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  • 1. WITHIN EEO/AFFIRMATIVEACTION GUIDELINES

2. There are several quantifiable methodsto document your decision process:1. Determine the required qualifications prior to interviewing.2. Develop an Interview Worksheet and use it for every interview and rate each candidate using the same standard.3. Use good interviewing skills. Know what discriminatory questions to avoid4. Stick to the standard group of job related questions, and use them for all candidates5. Document your interview6. Document the reasons for your decision 3. EEO CONSIDERATIONSAll Interview Questions Must Be: Relevant to Job performance If Sensitive, Asked of All ApplicantsFor Example: Are you a legal resident of the U.S.? Do you have adequate transportation to get to the job ontime? 4. DONT ASK Military Discharge Citizenship National Origin Family Status Birth Place Club Membership Ancestry Religion Health Age Financial Standing 5. ESSENTIAL REQUIREMENTSTo conduct a successful interview you must know about all factorsthat contribute to on-the-job success.All the non-physical skills, abilities and talents people bring to bearon a job will fit under one of these factors. Use all factors to describewhat you are looking for on the Job/Candidate Profile.Resume Factors Education / Experience / Knowledge Academic degrees, technical knowledge, certification or licenses, Similar work experience.Performance IntellectualFactors Capacity, application, decision making style. Interpersonal Ways of interacting with others. MotivationGoals, commitment, interests, values. 6. APPLICATION FORM FACTORSEducation / Experience / Knowledge Academic Degrees Technical Knowledge Certifications Licenses Similar Work Experience 7. Applica tion Form Re vie w Sketchy or erratic job history with many brief periods ofemployment. Gaps in employment record or overlaps that dont make sense. Salary requirements higher than job can offer. Frequent moves from one part of the country to another. Past experience and education related to job specification. Reasons for leaving previous employers. Overall appearance. Inconsistencies 8. PERFORMANCE FACTORS INTELLECTUAL Capacity Application Decision making style INTERPERSONAL Ways of interacting with others MOTIVATION Goals Commitment Interests Values 9. The InterviewBe aware that interviews varytremendously and the approach andstrategy of applicants differ. Some are open, candid and forthright. Some are evasive and even falsify aspects of background. Some are glib and articulate; explanations sound logical and convincing. Some are poised and confident. Some are nervous, tense and visibly uncomfortable. 10. Approaching the Interview1. Establish rapport with applicant and put the person at ease.2. Be sincere, warm and friendly.3. Do not reveal or project criticism or disapproval of candidates actions or qualifications.4. Focus on your task to obtain information and keep opinions and value judgments to yourself. 11. NOTETAKING Tell the applicant what you are doing:(E.g., Im going to be taking notes during the interview. This is my method of recalling what took place during your interview) Incline notepad(dont reveal what you are writing) 12. NOTETAKING POINTERS1. Write down positives AND Negatives.Dont wait until you hear the first negative pieceof information2. Use key words/phrases to remember responses.You do not need to write everything you hear. 13. INTERVIEW QUESTIONSSelf-appraisal Questions ask the candidate to explain the meaning of the facts,accomplishments, and data that come up in the interview. This helps you to translatefacts about the candidate into hypotheses about future on-the-job behavior.Two TypesDirect Self-appraisal Ask the candidate directly about a fact or accomplishment Why do you suppose you were promoted so quickly in that job? Third-party appraisal Ask the candidate to interpret the fact or accomplishment through the eyes of a knowledgeable third-party If I called your manager, why do you suppose she would say you were promoted so quickly? Obtain and use the third-partys name to raise the candor level of the candidates answer. 14. SELF-APPRAISAL QUESTIONSAlternatives For candidates who do not feel they have the right to speak for a superior, make the third-party a peer rather than a superior. How would someone else on your team describe you?Lead-ins There are a number of ways to phrase the direct Self- appraisal Question. What would you say it was about you? Why do you suppose..? How were you able to.? 15. SELF-APPRAISAL QUESTIONS ADVANTAGES1. Places the burden of interpretation of facts on the candidate, not on you.2. Keeps you objective and prevent you from jumping to conclusions about the meaning of facts.3. Encourages the candidate to elaborate on their experiences and accomplishments.4. Draws out, through third-party questions, candidates from high- context cultures where boasting about accomplishments does not come easily.5. Helps you avoid getting fooled or misled by the candidate. There are two reasons why this works: It is hard for a candidate on the spot to conjure up a more favorable orbelievable explanation than the truth. Use of Self-appraisal Questions throughout the interview is likely tocatch inconsistent explanations of behavior. 16. INTERVIEW QUESTIONSDocument AccomplishmentsUsing PAR Format Problem Action Results 17. ACCOMPLISHMENT QUESTIONSTo identify meaningful accomplishments (what the persondid) and draw out behavioral evidence (how and why theydid it).PAR MODELUse the PAR Model (Problem Action Result) to confirmyou have a meaningful accomplishment.Lets talk about one of your recent accomplishments.What problem (or challenge) required your attention?Determine whether there was a special need to deal withthis or was it really just part of the job. 18. ACCOMPLISHMENT QUESTIONS(Continued)What action did you take?How did the candidate accomplish this?Ask them to explain the actions in terms of Irather than we.What were the results?Get specifics dates, names, quantifiableresults. 19. ACCOMPLISHMENT QUESTIONS(Continued)Pointers Ask for the name (not just the title) of the personsmanager at the time of the accomplishment.If I called your major customer, Betty Gonzales,how would she say you handled the problemswith the inventory? More recent accomplishments have a greaterpredictive value for future performance. 20. PROBE FOR UNSEENBEHAVIOR QUALITIESTRAIT Dont Ask A QuestionRequest An Example:Ambitious Lets talk about ambition as Give me an example of a situationa quality you have..where your ambition wasreflected in the goals you set foryourself.Career- How career-minded wouldGive me an example of a situationmindedyou say you are? .when your career-mindedness ledyou to avoid a short-termopportunity.(Wants a) What can you tell me about Give me an example of a situationChallenge wanting a challenge? .where you sought out a problemto solve because it represented achallenge for you. 21. PROBE FOR UNSEEN BEHAVIOR QUALITIESTRAITDont Ask A QuestionRequest An Example:CommittedWhat can you tell me about Give me an example of a situation your being committed to where your level of commitment things or ideas? sustained you in the face of numerous obstacles.Customer-Some people see themselves Give me an example of a situationoriented as being customer-oriented. where you were especially attentive What can you tell me aboutor responsive to customer concerns. that quality in you?Determined How determined would you Give me an example of a situation say you are? where your determination made something happen. 22. PROBE FOR UNSEEN BEHAVIOR QUALITIESTRAITDont Ask A Question Request An Example:Enthusiastic Some people would Give me an example of a describe themselves as being situation where your enthusiasm enthusiastic, what can you for what you were doing sustained tell me about that quality inyou in the face of disappointment. you?Entrepre-How entrepreneurial would Give me an example of a situationneurialyou say you are?.where you gave up somesecurity and took a risk.Goal-Some people think ofGive me an example of a situationoriented themselves as being goal .where a goal you achieved was oriented, what can you tell me because you wanted to, not because about that quality in you?others expected it of you. 23. PROBE FOR UNSEEN BEHAVIOR QUALITIESTRAITDont Ask A QuestionRequest An Example:Go-for-itTell me about you having a go- Give me an example of a situationAttitude for-it attitude. .where others hesitated but you went for it.Hard-How hard working would you Give me an example of a situationworkingsay you are? .where hard work accounted for an accomplishment you are proud of.Interested How would you describe yourGive me an example of a situationin_____interest in ______?.where you picked a job or volunteered to handle a project calling for ___________. 24. PROBE FOR UNSEEN BEHAVIOR QUALITIESTRAIT Dont Ask A QuestionRequest An Example:PersistentId like to know how Give me an example of a situationpersistent you are..where others gave up but youpersisted.Quality How does having a qualityGive me an example of a situationCommitmentcommitment describe you? .where your commitment isreflected in how you shop for ormaintain the things you own.Resourceful Lets talk about resource- Give me an example of a situationfulness as a quality you have. .where resources to complete ajob were not available and you hadto be resourceful to get it done.ResponsiveTell me about your Give me an example of a situationresponsiveness..where your responsiveness won acustomer. 25. PROBE FOR UNSEEN BEHAVIOR QUALITIESTRAITDont Ask A QuestionRequest An Example:Self-Lets talk about you being Give me an example of a situationmotivatedself-motivated..where being self-motivated led you to initiate something without being told to do so.(Seeks)Some people think of Give me an example of a situationVarietythemselves as seeking variety..where you changed jobs or What can you tell me aboutassignments i