Design and conduct a great employment interview
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Transcript of Design and conduct a great employment interview
Hamilton-Chase Consulting
Design & Conduct Great Interviews
Larry Gard, Ph.D.President, Hamilton-Chase Consultingwww.hamiltonchaseconsulting.com312-787-9620
please make sure your speakers are turned on . . .
Interviewing Job Candidates?
It’s more than just asking good questions!
Hamilton-Chase Consulting
Interviewing Job Candidates? It’s more than just asking good questions!
unacceptable outstanding
The vast majority of candidates you meet will fall between the 2 ends of the spectrum
Hamilton-Chase Consulting
Model for thinking about successful job performance
Model developed by ASSESS Systems
Hamilton-Chase Consulting
Start by thinking about the job . . .
MEASURABLE OUTCOMES:
OBSERVABLE BEHAVIORS:Assumes responsibility for getting things done
Brings issues into the open
Maintains a positive attitude
Is persistent Is objective, fair, tactful
Recovers quickly from obstacles
Hamilton-Chase Consulting
Examples of Competencies
Negotiatio
n
Delivering Results
Teamwork
Planning & Organizati
on
Adapting to Change
Resilience
Conflict Management
Decisive Judgment
Hamilton-Chase Consulting
Choose Interview Questions
The best predictor of future behavior is past behavior
Format:
Tell me about a time when you . . .
How have you handled . . .
When you were faced with . . .
What has been your approach for dealing with . . .
How do you manage . . .
Hamilton-Chase Consulting
Interviewing Guidelines
Use open ended questions:avoid . . .
Don’t lead the witness:
Beware of bias:
We’re looking for someone who is . . .
This job requires a
person who can . . .
are you, have you, can you,
will you, do you, did you?
Hamilton-Chase Consulting
What to listen for
Listen for:
Demonstrates a reasonable plan of attack – a strategy of some sort, as opposed to a “wing it, fly by the seat of my pants” approach.
Is systematic and thorough; seeks out necessary information to plan and organize self rather than expecting to be spoon-fed.
Planning and Organizing:“When you take on a new project, how do you typically get ready to tackle it - what’s your approach?”
Hamilton-Chase Consulting
Probe when the response:
Is unclear, vague, or insufficient
Is inconsistent with something said earlier
Doesn’t match other information
THINKING – how much initiative and decision-making capacity did the candidate demonstrate?
DOING – did candidate actually do what is claimed?
ACTING – did candidate act alone, under the direction of someone else, and/or with assistance from others?
Hamilton-Chase Consulting
Verbal Indicators of Deception
Attempts to evade questions
Different answers to similar questions
Inability to commit to their own narrative
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Use an objective scoring system
Hamilton-Chase Consulting
Psychological testing: make more informed decisions about candidates
Hamilton-Chase Consulting
Thank you for watching!
Larry Gard, Ph.D.President, Hamilton-Chase Consultingdrlgard@hamiltonchaseconsulting.comwww.hamiltonchaseconsulting.com312-787-9620