interviewing hiring exceptional people

8/3/2019 Interviewing Hiring Exceptional People

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Interviewing for Talent Acquisition

The Insight to Acquiring RIGHT Talent


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

whole job is picking theright people.

Jack Welch

CEO, General Electric


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Have you ever found yourself inone of the following situations

Enjoying the interview but realising thatyou know very little about the candidatesreal ability to do the job

Making assumptions about the person andtheir abilities without being able to justify

Not having enough questions to ask


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Objectives

To Acknowledge Interviewing as a strategicOrganisational Image Projection Opportunity

To understand interviewing as a selection tool To have a step by step guide to plan, prepare

and 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.



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7) We accept canned responses.

8) We place an over emphasis on can-dofactors (as opposed to will-do).



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9) We oversell the position.

10) We dont have an interview strategy.



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Step One Define the Job

Step Two Assess the Candidate

Step Three Document & 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 GREATEST MINIMAL

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 LearnTemperament/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 thatdetermines our Aptitude


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SELF MOTIVATION


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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-termbenefits

Takes a common-sense approach


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APTITUDE/CAPACITY

TO LEARN

A tit d d C it t


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Aptitudes and Capacity toLearn

A history of learning new skills

Continued education, often self-initiated

Readily absorbs information and new concepts


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TEMPERAMENT/BEHAVIOUR

PATTERNS


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Temperament/Behaviour Patterns

Is competitive, likes to take control, or is happy totake direction

Prefers a structured or unstructured environment

Is oriented toward people or takes an analyticalapproach


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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 Exceptional people has nothing to do withassessing surface qualities

q Appraise people by their past actions over time

q Appraising past actions is not easy, but, withtraining 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 InterviewWelcome Put the candidate at

ease

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 INTERVIEWQUESTIONS


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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 directionsearch 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) Silencetake 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 requirements Establishing rapport & getting opencommunication

Drawing out relevant information from thehistory

Interpreting the history within the context of the 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

1.What career accomplishments are youmost proud of?

2.How do you feel about being closely (or loosely) supervised?

3.What did you dislike about your most

recent job?4.What did you do to change it?


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Motivation Questions

1.What are your goals for the next twoyears? Next five years?

2.What have you done to continue your education that is related to your career?

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


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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

interviewing hiring exceptional people

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