5. LEARNING OBJECTIVES
By the end of today’s training you will have:
▪ The ability to construct an appropriate plan for an individual candidate
▪ The ability to conduct an interview, based on that plan to gain evidence
in a fair and equitable manner within the set timeframe
▪ A basic understanding of other forms of assessment
▪ An awareness of business policy on equal opportunities
▪ The knowledge to write a balanced report succinctly recording the
evidence gained on each dimension / competency.
8. WHAT IS AN ASSESSMENT CENTRE?
▪ An assessment centre is a recruitment selection process where the organisation
typically assesses a group of candidates at the same time and place using a range
of selection exercises.
▪ Assessment centres are one of the most effective methods for predicting a
candidate's suitability for a job, so can help organisations to avoid making poor
recruitment decisions and the costs associated with them. Candidates are more
likely to have a positive experience at an assessment centre than where they are
assessed by interview alone.
▪ Assessment centres utilise a range of selection exercises so enable the employer to
make an informed, objective and evidence-based choice when selecting candidates.
However, organisations should use them only where it is appropriate to do so, taking
into account factors such as the availability of resources.
▪ This approach HAS been used in Reddington
13. ASSESSMENT PROCESS
Who is the Board Lead?
Who defines the sifting criteria?
Who does the sifting?
Sifting is the process of rejecting
applications that do not meet the
hiring criteria. It should be done by HR
against specific criteria agreed with
the Board Lead.
20. OBJECTIVES OF ANY SELECTION INTERVIEW
Whatever type of interview you carry out, your
aims in selection will be threefold:
▪ To obtain evidence about a candidate’s suitability for a
particular post- whether they can do it (abilities, skills) and
whether they will do it (motives, attitudes)
▪ To answer any questions candidates may have about the post
▪ To leave all candidates feeling that they have been treated in a
fair and consistent manner
21. WHAT MAKES AN INTERVIEWER EFFECTIVE?
Most common error made by inexperienced
interviewers is a tendency to talk too much
▪ Many managers are good talkers and enjoy communicating
and may find it more natural to dominate the discussion
▪ Some interviewers feel uncomfortable in unfamiliar territory.
To avoid the discomfort of silence or having to venture into
unfamiliar areas they talk about the known
▪ Inexperienced interviewers often feel they are not in control
unless they are talking or interjecting frequently.
22. WHAT MAKES AN INTERVIEWER EFFECTIVE?
The art of controlling an interview is to keep
the candidate talking RELEVANTLY with the
minimum of interruption or interference.
A good interviewer will allow the candidate to
be speaking for about 80%of the interview
24. REDDINGTON POLICY ON EQUAL OPPORTUNITIES
Equality Statement
All patients and employees of Reddington Hospital
and its subsidiaries and members of the public,
visitors, contractors and their staff should be
treated fairly and with respect, regardless of age,
disability, gender, marital status, race, religion,
tribal origin, ethnic or national origin or sexual
orientation
25. CHARACTERISTICS OF GOOD INTERVIEWERS
YOURTWO MOST IMPORTANT
SKILLS ARE:
ENCOURAGING CANDIDATESTO
TALK RELEVANTLY
ACTIVE LISTENING
26. ACTIVE LISTENING EXERCISE
You will hear a conversation between two people.
Do not take any notes, just listen and try to absorb
as much detail as possible.
28. PLANNINGTHE INTERVIEW
▪ Study all the material about the candidate and the job
▪ Be clear about the competences / dimensions you are seeking evidence
on and the behaviours / skills that demonstrate them
▪ A good starting point is to ‘sketch out’ the candidate’s life events in
chronological order.This will immediately any inconsistencies, gaps or
overlaps.
▪ A good starting point with candidates who are in employment is to start
with the present job
29. PLANNINGTHE INTERVIEW
▪ You need to decide which areas of the candidate’s life are likely to be
most relevant and productive in seeking evidence for the required
competences.
▪ If the candidate has no work experience, what will be the most relevant
alternative topics?
▪ The most recent evidence is the most relevant but you will need to look
for consistency and trends over time.
▪ If you think a candidate may be sensitive to an area you need to discuss
consider how and when you plan to introduce it.
▪ Your plan should consist of headings and key words which can guide you
not a list of questions to be read out verbatim
30. PLANNING EXERCISE
▪ Working in pairs – look at the CV for E O H. S/he is applying for a job as
Head of Admin for Duchess Hospital.
▪ You have been asked to conduct an interview which seeks to assess the
candidate in the areas of “Excellent Communication, Interpersonal and
Conflict Handling Skills” and “An ability to lead and manage a large and
diverse team”
▪ Identify three topics from the candidates CV which you would want to
explore to elicit evidence against these competences.
▪ You have 20 minutes to produce an outline plan.
▪ Feel free to suggest questions you might want to ask the candidate but
you are not required to – just identify areas for exploration.
34. THE INTRODUCTION SHOULD INCLUDE
▪Your name
▪Your usual job
▪A check on the candidate’s preferred name
▪The purpose of the interview
▪Structure, timing and note taking
▪Questions
37. TYPES OF QUESTIONS
▪ Open Why did you apply for this post?
▪ Closed Would you employ full-time staff?
▪ Probing Give me an example of that?
▪ Reflective So you said you felt upset?Tell me more
▪ Hypothetical What would you do if…….. ?
▪ FOR BEHAVIOURAL INTERVIEWS AVOID HYPOTHETICAL. STICKTO
HISTORICAL, BIOGRAPHICAL
38. WHATTYPE OF QUESTION…. ?
1. So you are saying that it was the leadership style of your manager
that led you to leave your last job?
2. Did you enjoy this work?
3. What would you do if you had three staff off sick and the computer
broke down?
4. Tell me about your duties in your last job?
5. I see you worked part time in your last job. Why was this?
39. AVOID AT ALL COSTS!!!
▪ Leading Questions – these suggest the interviewer has already decided
which answer to expect “No health problems of course”
▪ Multiple Questions – these contain a confusing string of questions or
statements “Why did you choose marketing and to do a
full-time course and what were your options at the end of the course”
▪ Discriminatory Questions “Do you intend to get pregnant soon?”
41. INTERVIEW 1
Prepare to do a brief interview with a member of your group.
Deliver an introduction covering all the relevant points
Look at the definition of “Effective Team Worker”
Ask your partner a question or questions to seek evidence of this
competence.You have 10 minutes to try and get evidence (+ or -)
Make brief notes using key words to help you remember later
42. EFFECTIVE TEAM WORKER
• How do you feel about working on a team?
• Tell me about a time you solved a problem as a member
of a team?
• How have you motivated colleagues when working with
them?
• Tell me about a difficult experience you had working in a
team?
• Give me an example that demonstrates your approach
to teamwork?
• Tell me about a challenging workplace situation that you
had to deal with?
44. COMMON PROBLEMS FOR THE INTERVIEWER
• The dreaded “WE”
• Candidates who try to go ‘off topic’ to a place of greater
comfort
• Candidates who treat the interviewer with suspicion!!
• Halos and Horns
45. GOOD HABITS FOR THE INTERVIEWER
• Introduction – warm, welcoming, put candidate at ease
• Bridging – indicating that one topic is finished and you
are moving on to the next one
• Signposting – preparing the candidate for a change of
interviewer
• Closing – two ‘exit’ questions and allowing the
candidate to ask questions
47. THE FUNNEL (FOR HISTORICAL BIOGRAPHICAL)
SITUATION
OBJECTIVE
RESULT
REFLECT
EVIDENCE
48. THE FUNNEL (FOR HISTORICAL BIOGRAPHICAL)
SITUATION What was the background?
How did the candidate find her/himself in that situation?
Who else was involved?
OBJECTIVE What was the candidate’s objective?
What was he or she trying to achieve?
What did others want out of the situation?
RESULT What was the outcome?
What did others say and do?
REFLECT How did the candidate feel about it?
What did s/he learn?
What would they do differently in the same situation?
50. INTERVIEW 2
Prepare to do a brief interview with a different member of your group.
Share your Mock Candidate sheet with your ‘interviewer’ and take their
sheet in return
Prepare an interview plan which seeks to get evidence on the two
questions on the form they have completed
Deliver an introduction covering all the relevant points
Use the funnel to take them from the general to the specific. Bridge
between the two topics
Make brief notes using key words to help you remember later
You have 15 minutes to conduct your interview
Nothing better to do – the cost of poor recruitment is enormous
Lost productivity 55% Lower staff morale 23% Monetary cost 19%
I was in my UK career an accredited selection and recruitment assessor and trainer
In my career to date I have undertaken 792 interviews. Recruited at all levels from graduate recruitment, business reorganization assessment centres and the appointment of senior managers.
The UK training for selection and recruitment was a 5 day programme with every delegate undertaking 5 interviews watched by an assessor and video taped with feedback and assessment.
We don’t have that luxury – so we’re going to give you the information to conduct an effective interview and rely on you to objectively review your performance after each recruitment day and define areas where you need to improve or seek further help.
Learning Environment
I would please ask you to turn your phones to silent / vibrate.
I would also request that other for a genuine emergency you don’t leave the room frequently.
This is a safe environment where there is no penalty for contributions (even when you’re not sure) and encourage you to get involved.
The Board Lead and HR Representative
Based upon the areas where evidence is needed (knowledge, skills, behavioural aspects) decide what elements are required.
Interview Technical Interview
Personnel Interview (Behavioural Traits and Qualities)
Written Exercises
Presentation
Group Discussion
Agree Marking Frames and the Marking Scale to be Used
SELF AWARENESS
This involves knowing your own views, biases and securities. You will then be able to ask yourself “What is my evidence for that judgement? Am I perhaps saying that because I liked or disliked the candidate?”
OPEN MINDEDNESS
This means distancing yourself from these personal views, beliefs or prejudices so that they do not interfere with your role as an interviewer, You will then be able to recommend candidates whose values may contrast sharply with your own. Eq Opps
EMPATHY
The candidate’s view of the world may well differ from your own. You need to be able not only recognise this, but also to try to see things from the candidate’s perspective. This will give you a better insight into how he or she will perform in a work situation.
OBJECTIVITY
Candidate suitability is based on a number of dimensions and competences. Throughout the interview process you have to remain objective and ensure that decisions on suitability are made on these dimensions and competences and not on other personal or spurious grounds.
SELF AWARENESS
This involves knowing your own views, biases and securities. You will then be able to ask yourself “What is my evidence for that judgement? Am I perhaps saying that because I liked or disliked the candidate?”
OPEN MINDEDNESS
This means distancing yourself from these personal views, beliefs or prejudices so that they do not interfere with your role as an interviewer, You will then be able to recommend candidates whose values may contrast sharply with your own.
EMPATHY
The candidate’s view of the world may well differ from your own. You need to be able not only recognise this, but also to try to see things from the candidate’s perspective. This will give you a better insight into how he or she will perform in a work situation.
OBJECTIVITY
Candidate suitability is based on a number of dimensions and competences. Throughout the interview process you have to remain objective and ensure that decisions on suitability are made on these dimensions and competences and not on other personal or spurious grounds.