Half day interactive open workshop in Toronto for individuals recently appointed or promoted into roles where they will be interviewing for the first time.

1. How to conduct effective interviews by Toronto Training and HR May 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Benefits of interviews 7-8 Drawbacks of interviews 9-11 Planning 10-11 Needs that must be met 12-15 Preparation 14-15 Pain of poor engagement 16-17 Welcoming the candidate 18-19 The interview 20-21 Timing and logistics 22-28 Questioning 29-30 Listening 31-34 Decision time 35-37 Using a data integration process 38-42 Common mistakes 43-44 Top worries for interviewers 45-47 We both want the same thing! 48-49 Drill 50-51 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Benefits of interviews Create an interactive forum for the assessment of interpersonal skills, job-relevant knowledge, motivation and potential fit Allow the interviewer to sell the organization to qualified candidates and give a realistic/detailed description of the position to candidates Provide the organization with a chance to make a favourable impression even on applicants who are not given offers or who do not join the organization

9. Page 7 Drawbacks of interviews

10. Page 8 Drawbacks of interviews Poor reliability/consensus between different interviewers Poor validity/prediction of job performance

11. Page 9 Planning

12. Page 10 Planning 1 of 2 WHAT EXACTLY ARE YOU LOOKING FOR? Desired business experience Education Knowledge, skills and abilities Tasks, duties and responsibilities Objectives and accountabilities Competencies Work schedule Travel Compensation and benefits

13. Page 11 Planning 2 of 2 What selection methods will you use? What type of interview will you hold?

14. Page 12 Preparation

15. Page 13 Preparation 1 of 3 TRAINING AND SELECTION OF INTERVIEWERS Knowledgeable about the role, the team, and the organization Representative of diverse groups in the organization Good at eliciting and evaluating information Reluctant to jump to conclusions Open-minded and able to revise opinions Self-aware and able to account for their own biases Accurate in their predictions of candidate success over time

16. Page 14 Preparation 2 of 3 Select two or more interviewers Make sure interviewers are properly briefed Decide when to hold the interviews Prepare your script Send written instructions to the candidates Review the job description, person specification and resume

17. Page 15 Preparation 3 of 3 ON THE DAY Review the job description, person specification and resume Have the questions ready Be positive Selecting is the purpose not rejecting Remember the primary hiring objective

18. Page 16 Welcoming the candidate

19. Page 17 Welcoming the candidate Ask them if they would like a drink Check if they are comfortable with the heating/air conditioning and whether they would like the window open Let them talk about their journey and parking Engage in small talk to calm their nerves

20. Page 18 The interview

21. Page 19 The interview Verify information Explore the candidate’s potential Provide information to the candidate Conduct of the interview Control the flow Bring the interview to an end What happens next and when

22. Page 20 Timing and logistics

23. Page 21 Timing and logistics Do not make the interview too long or too short Divide the interview into discrete stages Interview in a quiet location free from distraction and interruptions Use more than one interviewer to enhance objectivity Discourage interviewers from discussing the candidate with one another before they have all met with the candidate

24. Page 22 Questioning

25. Page 23 Questioning 1 of 6 TYPES OF QUESTION Situational Behavioural Relevance to audience Job complexity Typical or best performance Figuring out the answer

26. Page 24 Questioning 2 of 6 QUESTIONS TO AVOID Are you single? Why (or why not)? Do you intend to have children? Is that your natural hair colour? Would you join a church to get a job? Do you belong to a religious organization? How old are you? How would you describe your ethnicity? What is your sexual orientation? How did you hurt your leg?

27. Page 25 Questioning 3 of 6 QUESTIONS TO ASK In what ways will this role help you stretch your professional capabilities? What have been your greatest areas of improvement in your career? What's the toughest feedback you've ever received and how did you learn from it? What are people likely to misunderstand about you? If you were giving your new staff a "user's manual" to you, to accelerate their "getting to know you" process, what would you include in it?

28. Page 26 Questioning 4 of 6 QUESTIONS TO ASK Describe an ideal day at work. If hired, how would you prepare to succeed at this job? What is the most important thing you’ve ever done in your life (on or off the job)? Describe how you have developed leadership in another person. What would you do during your first 100 days on this job? Describe a problem or conflict situation at work that you helped resolve. What did you do? Why did it work? What were the results?

29. Page 27 Questioning 5 of 6 QUESTIONS TO ASK What was one of your biggest mistakes or failures at work? What went wrong? What did you learn? What would you do differently? What would your worst critics say about you? Are they right? Why or why not? What is something we don’t know about you that would surprise and delight us? If we hire you, how will the organization be better off one year from now?

30. Page 28 Questioning 6 of 6 QUESTIONS FROM THE CANDIDATE What’s a day like? What sort of projects will I be working on? What will the first day be like? What will the first month be like? Is this a new position or are you replacing someone? What happened? Tell me about the team I will be joining. Can I meet the team I will be joining?

31. Page 29 Listening

32. Page 30 Listening Listen actively and concentrate on what is being said Observe behaviour Keep notes to remember the individual candidates

33. Page 31 Decision time

34. Page 32 Decision time 1 of 3 Assess the evidence for each candidate against the selection criteria Calculate a weighted score Make your decision Inform both successful and unsuccessful candidates of the outcome Evaluation form

35. Page 33 Decision time 2 of 3 RATING SCALE Rate all candidates on the same criteria using the same scale Use separate rating scales for each criterion Be mindful of biases in making ratings Make ratings as soon as possible after the interview Discuss ratings of candidates with other interviewers as soon as possible after interviews

36. Page 34 Decision time 3 of 3 Average time spent making a candidate decision How does Canada compare? Discussions with other interviewers

37. Page 35 Using a data integration process

38. Page 36 Using a data integration process 1 of 2 1. All of the interviewers who gathered behavioural information about the candidates meet to discuss each candidate. 2. Focusing on one candidate at a time, each interviewer shares the behavioural evidence collected and organized for each competency or target.

39. Page 37 Using a data integration process 2 of 2 3. Covering one competency, the group discusses the behaviours collected for a given competency and develops a consensus rating for a candidate in that target (typically a 5-point rating scale where a 5 means exceptional performance, 3 means successful performance, and 1 means inadequate performance). 4. After this process is completed for every target, the group analyzes the candidate’s overall profile and decides whether to retain or reject the person.

40. Page 38 Common mistakes

41. Page 39 Common mistakes 1 of 4 Keeping candidates waiting says all the wrong things about the organization. Not focusing on selection criteria leads to subjective and arbitrary decisions. Failing to explore key skills and knowledge can lead to disastrous appointments. Making snap judgements usually means you are responding to your own prejudices rather than the reality of the situation. Deciding too soon is an elementary mistake.

42. Page 40 Common mistakes 2 of 4 Expecting perfection opens the door to irrational decisions and self-delusion. Avoid being taken in by candidates with good interview skills.

43. Page 41 Common mistakes 3 of 4 TURNING OFF THE JOB SEEKER Interview techniques are more like interrogations. Taking too long to get back to me. Not being up-front about details like salary, hours, expectations. Keeping me waiting for a long period of time. Questions that are not relevant to the job. Acting like they have no time to talk to me. Being unprepared for the interview. Asking inappropriate questions.

44. Page 42 Common mistakes 4 of 4 DEADLY TRAPS Devaluing Withholding Duelling Ego-stroking Wandering

45. Page 43 Top worries for interviewers

46. Page 44 Top worries for interviewers Missing information about candidate weaknesses that will show up later Have enough information to make a decision Allowing one aspect of the background to influence others Top candidates won’t accept offers made The kind of impression made on the candidate Feeling so much pressure that it becomes hard to settle New hires quitting too soon

47. Page 45 We both want the same thing!

48. Page 46 We both want the same thing! 1 of 2 HIRING MANAGER "Can this guy do the job?“ "Do I want this guy working for me?" "Do I want this guy on my team?" Convince candidate that yours is an organization to work for.

49. Page 47 We both want the same thing! 2 of 2 CANDIDATE “Can I do the job?“ Convince the Hiring Manager you can do the job. Get a job offer, or move closer to it.

50. Page 48 Drill

51. Page 49 Drill

52. Page 50 Conclusion & Questions

53. Page 51 Conclusion Summary Questions