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STABLE STRATEGIC
STRONG
Interview Skills Part II
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Why Interviews Are
Important
Interviews:
Give you an opportunity to meet job
candidates face-to-face
Help you to assess a candidate’s strengths,
weaknesses, and suitability for the job
Provide you with the information you need
for making the best hiring decisions
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Why is Interviewing so Crucial?
Both the organization and the candidate
have a lot to lose if an interview leads to an
improper match.
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 Interviews that are not based on a proper job
analysis won’t elicit meaningful information.
 Subjection to personal bias and other sources of
error.
 Some candidates are very practiced at
interviewing.
 Interview questions may reveal too much about
the job.
 Interview questions may be too closed-ended.
 Poor listening skills.
How & Why Interviews Go Wrong
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Plan Your Strategy
 Know and understand ASU’s policies and procedures
 Determine key selection criteria
 Prepare a description of the job and the organization
 Create an outline and develop interview questions
 Brief selection committee members on interview format
 Arrange for a quiet, private meeting place
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7
The Job Description
Start with an accurate and up-to-date job
description.
Need help in writing?
http://online.onetcenter.org/
Determine essential functions necessary in
performing the position.
Establish the qualifications and experience
necessary for entry-level employee to perform
the job.
Define the reporting structure and hours.
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8
Candidate Profile
Use a formal, up-to-date job description.
Ask supervisors, peers, and subordinates for
input for characteristics of an ideal
candidate.
Customers and vendors
Assess organizational culture.
Feel of the organization? Resemble extended
family, watch out for each other? Structured
and controlled environment—do things by the
book? Results focused or process driven?
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Develop Interview
Questions
 Review applications
and résumés
 Prepare a list of
questions
 Make sure questions
relate to job
qualifications
 Create open-ended
questions
 Plan for easy follow-up
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Prepare in Advance
 Don’t rely on a job description and a candidate’s
resume to structure the interview. You’ll get much
better information if you carefully pre-select
questions that allow you to evaluate whether a
candidate has those skills and behaviors you’ve
identified as essential for the job.
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11
Characteristics of Questions
 Realistic
 To the point, brief and unambiguous
 Complex enough to allow adequate demonstration
of the ability being rated.
 Formulated at the language level of the candidate,
not laced with jargon.
 Tried out on job incumbents to check for clarity,
precision of wording and appropriateness.
 Not dependent upon skills or policy that will be
learned on the job.
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12
Rating Scale
The most critical element of the rating scale
is not how many levels it has, but rather
how those levels are defined.
Use a rating scale anchored to
benchmarks (example answers,
descriptions, or definitions of answers).
Use Subject Matter Experts to develop
the scale and benchmarks.
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13
Five-level Rating Scale
What would one expect or want an outstanding
candidate to give as the best possible answer?
(5 point)
What is an acceptable answer that one would expect
a qualified candidate to give?
(3 point)
What would one expect as a poor answer from a
candidate who has little or no knowledge or skill on
this job requirement?
(1 point)
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 Organizations that use the first approach – per question rating – tend to be in the public-
sector or otherwise very structured in their human resources or selection procedures.
Below is a typical 5-point scale used with this approach:
 Well Qualified (5) Candidate provides a thorough response to the question. Candidate
demonstrates a thorough understanding of the issues at hand that is more to
substantially more than the job requires. Response is well thought-out and well
presented. Overall, candidate’s response is complete, addresses all aspects of the
question and does not require probing.
Qualified (4-2) Candidate provides an acceptable response to the question.
Candidate’s understanding of the issues at hand is equal to or slightly less that what the
job requires. The response may not be as complete or thorough as the well-qualified
candidate’s response. Overall, candidate’s response is complete, addresses the question
and any probing required is minimal.
 Not Qualified (2-1) Candidate fails to provide an acceptable response to this question.
Candidate’s response does not convey the level of experience/expertise required in this
position. Candidate’s response may be vague or incomplete. Overall, candidate fails to
provide experience/expertise demonstrative of the requirements of this position.
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 1. Conduct a Job Analysis. Identify the job characteristics (i.e., job tasks, duties, and
responsibilities) and the competencies/knowledge, skills, abilities required to perform
the job successfully.
 2. Determine the Competencies to be Assessed by the Interview. Consider which
competencies are measured most effectively with an interview.
 3. Choose the Interview Format and Develop Questions. Determine if you will use a
behavioral interview or situational interview. Work with subject matter experts to
develop questions.
 4. Develop Rating Scales to Evaluate Candidates. Determine the proficiency scale and
develop accompanying proficiency level examples. (NOTE: May not be applicable to a
selecting official’s interview.)
 5. Create Interview Probes. Establish if probes may be used. If probes will be used, draft
specific probes for each question.
 6. Pilot-Test the Interview Questions. Pilot test the interview questions on persons
similar to the anticipated candidates. Check for clarity and appropriateness.
 7. Create the Interviewer’s Guide. Prepare an interviewer's guide, question booklet, and
rating form.
 8. Document the Development Process. Document all stages of the interview
development.
 September
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 What is a Job Analysis?
 •A systematic examination of the tasks performed in a job
and the competencies required to perform them
 •A study of what workers do on the job, what
competencies are necessary to do it, what resources are
used in doing it, and the conditions under which it is done
 •A job analysis is NOT an evaluation of the person
currently performing the job
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 What is a Job Analysis?
 •A job analysis consists of three general steps:
 1.Tasks and competencies are collected
 2.Subject Matter Experts (SMEs) rate the tasks and
competencies
 3.Any low-rated tasks and/or competencies are dropped
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Uses for a Job Analysis
•Job analysis data can be used to
determine:
–Job requirements
–Training needs
–Position classification and grade levels
–Other personnel actions, such as
promotions and performance appraisals
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19
A Great Hire?
Performs effectively.
Stays beyond the average employee tenure.
Demonstrates a commitment to your
organization and its mission.
Accepts, supports, and contributes to your
business culture.
Put it simply, a great hire meets ALL of
your needs and expectations.
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 Let candidates know what they can expect: A pet peeve of
many job seekers is that they are left "hanging" after an
interview, or they are promised follow-up that never
comes. If the candidate is a good fit, be clear about what
the next steps will be. And if the candidate is not a good
fit?
 "Always end the interview on a positive note, but be
genuine," says Goldman. "Don't tell the candidate to call
you if you don't mean it."
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21
Steps to the Process
Know what you want.
Best hiring practice you’ll ever need! What 10
qualities you want the top 10% to possess?
Design for consistency.
Design your interviewing process. It is a critical
step that often interviewers have no or little
training in doing.
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Interview Question Worksheet
Essential Functions
Function # 1 Prepares, scans and quality reviews
patient records.
Question 1:
Potential Follow-up Question:
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Better Interviews
Make them structured.
Eliminates haphazard interviewing.
Standardization allows you to compare apples
to apples.
Decreases legal liability
Aids in documentation
Provides equal treatment to all candidates
Make them competency based.
Make them behaviorally focused.
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Review Your Notes
Notes should be factual
Avoid any opinions or personal biases
Include job-related information only
Keep notes on file for at least 1 year
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Characteristics of Questions
 Realistic,to the point, brief and unambiguous
 Complex enough to allow adequate demonstration
of the ability being rated.
 Formulated at the language level of the candidate,
not laced with jargon.
 Tried out on job incumbents to check for clarity,
precision of wording and appropriateness.
 Not dependent upon skills or policy that will be
learned on the job.
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Never ignore a gut feeling, but also never
believe that it’s enough.
Robert Heller
(adaptation)
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Interview Questions
 Job Knowledge
 Demonstrate specific job knowledge or documentation
of job knowledge.
 Past Behavior
 Describe activity of past jobs that relates to the job.
 Background
 Focus on work experience, education and other
qualifications of the candidates.
 Situational
 Hypothetical situations that may occur on the job and
how candidates respond to situation
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Traditional Questions
With these, you can gather general information about a
candidate and their skills and experience. Because these
questions are asked often, many candidates will have
prepared answers to them, so they can be used to help
candidates feel at ease in the early stages of an interview.
Examples:
 What are your greatest strengths ?
 What are your experiences that are related to the position for
which you are being interviewed?
 Why do you want to work for us?
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Situational Questions
Ask candidates what they would do in a specific situation
relevant to the job at hand. These questions can help you
understand a candidate’s thought process. Examples:
 How would you deal with an irate customer?
 If we were to hire you, what would be the first thing you
would do?
 How do you deal with stress on the job?
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Behavior Based Questions
These require candidates to share a specific example from
their past experience. Each complete answer from a
candidate should be in the form of SAR response –
Situation, Action and Result. Examples:
 Tell me about a crisis you could have prevented. Did you do
anything differently after the crisis had passed?
 Tell me how you resolve crises by deploying your team
members. Give me a specific example.
 Crises usually require us to act quickly. In retrospect, how
would you have handled a recent crisis differently, if you had
been given more time to think before acting?
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Culture Fit Questions
These will help you select candidates who are motivated and
suited to perform well in the unique environment of your
organization. Examples
 What gave you the greatest feeling of achievement in your last
job? Why was it so satisfying?
 Why did you choose this type of job?
 What motivates you to work hard? Give me some examples.
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Leading Questions
Too much information can result in candidates altering their
responses to meet the interviewer's expectations
Example
 We are an informal and team-oriented organization that
promotes taking risks and thinking 'outside the box.' We
encourage our employees to ask questions, share their
views, and approach challenges with creative solutions.
What do you consider an ideal working environment?
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Allowing Time to Answer
 Rushing candidates or not allowing enough time
for them to think about and provide a response
can result in little or no information.
 Some candidates try to side-step a question and
need to be redirected to answer the original
question.
 Give candidates enough time to respond.
 Insist on an answer.
 Allow silence to encourage them to think through
a response.
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Problematic Questions
First rule in Interviewing:
“Innocent questions can lead to trouble.”
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9 Legal Landmines for Interviewers
 Problematic interview questions tend to fall into
nine categories:
 Marital Status
 Family Obligations
 National Origin or race
 Age
 Religion
 Disability
 Arrest or convictions
 Financial Condition
 Off-duty Activities
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Illegal Questions
 Title VI, The Americans with Disabilities Act, and other
Federal and State acts forbid employers from discriminating
against any person on the basis of sex, race, national origin,
religion or disability.
 Therefore, an illegal question is any question
pertaining to any of these areas that could be
construed discriminatory and is completely unrelated
to any requirement of the position.
 Questions must be focused only to determine a candidate’s
capability to perform the essential functions you have
defined for the job.
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Must I ask each person the same interview questions?
 Each candidate should be asked the same template of questions.
This helps ensure that the applicants are compared to the job-
specific criteria and reduces the risk of discrimination in the hiring
process. You may find it necessary to ask some candidates
additional questions to explain information from their resume or
application or to encourage more complete interview responses.
If I know right away that this is not the candidate for me, must
I continue with the entire interview?
 Remember that first impressions can be misleading. If you are
convinced that you don’t have a match, you should still afford
everyone the opportunity to answer each core question from the
template. Your goal is for each candidate to be fully heard and
fairly treated. You are not obligated to extend the interview
beyond the planned questions.
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What do I do if the candidate tells me something that is
inappropriate or personal?
If the candidate does stray into an inappropriate area, thank the
candidate for their candor, and guide the conversation back to your
interview plan.
How long should an interview last?
This depends on the position for which the candidate interviews
and the structure of your interview process. If you follow a
template, individual interviews can be completed in about 30
minutes. The most important aspect is to ask each candidate the
same questions, and allow time for them to respond completely.
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The Interview Process and Beyond
Before the Interview:
 Put candidates at ease: Interviewing can be stressful, so do your
best to help candidates relax. Make sure candidates are greeted and
escorted, if necessary, to their interview location. Start with low key
questions.
 Don’ judge on first impressions: We’ve all met them --- people who
don’t make a great impression but end up being great employees. To
make sure you don’t overlook these diamonds in the rough, withhold
judgment until you’ve had the chance to thoroughly evaluate a
candidate’s capabilities and potential.
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The Interview Process and Beyond
During the Interview:
 Tell the candidate a little about the job: While you don’t want to
dominate the interview time, you should start with a brief summary of
the position including the prime responsibilities, reporting structure, key
challenges, and performance criteria. This will help the candidate
provide relevant example and criteria.
 Take notes: While you won’t have to transcribe everything the
candidate says, do write down important points; key accomplishments;
good examples, and other information that will help you remember and
fairly evaluate each candidate.
 Invite candidates to ask questions: This can be the most valuable
part of the interview. Why do they want to be here---is it the challenge
of the job? The advances in the industry? The prestige of the
organization? Is it the paycheck?
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The Interview Process and Beyond
After the Interview:
 Let the candidates know what they can expect: Always end the
interview on a positive note, but be genuine. Don’t tell candidate to call
you if you don’t mean it. If the candidate is a good fit, be clear about
what the next steps would be.
 Review notes and reach consensus. The post-interview evaluation
is the time to review notes and advance the hiring decision. Each
interviewer should be prepared to back up remarks and
recommendations with specific examples and notes from the interview.
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Interview Notes
 Notes should be factual
 Avoid any opinions or personal biases
 Include job-related information only
 Keep notes on file for at least 1 year
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Interviewing Skills.ppt

  • 1. S T R O N G S T A B L E S T R A T E G I C • Please submit your text questions and comments using the Questions Panel Your Participation A Few Session Tips Use this button to signal the presenter All lines are Muted please raise your hand to be unmuted.
  • 3. S T R O N G S T A B L E S T R A T E G I C Why Interviews Are Important Interviews: Give you an opportunity to meet job candidates face-to-face Help you to assess a candidate’s strengths, weaknesses, and suitability for the job Provide you with the information you need for making the best hiring decisions
  • 4. S T R O N G S T A B L E S T R A T E G I C Why is Interviewing so Crucial? Both the organization and the candidate have a lot to lose if an interview leads to an improper match.
  • 5. S T R O N G S T A B L E S T R A T E G I C  Interviews that are not based on a proper job analysis won’t elicit meaningful information.  Subjection to personal bias and other sources of error.  Some candidates are very practiced at interviewing.  Interview questions may reveal too much about the job.  Interview questions may be too closed-ended.  Poor listening skills. How & Why Interviews Go Wrong
  • 6. S T R O N G S T A B L E S T R A T E G I C Plan Your Strategy  Know and understand ASU’s policies and procedures  Determine key selection criteria  Prepare a description of the job and the organization  Create an outline and develop interview questions  Brief selection committee members on interview format  Arrange for a quiet, private meeting place
  • 7. S T R O N G S T A B L E S T R A T E G I C 7 The Job Description Start with an accurate and up-to-date job description. Need help in writing? http://online.onetcenter.org/ Determine essential functions necessary in performing the position. Establish the qualifications and experience necessary for entry-level employee to perform the job. Define the reporting structure and hours.
  • 8. S T R O N G S T A B L E S T R A T E G I C 8 Candidate Profile Use a formal, up-to-date job description. Ask supervisors, peers, and subordinates for input for characteristics of an ideal candidate. Customers and vendors Assess organizational culture. Feel of the organization? Resemble extended family, watch out for each other? Structured and controlled environment—do things by the book? Results focused or process driven?
  • 9. S T R O N G S T A B L E S T R A T E G I C Develop Interview Questions  Review applications and résumés  Prepare a list of questions  Make sure questions relate to job qualifications  Create open-ended questions  Plan for easy follow-up
  • 10. S T R O N G S T A B L E S T R A T E G I C Prepare in Advance  Don’t rely on a job description and a candidate’s resume to structure the interview. You’ll get much better information if you carefully pre-select questions that allow you to evaluate whether a candidate has those skills and behaviors you’ve identified as essential for the job.
  • 11. S T R O N G S T A B L E S T R A T E G I C 11 Characteristics of Questions  Realistic  To the point, brief and unambiguous  Complex enough to allow adequate demonstration of the ability being rated.  Formulated at the language level of the candidate, not laced with jargon.  Tried out on job incumbents to check for clarity, precision of wording and appropriateness.  Not dependent upon skills or policy that will be learned on the job.
  • 12. S T R O N G S T A B L E S T R A T E G I C 12 Rating Scale The most critical element of the rating scale is not how many levels it has, but rather how those levels are defined. Use a rating scale anchored to benchmarks (example answers, descriptions, or definitions of answers). Use Subject Matter Experts to develop the scale and benchmarks.
  • 13. S T R O N G S T A B L E S T R A T E G I C 13 Five-level Rating Scale What would one expect or want an outstanding candidate to give as the best possible answer? (5 point) What is an acceptable answer that one would expect a qualified candidate to give? (3 point) What would one expect as a poor answer from a candidate who has little or no knowledge or skill on this job requirement? (1 point)
  • 14. S T R O N G S T A B L E S T R A T E G I C  Organizations that use the first approach – per question rating – tend to be in the public- sector or otherwise very structured in their human resources or selection procedures. Below is a typical 5-point scale used with this approach:  Well Qualified (5) Candidate provides a thorough response to the question. Candidate demonstrates a thorough understanding of the issues at hand that is more to substantially more than the job requires. Response is well thought-out and well presented. Overall, candidate’s response is complete, addresses all aspects of the question and does not require probing. Qualified (4-2) Candidate provides an acceptable response to the question. Candidate’s understanding of the issues at hand is equal to or slightly less that what the job requires. The response may not be as complete or thorough as the well-qualified candidate’s response. Overall, candidate’s response is complete, addresses the question and any probing required is minimal.  Not Qualified (2-1) Candidate fails to provide an acceptable response to this question. Candidate’s response does not convey the level of experience/expertise required in this position. Candidate’s response may be vague or incomplete. Overall, candidate fails to provide experience/expertise demonstrative of the requirements of this position.
  • 15. S T R O N G S T A B L E S T R A T E G I C  1. Conduct a Job Analysis. Identify the job characteristics (i.e., job tasks, duties, and responsibilities) and the competencies/knowledge, skills, abilities required to perform the job successfully.  2. Determine the Competencies to be Assessed by the Interview. Consider which competencies are measured most effectively with an interview.  3. Choose the Interview Format and Develop Questions. Determine if you will use a behavioral interview or situational interview. Work with subject matter experts to develop questions.  4. Develop Rating Scales to Evaluate Candidates. Determine the proficiency scale and develop accompanying proficiency level examples. (NOTE: May not be applicable to a selecting official’s interview.)  5. Create Interview Probes. Establish if probes may be used. If probes will be used, draft specific probes for each question.  6. Pilot-Test the Interview Questions. Pilot test the interview questions on persons similar to the anticipated candidates. Check for clarity and appropriateness.  7. Create the Interviewer’s Guide. Prepare an interviewer's guide, question booklet, and rating form.  8. Document the Development Process. Document all stages of the interview development.  September
  • 16. S T R O N G S T A B L E S T R A T E G I C  What is a Job Analysis?  •A systematic examination of the tasks performed in a job and the competencies required to perform them  •A study of what workers do on the job, what competencies are necessary to do it, what resources are used in doing it, and the conditions under which it is done  •A job analysis is NOT an evaluation of the person currently performing the job
  • 17. S T R O N G S T A B L E S T R A T E G I C  What is a Job Analysis?  •A job analysis consists of three general steps:  1.Tasks and competencies are collected  2.Subject Matter Experts (SMEs) rate the tasks and competencies  3.Any low-rated tasks and/or competencies are dropped
  • 18. S T R O N G S T A B L E S T R A T E G I C Uses for a Job Analysis •Job analysis data can be used to determine: –Job requirements –Training needs –Position classification and grade levels –Other personnel actions, such as promotions and performance appraisals
  • 19. S T R O N G S T A B L E S T R A T E G I C 19 A Great Hire? Performs effectively. Stays beyond the average employee tenure. Demonstrates a commitment to your organization and its mission. Accepts, supports, and contributes to your business culture. Put it simply, a great hire meets ALL of your needs and expectations.
  • 20. S T R O N G S T A B L E S T R A T E G I C  Let candidates know what they can expect: A pet peeve of many job seekers is that they are left "hanging" after an interview, or they are promised follow-up that never comes. If the candidate is a good fit, be clear about what the next steps will be. And if the candidate is not a good fit?  "Always end the interview on a positive note, but be genuine," says Goldman. "Don't tell the candidate to call you if you don't mean it."
  • 21. S T R O N G S T A B L E S T R A T E G I C 21 Steps to the Process Know what you want. Best hiring practice you’ll ever need! What 10 qualities you want the top 10% to possess? Design for consistency. Design your interviewing process. It is a critical step that often interviewers have no or little training in doing.
  • 22. S T R O N G S T A B L E S T R A T E G I C Interview Question Worksheet Essential Functions Function # 1 Prepares, scans and quality reviews patient records. Question 1: Potential Follow-up Question:
  • 23. S T R O N G S T A B L E S T R A T E G I C Better Interviews Make them structured. Eliminates haphazard interviewing. Standardization allows you to compare apples to apples. Decreases legal liability Aids in documentation Provides equal treatment to all candidates Make them competency based. Make them behaviorally focused.
  • 24. S T R O N G S T A B L E S T R A T E G I C Review Your Notes Notes should be factual Avoid any opinions or personal biases Include job-related information only Keep notes on file for at least 1 year
  • 25. S T R O N G S T A B L E S T R A T E G I C Characteristics of Questions  Realistic,to the point, brief and unambiguous  Complex enough to allow adequate demonstration of the ability being rated.  Formulated at the language level of the candidate, not laced with jargon.  Tried out on job incumbents to check for clarity, precision of wording and appropriateness.  Not dependent upon skills or policy that will be learned on the job.
  • 27. S T R O N G S T A B L E S T R A T E G I C Never ignore a gut feeling, but also never believe that it’s enough. Robert Heller (adaptation)
  • 28. S T R O N G S T A B L E S T R A T E G I C Interview Questions  Job Knowledge  Demonstrate specific job knowledge or documentation of job knowledge.  Past Behavior  Describe activity of past jobs that relates to the job.  Background  Focus on work experience, education and other qualifications of the candidates.  Situational  Hypothetical situations that may occur on the job and how candidates respond to situation
  • 29. S T R O N G S T A B L E S T R A T E G I C Traditional Questions With these, you can gather general information about a candidate and their skills and experience. Because these questions are asked often, many candidates will have prepared answers to them, so they can be used to help candidates feel at ease in the early stages of an interview. Examples:  What are your greatest strengths ?  What are your experiences that are related to the position for which you are being interviewed?  Why do you want to work for us?
  • 30. S T R O N G S T A B L E S T R A T E G I C Situational Questions Ask candidates what they would do in a specific situation relevant to the job at hand. These questions can help you understand a candidate’s thought process. Examples:  How would you deal with an irate customer?  If we were to hire you, what would be the first thing you would do?  How do you deal with stress on the job?
  • 31. S T R O N G S T A B L E S T R A T E G I C Behavior Based Questions These require candidates to share a specific example from their past experience. Each complete answer from a candidate should be in the form of SAR response – Situation, Action and Result. Examples:  Tell me about a crisis you could have prevented. Did you do anything differently after the crisis had passed?  Tell me how you resolve crises by deploying your team members. Give me a specific example.  Crises usually require us to act quickly. In retrospect, how would you have handled a recent crisis differently, if you had been given more time to think before acting?
  • 32. S T R O N G S T A B L E S T R A T E G I C Culture Fit Questions These will help you select candidates who are motivated and suited to perform well in the unique environment of your organization. Examples  What gave you the greatest feeling of achievement in your last job? Why was it so satisfying?  Why did you choose this type of job?  What motivates you to work hard? Give me some examples.
  • 33. S T R O N G S T A B L E S T R A T E G I C Leading Questions Too much information can result in candidates altering their responses to meet the interviewer's expectations Example  We are an informal and team-oriented organization that promotes taking risks and thinking 'outside the box.' We encourage our employees to ask questions, share their views, and approach challenges with creative solutions. What do you consider an ideal working environment?
  • 34. S T R O N G S T A B L E S T R A T E G I C Allowing Time to Answer  Rushing candidates or not allowing enough time for them to think about and provide a response can result in little or no information.  Some candidates try to side-step a question and need to be redirected to answer the original question.  Give candidates enough time to respond.  Insist on an answer.  Allow silence to encourage them to think through a response.
  • 35. S T R O N G S T A B L E S T R A T E G I C Problematic Questions First rule in Interviewing: “Innocent questions can lead to trouble.”
  • 36. S T R O N G S T A B L E S T R A T E G I C 9 Legal Landmines for Interviewers  Problematic interview questions tend to fall into nine categories:  Marital Status  Family Obligations  National Origin or race  Age  Religion  Disability  Arrest or convictions  Financial Condition  Off-duty Activities
  • 37. S T R O N G S T A B L E S T R A T E G I C Illegal Questions  Title VI, The Americans with Disabilities Act, and other Federal and State acts forbid employers from discriminating against any person on the basis of sex, race, national origin, religion or disability.  Therefore, an illegal question is any question pertaining to any of these areas that could be construed discriminatory and is completely unrelated to any requirement of the position.  Questions must be focused only to determine a candidate’s capability to perform the essential functions you have defined for the job.
  • 38. S T R O N G S T A B L E S T R A T E G I C Must I ask each person the same interview questions?  Each candidate should be asked the same template of questions. This helps ensure that the applicants are compared to the job- specific criteria and reduces the risk of discrimination in the hiring process. You may find it necessary to ask some candidates additional questions to explain information from their resume or application or to encourage more complete interview responses. If I know right away that this is not the candidate for me, must I continue with the entire interview?  Remember that first impressions can be misleading. If you are convinced that you don’t have a match, you should still afford everyone the opportunity to answer each core question from the template. Your goal is for each candidate to be fully heard and fairly treated. You are not obligated to extend the interview beyond the planned questions.
  • 39. S T R O N G S T A B L E S T R A T E G I C What do I do if the candidate tells me something that is inappropriate or personal? If the candidate does stray into an inappropriate area, thank the candidate for their candor, and guide the conversation back to your interview plan. How long should an interview last? This depends on the position for which the candidate interviews and the structure of your interview process. If you follow a template, individual interviews can be completed in about 30 minutes. The most important aspect is to ask each candidate the same questions, and allow time for them to respond completely.
  • 40. S T R O N G S T A B L E S T R A T E G I C The Interview Process and Beyond Before the Interview:  Put candidates at ease: Interviewing can be stressful, so do your best to help candidates relax. Make sure candidates are greeted and escorted, if necessary, to their interview location. Start with low key questions.  Don’ judge on first impressions: We’ve all met them --- people who don’t make a great impression but end up being great employees. To make sure you don’t overlook these diamonds in the rough, withhold judgment until you’ve had the chance to thoroughly evaluate a candidate’s capabilities and potential.
  • 41. S T R O N G S T A B L E S T R A T E G I C The Interview Process and Beyond During the Interview:  Tell the candidate a little about the job: While you don’t want to dominate the interview time, you should start with a brief summary of the position including the prime responsibilities, reporting structure, key challenges, and performance criteria. This will help the candidate provide relevant example and criteria.  Take notes: While you won’t have to transcribe everything the candidate says, do write down important points; key accomplishments; good examples, and other information that will help you remember and fairly evaluate each candidate.  Invite candidates to ask questions: This can be the most valuable part of the interview. Why do they want to be here---is it the challenge of the job? The advances in the industry? The prestige of the organization? Is it the paycheck?
  • 43. S T R O N G S T A B L E S T R A T E G I C The Interview Process and Beyond After the Interview:  Let the candidates know what they can expect: Always end the interview on a positive note, but be genuine. Don’t tell candidate to call you if you don’t mean it. If the candidate is a good fit, be clear about what the next steps would be.  Review notes and reach consensus. The post-interview evaluation is the time to review notes and advance the hiring decision. Each interviewer should be prepared to back up remarks and recommendations with specific examples and notes from the interview.
  • 44. S T R O N G S T A B L E S T R A T E G I C Interview Notes  Notes should be factual  Avoid any opinions or personal biases  Include job-related information only  Keep notes on file for at least 1 year