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Lesson 2 Talent Acquisition
This document discusses talent acquisition and the interview process. It covers formulating behavioral and situational interview questions, conducting competency-based interviews, and the four phases of successful interviewing. Additionally, it discusses behavioral versus traditional interviewing, structured versus unstructured interviews, identifying ethical and unethical practices, and remaining objective to avoid interview pitfalls. Sample interview questions, formats, and techniques are provided.
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Lesson 2 Talent Acquisition
- 1. TALENT ACQUISITION Presented by DR. RHEALOWELLA S. FISER,RPsy,RPm,CSIOP
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- 3. Objectives 3 By the endof this lesson, you will be able to: Formulate behavioral and situational questions Prepare and conduct competency-based interviews Practice the four phases of successful interviewing Identify the ethical and unethical interview practices Explain how to remain objective and avoid interview pitfalls.
- 4. FR Presented by: DRRHEA LOWELLA S. FISER 4
- 5. FR TALENT ACQUSITION Add afooter 5
- 6. FR Add a footer6 Talent Acquisition
- 7. FR Talent Acquisition Add afooter 7
- 8. FR Talent Acquisition Add afooter 8 Recruiting Vesus Recruitment Marketing
- 9. FR Powerful Strategies Add afooter 9
- 10. FR 10 Selection Process: MultipleHurdle Model
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- 13. FR Four Phases ofAny Good Interview
- 14. FR Structured vs UnstructuredInterviewing
- 15. FR Add a footer15 Structured vs Unstructured Interviewing
- 16. FR Add a footer16 Behavioral vs Traditional Interviewing
- 17. FR Add a footer17 Traditional Interviewing
- 18. FR Add a footer18 Advantages of Traditional Interviewing • Easier to implement • Interviews can be one-on- one or in groups • Questions can be spontaneous. No need to formulate customized questions carefully. • Sample questions are available in numerous sources for free
- 19. FR Add a footer19 Sample Traditional Interview Questions
- 20. FR Add a footer20 What is Behavioral Interview?
- 21. FR Add a footer21 Behavioral Interviewing Questions focus on: • A prospective employee’s personality and value set (rather than solely on their skill sets) • Prospective employee’s responsibilities • Integrated performance within organization • Leadership characteristics and traits
- 22. FR Add a footer22 Sample Behavioral Questions
- 23. FR Add a footer23 Sample Behavioral Questions
- 24. FR Add a footer24 Advantages of Behavioral Interviewing Provides a broad assessment of an individual’s personality and skill set Results can be easily quantified Allow prospective employees to be more relaxed during the interview process Hidden information more easily obtained
- 25. FR Add a footer25 Advantages of Behavioral Interviewing Less chance for a candidate to steer their answers to what they think the interviewer wants to hear Uncovers positive and negative personality traits Better indication of how an individual will fit in your organization
- 26. FR Add a footer26 Behavior Interview Format and Questions Underlying Premise: The best predictor of future behavior on the job is past behavior under similar circumstances
- 27. FR Add a footer27 The Behavioral Vs Competency- Based Interviewing Models
- 28. FR Add a footer28 What is Competency?
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- 30. FR Add a footer30 Competency-Based Questions
- 31. FR Add a footer31 Quiz # 1
- 32. FR Add a footer32 Quiz # 2
- 33. FR Add a footer33 Quiz # 3
- 34. FR Add a footer34 Quiz # 4
- 35. FR Add a footer35 Quiz # 5
- 36. FR Add a footer36 Assessing Jobs Based on Competency Requirements
- 37. FR Add a footer37 Deciphering the Job Description
- 38. FR Add a footer38 Situational Interview Format and Questions In contrast to the behavioral interview, the questions in a situations in a situational interview are based on future-oriented behavior. Situational interview questions give the candidate realistic job scenarios or dilemmas and ask how/she would respond The underlying premise is a person’s intentions are closely tied to his/her actual behavior
- 39. FR 39 Sample Situational InterviewQuestions As an employee here for ____years, you have developed many wonderful relationships with other staff. What do you consider your greatest challenge when having to hold “friends” and coworkers accountable for unacceptable behaviors such as noncompliance with a smoking policy, not carrying their share of the workload, and staff members using the Internet during down time instead of doing department related functions? How would you handle this situation?
- 40. FR Add a footer40 Sample Interview Probes: Situation Situation • Why do you believed this situation occurred? • What do you consider the most critical issue in this situation? • What other issues are of concern? Action • What would you say? • What is the first thing you would do? • What are the factors would you affect your course of action? • What other actions could you take? Outcome • How do you think your action would be received? • What would you do if your action was not received well? • What do you consider as benefits of your actions?
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- 51. FR Add a footer51 GENDER AND RACIAL BIAS
- 52. DR RHEA LOWELLAS. FISER 09951100143 rheasantillan@live.com Thank You