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-: Outline
Introduction:
. Importance of selection . The hiring / selection process . General definitions . Skills needed in every stage
: Screening
. Resumes . Screening of Resumes . Resumes question marks . After Screening
: Types of Interviews
. Telephone screening interviews . Structured interviews . Stress interviews . Panel or committee interviews
We better use this money , time and effort in developing the machinery , process and control tools , which will really help us achieve our objectives and grow as ! Planned
: Learning Objectives
: By the end of this course you will be able to . Screen resumes effectively : Gain and develop interview skills such as
. Questioning . Listening . Interpreting body language
. List types of interviews . Prepare and use an efficient job specifications . Conduct effective and professional interviews
: Importance of Selection
? Why is good selection interviewing important Success :
. you hire your success depends on the quality of the people
Cost :
advertising / agency
Fees and replacement costs such as severance . pay , lost sales , training costs , etc
Growth :
. ability to attract
Reputation :
the selection interview is a dialogue with the labor market . the way you conduct interviews will be fed back to the market . and create ( or destroy ) a reputation
Development :
can't develop .
If you select people of medium quality you them into future leaders
: General Definitions
. Recruitment is building a pool of qualified candidates
: Recruitment
Is the process of generating a pool of qualified candidates for a . particular job The firm must announce the jobs availability to the market and . attract qualified candidates to apply The firm may seek applicants from inside the organization , outside . the organization , or both
: Socialization
. Announcement letter . Orientation program . Post Orientation feedback . Tracking the 3 months probation period
: ( criteria
. Analytical skills
: Resumes = C.V
. Resumes present the candidate in the best light It is difficult to decide the candidates suitability for the job just from a . resume
: Screening of Resumes
Does it give a clear picture of the applicants work experience , past ? and present Dose it the applicants educational background and dose it match with ? your requirements Are there any skills you require that are not mentioned in the ? resume Dose the position offered seem to be a natural move for the applicant ?
: Companies listed
If a company listed by the candidate has closed down , there may . be no way of verifying the candidates experience
: Type of supervision
Did the candidate supervise the whole team or was it a subgroup . with in a larger project team
: Job changes
. Job changes that not indicate advancement
: Job titles
. Exaggerated job titles are designed to impress
: References
. References , all of whom are out of town
: Exercise
: Questioning techniques
. The great majority of interviewers ask very bad questions
. Asking good question is not a natural human talent The result is a very bad interview where the limited amount of . information obtained is of poor quality Then we wonder why decisions taken on the basis of the information obtained ! Turnout to be wrong
: Questioning
In a questioning situation the interviewer takes the initiative in
. deciding which
The way in which the interviewer proceeds to ask for information may vary from empathetic questioning through interrogation to ! inquisition
: Interactive listening
In the interactive listening mode the interviewer asks questions concerning only the information being provided by the . interviewee
? How do you feel about working with flextime ? What would you do if you won $ 1, 000 ,000
: Multiple Questions
. A multiple question is a string of several questions
: Example
Well , I have with me the captain of the French rugby team . Now tell me , what do you think of your chances in the next world cup now that new Zealand have lost their star goal kicker ?do you think it will set them back ? and do you believe your present string of successes will continue ? Also , how about England losing ?against Romania ? Is this going to affect next year's tournament : When To Ask ? Never ! Why Because when you ask a multiple question , the interviewee will only answer the last question or the easies one ! So , . why not ask the last one or the easiest one
: Leading questions
. These are questions that indicate the desired response
: Example
"? Oh , I see you started your career with Coca Cola " ". Yes " Ah , good , and you were promoted after three years to district " "? sales manager ". Thats right " "? Good , must have done a good job then" " . Well , you know" "? yes , oh ,and then two years as regional manager" " . Yes"
: When To ASK
? Never ! Why Because the only way an interviewee can provide any high quality Information is by interrupting you or . disagreeing with you
: Probing questions
. These are closed questions seeking specific information you need
: Examples
"?How old were you then" "? What are the sales of ABC Ltd" "? How many employees do you have working for you "
: When to Ask
.When you wish to probe for facts or details . When the interviewee is rambling or talking too much
: Straightforward Questions
. These are opened direct questions that assesses KSA
: Examples
. Tell me about yourself ? What are some of your strengths ? What accomplishments are you most proud of ?What Would your last boss say about you
: When To ASK
? Always ! why . You need to assess candidates KSA Asking the candidate such open direct questions give him / her a space to talk about himself which will . help you to get the best out of him / her
These are opened indirect questions has a real concern that hides . between lines . Examples : the real concern behind the question Are
What do you think you will be doing 5 years from now ? you going to stay at the company for a while so that our investment yields an ROI , or are you here just for a story stay ? And if Hire you , are you going to try to take ? my job Why did you apply for this job in our company ? Did you just stumble upon our company , or did you put some thought and effort into making a choice to work with us ? Have you done your ? home work Why did you leave your last job ? Have you been fired ? or are you just changing jobs on a whim , only for the money ? or are you a "job ? " hopper
Example :
. question
Dont you believe you may be overqualified for this job ? going to leave Because you dont find the position challenging Enough ?Or , are you going to be unhappy ?with the salary we offer
? What have been your most favorite and least favorite jobs and why What kind of environment will make you stay at your ? Job or leave it
: When to ASK
When you want to ask something that you cant' say directly and . out load
: Situational Questions
These attitude testing questions puts the interviewee in specific . situation and ask how will him / her react
: Examples
What would you do if you discovered that another employee was ? stealing from the company What if you noticed a team member really slacking off ? He is coming in late , taking long lunches , leaving early , or chatting on the phone when he is supposed to be ? helping the team meet its deadline What if your boss continually gossips about one of your coworkers with you and wants you to join in on the ? derogatory comments
: When to ASK
When you want to test interviewee's ethics , beliefs , behaviors , . and attitudes
: Stress Questions
These questions puts interviewee under stress and shows his
. behavior
: Examples
? What was your greatest failure / weakness ? Do you object to psychological tests ? Do you object to drug testing ? What object do you like to be ? Why is there fuzz on a tennis ball
: When to ASK
When you want to gain information about how will he / she
: Examples
What is the correct procedure for determining the appropriate oven temperature when running a new batch of ? steel What are the basic methods for designing a performance ? management system
: When to ASK
. When you want to test interviewee's job knowledge
: Preparing to listen
As a professional interviewer you should always prepare yourself to : listen by asking ""? What new things can I learn from this person ! Be selfish
: Listening Barriers
Here are nine behaviors that prevent us from becoming better : listeners Scoring " points " (Relating everything you hear your own . 1 . ( experience Saying , " Oh , that's nothing , you should have seen what " ! happened to me last week Thinking , "Mm ! My kids are so much more intelligent than " ! that . ( Mind reading ( predicting what the interviewee is really thinking . 2 Saying to yourself , " I bet that's not the real reason he left . " XYZI . ( Rehearsing ( practicing your next lines in your head . 3 Preparing your next " clever " question and missing the . present answer
cherry picking (listening for a key piece of information then . 4 ( switching off Checking that an interviewee has EDP experience and then . not listening to the details Ensuring that the interviewee 's health seems Ok but not . listening to the proof Daydreaming . 5 You can think 4 6 times faster than people can talk . the . temptation is to use the "spare " time to daydream labeling ( putting an interviewee in to a category before hearing . 6 ( all the evidence Quickly dubbing an interviewee as a " typical "accountant / . salesman , etc Not listening to an interviewee whom you've decided is a . rambler , etc ( Counseling (Being unable to resist interrupting and giving advice . 7 Saying , " Why dont you try "or " In my experience , the " best Dueling ( countering an interviewee's verbal advances with . 8 ( parries and thrusts of your own Saying , 'well, at last this department is never over budget '! Saying , 'you won't find people in this company acting like ' !that Side- stepping ( countering expressions of emotion with jokes or.9 ( sentiment hollow clichs '? Saying , ' well it's not the end of the world , is it '! Saying , ' stiff upper lip . tomorrow's another day
: Listening tips
( Paraphrase Regularly (Empathic listening ' . What I hear you saying is '
' . In other words , you ' ' So , if I understand you correctly ' Encourage the Speaker to Continue When you want more : information . ' That's interesting , goon ' .' Tell me some more about ' : Give regular feedback on how you feel .' Process ' I'm glad we can talk about this openly today Content : ' I share some of your views on XYZ , but I also think .' that
Words :
put their own . on speaker's words
Paralinguistic :
The way in which something is said % 38 (i.e . : accent , tone , inflection , etc ) is very important to a . listener's understanding
FACIAL :
what a speaker looks like while% 55 delivering a message affects the listen's understand ding most
: Paralinguistic
If you are an average interviewer,38 % of your final evaluation of your final evaluation of any interviewee will have been affected by the way that person spoke during the interview . Here are six types of : paralinguistic to listen for
Timing :
shyness but may depend on questions asked
Tone / inflection :
interviewee and identify the image she or he . wishes to project
Accent :
from ! ! own prejudices
Choice of words :
level of
Verbal mannerisms could indicate poor vocabulary , laziness , fashion influence , messy thinking or just . plain habit
Emphasis :
. signpost the real meaning
Postures &Gestures :
interviewee use hand gestures ? Sitting ? position Stance
How does
Eye contact :
tour eyes meet ? for ? how long
How often do
Orientation :
interviewee position ? himself/ herself to you
How does
Proximity :
you sit / stand to ?interviewee
How close do
Look / Appearance :
? appearance important
Are looks /
Expressions of Emotion :
expressions as ? signposts to emotion
: Eye contact
Recent studies by Michael Argyle show that during the average : conversation . The listener looks at the speaker for 75% of the time . The speaker looks at the listener for 40% of the time . Both look each other in the eye for 30% of the time . The length of each mutual glance is only 1 . 5 seconds
: Orientation / Direction
In most interview situations you should try to avoid sitting behind your desk and move to a less formal setting around a coffee or . conference table In this diagram , if you position x and if the interviewee can choose which position to take , that choice will indicate how he or she perceives the nature of the interview and , perhaps , how friendly or . intimidating you seem
: Proximity
Although , it might change from someone to another when other . factors such as culture , gender , upbringing or standard is involved
: Looks / Appearance
Research indicates that clothes do indeed make the man or ! woman Although hairstyle , grooming and body order will be important indicators to an interviewee's mind set , the ' uniform ' he or she . wears will tell you most about the image they are trying to project You shouldn't judge the book by it's cover ,but when an interviewee .take care of his appearance, it indicates his /her respect and interest
Expression of Emotions
Studies give good news to interviewers! The best way judge the .feelings and emotions of interviewees is to watch their faces Facial expression convey emotions with much more accuracy than . voice tone or , even , body posture
So , when in doubt about how interviewees feel during an interview , ! watch their faces and trust your own judgment
: Telephone Screening
. ( ! Smile while you speak (it makes a difference . Speak clearly . Make sure about identity of speaker . Prepare questions Take notes on each CV about Alertness , tone , assertiveness , . Interview time
: Structured Interview
The structured interview is based directly on a thorough job . specifications It applies a series of job related questions with predetermined . consistently across all interviews for a particular job
: Stress Interviews
The candidate is put into a situation of stress such as rapid fire . questions . The candidate may be kept waiting for an extended Period
The interviewer might be intentionally sarcastic , argumentative , or . rude This technique is quite used to weed out the candidates who cannot . handle stressful and adverse situations
: Group Interviews
. Several candidates are interviewed at once . Employers will bring all the candidates in at the same time Group interview helps to identify candidates with leadership . potential . Usually used with vocational labor
: Preparation of JDS
An up to date job description is essential for a good selection . interview Otherwise , how can you give a true picture of the job ? if you dont have one , there's a risk that some parts of the job which you discuss in the interview later turn out not to be in the job ; or tasks which are not mentioned come to light only when the . candidate starts Without one , the candidate will be disappointed , frustrated , . incompetent or scared when he or she begins
: Grade
? Where does the job fit in the organization grading system
: Relationships
With whom does the position holder interact , both inside ? and outside
Physical Competencies
Health Acceptability Appearance Persuasiveness
Knowledge
Dependability Education Initiative Experience
Attitudes
Training Friendly
Skills
Cooperative
Equipment
Interests / hobbies
Salary requirements Word figures
Minimum
Knowledge
two year's sales experience
At least
Education sales training courses Experience previously worked with a PC Training produce a report written by self
At least two
Has
Can
Skills
calculate a 12.5% discount on the spot Equipment Words Figures
Can
Attitudes
Friendly Cooperative
Interests / hobbies
Salary requirements
: Short Listing
Short listing consists of choosing 3 5 candidates to interview . from the total applications available In most of organizations this is the job of the Human Resources . department Short listing involves comparing each application to the job specification and selecting those ' paper ' candidates who . seem to fit best NB if the application contains insufficient data then ask for more or give the benefit of the doubt and short list for an . interview
: Selection Tests
You can include tests in the selection process to increase the quality . of selected candidates
: Types of Tests
. Personality Tests . Technical Tests . Behaviors and Attitude Tests ( Abilities Tests .(IQ
: Greeting
. Be warm and friendly . Get up , come over to shake hands . Small talk on weather / trip / building / parking , etc Remember , the candidate is always nervous . The most successful interviews are those where the interviewer begins by showing the candidate that , if there is to be a psychologically superior person in the interview , it will be the . candidate
: Asking Questions
After your opening remarks you should start with asking questions based on each item ( education , experience , . etc ) of the job specification which you have planned to cover Vary your questioning technique according to the subject under . discussion and the reactions of the candidate
: Floor Time
:The 30/70 rule
A basic rule for ' floor time ' during a selection interview is that the candidate speaks for 70% of the time and you speak for . only 30% of the time !? After all , who's the one being interviewed
: Note taking
? Should you take notes during an interview Generally speaking , yes as long as you announce your intention to do so up front and as long as you are able to . maintain sensitive eye contact Note taking is proof to the interviewees that you are taking their information giving seriously , but don't overdo it or it will make them feel as if they are at the police station :' . ' ! . Anything you say will be taken down
: Closing
. Tell the candidate the interview is over Give the candidate an opportunity to add any relevant . information , and to ask you any questions . End on a positive and friendly note . Be polite and thank the candidate . Inform the candidate about the next step in the hiring process . Do not say what could give the candidate false hopes
The most objective way to evaluate candidates is to rate each of them against each item on the job specification . (as we ( mentioned in planning interview Coverage The candidate with the highest score may not be the one you eventually hire , but at least you know the reasons for y6our . selection
: Phone technique
Pinpoint a possibly negative item from your interview with the candidate and ask referee to comment . Repeat as necessary . and listen to how the answer is given Finish by asking ' Would you re hire this person if he / she came '? back to you for a job Be wary of any hesitation . Referees can always find a job for top . ex performers
summary
Contents
Introduction
1. 2. 3. 4. 5. 6. 7. 8. 9. Getting Started Reviewing the Job Description Reviewing Key Responsibilities/Accountabilities Reviewing Key Capabilities and Experience Updating your CV (Rsum) Content (in order of appearance) Format Preparing for the Interview Final Preparations 10. Day of the Interview 11. Physical and Mental Preparation 12. Introductions 13. Key Background Review 14. Competency-Based Interview 15. Your Turn
Introduction
If you have submitted an online application , and meet the minimum requirements for the position, you may be selected to interview for that position. This document is intended to assist you in your preparation for this event and provides guidance on how to review a job description, update your curriculum vitae (CV) -- also known as a rsum -- and prepare for an interview.
Getting Started
If you receive notification that you have been selected for an interview, you may be given a high-level job description comprising key responsibilities/accountabilities, and the key capabilities and experience required for the position. You may also receive a separate, additional list of competencies for the position. > Detailed information will not be available about the grade or compensation package for your job at this time. You may be asked to send in your CV to confirm your interest in the position. Before you do this, it is advisable to review your CV in light of the job description and to tailor it to the position, wherever possible. (For guidance on how to update your CV, refer to Updating Your CV (Rsum)) As you begin to prepare for the interview, you may realize that you first need to gain more clarity about what is
important to you in a job, what skills you have and prefer to use, and whether this is the right job for you.
While CVs come in many shapes and sizes depending on individual preferences, there are some commonly accepted elements regarding content and format that are recommended for inclusion. These are provided in the following two sections.
Format
Easy-to-read, with information relevant to the job and which can be easily understood by the interviewer - be careful not to include too much on one page Three pages maximum - most interviewers spend less than a minute reading each CV, searching for key information Minimize underlining; stick to bold, italic, and capital letters for emphasis or headings and subheadings. Before you apply online for a position, be sure you read any instruction on that site regarding formatting. Formatting a CV for the web is very different from formatting a CV to take to an interview. Spell-check and review the final version for errors
Practice, practice, practice - in front of the mirror, with your significant other or pet, or plan a mock interview with a friend or colleague > Avoid making vague statements that may sound good but provide no specific information about what you did, such as the project team created a plan.. > Avoid giving your opinions about a situation or task as these provide no information about what you did > Avoid making theoretical statements such as, I would do, or I always as these provide no information about what you actually did In addition, be prepared to answer some questions about your educational background and work history, including your current role.
Final Preparations
In order to ensure you have made your final preparations, be sure you: Know who is going to interview you, and his or her position in the company Know when and where the interview is being held, and how to get there Know what you need to bring to the interview (a copy of your CV is recommended) Get plenty of rest
Introductions
When you meet the interviewer, remember that first impressions are lasting impressions. Be positive and enthusiastic! This is the time to sell yourself! Aim to: Relax, smile, and look poised and confident as you enter the room Shake hands firmly if the interviewer offers his or her hand, and introduce yourself Wait until the interviewer invites you to sit down Make eye contact naturally Be yourself! > If the interviewer initiates some initial small talk about the weather, your journey or a topical issue, be responsive -- this is part of the interview and the initial impression you make.
The Interview
Aim to: Listen carefully to the question Take a second or two to compose your thoughts before you answer Ask for clarification if you need to -- be sure you really understand what the interviewer is asking Speak succinctly and clearly, minimize jargon, eliminate slang Watch the 'landings' notice how your words impact the interviewer and his or her body language
Try to vary your examples though it is okay (and sometimes efficient) to use the same example to illustrate different competencies
Your Turn
Once the interviewer has satisfactorily elicited all the information he or she requires, you may be given an opportunity to ask your questions. Make a mental note during the interview of any additional questions that arise during the discussion. Be aware, however, that the interviewer may not have all the answers about the job. In addition to asking your questions, you may wish to: Jot down key points you want to remember Ask what the next steps will be Confirm your enthusiasm for the job Thank the interviewer for his or her time