the art of interviewing (and other legal dangers)

The Art of Interviewing (and other legal dangers)

Hayes University

Jodi Narahara

[email protected]

© 2009 Hayes Management Consulting. All rights reserved. 2

Agenda

• HR Screening Interview• Peer Skill Based Interview

– Prepare– Conduct– Follow up

• Manager Interview– Prepare– Conduct– Follow up

• Legal Dos and Don’ts• Initiate a Search


Introduction

• Interviewing is an art. Not only do you need to assess a candidate’s skills in a short period of time, but you need to determine if this individual would be a good fit for our team and for Hayes. If that is not complicated enough, there are liability issues should you ask the wrong question.

• During this presentation, we will share with you tips and tricks on how to conduct a safe, legal interview that also enables you to select the best candidate for your open positions.


Introduction (continued)

• Our interview process involves three to four employees working closely together to make the best possible decision for Hayes. We will touch on each individual's responsibilities during this process.


Terminology

• Open Ended Questions– These questions are unstructured questions (unlike a multiple choice

question) where the respondent answers them in his or her own words. They usually begin with “how,” “what,” “when,” “where,” or “why.” The candidate cannot answer with a “yes” or “no.”

• Behavior Based Questions – Such questions are founded on the notion that the best predictor of a

candidate’s future performance is his or her past performance. Therefore, structured behavior based questions are built around specific incidents that have happened rather than hypothetical situations. The questions make candidates describe things that they have actually done rather than what they would do in a given situation. These questions often start with “Tell me about a time that you…”


Agenda

• HR Screening Process• Peer Skill Based Interview


• Management Interview– Prepare– Conduct– Follow up



HR Screening Process

• Recruitment request is received by recruiter.• Recruiter will post the job. • Search and review resumes using resources.• Look at past employers to determine if a Hayes employee

knows the candidate. If so, ask the employee for feedback.


HR Screening Process (continued)

• A phone screen is used to determine:– Travel availability and compensation– Education/certification – Availability and timeline– Behavior based interview– Hayes Way fit – Gaps in employment and other inconsistencies– Hayes benefits and sell Hayes– Details of engagement, if applicable– Discuss non-compete status.

• Follow up with notes and resume to hiring manager

bmacquarrie

Jodi, I don't understand your note abot the phone screen bullet. See me about this.


Agenda






Peer Skill Based Interview

• Hiring manager will assign a team member to conduct this interview.

• The team member will:– Determine overall experience– Drill down to specific job skills– Give candidate a day-in-the-life personal example– Follow the “Prepare; Conduct; Follow Up” procedure

outlined in this presentation.


Agenda





bmacquarrie

Same comment as slide 8


Management Interview

• The hiring manager will determine if this candidate: – Fits the Hayes Way– Will be a good fit for the team– Will be suited for clients’ needs

• The manager has hiring authority (with input from Peer and HR and may require 2nd level management approval)


Hayes Way – Our Process

Prepare Conduct Follow Up


Prepare

• Prepare– Read job description, resume and cover letter.– Highlight or note anything on the resume that requires further

explanation.– Compare resume to job description and write down questions

following the guidelines below.– Utilize the interview framework to construct interview

questions. See the next slide.• Use the question glossary to assist you in selecting interview

questions.


Prepare

• Compose questions for interview using our interview framework:– Ask questions to clarify the notes you made on the resume.– Produce four work experience questions (some should be

behavior based questions):• Two based on the candidate’s current position• Two based on the individual’s past position(s)

– Create two to three Hayes position-specific questions.– Develop one personal effectiveness question.– Include an education question (especially for lower level

candidates).– Create one miscellaneous question.


Conduct

• Conduct– Be on time and come prepared.– Introduce yourself with your name and title, and give the

candidate your business card.– Be sensitive to background noise such as typing and rustling

papers.– Ask open ended and behavior based questions.– Present an accurate picture of job expectations.– Take brief notes.– Ask questions that are legally appropriate.

• Sell Hayes! Every candidate should leave you feeling good about Hayes (whether or not they are a good fit). Who knows? The person could be a client some day!


Conduct

• Don’t be afraid of silence.– If you ask a question and the candidate does not answer right

away, give the person time. Do not talk, the individual will answer!

– You can put the candidate at ease and say “I know this is a difficult question; take your time.”

• Remember you are in control!– Give the candidate an agenda. For example: Tell the person

you will ask him or her questions, and will save time at the end for the candidate’s questions. Ask for the person’s agreement.

– It is okay to redirect the candidate back to your question. If the candidate goes off on a tangent or talks too much, wait until they take a breath and chime in.


Follow Up Procedure

• Follow Up– Write up a short summary on the candidate including what

went well, any “red flags” and overall feedback. Do you recommend hiring this candidate or not?

– E-mail your feedback to HR and the hiring manager. Make a recommendation for the next step (onsite interview, hold, or let go).

– Look for a thank-you note from the candidate.– If a thank you note is received, forward to HR and the hiring

manager.


Agenda





bmacquarrie

Again, I don't think you need this page. The header on the next slide is clear enough.


Keep it Legal…

• You may ask about:– Reasons for termination of previous employer– References, work schedules and work experience– Job-related feelings about previous assignments or present

position– Career interests– Job duties, training and education– Job-related professional affiliations– Qualifications for duties related to the job


Keep it Legal…

• Do not ask about:– Age or date of birth– Previous address– Religion or race– Father or mother’s surname– Marital status or maiden name– Number of children or ages– Childcare plans– Spouse’s or parents’ place of employment, residence, or if

they rent or own– Loans or financial obligations, personal bankruptcies and

arrests


Keep it Legal…(continued)

• Do not ask about:– Foreign languages spoken (unless requirement for position)– Memberships in social organizations– Visible physical characteristics (i.e., scars, burns, missing

limbs)– Health status– Psychological well-being– Past injuries or diseases including worker’s compensation

history– Other non-job related questions


Agenda

• HR Screening Process• Skill Based/Peer Interview




bmacquarrie

I don't think you need this slide.


Initiate a Search

• Complete a recruitment request form.• Ensure all questions on the form are answered

thoroughly.• The hiring manager e-mails the completed form to the

recruiter.


In Closing…

• Recruitment Playbook - Glossary

• Questions

the art of interviewing (and other legal dangers)

Technology

interview questions

unstructured questions

questionsthese questions

preparecompose questions

work experience questions

best candidate

interview framework

legal interview