undertaking effective interviews february 2012

Undertaking effective interviews

by Toronto Training and HR

February 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Uses of the interview7-8 Types of interview9-11 Benefits of interviews12-13 Objectives of an interview14-15 Conducting an effective interview16-17 Behavioural based interviewing18-22 Preparation23-24 Realistic job previews25-27 Person specifications28-30 Interviewing recent immigrants31-35 Question time36-37 Cultural equality when interviewing38-39 Tips when interviewing Gen Y applicants

40-42 Problems with interviews45-48 Improving one’s interview technique49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Uses of the interview

Uses of the interviewInformation exchangeScreeningSelection

Types of interview

Types of interviewUnstructured interviewsStructured interviews

Benefits of interviews

Benefits of interviews 1 of 2Find a quiet spotSet aside ample timeBe well prepared but flexiblePace your questioningAbandon clever tricksBe expansiveDon’t overreactConsider group interviewsThink before you scribbleDon’t tolerate vagueness

Benefits of interviews 2 of 2Test their social skillsDon’t bank on scienceGive them a challengeUse agencies intelligentlyTry a trial runRead between the linesInterpret body language with cautionConsider the online alternativeGive the unfamiliar candidate a chanceSavour the human touch

Objectives of an interview

Objectives of an interviewPredict future job performance and behaviourFocus on aspects of behaviour and performance that cannot be easily addressed by other methodsSupply information to the candidatePersuade suitable candidates to accept the job offered and join the organizationCreate goodwill for the organization

Conducting an effective interview

Conducting an effective interview

PrepareWelcomeControlProbeClarifyNoteCloseReview

Behavioural based interviewing

Behavioural based interviewing

Definition“Tell me a time when…”An exampleHow does it work?

Preparation

Preparation 1 of 4WRITING TO THE APPLICANTAddress him or her by name, not Dear SirSpecify the date, time and place of interview with a map plus transport detailsIndicate the purpose of the interview (screening, speculative discussion, final event etc.)Outline the likely duration and the proposed formatInclude the names and job titles of the interviewers

Preparation 2 of 4

WRITING TO THE APPLICANTGive details of other aspects of the proceedings so as not to alarm the applicant (e.g. a medical)State what documents they should bring along with themExplain how or whether expenses will be paidAsk applicants to confirm their intention to attend at the stated time and place

Preparation 3 of 4

WRITING TO THE APPLICANTClose the letter or email with optimistic or enthusiastic remarks about the interview or processProvide a name and job title plus methods by which applicants can make contact

Preparation 4 of 4WHAT TO DO IN ADVANCE Base interview questions on a comprehensive, accurate and up-to-date job descriptionAsk questions derived from a meaningful person specificationRefer to the resume and/or application form to pick up any inconsistencies or omissionsGive active consideration to the current environment and to any important business issues of relevance to the vacant job

Realistic job previews

Realistic job previewsDefinitionBenefits

Person specifications

Person specifications 1 of 2SEVEN POINT PLAN1. Physical make-up2. Attainments3. General intelligence4. Special aptitudes5. Interests6. Disposition7. Circumstances

Person specifications 2 of 2FIVE-FOLD GRADING SYSTEM1. Impact on others2. Acquired qualifications3. Innate abilities4. Motivation5. Adjustment

Interviewing recent immigrants

Interviewing recent immigrants 1 of 2

CULTURAL BEHAVIORS THAT CAN LEAD TO MISUNDERSTANDINGSSilence is not a sign of disrespect or a lack of knowledgeEye contact may be minimalSome immigrant candidates are modest

Interviewing recent immigrants 2 of 2

OVERCOMING ISSUESInterviewers should be trained in cross cultural communication skillsInvolve more than one interviewer in the process

Question time

Question time 1 of 4

QUESTIONS TO AVOID ASKINGHow old are you?Where were you born?Are you married?Do you have a disability?Do you drink alcohol?Have you ever been arrested?Are you affiliated with any organizations?


QUESTIONS TO ASKWhat are the top two motivators that make this position interesting to you? Describe the kind of organization you want to work for What can you tell me about your background that isn’t on your resume?


QUESTIONS TO ASKIf you could make an improvement on one key aspect of your current employer what would that be and why? If there’s one reason we shouldn’t hire you, what would that be?


TYPES OF QUESTIONHypotheticalBehaviouralStress

Cultural equality when interviewing

Cultural equality when interviewing

Make snap judgements at your own perilCreate a “cultural equality friendly” interview environmentDon’t judge a book by its coverBe patientDemonstrate your organization’s commitment to cultural equalityWear a blindfold before choosing the best candidate

Tips when interviewing Gen Y applicants

Tips when interviewing Gen Y applicants

Talk purposeSet out a game planSpell it outWelcome ideas

Problems with interviews

Problems with interviews 1 of 2

Expectancy effectSelf-fulfilling prophecy effectPrimary effectStereotyping effectPrototyping effectHalo effectHorns effectContrast effectNegative information bias effectSimilar-to-me effect

Problems with interviews 2 of 2

Personal liking effectInformation overload effectFundamental attribution error effectTemporal extension effect

Snap judgementsConcentration spanIgnore the contextStereotypingMirroring

Job interview faking

Job interview fakingCapacity to fakeWillingness to fakeIntegrity, or lack of it

Improving one’s interview technique

Improving one’s interview technique 1 of 3

Remember that the interview is all about the candidateBegin the interview with casual conversationAsk open-ended questionsAvoid asking leading questionsAsk behavioural-based questions


INTERVIEWING VERY SENIOR CANDIDATESBe challengingAvoid standard-type questionsHave a lengthy discussion


INTERVIEWING SENIOR CANDIDATESHave them prepare a 90-day work plan for what they would do once taking over the operational responsibilitiesAllow a few team members to be involved in the interviewing process, not specifically to be involved in the final choice but to test compatibilityGet the board involved with interviewing so that they get to know each candidate (if appropriate)

Conclusion & questions

Conclusion

SummaryVideosQuestions

undertaking effective interviews february 2012

Business

interview page

questions page

introduction page

question time page

place page

vagueness page

circumstances page

interview types of interview