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Interviewing 101:

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Interviewing 101: Do s and Don'ts introduction Hire like you give a damn! training objectives Interview to the job description. Develop a technique and question set ... – PowerPoint PPT presentation

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Title: Interviewing 101:


1
  • Interviewing 101
  • Dos and Don'ts

2
introduction
  • Hire like you give a damn!

3
training objectives
  • Interview to the job description.
  • Develop a technique and question set to gather
    information.
  • Keep it legal.
  • Conduct an effective interview.

4
who would best fit the available position?
  • If you know where you are going, any road will
    get you there.
  • In hiring this translates to
  • If you dont know exactly what you are looking
    for, then any warm body will do the trick.

5
what is ware malcomb looking for?
  • Personality
  • Team player
  • Multi-task ability
  • Flexible
  • Friendly
  • Non-volatile
  • At least somewhat energetic (no slugs)
  • Type A vs. Type B personality

6
what is ware malcomb looking for?
  • Resume
  • History of similar size firms or smaller.
  • A history of only big firms is probably bad.
  • A history of only small firms is probably bad.
  • Product type.
  • History of working with developers is more
    important than a history of tilt-up or office.
    You can teach tilt-up.
  • Soup-to-nuts experience. Specialistsinexperience
  • A history with a 1-2 year stint is OK once,
    twice, maybe three times.

7
what is ware malcomb looking for?
  • Food for thought
  • Filling a spot vs. future rock star-Where are
    they in the spectrum?
  • Interview vs. the sales pitch
  • If you have to talk yourself into it, dont

8
job description
  • Most positions have job descriptions available.
  • If there is a new position, a job description
    needs to be created prior to recruiting.

9
environment
  • People perform differently in different
    environments.
  • Team based vs. individual contributions
  • High Pressure vs. low/no pressure
  • Highly innovative vs. routine
  • Freedom to make decisions vs. procedures to
    follow
  • Asking the right questions provides this
    information

10
technical vs. interpersonal skills
  • Technical skills measurable test
  • Interpersonal skills work habits check
    references!

11
success predictors
  • Who are the top performers now?
  • What interpersonal skills or work habits do they
    have that sets them apart from the average
    performers?

12
leadership competencies
  • Hiring Managers
  • Coaches and develops others
  • Manages performance
  • Creates a high performance environment
  • Staffs a great organization
  • Communicates effectively
  • Evaluates decision alternatives

13
interview
  • The interview is the primary source of
    information
  • Reasons interviews arent effective
  • Interviewer bias
  • Unstructured Interview
  • Poor use of questions
  • Poorly planned interview strategy
  • Information not gathered in a usable manner

14
bias
Type of Bias Definition
Stereotyping Pre-conceived ideas about what characteristics are present in a member of a group
Cloning/Mirroring Attributing good or bad qualities to a person because they have an affiliation with a specific organization
Physical Appearance Physical appearance that triggers either positive or negative reactions
Snap Decisions Making a decision in the first five minutes of the interview
Personal theories Personal theories you employee to attempt to separate those who will succeed from those who will fail
15
unstructured or social interview
  • Characteristics of the Unstructured or Social
    Interview
  • Doesnt require much planning
  • Questions not prepared
  • Interviewer relies on social skills to gain
    information
  • Interviewer tries to sell position
  • Candidates tries to sell self and talks about
    theory
  • Resume is the main focus
  • Decisions are based on intuition rather than
    evidence of job-related skills

16
structured interview
  • Interview questions are prepared prior to
    interview
  • Ask the same questions-ensures fairness
  • Interviewer listens (80/20 Rule)
  • Candidate spends time relating past experiences
  • Questions about desired competencies are the main
    focus
  • Candidates give specific, verifiable data
  • Decision is based on the presence or absence of
    specific competencies

17
(rock) STAR approach
  • Situation or Task
  • Make certain you understand the situation that
    the candidate is describing
  • Action
  • Make certain you understand the action taken by
    the candidate
  • Result
  • Make certain the candidate is specific about the
    results achieved
  • Tolerate Silence

18
dont go there illegal interview questions
  • Age
  • Birthplace/National Origin
  • Race/Color
  • Gender
  • Religion/Creed
  • Citizenship
  • Relatives
  • Military Service
  • Education
  • Arrest/Criminal Record
  • Organization/Affiliations
  • Personal/Physical Data
  • Handicap/Disability
  • Marital/Parental Status

19
effective interview
  • Assess candidate nervous/comfortable
  • Ask warm-up question
  • Clarify any questions on the resume.
  • Review recent job history.
  • Ask behavior based questions. (no magic number)
  • Answer any questions the candidate may have.
  • Sell the opportunity (at the end!)
  • Wrap up the interview tell the candidate who
    will get back to them and when. Meet this
    commitment.

20
wrap it up
  • Compare notes with all interviewers
  • References
  • Decision
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