Downloaded 48 times
Uploaded byTimothy Holden
Undertaking effective interviews February 2012
The document provides guidance on conducting effective interviews. It discusses preparing for interviews, including writing to applicants and developing person specifications. It also covers conducting different types of interviews, asking appropriate questions, avoiding common problems, and improving interview techniques. The goal is to select candidates based on merit and ensure a fair process that complies with cultural equality standards.
More Related Content
Similar to Undertaking effective interviews February 2012
More from Timothy Holden
![What Is Blockchain Technology A Simple Beginner’s Guide [2026]](https://cdn.slidesharecdn.com/ss_thumbnails/whatisblockchaintechnologyasimplebeginnersguide2026-260101112141-cf432b44-thumbnail.jpg?width=640&height=640&fit=bounds)
Undertaking effective interviews February 2012
- 1. Undertaking effective interviews by TorontoTraining and HR February 2012
- 2. 3-4 Introduction to Toronto Training and HR Contents 5-6 7-8 Uses of the interview Types of interview 9-11 Benefits of interviews 12-13 Objectives of an interview 14-15 Conducting an effective interview 16-17 Behavioural based interviewing 18-22 Preparation 23-24 Realistic job previews 25-27 Person specifications 28-30 Interviewing recent immigrants 31-35 Question time 36-37 Cultural equality when interviewing 38-39 Tips when interviewing Gen Y applicants 40-42 Problems with interviews 45-48 Improving one’s interview technique 49-50 Conclusion and questions Page 2
- 3. Introduction Page 3
- 4. Introduction to TorontoTraining and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training course design - Training course delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. Uses of theinterview Page 5
- 6. Uses of theinterview Information exchange Screening Selection Page 6
- 7. Types of interview Page 7
- 8. Types of interview Unstructuredinterviews Structured interviews Page 8
- 9. Benefits of interviews Page 9
- 10. Benefits of interviews1 of 2 Find a quiet spot Set aside ample time Be well prepared but flexible Pace your questioning Abandon clever tricks Be expansive Don’t overreact Consider group interviews Think before you scribble Don’t tolerate vagueness Page 10
- 11. Benefits of interviews2 of 2 Test their social skills Don’t bank on science Give them a challenge Use agencies intelligently Try a trial run Read between the lines Interpret body language with caution Consider the online alternative Give the unfamiliar candidate a chance Savour the human touch Page 11
- 12. Objectives of aninterview Page 12
- 13. Objectives of aninterview Predict future job performance and behaviour Focus on aspects of behaviour and performance that cannot be easily addressed by other methods Supply information to the candidate Persuade suitable candidates to accept the job offered and join the organization Create goodwill for the organization Page 13
- 14. Conducting an effective interview Page 14
- 15. Conducting an effective interview Prepare Welcome Control Probe Clarify Note Close Review Page 15
- 16. Behavioural based interviewing Page 16
- 17. Behavioural based interviewing Definition “Tellme a time when…” An example How does it work? Page 17
- 18. Preparation Page 18
- 19. Preparation 1 of4 WRITING TO THE APPLICANT Address him or her by name, not Dear Sir Specify the date, time and place of interview with a map plus transport details Indicate the purpose of the interview (screening, speculative discussion, final event etc.) Outline the likely duration and the proposed format Include the names and job titles of the interviewers Page 19
- 20. Preparation 2 of4 WRITING TO THE APPLICANT Give details of other aspects of the proceedings so as not to alarm the applicant (e.g. a medical) State what documents they should bring along with them Explain how or whether expenses will be paid Ask applicants to confirm their intention to attend at the stated time and place Page 20
- 21. Preparation 3 of4 WRITING TO THE APPLICANT Close the letter or email with optimistic or enthusiastic remarks about the interview or process Provide a name and job title plus methods by which applicants can make contact Page 21
- 22. Preparation 4 of4 WHAT TO DO IN ADVANCE Base interview questions on a comprehensive, accurate and up-to-date job description Ask questions derived from a meaningful person specification Refer to the resume and/or application form to pick up any inconsistencies or omissions Give active consideration to the current environment and to any important business issues of relevance to the vacant job Page 22
- 23. Realistic job previews Page 23
- 24.
- 25. Person specifications Page 25
- 26. Person specifications 1of 2 SEVEN POINT PLAN 1. Physical make-up 2. Attainments 3. General intelligence 4. Special aptitudes 5. Interests 6. Disposition 7. Circumstances Page 26
- 27. Person specifications 2of 2 FIVE-FOLD GRADING SYSTEM 1. Impact on others 2. Acquired qualifications 3. Innate abilities 4. Motivation 5. Adjustment Page 27
- 28. Interviewing recent immigrants Page 28
- 29. Interviewing recent immigrants 1 of 2 CULTURAL BEHAVIORS THAT CAN LEAD TO MISUNDERSTANDINGS Silence is not a sign of disrespect or a lack of knowledge Eye contact may be minimal Some immigrant candidates are modest Page 29
- 30. Interviewing recent immigrants 2 of 2 OVERCOMING ISSUES Interviewers should be trained in cross cultural communication skills Involve more than one interviewer in the process Page 30
- 31. Question time Page 31
- 32. Question time 1of 4 QUESTIONS TO AVOID ASKING How old are you? Where were you born? Are you married? Do you have a disability? Do you drink alcohol? Have you ever been arrested? Are you affiliated with any organizations? Page 32
- 33. Question time 2of 4 QUESTIONS TO ASK What are the top two motivators that make this position interesting to you? Describe the kind of organization you want to work for What can you tell me about your background that isn’t on your resume? Page 33
- 34. Question time 3of 4 QUESTIONS TO ASK If you could make an improvement on one key aspect of your current employer what would that be and why? If there’s one reason we shouldn’t hire you, what would that be? Page 34
- 35. Question time 4of 4 TYPES OF QUESTION Hypothetical Behavioural Stress Page 35
- 36. Cultural equality when interviewing Page 36
- 37. Cultural equality when interviewing Make snap judgements at your own peril Create a “cultural equality friendly” interview environment Don’t judge a book by its cover Be patient Demonstrate your organization’s commitment to cultural equality Wear a blindfold before choosing the best candidate Page 37
- 38. Tips when interviewing Gen Y applicants Page 38
- 39. Tips when interviewingGen Y applicants Talk purpose Set out a game plan Spell it out Welcome ideas Page 39
- 40. Problems with interviews Page 40
- 41. Problems with interviews1 of 2 Expectancy effect Self-fulfilling prophecy effect Primary effect Stereotyping effect Prototyping effect Halo effect Horns effect Contrast effect Negative information bias effect Similar-to-me effect Page 41
- 42. Problems with interviews2 of 2 Personal liking effect Information overload effect Fundamental attribution error effect Temporal extension effect Snap judgements Concentration span Ignore the context Stereotyping Mirroring Page 42
- 43. Job interview faking Page 43
- 44. Job interview faking Capacityto fake Willingness to fake Integrity, or lack of it Page 44
- 45. Improving one’s interview technique Page 45
- 46. Improving one’s interview technique 1 of 3 Remember that the interview is all about the candidate Begin the interview with casual conversation Ask open-ended questions Avoid asking leading questions Ask behavioural-based questions Page 46
- 47. Improving one’s interview technique 2 of 3 INTERVIEWING VERY SENIOR CANDIDATES Be challenging Avoid standard-type questions Have a lengthy discussion Page 47
- 48. Improving one’s interview technique 3 of 3 INTERVIEWING SENIOR CANDIDATES Have them prepare a 90-day work plan for what they would do once taking over the operational responsibilities Allow a few team members to be involved in the interviewing process, not specifically to be involved in the final choice but to test compatibility Get the board involved with interviewing so that they get to know each candidate (if appropriate) Page 48
- 49. Conclusion & questions Page 49
- 50.