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Interviewing skills for talent acquisition

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Interviewing skills for talent acquisition

  1. 1. Interviewing Skills for Right talent acquisition Talent Synergy Workshop 17 & 18 Sept 2010
  2. 2. “ All we can do is bet on the people whom we pick. So my whole job is picking the right people.” Jack Welch Former CEO, General Electric
  3. 3. Objectives for the day <ul><li>To Acknowledge Interviewing as a strategic Organisational Image Projection Opportunity </li></ul><ul><li>To understand interviewing as a selection tool </li></ul><ul><li>To have a step by step guide to plan, prepare and conduct goal-directed interviews </li></ul><ul><li>To understand and review the skills required for effective interviewing </li></ul>
  4. 4. Cost of Getting it wrong <ul><li>Sourcing and selection, relocation </li></ul><ul><li>Salaries - candidate’s , manager’s </li></ul><ul><li>Education and Training </li></ul><ul><li>Management overheads </li></ul><ul><li>Decreased productivity </li></ul><ul><li>Decreased morale </li></ul><ul><li>Mediocrity begets mediocrity </li></ul>
  5. 5. Top ten reasons why we make mistakes <ul><li>We are under pressure to fill the position </li></ul><ul><li>We don’t know what we want </li></ul><ul><li>Candidates are better trained than us </li></ul><ul><li>We are overwhelmed by GUT FEELING </li></ul><ul><li>We experience THE HALO EFFECT </li></ul><ul><li>We ask predictable, opinion based questions </li></ul><ul><li>We accept canned responses </li></ul><ul><li>We place an over-emphasis on can-do factors (as opposed to will-do) </li></ul><ul><li>We oversell the position </li></ul><ul><li>We don’t have an interview strategy </li></ul>
  6. 6. Step One Define the Job Step Two Assess the Candidate Step Three Document & Decide Three-step Process
  7. 7. Our Fundamental Principle <ul><li>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. These personal characteristics are best measured by evaluating past performance. </li></ul><ul><li>The best predictor of future performance is past performance in similar situations </li></ul>
  8. 8. 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/Capacity To Learn Interests Education Goals Credentials Patterns GREATER GREATEST MINIMAL IMPACT ON PERFORMANCE LEVEL I LEVEL III
  9. 9. Attitudes & Beliefs Self Motivation Stability & Persistence Maturity & Judgment Aptitude/Capacity to Learn Temperament/Behaviour Patterns LEVEL III
  10. 10. (I) Attitudes and Beliefs <ul><li>A Positive, optimistic Approach to Life and Work </li></ul><ul><li>Confidence in One’s Own Abilities </li></ul><ul><li>Demonstrates High Personal Standards </li></ul>
  11. 11. (II) Self Motivation <ul><li>Goes above and beyond what is expected </li></ul><ul><li>Attacks projects and tasks with energy </li></ul><ul><li>Passionate about work activities </li></ul>
  12. 12. (III) Stability and Persistence <ul><li>Consistent Goals and Interests </li></ul><ul><li>Overcomes Obstacles </li></ul><ul><li>Finishes what one starts </li></ul>
  13. 13. (IV) Maturity and Judgment <ul><li>Takes personal responsibility for actions </li></ul><ul><li>Will forego short-term rewards for longer-term benefits </li></ul><ul><li>Takes a common-sense approach </li></ul>
  14. 14. (V) Aptitudes / Capacity to Learn <ul><li>A history of learning new skills </li></ul><ul><li>Continued education, often self-initiated </li></ul><ul><li>Readily absorbs information and new concepts </li></ul>
  15. 15. (VI) Temperament/Behaviour Patterns <ul><li>Is competitive, likes to take control, or is happy to take direction </li></ul><ul><li>Prefers a structured or unstructured environment </li></ul><ul><li>Is oriented toward people or takes an analytical approach </li></ul>
  16. 16. Attitudes & Beliefs Self Motivation Stability & Persistence Maturity & Judgment Aptitude/Capacity to Learn Temperament/Behaviour Patterns LEVEL III
  17. 17. Bottom Line <ul><li>Hiring Exceptional people has nothing to do with </li></ul><ul><li>assessing surface qualities </li></ul><ul><li>Appraise people by their past actions over time </li></ul><ul><li>Appraising past actions is not easy, but, with </li></ul><ul><li>training and practice, anyone can learn to do it </li></ul>
  18. 18. Managing an Interview <ul><li>Smile, lean forward, look interested </li></ul><ul><li>Listen actively </li></ul><ul><li>Use prompters, maintain eye contact </li></ul><ul><li>Give non judgmental responses </li></ul><ul><li>Be encouraging </li></ul><ul><li>Avoid getting into debates with the candidate </li></ul><ul><li>Keep the mood relaxed and conversational </li></ul>
  19. 19. W-A-S-P Interview
  21. 21. <ul><li>What would you do if... </li></ul>Situational Questions <ul><li>Create a hypothetical job situation and ask </li></ul><ul><li>how the candidate would respond </li></ul><ul><li>Ideal for candidates who do not have a great </li></ul><ul><li>deal of directly-related experience </li></ul>
  22. 22. 1. What are the key goals/expectations for the position? Developing Behavioural Questions <ul><ul><li>focus on the past </li></ul></ul><ul><ul><li>give direction </li></ul></ul><ul><ul><li>search for critical incidents </li></ul></ul>2. List examples of the key challenges the individual will face to achieve those goals. 3. Turn these examples into questions. Remember to...
  23. 23. <ul><li>What was the situation? </li></ul><ul><li>What did you do? </li></ul><ul><li>What was the outcome? </li></ul><ul><li>By the way, who were you reporting to at that time? </li></ul>Probes
  24. 24. 1) Silence “ take your time” restate question 2) Generalities 3) The Verbal Explosion 3 Common Responses to Behaviour-based Questions
  25. 25. Your Success As an Interviewer Depends on:  Clearly understanding the job requirements  Establishing rapport & getting open communication  Drawing out relevant information from the history  Interpreting the history within the context of the three levels  Making an informed decision
  26. 26. Initiative Questions <ul><li>What career accomplishments are you most proud of? </li></ul><ul><li>How do you feel about being closely (or loosely) supervised? </li></ul><ul><li>What did you dislike about your most recent job? </li></ul><ul><li>What did you do to change it? </li></ul>
  27. 27. Motivation Questions <ul><li>What are your goals for the next two years? Next five years? </li></ul><ul><li>What have you done to continue your education that is related to your career? </li></ul><ul><li>What does &quot;job security&quot; mean to you? </li></ul>
  28. 28. Attitude Questions <ul><li>What job values are important to you? </li></ul><ul><li>What do you think of your most recent boss? </li></ul><ul><li>How do you feel about doing routine work? </li></ul>
  29. 29. Interviewer types <ul><li>Professor </li></ul><ul><li>Salesman </li></ul><ul><li>Timekeeper </li></ul><ul><li>Programmer </li></ul><ul><li>Butcher </li></ul><ul><li>Friend </li></ul><ul><li>Harassed </li></ul>
  30. 30. Thank you Shashikanth Jayaraman [email_address]