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Hiring the Best: The Interview


Verify the resume. Preview the job. Ask questions. Answer ... Get examples of how they performed under different managers. More Interviewing strategies ... – PowerPoint PPT presentation

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Title: Hiring the Best: The Interview

Hiring the BestThe Interview
  • If I put a person into a job and he or she does
    not perform, I have made a mistake.
  • Peter Drucker

Steps in the Hiring Process
Define job
Interview Panel/ Selection Committee
Source candidates
Human Resource
Interview Panel
  • Composition - diverse
  • Roles and responsibilities
  • Decision-making
  • Confidentiality
  • Interviewing candidates

Before Interview
  • Job Description
  • Relevant reporting relationships
  • Mission, goals, objectives and strategies
  • Details of responsibilities and duties (including
    teamwork and cooperation)
  • Expected assignments
  • Compensation
  • Salary
  • Benefits
  • Performance Expectations
  • Specific performance expected
  • How performance will be measured
  • Envision the ideal employee
  • Qualifications, skills, experience
  • Motivation, interests
  • Personality

The Interview Format
  • Introduction / icebreaker
  • Set the agenda
  • Verify the resume
  • Preview the job
  • Ask questions
  • Answer candidates questions
  • Advise the candidate on process
  • Thank the candidate

What we want to do
  • To assess attributes, attitudes, and personality
  • To identify past behavior as an indicator of
    future behavior
  • To assess chemistry and fit (values)

What we are up against
  • Confirmation bias
  • First impressions that we then try to confirm.
  • Stereotyping
  • Halo effect
  • Remember Susan Boyle
  • Comfort with similar people
  • Situational influences
  • Interviewer differences

What we are up against (cont.)
  • Tendency to be unstructured
  • Tendency to forget
  • Tendency to remember only negatives
  • Pressure to hire
  • Interviewing order in which applicants appear
  • Interviewer mood

Compensating for bias
  • Attentiveness (privacy, no interruptions)
  • Objectivity (suspend judgment)
  • Active listening (encourage applicant to talk)
  • Arrange setting to put interviewee at ease.
  • Structure the interview
  • Always ask the same questions in same order
  • Never hire after one interview.

More Interviewing strategies
  • Dont talk too much.
  • Ask lots of open-ended behavioral and situational
  • What would you do in this situation?
  • Probe for specific, detailed answers.
  • Avoid the tendency to clone yourself.
  • Keep an open mind.

More interviewing strategies
  • Determine your management style
  • Determine how candidate wants, likes, and needs
    to be managed
  • Ask about situations where they performed best
    and motivated to excel
  • Find out how they learned new skills
  • Ask about how they planned and executed their
    assigned tasks
  • Get examples of how they performed under
    different managers

More Interviewing strategies
  • Hire on fact not feel
  • Trust your intuition at the end of the interview.
  • Your intuition takes about 10 years to get good.
  • Blink by Gladwell (intuition).
  • Sway by Brafman and Brafman (psychological
  • The Drunkards Walk Mlodinow (randomness of

  • Find out why applicants want to do, not have, the
  • (do they know what the job entails).

After the interview
  • Meet with interview panel. Go over the pros and
    cons of the candidate in question.
  • Ensure the democracy of the exercise by allowing
    each panelist to have his or her say.
  • Form your own opinion, but be prepared to back it
    up. I just didnt like the guy is not going to
    cut it.
  • Have the manager weigh in last. Although
    everyones opinion should have bearing on the
    final decision, ensure that it is clear who will
    have authority to veto a hiring decision.
  • A manager who hires someone against the stated
    wishes of his or her team risks causing friction
    among the group and threatening the democratic
    nature of the panel hiring process.
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