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Interviewing forTalent Aquisition

The Insight to Aquiring RIGHT Talent

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All we can do is bet on thepeople whom we pick. So my

whole job is picking the

right people.

Jack Welch

CEO, General Electric

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Have you ever found yourself in

one of the following situations Enjoying the interview but realising that

you know very little about the candidates

real ability to do the job

Making assumptions about the person and

their abilities without being able to justify

Not having enough questions to ask

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Objectives

To Acknowledge Interviewing as a strategic

Organisational Image Projection Opportunity

To understand interviewing as a selection tool

To have a step by step guide to plan, prepareand conduct goal-directed interviews

To understand and review the skills required for

effective interviewing

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Cost of Getting it wrong

Sourcing and selection, relocation

Salaries - candidates , managers

Education and Training Management overheads

Decreased productivity

Decreased morale Mediocrity begets mediocrity

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1) We are under pressure to fill the position.

2) We dont know what we want.

Top Ten Reasons Why We Make Mistakes

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3) Candidates are better trained than we are.

4) We are overwhelmed by GUT FEELING.

Top Ten Reasons Why We Make Mistakes contd

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5) We experience THE HALO EFFECT.

6) We ask predictable, opinion-based questions.

Top Ten Reasons Why We Make Mistakes contd

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7) We accept canned responses.

8) We place an over emphasis on can-do

factors (as opposed to will-do).

Top Ten Reasons Why We Make Mistakes contd

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9) We oversell the position.

10) We dont have an interview strategy.

Top Ten Reasons Why We Make Mistakes contd

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Step One Define the Job

Step Two Assess the Candidate

Step ThreeDocument & Decide

Three-step Process

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Our Fundamental Principle

People come with certain well-established

personal characteristics and we

need to recognize these characteristics in an

individual if we are to make good selection

decisions.

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These personal characteristics

are best measured by evaluating

past performance

The best predictor of future performance

is past performance in similar situations

Our Fundamental Principle

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Performance Factors

The intellectual factor

Can the person do the job?

The motivational factor Will the person do the job?

The interpersonal factor

Is the person the right fit for theteam/organisation?

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The Intellectual Factor

Knowledge

Ability to memorise, repeat and recall

information

Application of that knowledge

Creative, Imaginative, problem solving,

analytical

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The Motivational Factors

Personal and Professional goals

Interests

Personal Drive Eagerness to learn

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The Interpersonal Factors

The people behind the resume.

Personal traits that affect performance

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The Three Levels of Appraisal

Temperament/Behaviour

LEVEL II Attitudes & Beliefs

Knowledge Self Motivation

Appearance Acquired Skills Stability & Persistence

Manners Training Maturity & Judgment

Expressiveness Experience Aptitudes/CapacityTo Learn

Interests Education

Goals Credentials Patterns

GREATER GREATESTMINIMAL

LEVEL I

LEVEL III

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Why We Do What We Do

We are overly influenced by Level II

- its objective; feels safe

We under emphasize Level III

- its difficult; requires judgment

We are overly influenced by Level I

- its easy

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Attitudes & Beliefs

Self Motivation

Stability & Persistence

Maturity & Judgment

Aptitude/Capacity to Learn

Temperament/Behaviour Patterns

LEVEL III

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ATTITUDES

ANDBELIEFS

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Attitudes and Beliefs

A Positive, optimistic Approach to Life and Work

Confidence in Ones Own Abilities

Demonstrates High Personal Standards

It is more our Attitude rather than our Aptitude

that determines our Aptitude

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SELF MOTIVATION

S lf M ti ti

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Self Motivation

Goes above and beyond what is expected

Attacks projects and tasks with energy

Passionate about work activities

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STABILITY

ANDPERSISTENCE

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Stability and Persistence

Consistent Goals and Interests

Overcomes Obstacles

Finishes what one starts

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MATURITY

ANDJUDGMENT

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Maturity and Judgment

Takes personal responsibility for actions

Will forego short-term rewards for longer-term

benefits

Takes a common-sense approach

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APTITUDE/CAPACITY

TO LEARN

Aptitudes and Capacity to

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Aptitudes and Capacity to

Learn

A history of learning new skills

Continued education, often self-initiated

Readily absorbs information and new concepts

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TEMPERAMENT/BEHAVIOUR

PATTERNS

T t/B h i

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Temperament/Behaviour

Patterns Is competitive, likes to take control, or is happy to

take direction

Prefers a structured or unstructured environment

Is oriented toward people or takes an analytical

approach

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Attitudes & Beliefs

Self Motivation

Stability & Persistence

Maturity & Judgment

Aptitude/Capacity to Learn

Temperament/Behaviour Patterns

LEVEL III

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Bottom Line

q

Hiring Exceptionalpeople has nothing to do withassessing surface qualities

q Appraise people by their past actions over time

q Appraising past actions is not easy, but, with

training and practice, anyone can learn to do it

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Managing Interview

Smile, lean forward, look interested

Listen actively

Use prompters, maintain eye contact

Give non judgemental responses

Be encouraging

Avoid getting into debates with the candidate

Keep the mood relaxed and conversational

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W-A-S-P Interview

Welcome Put the candidate atease

Greet Candidate Introduce yourself Chat

Ask

Collect information Ask questions Probe Observe

Supply Give Information Answer questions

about company,culture etc

Part Close the interview Decide further

course of action Commit on a date

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SoSo

Be ReadyBe Ready

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RAPPORT BUILDING

OPINION BASED

GENERAL, OPEN-ENDED

BEHAVIOUR BASED

FACT BASED

CLOSED-ENDED

SITUATIONAL

TYPES OF INTERVIEW QUESTIONS

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q What would you do if...

Situational Questions

q Create a hypothetical job situation and askhow the candidate would respond

q Ideal for candidates who do not have a greatdeal of directly-related experience

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1. What are the key goals/expectations for theposition?

Developing Behavioural Questions

focus on the pastgive direction

search for critical incidents

2. List examples of the key challenges the

individual will face to achieve those goals.

3. Turn these examples into questions.

Remember to...

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What was the situation?

What did you do?

What was the outcome?

By the way, who were you reporting to at that time?

Probes

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1) Silence

take your time

restate question

2) Generalities

3) The Verbal Explosion

3 Common Responses to Behaviour-based Questions

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Your Success As an Interviewer Depends on:

Clearly understanding the job requirementsEstablishing rapport & getting open

communication

Drawing out relevant information from thehistory

Interpreting the history within the context ofthe three levels

Making an informed decision

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And now you have toAnd now you have to

Document & DecideDocument & Decide

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Initiative Questions

2.What career accomplishments are youmost proud of?

3.How do you feel about being closely (orloosely) supervised?

4.What did you dislike about your most

recent job?5.What did you do to change it?

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Motivation Questions

2.What are your goals for the next two

years? Next five years?

3.What have you done to continue youreducation that is related to your career?

4.What does "job security" mean to you?

Attit d Q ti

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Attitude Questions

1. What job values are important to you?

2. What do you think of your most recent

boss?

3. How do you feel about doing routine

work?

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You hope you dont hire anybody who

is stupid, but, if you do, pray that they

dont have a lot of energy.

Robert Goizueta,

Coca-Cola