www.compete.com

INTERVIEWING @COMPETEBrilliant People Hire Brilliant People.

“Hiring good people is one of the most significant contributions you can make to your organization. Good hiring decisions create a foundation for more effective performance by you, your team, and your company.”

- Harvard Manage Mentor

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• Live From Compete

• Hire Right

• Roles & Responsibilities

• A Successful Interview Outline

• Types of Interview Questions

• Exercise

• Legal, Schmegal

• Challenging Situations

• Key Takeaways

• Tools

AGENDA

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What’s wrong with this picture?

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For Compete: To continue to build a high performing organization we must hire right. This will help us deliver on our LEAN IN goal

For you and your team: To help your team produce, deliver and work well together, a mis-hire disrupts your teams work and culture

The data: The cost to the company of a mis-hire is as high as 150% of salary + cost of benefits + cost of training/maintenance + cost of time spent hiring + extras + cost of YOUR time spent

The first timeWhy it’s important to hire right

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What’s my role?• HR: Accountable for staffing needs and analysis. Support & Tools

• Recruiting: Accountable for finding, evaluating, submitting, scheduling and closing qualified candidates

• Hiring Manager (HM): The HM owns the process and the hiring decision. This means…

• Determine skills, competencies, behaviors, etc to evaluate

• Chooses interview team

• Segments the interview (ie who evaluates what)

• Collects timely feedback and makes final decision

• Interviewers: Responsible for evaluating candidates against criteria identified by HM. Preparing for interviews in advance and providing timely feedback

• All: Accountable for representing Compete in a positive and honest lightand refers qualified candidates

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• 2 Minutes: Building rapport

• 20 Minutes: The Interview

• 5 Minutes: Candidate questions

• 3 Minutes: Wrap up and next steps

Outline for a successful interview

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Types of interview questions

Type Definition Example

Skill Based Questions directly related to the points in the job description. Questions asked to assess if a candidate has the correct intellect, knowledge and/or skills experience to complete the job they are interviewing for.

Describe a large set of data you have worked with in the past? What did it contain and how did you use it?

Competency Based Questions related to an overall personal characteristic desired and required to do the job.

What motivates you to put forward your greatest effort?

Behavioral Based Questions focused on a candidate’s past work behaviors as a predictor of how they might behave in the future.

Describe an instance when you delivered something that was incorrect or incomplete. How did you handle it?

Scenario Based To help identify how a candidate would handle a particular situation that the interviewer explains.

Imagine you have an upset client because our data wasn’t what they expected. How would you go about easing the clients emotional disposition before getting in to explain how we went about getting to our data?

Company Specific Questions directly related to Compete and our culture. Questions asked to assess how a candidate will fit into the company and team.

Why choose Compete for your next career move?

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Time to practiceExercise

Organize into teams of 3

• 1 person write a behavioral question

• 1 person write a scenario based question

•1 person write a competency based question

We will do 3 rounds, rotating, where one person will play each role:

• 1 person will act as interviewer

• 1 person will act as the candidate

•1 person will be an observer

At the end of each round the observer will share their feedback

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Keep it job related

• Relate all questions to the qualifications of the job.

• Do not ask any interview questions related to age, race, color, sex, birthplace, national origin, marital or family status, or disability. These can all be considered discriminatory.

• Remember that ignorance is not a defense when it comes to employment law.

• Use objective, fair and measureable criteria, and keep it the same for each candidate interviewing for the same job.

• Do not make a decision on “gut instinct” but fairly evaluate them based on the selection criteria defined.

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Challenging situations

SITUATION SUGGESTION

Early in the interview you determine that candidate is not a match.

Ask candidate to excuse you and let recruiting/HR or hiring manager know.

Candidate is very quiet, gives only one or two word answers.

Try changing conversation to a light subject to relax them. Try telling a Compete story.

Candidate asks you to assess their chances for getting this position.

Be honest but explain that a decision is based on feedback from all the interviewers.

Candidate is very talkative and time is running out.

Manage the interview from the start. Ask them to summarize. Offer to reconnect via email.

Candidate’s answers are difficult to understand because they are obviously nervous.

Try calming them down by telling them a story about your interview at Compete.

Candidate wants to discuss salary. Refer them to recruiting/HR.

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Managing non-verbal body language

Please consider your:

•Body language

•Eye contact

•Facial expressions

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Key Takeaways

• Recruiting & Hiring is a SHARED responsibility. We all have very important roles to get it right.

• There are tools in place to support you.

• Preparation is key.

• Keep it job related.

• We’re always here to help.

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1. Hiring manager Toolkit

• Job creation tool

• Competencies

• Job description template

• Interview process & template

2. Evaluation tool, segmentation tool, feedback form (3 in 1!)

3. Interview questions

4. Checklists

• Hiring manager responsibilities

• Interviewer responsibilities

• Interview warm up

• Closing the interview

• How to generate referrals

Tools & Resources

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Questions?