Interview Training Module

Transcription

1 Interview Training Module

2 Interviewing Tips Read job description Review the resume Pick competencies that you want to assess Prepare questions in advance Be organized Be attentive when the candidate is speaking. Remember you are representing the company Know that the candidate is also interviewing you Contact the candidate after for clarification if needed

3 Common Selection Problems Interviewers miss important information Interviewers overlook job motivation and organizational fit Interviewers ask illegal and/or non-job-related questions Interviewers cover the same areas Biases and stereotypes affect judgment Interviewers take insufficient notes Interviewers misinterpret candidate information Pressure to fill a position affects judgment

4 Questioning Techniques Wording should be open-ended. Respondents should be able to choose their own terms when answering questions. Questions should be as neutral as possible. Avoid wording that might influence answers, e.g., evocative, judgmental wording. Questions should be asked one at a time. Questions should be worded clearly. This includes knowing any terms particular to the program or the respondents' culture. Be careful asking "why" questions. This type of question infers a cause-effect relationship that may not truly exist. These questions may also cause respondents to feel defensive, e.g., that they have to justify their response, which may inhibit their responses to this and future questions.

5 Questioning Techniques Behavioral Tell me about a tough decision you made recently and the analysis you did. Open What was the biggest challenge for you? Probing How did you go about overcoming this challenge? Checking What software did you say that you used at your previous company?

6 Questions to Avoid Multiple - Can you tell me about a time you worked on a project? Can you describe your interaction with your teammates? Can you discuss any difficulties you faced? Limiting - Do you prefer working independently or as part of a team? Leading - Do you work well under pressure? Hypothetical - How would you respond to a colleague with an idea you didn t agree with?

7 Potentially Risky Interview Topics Age Race Religion Housing Child care Arrest record Health details Family details National origin Sexual preference Health or disability status Type of military discharge Ensure that your topics specifically concern a candidate s experience and the job at hand. Review the Managerial Resources related to legal interview questions and ADA compliance that are available on the Kettering Human Resources Website.

8 Risky Questions Ask This Do you belong to any professional organizations that you consider relevant tot his job? Are you authorized to work in the United States? Are you able to perform the functions as described in the job description with or without reasonable accommodations? Would you be willing to relocate? Would you be willing to travel as needed by the job? Would you be willing to work overtime as needed for the job? Affiliations Nationality Disabilities Personal Not That To what clubs and organization do you belong? Are you a United States citizen? Where were you born? May I ask you to discuss your disabilities and how they affect you in the workplace? I see you have a wedding band, how would your wife feel about you traveling? Do you have kids? What are you child care arrangements?

9 Managing the Interview Direct the discussion to areas you want to cover Prevent confusion, misunderstandings, and the need to go back and clarify details Manage time so you can cover each section of the interview completely If a candidate reveals information you are not allowed to discuss do not purse the topic further

10 Welcome On the Interview Thank the candidate for his time Make the candidate feel important Gathering Information about the Candidate The facts Knowledge and skills Job Related Competencies Values and Motivation

11 Giving Information On the Interview Provide a summary of the position Offer additional information about how the role related to the bottom line of the company Selling the Company and Closing See of the candidate is still interested in the role Provide information about the process s next steps Thank the candidate for their time

12 Benefits of Good Note-Taking Keeps impressions of different candidates from blurring in your mind Aids your memory Gives confidence that hiring decision is fair and accurate

13 Take notes openly Note-Taking Tips Note only pertinent information Note behavior observed in the interview Take notes on sensitive or negative information carefully Record key words Use personal shorthand

14 Establishing Cultural Fit It is important that candidate be evaluated not only for their ability to complete the job but also their ability to fit into the culture of the company. Achievement Center of Attention Coaching Others Compensation Complexity Continuous Learning Creativity Details Diverse Perspectives Formal Recognition High-involvement Independence Interaction Interpersonal Support Leading Others Promotional Opportunities Routine Task Variety Work Pace

15 Evaluation Errors General leniency / harshness Candidatespecific halo / horns Contrast effects Central tendency First impressions / recency Stereotyping A tendency to over or under rate across all candidates. The tendency to generalize good or bad performance on one competency to other competencies. Rating one candidate against another, instead of against the competency definition. The tendency to avoid extreme ratings. The recency effect is opposite to first impressions since it is when one remembers the last things the candidate does or says. Judging a candidate based on unfair generalizations.