1. interview & selection techniques
TRANSCRIPT
-
8/6/2019 1. Interview & Selection Techniques
1/34
Interview & Selection Techniques
Dr. Munir Hourani
-
8/6/2019 1. Interview & Selection Techniques
2/34
Course Content
- Questioning and summarizing skills- Job analysis and descriptions
- Person specifications
- Types of interview
- Methods for attracting candidates
- Preparing for the interview
- Methods to control the interview
- Ending the interview: the biggest mistake and
how to avoid
- Observation skills- How to obtain references
- Presenting the offer
- The induction process
-
8/6/2019 1. Interview & Selection Techniques
3/34
Understand the processes involved in
recruitment planning
Recruitment planning
1. Reason for vacancy:
eg employee leaving, increased volume
of business, different work, maternitycover, sickness.
2. Decision to recruit:
Internal recruitment; external sources of
recruitment (use of consultants,recruitment agencies).
3. Cost and time considerations:
internal or external sourcing.
-
8/6/2019 1. Interview & Selection Techniques
4/34
Understand the processes involved in
recruitment planning
4. Recruitment advertising:
internal advertising; external advertising,choice of media, use of external
agencies, format and type ofadvertisement, cost implications.
5. Legal considerations of recruitmentadvertising.
6. Methods of application:
eg letter, online, telephoneetc.
-
8/6/2019 1. Interview & Selection Techniques
5/34
Know the documentation involved in the
recruitment process
1. Job description:
purpose and standard formats, title of
job, department and location of post,broad terms of job, responsible to whom,
responsibilities, scope of post, education
and qualifications, name of compiler and
approver, date of issue.
-
8/6/2019 1. Interview & Selection Techniques
6/34
Know the documentation involved in the
recruitment process
2. Person specification:
purpose and standard formats, eg job titleand reference number; location in
management line; essential and desirableattributes; physical characteristicsrequired, attainments and qualifications,previous experience, general intelligence,special aptitudes, temperament andpersonality, hobbies and interests,personal circumstances.
-
8/6/2019 1. Interview & Selection Techniques
7/34
Know the documentation involved in the
recruitment process
3. Application documentation:
letter, application form, curriculum
vitaeetc.
-
8/6/2019 1. Interview & Selection Techniques
8/34
Job Competencies
Technical Skills
What specific kinds of machines will the employeeuse?
What specific kinds of computer hardware/softwarewill they use?
Is there a certain specific and prescribed way theymust manipulate tools?
Performance Skills
What tasks and responsibilities are assigned to theposition?
Look at work habits that reflect the way a persongets a job done.
-
8/6/2019 1. Interview & Selection Techniques
9/34
Assessing Competency
Positive and negative indicators for competency headings canbe used as the basis for assessments, Criteria forPerformance measures:
Performance measures should:
be related to the strategic goals and measures that areorganizationally significant;
Be relevant to and derived from the roles and objectives ofthe individuals concerned;
Focus on outputs, outcomes, inputs and behaviors;
Indicate the data or evidence that will be available as basis formeasurement;
Be verifiable;
Be as precise as possible;
Provide a sound basis for feedback and action;
Be comprehensive, covering all the key aspects of
performance.
-
8/6/2019 1. Interview & Selection Techniques
10/34
Skills Inventory
Knowledge
Skills
Abilities Qualifications
Interests
Motivation to learn new skills Future plans (retirement, advancement)
-
8/6/2019 1. Interview & Selection Techniques
11/34
Job Analysis
A job analysis is performed by obtaininganswers to six questions:
1. What physical and mental tasks does the
worker accomplish?2. When is the job to be completed?
3. Where is the work to be accomplished?
4. How do the workers do the job?
5. Why is the job done?
6. What qualifications are needed to performthe job?
-
8/6/2019 1. Interview & Selection Techniques
12/34
Job Analysis
There are at least three different times
when a job analysis should be performed:
1. When new jobs are created.
2. When jobs have changed because of newtechnology, methods, etc.
3. When they have not been analyzed for a
period of time and a new worker is requiredfor the job.
-
8/6/2019 1. Interview & Selection Techniques
13/34
Job Analysis
There are several ways of doing a job analysis.1. Direct observation: Often used by a first line
supervisor or manager. Serious limitations,particularly if the job requires mental effort or
specialized skills/knowledge.2. Interviews: A step beyond observation, as
there is an exchange of information.
3. Combined observation and interview: This
can make for a complicated process.4. Questionnaires: They can be customized to
the job and they are relatively inexpensive todo.
-
8/6/2019 1. Interview & Selection Techniques
14/34
Be able to participate in a selection
interview
1. Pre-interview:
a. Selection criteria for short-listing.
b. Application packs and information for candidates,references.
c. Types of interviews (group, individual, team, paneltelephone, multi-stage).
d. Tasks and tests used to complement the interviewprocess, eg occupational preference tests,attainment tests, aptitude tests, psychometric tests.
e. Use of specialists in the interview.
f. Interview questions.
g. Procedure for informing candidates on interviewdecisions
-
8/6/2019 1. Interview & Selection Techniques
15/34
Be able to participate in a selection
interview
2. Interview:a. Interview protocol, confidentiality, fairness,interview environment.
b. Agreed questions, checking of personalinformation, interview checklist, control ofinterview.
c. Decision criteria and documentation,communicating the decision to candidates.
d. Communication and listening skills, bodylanguage, questioning techniques; barriers tocommunication.
e. Analyzing and summarizing.
-
8/6/2019 1. Interview & Selection Techniques
16/34
Be able to participate in a selection
interview
3. Post interview:
a. Informing candidates, making a job offer,verbal/non-verbal offers, contents of job
offer, eg start date, wage or salary rate,hours of work, holiday entitlements, otherconditions, eg references, medical test.
b. passing specific qualifications, candidates
feedback, taking up and checking references,police and/or medical checks.
c. Rejection of unsuccessful candidates.
-
8/6/2019 1. Interview & Selection Techniques
17/34
Screening Resumes
Your resume screening guide should allowyou to search for those things you absolutelymust have and still leave room for a little bitof flexibility.
Method: develop criteria and assign a pointvalue to each item.
It must be a test that everybody has to pass.
When people call to see whether they were
considered, or ask why they didnt get aninterview, you have a defensible answer forthem.
-
8/6/2019 1. Interview & Selection Techniques
18/34
Conducting the Interview
Five criteria for today's objective interviews:
1. Structured interviews
2. Based on job requirements
3. Ask the same questions (stems) to each
candidate
4. Combine competency based questions,
behavioral type questions, and criticalincidents
5. Take notes
-
8/6/2019 1. Interview & Selection Techniques
19/34
Conducting the Interview
What were the things that went wrong ininterviews you have participated in?
Have you ever left a job interview thinking
you didnt want to work for a particularorganization?
What are some problems we encounterduring the interview?
* Leniency/Stringency* Halo/Horn Effect
* Stereotyping
-
8/6/2019 1. Interview & Selection Techniques
20/34
Behavioral based interviews 1
A behavioral based interview is a structuredinterview that is created after a thoroughanalysis of the job skills needed for asuccessful job performance.
The competencies are then selected thatdefine the knowledge, skills, and abilitieswhich must be assessed during the interviewprocess.
There are some real pluses to using
behavioral based type interviews:1. Reliable indicator of future performance
2. Candidates feel they have had acomprehensive interview
-
8/6/2019 1. Interview & Selection Techniques
21/34
Behavioral based interviews 2
It is based on the premise that a
candidates past performance is the best
predictor of future performance. Rather
than the typical interview questions on
your background and experience, you will
need to be prepared to provide detailed
responses including specific examples ofyour work experiences.
-
8/6/2019 1. Interview & Selection Techniques
22/34
Behavioral based interviews 3
The behavioral interviewing tools will
ensure that the selection process is:
1. Objective2. Consistent and transparent
3. Based on the competencies and
proficiency level of the job4. A good predictor of performance
-
8/6/2019 1. Interview & Selection Techniques
23/34
Competency Based Questions
The purpose of situational interview
questions is to identify job candidates
work-related behavioral intentions bypresenting them with a series of incidents
which might occur on the job, and for each
one asking, W
hat would you do in thissituation?
-
8/6/2019 1. Interview & Selection Techniques
24/34
Critical Incident Technique1
The Critical Incident Technique (CIT) is a setof procedures used for collecting directobservations of human behavior that have
critical significance and meet methodicallydefined criteria.
CIT is used as an interview technique, where theinformants are encouraged to talk about unusualorganizational incidents instead of answeringdirect questions. Using CIT deemphasizes theinclusion of general opinions about managementand working procedures, instead focusing onspecific incidents.
-
8/6/2019 1. Interview & Selection Techniques
25/34
Critical Incident Technique 2
Advantages Flexible method that can be used to improve multi-user
systems.
Data is collected from the respondent's perspective and inhis or her own words.
Does not force the respondents into any given framework.
Identifies even rare events that might be missed by othermethods which only focus on common and everydayevents.
Inexpensive and provides rich information. Emphasizes the features that will make a system
particularly vulnerable and can bring major benefits (e.g.safety).
Can be applied using questionnaires or interviews.
-
8/6/2019 1. Interview & Selection Techniques
26/34
Critical Incident Technique 3
Disadvantages The Critical Incident Technique will rely on
events being remembered by users and will alsorequire the accurate and truthful reporting ofthem. Since CIT often rely on memory, incidentsmay be imprecise or unreported.
The method has a built-in bias towards incidentsthat happened recently, since these are easierto recall.
Respondents may not be accustomed to orwilling to take the time to tell (or write) acomplete story when describing a criticalincident.
-
8/6/2019 1. Interview & Selection Techniques
27/34
Interviewing skills for interviewee
IntroductionA job interview can be an extremelystressful social encounter. All interviewsmay appear similar, but they differ in terms
of what the interviewer is seeking and theskill level the interviewer brings to theprocess. Situations may differ, but thereare certain skills that will increase the odds
of a successful interview or at least reducesome of the stress
-
8/6/2019 1. Interview & Selection Techniques
28/34
Interviewing skills for interviewee
PreparationPrepare for the interview as soon as it isscheduled. Immediately place yourself orsomeone who is better suited into the role of the
interviewer. Make a list of questions you wouldask if you were the interviewer. Recall questionsyou have been asked in similar job interviews.There are certain topics that you know will comeup, such as your job history, education, goals and
your positive and negative qualities. Conduct anentire interview with yourself no matter howridiculous it seems.
-
8/6/2019 1. Interview & Selection Techniques
29/34
Interviewing skills for interviewee
AttireDress appropriately. If you are unsurewhether the company dress code is casualor demands strict business attire, play it
safe by wearing formal business clothing.You must also appear comfortable inbusiness attire. To accomplish this, wearthese clothes as often as possible before
the interview. This is especially useful ifyou've only worn suits to weddings andfunerals
-
8/6/2019 1. Interview & Selection Techniques
30/34
Interviewing skills for interviewee
Exude ConfidenceOne of the quickest ways to kill an interview is toappear frightened or unsure of yourself. Youscored the interview, so there must be something
about you that makes the company confident thatyou are up to the job. Make sure that confidenceis not lost. Maintain eye contact with theinterviewer. Think before you speak so you don't
stumble over words. Sit up straight and resist theurge to fidget, scratch, run your fingers throughyour hair or engage in any other body languagethat suggests you are not totally in control of
yourself.
-
8/6/2019 1. Interview & Selection Techniques
31/34
Interviewing skills for interviewee
ConverseThe typical job interview is constructed in theform of question followed by answer. Don't allowthe interview to become a game of verbal ping-
pong. Elaborate on your answers and ask yourown follow-up questions. Turn the interview intoa conversation between equals. This allows youto express your interest in the position, to let
some of your personality come through and toillustrate your people skills. It also makes theinterview less daunting.
-
8/6/2019 1. Interview & Selection Techniques
32/34
Interviewing skills for interviewee
HonestyYou may have heard that everybody fudges a
little during interviews--and that interviewers
expect it.T
his is simply not true. Resist anytemptation to lie about yourself, your education,
your experience or your qualifications because
chances are those lies will catch up to you.
Even if your dishonesty isn't caught during thehiring process, it will probably come out later. It
is easier to remember the truth, so stick to it.
-
8/6/2019 1. Interview & Selection Techniques
33/34
Interviewing skills for interviewee
ResearchArriving at a job interview with a strong
knowledge of the company for whom you'd
like to work instills several qualities that willimpress the interviewer. You will able to speak
intelligently about the company's operations,
you will demonstrate that you are serious
about your career and you will illustrate your
initiative.
-
8/6/2019 1. Interview & Selection Techniques
34/34
Interviewing skills for interviewee
Surprises
You never know what is going to be askedduring an interview, and some interviewerslike to toss in wild cards just to see how youreact. If you don't know the answer, admit it.As long as you retain your poise, you've done
the job. Don't try to overtalk your way out oftough or tricky question. Address it to the bestof your ability and move on.