Interviewing skills

Member Committee Vice President Team Experience um AIESEC
8. Jul 2014

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Interviewing skills

  1. Interviewing skills
  2. Flow of the session
  3. Interview Statistics • 40% of respondents had declined an offer because of a poor interview experience • 69% has experienced no response or feedback after an interview • 42% had experienced discrimination in an interview • 30% had experienced rudeness in an interview • 22% had been asked inappropriate questions with respect to such things as marital status, weight, dating habits and sexual preferences The report further reveals that of those people who experienced a bad interview, 81% of them told up to 10 people about that experience (same level as customers feedback) Source: Chandler Macleod
  4. Interviewing skills • Skills which help you to conduct very well and smoothly interview with candidate • Skills which ensure satisfaction from interview to both side- recruiter & candidate • The most important 2 skills for interviewer : listening and ability to ask good questions
  5. Listening • Good interviewer should listen very carefully – very often candidates are giving important information between words - indirectly. Interviewer role is to catch it ask another question if it’s important. • If you are listening carefully you can smoothly move to another competency/skill/attitude which you need to check in candidate and keep the flow of interview (!)
  6. 5 levels of listening Listening involves hearingListening involves hearing what is being said, observingwhat is being said, observing your intuition and noticingyour intuition and noticing the non-verbal signalsthe non-verbal signals
  7. Halos and horns • Halos - factors which influence to our judgement during interview. It influence in good way of our perception of candidate- candidate looks better than reality and everything what she/he tell will be amazing • Horns – Factors which influence in bad way of our perception and judgement of candidate during review board. Candidate even if answer properly and showing that has skills impression will be worse.
  8. Halos and Horns Influences Filter Beliefs Values Generalisations Deletions Distortions Attitudes Sensory inputs: Visual Auditory Kinaesthetic Olfactory Gustatory Physiology/Physiology/ FeelingsFeelings StateState BehaviourBehaviour
  9. To consideration • Consider what are your halos & horns influencers? • What makes you see something or someone positively or negatively? Stereotypes? Past experience? Information about this person which you got eralier? Appearence of this person? • How does this impact the way in which you interview? • Example: person who we already know or have information about his/her work. Halo because we know this person and we have emotional connection with candidate. Horn because we heard something bad about this person, about his/her past (we don’t think that this person can change).
  10. Asking good questions • Good question?- is a question for which answer will give interviewer truly information about candidate and check what we wanted to check • Open questions
  11. How to ask questions? • Strive to ask questions which will check candidate past experience • Use: • Give me an example of situation when you had to … • Tell me about situation when … • ….? Reply based on a situation from the past. • When we are asking What will you do if .. we are receiving the ideal behaviour and mostly things that we want to listen as a recruiter- but reality could be different
  12. Open and Closed Questions Closed Questions Used to confirm understanding and to clarify details • Use when, who, where • Beware of using why • Expect short answers • Use for clarification or confirmation Open Questions Used to engage the imagination and focus the mind • Use what and how • Beware of using why • Keep them short • Looking for a long answer, that may require some thought • Allow for silence for thinking time
  13. Advanateges & Disadvantages Open questions Closed questions • The onus is on the respondent rather than the questioner to do the talking, • Questioner can focus more on listening. • Especially useful when fact-finding, the open question invites the expression of ideas, views and opinions and encourages people to speak. • More difficult to answer than closed questions • Result will require more thinking-time • Can be time consuming. • Useful to identify common facts and enable you to retain control of the conversation. • Quick to ask and answer and the responses are easy to analyse. • Appropriate when specific responses are required. • Difficult to create a dialogue and can lead to a feeling of interrogation if there's a series of closed questions with no opportunity to expand on opinions or views.
  14. Effective questioning
  15. Model STAR • The most common model of answering the question • You can suggest this model to answer questions (especially in recruitment for higher positions- Leaders, EB) • First candidate describe a situation he/she faced or task that was given to him/her. Next, candidate describe the actions he/she took. Finally, describe the results he/she achieved.
  16. Difference between situation & task • In “situations” you have more power to solve problems and pursue opportunities your own way. Part of the creativity involved may be recognizing that there is a situation in the first place. - better for TLP • “Tasks” are typically assigned to you to do in a predetermined way. Even with tasks, however, there is plenty to talk about: you can describe how you applied your skills effectively, invented new ways of performing the task, or even discovered how to eliminate the task completely to improve efficiency. – better for TMP
  17. Example • Q: Our salespeople are expected to find creative new ways to build their territories. Tell me about a time you used your creativity to build sales. • A: [Situation.] When I first joined the company, I was managing five in-house salespeople, whose morale was very low. They did the bare minimum and went home for the day. But I saw a lot of potential in them and knew we could do better. • [Actions.] So I thought, “How can we make this fun?” I had a budget for incentives that we weren’t using. I asked the team members what incentives they would find fun. Everyone was interested in taking a trip to Cedar Point, and that fit the budget perfectly. So I said, “If we can double both the team’s call volume and sales volume, we will all take a two-day trip to Cedar Point.” I put a big graph out for everyone to fill in their number of calls each day. • [Results.] The change in morale was instantaneous. Everyone got in the groove and started having real fun with their work. Call volume went up 60%, and sales volume went up 75%. In addition, the team started establishing their own incentives and sales goals. One small change made a big difference.
  18. How to prepare to good review board? 1. Consider what kind of person do you need in organisation -> skills, attitude, abilities and write it down to remember :) 2. Check needed JD and create/check personality/ profile member !! 3. Read carefully application and make notes what is already checked 4. Collect information about this person – what would be important to check during RB – especially for higher positions 5. Choose 4-5 attitudes/skills/values that you want to check during interview - you can't ask for everything during 45 minutes call 6. Prepare questions in reference to CV and selected factors
  19. Questions in Interview • Questions must be consistent for every candidate • Ensures consistency and fairness • Enables easy comparison between candidates • Easier to structure feedback afterwards
  20. Take care about details • Don’t forget about priopriate room preparation • For longer interviews (more than 1 hour) prepare water for interviewers and candidate • Smile, make eye contact, • Remember about active listening
  21. DO AND DON’T DO • Prepare thoroughly • Screen candidates fairly – get a 2nd opinion • Interview with someone else • Have breaks between interviews • Write up notes immediately • Give feedback to all candidates – written if possible DON’T • Prepare less for an internal candidate • Interview more than 4 people in a day • Allow interruptions • Offer the job “on the spot” • Forget to have lunch or snacks • Allow your Halos and Horns to interfere
  22. Thank you for your attention 
  23. Presentation prepared based on • Interview techniques by S. van der Burgh •Key corporate services by Matt Rouge

Hinweis der Redaktion

  1. Aby temu zapobiec należy zadbać o RB! A pomóc w tym mogą umiejętności przeprowadzenia rozmowy kwalifikacyjnej.
  2. Example – przykład z ostatniej rozmowy na RB, gdzie nie było punktu zaczepienia do dobrego sprawdzenia odpowiedzialności za powierzone zadanie. Dziewczyna wspomniała coś o swoim psie, że się nim opiekowała [przez przypadek] i to był ten AHA moment w rozmowie, gdy dało się zbadać tę kompetencję i kilka innych wskaźników behawioralnych.
  3. Level one: Interrupting Not listening at all “I think we should arrange a staff meeting about that and get some research in...” “Yes, but I want to talk to you about hiring some consultants.”   Level Two: Sharing Telling the speaker what happened when you had a similar experience: “I am having some problems with discipline in my team” “I find that too. Last week I...”   Level Three: Advising Giving advice can be valuable, but not until you have explored the issue and encouraged people to come up with their own solutions. “I want to be a speaker at the next company event” “What you should do it...”   Level Four: Attentive Listening Listening to what the speaker is saying and inviting more. Allow the speaker time to think, and show you are listening by looking at the speaker. “I’m not sure what to do about the budgeting process this year” “Would you like to tell me more about that?”   Level Five: Active Listening Listening behind and in between the words; listening to the silences; using your intuition; prompting the coachee to explore; clarifying and reflecting, facilitating their self learning and awareness; making suggestions. This is coaching. We can then ask them to do an exercise which enables them to experience some of those levels. Would suggest that if we could we include a little something on rapport building using body language even if it is just a discussion as part of listening, as they show they are listening with their body as much as with their ears
  4. Doznania wzrokowe, słuchowe, ruchowe, węchowe, smakowe są jak filtr i wraz z naszymi wierzeniami, wartościami, uogólnieniami, wykreśleniami, zniekształceniami i posatwami
  5. OK – some famous people – look at these and see who allows your halo effect to kick in and who triggers a horns effect. Now – we don’t actually “know” these people do we – what we know is their reputation built up by the media, the situations (films or documentaries) we see them in - but these things still trigger a halos and horns effect. Who knew the guy in the middle at the bottom? He’s the Pakistan Prime Minister – just a wild card person to add!!
  6. Ask powerful questions to get a person thinkingand ensure you are listening The aim of this section is not to teach you the difference between open and closed questions but more to show you how questions can impact on the person you are asking the question of and how a really good question will resonate with them and move them to greater thinking, understanding or creativity We are probably all aware of the difference between open and closed questions but we might not always be conscious of them and think about which ones to use in which situations Powerful Questions: Invite introspection Are open – ended – and cannot be answered yes or no Lead to greater creativity and insight