interview training presentation
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Fundamentals of Great Interviewing
Talent at Technology Startups
Friday, April 19, 13
Judging People Sucks
Friday, April 19, 13People hate it, they suck at it, and they avoid it whenever possible.
“I sleep easy not knowing how I’ll make payroll... I can ask investors for millions of dollars, no problem… but, hiring people
terrifies me. It keeps me up at night.”
Interview Phobia
Friday, April 19, 13So people resort to tricks, convincing themselves that these will help them make good choices
Voodoo Interview Questions
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Voodoo Interview Questions
“What would you do if...”
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Voodoo Interview Questions
“What would you do if...”
“What type of animal are you?”
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Voodoo Interview Questions
“What would you do if...”
“What type of animal are you?”
“How many marbles would fit into an Olympic-sized swimming pool...
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Voodoo Interview Questions
“What would you do if...”
“What type of animal are you?”
“How many marbles would fit into an Olympic-sized swimming pool...
in December...
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Voodoo Interview Questions
“What would you do if...”
“What type of animal are you?”
“How many marbles would fit into an Olympic-sized swimming pool...
in December...on the moon?”
Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
Or Worse...
A bad, or non-existent, interview process
The “Buddy” interview – “She seems like a nice person…”
Talking more than listening
Rushing interviews because of scheduling conflicts
No criteria for scoring or comparing candidates
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The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
The Cost - Hiring Mistakes
Friday, April 19, 13I ran out of room...
Or Just as Bad
Friday, April 19, 13The Talent Walks... Nothing turns off a recruit like a bad interview process
A Conversation with a Purpose
It’s not about dumb vs. smart or good vs. bad
The goal is to understand
Patterns, motivations, choices, passions and abilities
And mistakes!
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It’s About Fit
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Your Best Recruiting Tool
Friday, April 19, 13Let the candidate look under the hood of your business.
Contents
Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps
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Know What You’re Looking For
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Understand Your Core Values
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Understand Adaptive Excellence
“It is not the strongest of the species that
survives, nor the most intelligent that
survives. It is the one that is the most
adaptable to change.”
- Charles Darwin
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Know Market Compensation
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Create Job Spec and Scorecard
Be specific and prioritize desired skills
Understand trade-offs you’re willing to make
Years of experience = proxy for $$
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Contents
Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps
Friday, April 19, 13
Choose Format
Friday, April 19, 13- Panel or individual interviews- Who will focus on what qualities- What is the order?
Dedicate the Time
Friday, April 19, 13- 90 minutes minimum- Be on time- Be PRESENT - no phone or laptop
Stick to a Schedule
Introductions and Opening 10 minutes
Core Assessment 90 minutes
Candidate Questions 15 minutes
Closing and Next Steps 5 minutes
Friday, April 19, 13- Make them comfortable, break the ice- Talking less than 20% of the time- Take lots of notes- Never make promises- Explain the process- Be grateful
Be Consistent
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Contents
Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps
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Behavioral Interviewing
Past performance predicts future performance
It’s about pattern recognition
Actual, specific experience. Not hypothetical.
Requires lots of probing
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TopGrading Interview
For each role over the last 10-15 years...
What were you hired to do?
What accomplishments are you most proud of?
What mistakes did you make, what do you most regret? What did you learn?
Talk about the people, specifics
Why did you leave that job/choose the next one?
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Multi-Level Probing
Each answer will require probing
Ask the question
Understand the context - what are choices, which one was chosen and why?
What were the results or the outcome of that choice?
How did those results compare with Peers, Past, Plan
What did you learn, or better, do differently the next time based on those results?
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Green Flags
Patterns of choices and behavior that demonstrate...
They are good at and enjoy the requirements of the job
They are self-aware and purposeful in their decisions
They are pulled, not pushed to the next opportunity
Experiences demonstrate behavior that matches core values
Have made mistakes (perhaps a lot) and show conscious learning
Friday, April 19, 13
Red Flags
Patterns of choices and behavior that demonstrate...
Unimpressive or suspicious circumstances when changing jobs
Does not make conscious choices based on self-awareness or articulated principles or priorities
Demonstrates conflict with past colleagues or bosses like you
Mediocre achievement
Patterns reflect behaviors that don’t align with core values or requirements of the job
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This is Really Hard
And it takes practice
Know when to probe - decision points
Call out patterns when you see them
String together dots and identify the line
Empathize, but get to the truth
Be willing to be uncomfortable
Friday, April 19, 13
Contents
Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps
Friday, April 19, 13
Non-Discriminatory Questions
It is important that you ask only questions that are legitimately job-related to avoid discrimination issues
Think about every question in these terms: “Is this question going to reveal information that is related to the job we are seeking to fill?”Describe the requirements of the job upfront and in the job description – travel, physical requirements, etc.
Do not ask questions of one candidate that you wouldn’t ask of all candidates
Asking candidates of a specific gender/race/etc. group questions that you wouldn’t ask another
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Ask Questions the Right WayCategory Permissible (if relevant) Don’t Ask
Age If hired, can you provide proof that you are over 18? • Age/Date of birth• Date of graduation
Disability Are you able to perform the essential functions of this job with or without accommodation?
• Are you disabled?• Nature/severity?• Past medical problems? • Ever filed workers’ comp? • Smoker? • Alcoholic?
Military Experience
What education, training, experience obtained during military service would assist in performing this job?
• General military experience?• Type of discharge?• Type of training?
National Origin • Can you provide proof of your eligibility to work in the U.S.?• Can you speak English (if job related)?
• Are you a U.S. citizen?• Where were you born?• Nationality of family members?• Maiden name?
Race None • What is your race?
Religion None. Although you may ask if they can accommodate weekend work.
• What church do you attend?• What holidays do you observe?• Religious affiliation?
Sex None • What is your sex?
Family Status • Do you have any reason that you could not work the schedule assigned?
• Is there any reason you could not meet the travel requirements?
• Are you married?• How does your spouse feel about you traveling? • Do you have any children?
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Contents
Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps
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Next Steps
Actual interviews are only part of a good interviewing process
Reference checkBackground checkSell the opportunity!
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Reference Checks
Reference checks are as important as the actual interviews
TopGrading questions provide for collecting names of former managers and colleagues. Sets candidate expectation that you will be contacting that person
Get at least two of each from the candidateDirect manager PeerDirect report/subordinate
Make calls before you’ve decided to make an offer
Allow for 45-60 minutes per call
Explain role and company thoroughly
Is candidate not willing to provide a thorough list?
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Background Checks
Once you’ve decided to make an offer, do one last thing
Relatively inexpensive way to look for any wildcard issuesPoor credit rating, personal bankruptcyCriminal background, prior convictions, outstanding warrantsTypical cost from $75-150 per instance
A word on personality or survey-based assessments…
Not a replacement for a structured, behavioral interview processSometimes a useful, objective tool for validating candidatesThere are lots that address entrepreneurial leanings, none that select for entrepreneurial success*
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Sell!
A+ entrepreneurs don’t want a job (they usually have one). They want…
An opportunity to accelerate their careers Increased accountability and responsibilityA chance for a big “pay day” through an exitA compelling vision that they can buy into
More than anything, A+ entrepreneurs want to be part of something they believe in, beyond earning a paycheck
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Friday, April 19, 13
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