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DISCLAIMER: The principles and suggestions in this handout and the CONDUCT EFFECTIVE INTERVIEWS AND HIRE THE RIGHT PEOPLE webinar are presented to apply to diverse personal and company situations. These materials and the overall seminar are for general informational and educational purposes only. The materials and the seminar, in general, are presented with the understanding that CareerTrack is not engaged in rendering legal advice. You should always consult an attorney with any legal issues.

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc. ARH1306

CONDUCT EFFECTIVE INTERVIEWS AND HIRE THE RIGHT PEOPLE

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

2

MODULE ONE

Prepare for the Process

Recruiting is a ____________________________ , not an event

Topgrading Method introduced by Smart & Associates, Inc.

“A” Candidates “B” Candidates “C” Candidates

4-Step Process for Effective Recruiting

1. Set a ___________________________________

2. Establish the ____________________________

3. Establish the ____________________________

4. Prioritize _______________________________

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

3

MODULE ONE

Prioritized Capabilities

“A” Players “C” Players

Verbal Communication

Interesting and succinct presentation

Confident and calm Convincing, influential

Rambling, ambiguous, disorganized Frequently nervous in front of groups

Managing Conflict Connects problems to goals and agreed upon expectations Maintains control while others are emotional

Frequently loses temper Often frustrated when faced with

conflict

Team Building Helps others work together Win-win solutions

Often blames others for lack of cooperation Becomes defensive when personal

views are attacked

Shortcut: Work with _______________________________________________

Prepare for the ProcessEvaluate Candidates

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

4

MODULE TWO

Before the Interview

Process for Sorting Resumes

1. Sort based on ____________________________

2. Evaluate

3. ____________________________ Review

Red Flags

1. Gaps in ___________________________ 4. Significant drops in _______________________

2. Job hopping 5. New career direction

3. Multiple moves to different states

Where to Find Great Candidates

Newspapers Job Boards Social Media

HR Department Job Fairs Internal Candidates

Website Recruiters Other

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

5

Before Interview Checklistm Develop written goal

m List 6-to-10 critical competencies (interpersonal, motivation, leadership, etc.) for the position

m Develop examples of behavior comparisons—“a” and “c” candidates

m Create questions for each team interviewer (interview guide)

m Assessment tools (skills testing, behavior styles)

m Identify prioritized list—sources of candidates

m Screen candidate before face-to-face phone interviews

Other Factors to Consider A history of advancement Appropriate experience

Experience working at a company Drop in responsibility or challenge of similar size and resource

Over qualified / Willing to accept a much lower salary

MODULE TWO

Before the Interview

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

6

MODULE THREE

During the InterviewPsychology of Recruiting:

Build questions based on _________________________________ capabilities:

Good Question Great Question

What would you say your skill set is? Are you beginning, intermediate, or advanced user of

MS Word?

Tell me about some of the recent projects you completed using MS Word?

Avoid asking _______________________________ questions:

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

7

Sample Interview Guide

Candidate Name Position Interviewer

Verbal Communications:

Uses facts, not personalities, when resolving conflict.

Determines everyone’s expectations and integrates best ideas for a win-win solution.

Approachable, easy to talk with.

Listens with more than ears (eyes, heart).

Questions:

When you received negative feedback about your work, how did you respond?

Notes:

On a scale of 1 to 4, rate the candidate’s level of performance for this criteria.

1 2 3 4 Unacceptable OK Solid Exceptional

MODULE THREE

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

8

During the InterviewPeople and Agendas Copy of resume

Interview guide

Questions

Notepads

What questions have been asked?

Types of Interviews

Team Interviews Panel Interviews

Location and LogisticsThe candidate may have their guard down when they arrive, so having ____________________________ on the recruiting team can provide more insight into the candidate’s personality.

Listening to candidates is as important as ____________________________

MODULE THREE

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

9

During Interview Checklist

m Develop interview logistics—interviewing manager, time, location

m Company materials package (mission, products, services, customers)

m Team interviewers with interview guides

m Team discussion—to make selection decision (Decision Matrix)

m Make final decision

Phrases to Get the Truth Describe a situation when:

Give me an example of:

Tell me about a decision you made when:

How did you handle:

Read their ____________________________ to learn what they are really thinking.

Provide the Next Steps Additional interviews

Background checks

Reference checks

Final offer deadline

MODULE THREE

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

10

After the InterviewRating Your Candidates

1. Rate each candidate ____________________________

2. Review your ratings and notes with other ____________________________

3. Evaluate the process and identify one thing to improve

4. Make the ____________________________

5. Make and obtain acceptance to the offer

6. Communicate final decision to ____________________________

MODULE FOUR

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

11

Rating Sheet

Candidate Criteria Candidate One Candidate Two Candidate Three Candidate Four

Relationship

Management

Results Orientation

Leadership

Experience

Verbal Communications

Team Player

Planning/Scheduling

Organization

Integrity

Problem Solving/ Decision Making

Positive Attitude

Proactive Selection Check references Ask important questions

Document skills AAR = ____________________________________________

Document abilities

After Interview Checklist

m Next Steps – Contact all candidates, new hire paperwork prepared for signatures

m Personal Note to Candidate(s) – Sent within 24 hours of interview

m Debrief with All Interviewers – Improvement opportunities

m 90-Day Itinerary for New Hire – To implement after hiring date

MODULE FOUR

©2013 CareerTrack, a division of PARK University Enterprises, Inc. Registered U.S. Patent & Trademark Office and Canadian Trade-Marks office. Except for the inclusion of brief quotations in a review, no part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from PARK University Enterprises, Inc.

12

Common Hiring Mistakes Use prior job descriptions

Only need to send out a letter to the person I am offering a position

Deeply defined needs and requirements

I’ll let HR do the interviews

Waiting for all the resumes before sorting

MODULE FIVE