43963842 Interviewing Skills

7/29/2019 43963842 Interviewing Skills

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SELECTION SKILLS


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OBJ ECTIVES

Create an understanding of Selection tools

and techniques and their appropriateness

Understand competency based selection

Learn interviewing skills

Understand the need for psychometric testing


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LEARNING GRID

Unconscious

IncompetenceConscious

incompetence

Conscious competenceUnconscious

competence

I II

IIIIV

Awareness

Learning/Training

Practice

Unlearning/Review


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RECRUITMENT & SELECTION

Manpower Planning

Setting Specs

Advertising/Consultant/Online/Referral

Shortlisting CVs

Calling candidates

Group Process/Psychometric Testing

Interviews

Offer letter

Joining

Induction

Training

Grooming for productivity


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COMMON ERRORS IN RECRUITING

Selected

Not selected

Right person Wrong Person

A

B


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Selection Techniques

Interviews

Tests - General Ability,special aptitudes Simulation exercise

Work Sample Tests

Personality questionnaires

Interest questionnaires

Bio Data

Reference Checks

Group Discussions

Handwriting Analysis etc.

Case discussions Presentations

On - field accompaniment

In tray exercises

Assessment Centres (combination of above items)


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Perfect Prediction - Validity

Smith, Gregg & Andrews - 1987

Chance

Astrology/Graphology

References

Typical Interviews

Structured Interviews

Work sample Tests

Ability Tests

Assessment Centers (development)

Assessment Centers (selection)

Personality Tests

0

0.1

0.2

0.3

0.4

0.7

0.6

0.5


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RANKING OF SELECTION METHODOLOGIES

1 Patterns of past behaviour

2 TESTS - reported present behaviour

3 Interviews - with many How would you

behave in the future questions


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WHY DIFFERENT SELECTION TOOLS ?

Any one tool cannot get all the data

Need a set of different tools, whichinvolve testing different faculties and

behavior of candidates

Each tool is effective for for a specific

set of relevant attributes


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Critical Attribute

Physical attribute : e.g. 6 feet tall

Attainment : e.g. B.Tech

Competency/Talent/Traits :

e.g. Achievement OrientationIntuition

Charisma


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Competency

Any quality or characteristic of

a person, which underpins

recurring successful

performance


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Skills, Knowledge & Talent Skills :

The How - tos of the role

Capabilities that can be transferred from one person to

another

Knowledge What you are aware of

Factual ( things you know) Can & should be taught

Experiential (understandings you have picked up along

the way). Less Tangible and therefor much harder to

teach

Talent Recurring patterns of thought feeling behavior,that carve

individual minds

If someone does not have the talent as part of his filter , then

very difficult for others to inject it.


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The three levels of competencies are

DISTINGUISHING

THRESHOLD

FUNCTIONAL


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A CHECK LIST FOR BEHAVIOURAL

INDICATORS

Each indicator should:

Describe directly observable behavior, or

other specific evidence of an individualscompetency

Describe just one piece of behavior of

evidence

Not to be duplicated under two or more

competencies

Include a verb phrase i.e. describe action


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THE COMPETENCY

PLANNING & ORGANISING

Definition : Level 1 - Junior Manager

Manages own time and personal

activities

Breaks complex activities into

manageable tasks

Identifies possible obstacles to planned

achievements


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THE COMPETENCY


Definition : Level 2 - Middle Manager

Produces contingency plans for possible

future occurrences

Estimates in advance the resources and time

scales needed to meet objectives Co-ordinates team activities to make the best

use of individual skills and specializations


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THE COMPETENCY


Definition : Level 3 - Senior Manager

Identifies longer term operational

implications of business plans

Effectively plans utilization of all

resources


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THE 12 MOST COMMON COMPETENCIES Communication

Achievement orientation Customer Focus

Team work

Leadership

Planning and organising

Commercial awareness

Flexibility

Developing others

Problem solving

Analytical thinking

Building relationships

Source: Competency based Recruitment & Selection by Robert Wood and

Tim Payne


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Competencies & Trainability

TRAITS

MOTIVESVALUES

COGNITIVE

CAPBILITIES

SKILLS

KNOWLEDGE

More conscious

More trainable

Less Conscious

Less Trainable

E.g.: Has contacts

E.g.: Results orientation,planning abilities


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Critical Attributes for Sales Managers

( Example)

Interpersonal Skills

Influencing Skills

Results orientation Customer Concern

Technical expertise

Providing direction

Analytical Thinking

Conceptual thinking

Information seeking

Staff development Team building

Planning

Decision Making


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Interview

Entrevoir ( French)

to have a glimpse of


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WHAT IS AN INTERVIEW?

A selection procedure designed to predict

future job performance on the basis ofapplicants oral responses to oral enquiries


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OBJECTIVES OF SELECTION IN INTERVIEW

1 Selecting people for jobs by:

Informing applicants about the job Gaining unbiased factual information against the

criteria

Influencing suitable candidates to accept

2 Demonstrating that the companyoperates a fair and equitable selection

procedure (Public Relations)


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Goodwill Bank

Need a process that will enhance

company stature

Fair

Friendly

Rigorous

Respect for individual - Time bound

How will a candidate not selected speak of

your organisation?


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SELECTION INTERVIEW - EFFECTIVENESS

Bottom line Test - Answering Three keyquestions

Can he do the job (Competence)

Will he do the job ( Motivation)

Will he fit in ( Team / Organisation)? ( Match)


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SELECTION INTERVIEW

IF EFFECTIVE

Saves Time

Better job/personmatching

Satisfied

interviewers/Interviewees

Good image / PR Tightening of recruitment

process

IF INEFFECTIVE

May end up recruiting

unfit candidates

Missing suitable

candidates

Demotivating suitable

candidates from

joining


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UNDERSTANDING YOUR APPLICANTS

According to research, students have listed the

following Organisational characteristics as importantto them:

Type of work you would do

Type of people you would like to work with

Training & development opportunities

Chances of promotion

Salary

Job security

Working condition

Reputation/image of the organisation

Geographical location

Hours expected at work

Benefits ( Company car, Pension , Loans etc.)


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INTERVIEW PROCESS - REQUIREMENTSVenue

INTERVIEW

PROCESS

CANDIDATEExpects

Professionalism

Realistic picture of job &

company/organisation

Input on where he

stands (process, timescale etc.)

Minimal Wait

Objectivity

INTERVIEWERNeeds: Purpose of I/V

Agreed Criteria

Application form

Time to prepare and judge job

and company knowledgeSkills to obtain & evaluate

information and make effective

judgements

Relaxed and open minded

Right attitude


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List the things you would like tohave seen when you last went for

an interview.

What did you expect from the

company ?


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SETTING THE ENVIRONMENT

No disturbance

No phone Calls

Seating - Neutral ( Perhaps an L shape ) No distraction in the vicinity

No Power Statements

Having water available on the table ( forcandidate )

Have stationary ready ( for candidate )


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Remember

Note taking - minimal , with permission

Stress Interviews - Try to avoid

Politeness - specially to bad

Airtime - 80 - 20


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INTERVIEW STRUCTURE

1 Opening, rapport building

2 Current & previous roles

3 Aspirations & awareness

4 Education & upbringing

5 Circumstances & interests

6 Closing , wrap up


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Interview - An Information Sorting

Model

Opening & Rapport Building

Current & Previous Roles

Aspirations & Awareness

Education & Upbringing

Circumstances & Interest

Closing/Wrap up

CA 1

CA2

CA3

CA4

CA5

Information

Sorting

Assessment


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OPENING, RAPPORT BUILDING

Appropriate recognition

Relaxed Approach

Introduce yourself

Share - Interview purpose

Recruitment process Job Role ( briefly)

Interview structure & Time

Check Understanding


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Things to look out for in a CV

Organisation of events - Priority accordance

Clarity of depiction and succinctness

Unexplained breaks in Service and Education

Extent of customisation to the job applied

Quality of the CV: mode , spelling errors,

verbosity


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QUESTIONING SKILLS


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TYPE OF QUESTIONS

Factual recall

Comparison

Opinion Case Problems

Hypothetical

Rhetorical Leading

Pumping


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PAST BEHAVIOUR is the

single best predictor offuture behaviour


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Structure of Questions Open ended Questions

How - What - When - Where - Who - Why

Close ended QuestionsDo you - Did you - Can you - Will you - Could you -

Would you - Should you

Prompting/ encouraging expressionsTell me, Describe

For example?, For instance?, In what sense?

How come?, In simpler terms...


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Questioning Pattern

Broad Open ended

Probe

Narrow

Close

Summarise


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Characteristics of Good Questions

Purposeful

Relevant Clear & concise

Limited to one idea

Neutral in tone & substance


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The quality & value of

answer depends onthe quality of the

question


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QUESTIONS COVERAGE

WHAT Qs - Elicit information about knowledge,facts/data, opinions

WHY Qs - Analytical skills , reasoning, logic etc.

motivations( what elseHow else, Where else.)

HOW Qs - Knowledge of functional skills,

process/steps ( also analytical skills)

HOW MUCH/HOW WELL Qs - validating

achievements


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THE INTERVIEW FUNNEL

START WITH AN OPEN ENDED QUESTIONLISTEN

NARROW DOWN TO SPECIFIC AREA

LISTEN

HOW DID THE PERSON GO ABOUT IT

LISTEN

FIND OUT MOTIVATIONS

LISTEN

ACHIEVEMENTS

LISTENSUMMARISE

AND SEEK

AGREEMENT

START WITH NEW AREA


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INTERVIEW STRUCTURE

1. Opening -

2. Current & Previousroles

What, why, How well Trends, people are notstatic

3. Aspiration /

Awareness

What, why, how realistic

4. Education &Upbringing

What, why, how well

5. Circumstances &Interest

What, why, how wellimplication

Causes relate past topresent

6. Closing -

DescriptionMotivation

Achievement


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THE PANEL INTERVIEWSOME GUIDELINES

Agree roles & structures

Stick to roles

Do not interrupt

Do not help the candidate

Select lead interviewer

The others listen,take notes ( factual) , ask questionsaround other key areas and observe non verbalbehavior

Follow up at end of a section


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Questioning Technique

Situation

Task

Achievement

Review


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Telephonic Interviews You cannot see the candidate , so you have to trust only two

senses - hearing & intuition

Do not short circuit the interview. The process should be the

same as a face-to-face interview

Follow the interview structure

Use the funnel - what, why, how,how well

Use many encouraging , prompting expressions ,like

Yes

Tell me more

Describe

I see

For example?

In what sense?

Keep sentences & discussions short

Summarise each section


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INTERVIEW TIPS

Interviewers need to be provided with job description

& specification of the requirements of the position to

minimize the influence of stereotypes

Interview questions need to be job related

Avoid making quick decisions about an applicant

Avoid giving too much weight to a few characteristics

Try to put the applicant at ease during the interview Communicate clearly with the applicant

Maintain consistency in the questions asked


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Management Interviewing Less emphasis on background : more on role and

work

Ask about aspirations before role

Easy for candidate to obscure track record throughjargon and generalities

A look good, talk good candidate may land up

interviewing the interviewer - superficial interview

may take place

Hence be specific - focus on Critical attributes

Focus on Roles


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Focus on Roles Job titles can be misleading

Main areas of job . Principal tasks that you do

personally? Why? How do you divide your time?

Performance criteria,targets,priorities,performance

ratings,informal reviews

Focus on relationships - up, down , or withcolleagues

Time perspective

Breadth of perception of job relative to entire

organisation

Perceived freedom to act

Ability to influence the organisation


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Management skills

How results are achieved and how the candidatehandles the process of management

Setting objectives for self and team

Decision making style - alone or team

Resolving conflicts - how and when

Handling customers - relationship based and task

based

Resolving issues between internal demands and

customer expectations


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Management focus Motivational style - sort of environment in

team. Leading team front or back

Grooming others - spending time for

developing people

Investing in self - learning & growing

Monitoring work of self and team

Handling communication & consultation Influencing others through meetings and

presentations


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TYPES OF INTERVIEWS Unstructured Interview

Situational Interview

Behaviour Description interview

Comprehensive structured interview

Structured behavioural interview

Oral Interview boards


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INTERVIEWING FOR TALENT


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TALENT

What is Talent?

A recurringpattern ofthought, feeling or behavior

that can be productivelyapplied


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TALENT

According to Gallup there are 3 kinds of talent:

1. Striving : Whyof the person

2. Thinking: Howof the person

3. Relating : Who of the person


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Talent ( some examples) Striving

Achiever ( A drive that is internal, constant &

self imposed )

Mission ( a drive to put your beliefs into actions)

Thinking Responsibility (A need to assume personal

accountability for your work )

Numerical ( An affinity for numbers )

Relating Relator ( a need to build bonds that last )

Command ( an ability to take charge )


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Talent Interview(Points to remember)

This should stand alone

It should be more structured , more

focussed, less banter , more questions

Ask him about choices he makes

Let him reveal himself to you

Talent Interview


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Talent Interview

(Listen for specifics)1. Always listen for a specific example

2. Give credit only to the persons top of the mindresponse

3. Do not probe too much to get response

Clues for talent:

Rapid learning ability

Source of satisfaction

After they have been hired , check back to see if the

people who subsequently performed well answered

your question in a consistent way.This will take time

and focus , but are essential to the art of interviewing

for talent.


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PSYCHOMETRIC TESTING

Psychological tests have been devised and are used

primarily for the determination and analysis of

individual differences in general intelligence,specific

aptitudes , educational achievement , vocational

fitness,and non intellectual personality traits.

These tests have been used for a variety of

psychological , educational cultural , sociological andemployment studies of groups and for individuals


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TEST - VARIATIONS

Achievement / Attainment

Aptitude

Personality

Interest

Attitude

IQ ( Intelligence quotient)


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APPLICATIONS OF PSYCHOMETRIC

TESTING

Placement

Personnel selection

Training & development

Career & Succession Planning

Diagnosis & recommendation of

Performance problems

Vocational education and career

counseling


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WHY TESTS

To reduce errors

Standardized set of questions

Objective evaluation


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SELECTING TESTS

SOURCES

METRICS

INTERPRETATION

ONLINE TESTING


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ONLINE TESTING

Standardization

Easy to administer across locations

Quick

Automatic Reports

Does not need interpretation expertise

Still requires to be anchored by qualified

persons


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REFERENCE CHECKS

Verify claims made by the candidate Confirm selectors perceptions, sensing and

inferences

Clarify doubts that may have arisen duringthe selection process

Add to understanding through input from

referee or any specific area of concern

Hear first hand from referee or anythingsignificant about the candidate ( positive or

dysfunctional)


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Effective Reference Checks - the Steps

Ensure that the candidate gives references that know him well Be clear on what you wish to ask the referee

Let the referee know

That his/her input is important

that you care about the candidates career choice / direction the context of the job that the candidate has applied for

Confirm referees extent of familiarity with the candidate

Ask open ended questions to start with

Follow through with pointed questions in your areas of concern

THANK THE REFEREE for the time invested

Do a 360 degree reference check


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ASSESSMENT


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Behavior Assessment Process

Observe

Carefully watch and listen to what has happened

Store

Accurately store in memory what happened

ClassifyCategorize behavior and other

data into critical attributes

Evaluate

Rate data & behavior

to agreed standard


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ASSESSMENT GUIDELINES

People tend to behave in a consistent way

Understand the context of peoples behavior

Relate information from one source to another


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RATINGS

Excellent - 4

Tremendous amount of data across all

sections supporting the indicators. Goesbeyond the indicators. A big strength

area. This is where the candidate

operates from,as a psychologicalplatform ( will be an adjective for him )


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RATINGS

V Good - 3

A lot of data from at least two three

sections, or overwhelmingly in at leastone section supporting the indicators.

This is the way the indicators are

defined. Supports with examples


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RATINGS

Acceptable - 2

Evidence from at least one section of

the interview. Supports at least 2/3 of

the indicators. Will do. Exhibits data with

some examples


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RATINGS

Not acceptable - 1

Shows definite evidence of lack of theindicators. Falls short


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COMMON FAILINGS IN ASSESSMENT

Leniency

The Halo effect

Mirror image

Contrast

Projection


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Happy Interviewing

43963842 Interviewing Skills

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