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

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Examples of Competencies

Negotiatio

n

Delivering Results

Teamwork

Planning & Organizati

on

Adapting to Change

Resilience

Conflict Management

Decisive Judgment

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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 . . .

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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?

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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?”

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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?

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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

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Psychological testing: make more informed decisions about candidates

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Thank you for watching!

Larry Gard, Ph.D.President, Hamilton-Chase Consultingdrlgard@hamiltonchaseconsulting.comwww.hamiltonchaseconsulting.com312-787-9620