might have had many interviews in your life, but what happens when you sit on the other side of the table as your companies human resource manager?
Conducting an interview is a skill that often gets overlooked. Remember: your responsibility as an HR representative or manager is to get the best candidate for the job. This depends greatly on how well your interview skills are.
Watch this presentation to get some insights and tips on how to properly conduct an interview.
The document provides templates and checklists to help small businesses with their hiring process, including an intake meeting form, job description checklist, phone screening questions, and an on-site interview preparation checklist. It offers guidance and materials for effectively collecting information, writing job descriptions, screening candidates, and setting up on-site interviews.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
2015 Ultimate Hiring Toolbox For Small & Medium BusinessesSage HR
The document provides templates and checklists to help small businesses streamline their hiring process from information collection and writing job descriptions to conducting phone screens, on-site interviews, evaluations, and onboarding. It includes forms for intake meetings, job descriptions, phone screening questions, interview preparation checklists, behavioral interview questions, and candidate evaluation forms. The templates are meant to guide small businesses through each step of the recruiting and hiring process.
The document provides templates and checklists to help small businesses with their hiring process, including intake forms, job descriptions, phone screening questions, and on-site interview preparation. It outlines the key stages of recruiting and hiring, and offers templates to collect important information at each stage to find the perfect candidate.
The document provides information about copyright and permissions for reproducing the publication. It notes that apart from fair use allowances, reproduction requires permission from the publishers. It provides contact information for the publishers, Anson Reed Ltd. It also notes that the publisher makes no guarantees about the accuracy of the information in the book.
This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.
12 Quick Tips to crack an Interview-( With examples).pptxmanishsingh945620
There’s no doubt that interviews are nerve-wracking and stressful. But the more skills you gain for an interview, the more confident you will be so here are some tips to crack an Interview with examples.
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!
This document provides templates for 10 common job descriptions to help recruiters write effective job posts. It includes templates for roles such as software engineer, project manager, account manager, executive assistant, business development manager, sales manager, business analyst, account executive, product manager, and marketing manager. Each template provides sample text for the job description, responsibilities, and qualifications for the role to help recruiters quickly and easily post jobs.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
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?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
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.
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• Please submit your text questions and
comments using the Questions Panel
Your Participation
A Few Session Tips
Use this button to
signal the presenter
All lines are Muted please raise your hand to be unmuted.
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Interviews that are not based on a proper job
analysis won’t elicit meaningful information.
Subjection to personal bias and other sources of
error.
Some candidates are very practiced at
interviewing.
Interview questions may reveal too much about
the job.
Interview questions may be too closed-ended.
Poor listening skills.
How & Why Interviews Go Wrong
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Plan Your Strategy
Know and understand ASU’s policies and procedures
Determine key selection criteria
Prepare a description of the job and the organization
Create an outline and develop interview questions
Brief selection committee members on interview format
Arrange for a quiet, private meeting place
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The Job Description
Start with an accurate and up-to-date job
description.
Need help in writing?
http://online.onetcenter.org/
Determine essential functions necessary in
performing the position.
Establish the qualifications and experience
necessary for entry-level employee to perform
the job.
Define the reporting structure and hours.
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Candidate Profile
Use a formal, up-to-date job description.
Ask supervisors, peers, and subordinates for
input for characteristics of an ideal
candidate.
Customers and vendors
Assess organizational culture.
Feel of the organization? Resemble extended
family, watch out for each other? Structured
and controlled environment—do things by the
book? Results focused or process driven?
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Prepare in Advance
Don’t rely on a job description and a candidate’s
resume to structure the interview. You’ll get much
better information if you carefully pre-select
questions that allow you to evaluate whether a
candidate has those skills and behaviors you’ve
identified as essential for the job.
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Characteristics of Questions
Realistic
To the point, brief and unambiguous
Complex enough to allow adequate demonstration
of the ability being rated.
Formulated at the language level of the candidate,
not laced with jargon.
Tried out on job incumbents to check for clarity,
precision of wording and appropriateness.
Not dependent upon skills or policy that will be
learned on the job.
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Rating Scale
The most critical element of the rating scale
is not how many levels it has, but rather
how those levels are defined.
Use a rating scale anchored to
benchmarks (example answers,
descriptions, or definitions of answers).
Use Subject Matter Experts to develop
the scale and benchmarks.
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Five-level Rating Scale
What would one expect or want an outstanding
candidate to give as the best possible answer?
(5 point)
What is an acceptable answer that one would expect
a qualified candidate to give?
(3 point)
What would one expect as a poor answer from a
candidate who has little or no knowledge or skill on
this job requirement?
(1 point)
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Organizations that use the first approach – per question rating – tend to be in the public-
sector or otherwise very structured in their human resources or selection procedures.
Below is a typical 5-point scale used with this approach:
Well Qualified (5) Candidate provides a thorough response to the question. Candidate
demonstrates a thorough understanding of the issues at hand that is more to
substantially more than the job requires. Response is well thought-out and well
presented. Overall, candidate’s response is complete, addresses all aspects of the
question and does not require probing.
Qualified (4-2) Candidate provides an acceptable response to the question.
Candidate’s understanding of the issues at hand is equal to or slightly less that what the
job requires. The response may not be as complete or thorough as the well-qualified
candidate’s response. Overall, candidate’s response is complete, addresses the question
and any probing required is minimal.
Not Qualified (2-1) Candidate fails to provide an acceptable response to this question.
Candidate’s response does not convey the level of experience/expertise required in this
position. Candidate’s response may be vague or incomplete. Overall, candidate fails to
provide experience/expertise demonstrative of the requirements of this position.
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1. Conduct a Job Analysis. Identify the job characteristics (i.e., job tasks, duties, and
responsibilities) and the competencies/knowledge, skills, abilities required to perform
the job successfully.
2. Determine the Competencies to be Assessed by the Interview. Consider which
competencies are measured most effectively with an interview.
3. Choose the Interview Format and Develop Questions. Determine if you will use a
behavioral interview or situational interview. Work with subject matter experts to
develop questions.
4. Develop Rating Scales to Evaluate Candidates. Determine the proficiency scale and
develop accompanying proficiency level examples. (NOTE: May not be applicable to a
selecting official’s interview.)
5. Create Interview Probes. Establish if probes may be used. If probes will be used, draft
specific probes for each question.
6. Pilot-Test the Interview Questions. Pilot test the interview questions on persons
similar to the anticipated candidates. Check for clarity and appropriateness.
7. Create the Interviewer’s Guide. Prepare an interviewer's guide, question booklet, and
rating form.
8. Document the Development Process. Document all stages of the interview
development.
September
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What is a Job Analysis?
•A systematic examination of the tasks performed in a job
and the competencies required to perform them
•A study of what workers do on the job, what
competencies are necessary to do it, what resources are
used in doing it, and the conditions under which it is done
•A job analysis is NOT an evaluation of the person
currently performing the job
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What is a Job Analysis?
•A job analysis consists of three general steps:
1.Tasks and competencies are collected
2.Subject Matter Experts (SMEs) rate the tasks and
competencies
3.Any low-rated tasks and/or competencies are dropped
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Uses for a Job Analysis
•Job analysis data can be used to
determine:
–Job requirements
–Training needs
–Position classification and grade levels
–Other personnel actions, such as
promotions and performance appraisals
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A Great Hire?
Performs effectively.
Stays beyond the average employee tenure.
Demonstrates a commitment to your
organization and its mission.
Accepts, supports, and contributes to your
business culture.
Put it simply, a great hire meets ALL of
your needs and expectations.
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Let candidates know what they can expect: A pet peeve of
many job seekers is that they are left "hanging" after an
interview, or they are promised follow-up that never
comes. If the candidate is a good fit, be clear about what
the next steps will be. And if the candidate is not a good
fit?
"Always end the interview on a positive note, but be
genuine," says Goldman. "Don't tell the candidate to call
you if you don't mean it."
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Steps to the Process
Know what you want.
Best hiring practice you’ll ever need! What 10
qualities you want the top 10% to possess?
Design for consistency.
Design your interviewing process. It is a critical
step that often interviewers have no or little
training in doing.
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Better Interviews
Make them structured.
Eliminates haphazard interviewing.
Standardization allows you to compare apples
to apples.
Decreases legal liability
Aids in documentation
Provides equal treatment to all candidates
Make them competency based.
Make them behaviorally focused.
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Characteristics of Questions
Realistic,to the point, brief and unambiguous
Complex enough to allow adequate demonstration
of the ability being rated.
Formulated at the language level of the candidate,
not laced with jargon.
Tried out on job incumbents to check for clarity,
precision of wording and appropriateness.
Not dependent upon skills or policy that will be
learned on the job.
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Interview Questions
Job Knowledge
Demonstrate specific job knowledge or documentation
of job knowledge.
Past Behavior
Describe activity of past jobs that relates to the job.
Background
Focus on work experience, education and other
qualifications of the candidates.
Situational
Hypothetical situations that may occur on the job and
how candidates respond to situation
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Traditional Questions
With these, you can gather general information about a
candidate and their skills and experience. Because these
questions are asked often, many candidates will have
prepared answers to them, so they can be used to help
candidates feel at ease in the early stages of an interview.
Examples:
What are your greatest strengths ?
What are your experiences that are related to the position for
which you are being interviewed?
Why do you want to work for us?
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Situational Questions
Ask candidates what they would do in a specific situation
relevant to the job at hand. These questions can help you
understand a candidate’s thought process. Examples:
How would you deal with an irate customer?
If we were to hire you, what would be the first thing you
would do?
How do you deal with stress on the job?
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Behavior Based Questions
These require candidates to share a specific example from
their past experience. Each complete answer from a
candidate should be in the form of SAR response –
Situation, Action and Result. Examples:
Tell me about a crisis you could have prevented. Did you do
anything differently after the crisis had passed?
Tell me how you resolve crises by deploying your team
members. Give me a specific example.
Crises usually require us to act quickly. In retrospect, how
would you have handled a recent crisis differently, if you had
been given more time to think before acting?
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Culture Fit Questions
These will help you select candidates who are motivated and
suited to perform well in the unique environment of your
organization. Examples
What gave you the greatest feeling of achievement in your last
job? Why was it so satisfying?
Why did you choose this type of job?
What motivates you to work hard? Give me some examples.
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Leading Questions
Too much information can result in candidates altering their
responses to meet the interviewer's expectations
Example
We are an informal and team-oriented organization that
promotes taking risks and thinking 'outside the box.' We
encourage our employees to ask questions, share their
views, and approach challenges with creative solutions.
What do you consider an ideal working environment?
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Allowing Time to Answer
Rushing candidates or not allowing enough time
for them to think about and provide a response
can result in little or no information.
Some candidates try to side-step a question and
need to be redirected to answer the original
question.
Give candidates enough time to respond.
Insist on an answer.
Allow silence to encourage them to think through
a response.
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9 Legal Landmines for Interviewers
Problematic interview questions tend to fall into
nine categories:
Marital Status
Family Obligations
National Origin or race
Age
Religion
Disability
Arrest or convictions
Financial Condition
Off-duty Activities
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Illegal Questions
Title VI, The Americans with Disabilities Act, and other
Federal and State acts forbid employers from discriminating
against any person on the basis of sex, race, national origin,
religion or disability.
Therefore, an illegal question is any question
pertaining to any of these areas that could be
construed discriminatory and is completely unrelated
to any requirement of the position.
Questions must be focused only to determine a candidate’s
capability to perform the essential functions you have
defined for the job.
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Must I ask each person the same interview questions?
Each candidate should be asked the same template of questions.
This helps ensure that the applicants are compared to the job-
specific criteria and reduces the risk of discrimination in the hiring
process. You may find it necessary to ask some candidates
additional questions to explain information from their resume or
application or to encourage more complete interview responses.
If I know right away that this is not the candidate for me, must
I continue with the entire interview?
Remember that first impressions can be misleading. If you are
convinced that you don’t have a match, you should still afford
everyone the opportunity to answer each core question from the
template. Your goal is for each candidate to be fully heard and
fairly treated. You are not obligated to extend the interview
beyond the planned questions.
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What do I do if the candidate tells me something that is
inappropriate or personal?
If the candidate does stray into an inappropriate area, thank the
candidate for their candor, and guide the conversation back to your
interview plan.
How long should an interview last?
This depends on the position for which the candidate interviews
and the structure of your interview process. If you follow a
template, individual interviews can be completed in about 30
minutes. The most important aspect is to ask each candidate the
same questions, and allow time for them to respond completely.
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The Interview Process and Beyond
Before the Interview:
Put candidates at ease: Interviewing can be stressful, so do your
best to help candidates relax. Make sure candidates are greeted and
escorted, if necessary, to their interview location. Start with low key
questions.
Don’ judge on first impressions: We’ve all met them --- people who
don’t make a great impression but end up being great employees. To
make sure you don’t overlook these diamonds in the rough, withhold
judgment until you’ve had the chance to thoroughly evaluate a
candidate’s capabilities and potential.
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The Interview Process and Beyond
During the Interview:
Tell the candidate a little about the job: While you don’t want to
dominate the interview time, you should start with a brief summary of
the position including the prime responsibilities, reporting structure, key
challenges, and performance criteria. This will help the candidate
provide relevant example and criteria.
Take notes: While you won’t have to transcribe everything the
candidate says, do write down important points; key accomplishments;
good examples, and other information that will help you remember and
fairly evaluate each candidate.
Invite candidates to ask questions: This can be the most valuable
part of the interview. Why do they want to be here---is it the challenge
of the job? The advances in the industry? The prestige of the
organization? Is it the paycheck?
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The Interview Process and Beyond
After the Interview:
Let the candidates know what they can expect: Always end the
interview on a positive note, but be genuine. Don’t tell candidate to call
you if you don’t mean it. If the candidate is a good fit, be clear about
what the next steps would be.
Review notes and reach consensus. The post-interview evaluation
is the time to review notes and advance the hiring decision. Each
interviewer should be prepared to back up remarks and
recommendations with specific examples and notes from the interview.