Welcome to Baptist Hospital East Leadership College

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Welcome to Baptist Hospital EastLeadership
College
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Interviewing Tips Techniques
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OBJECTIVES

• Identify the legal statutes that impact the
  hiring process
• Define the three stages of the interviewing
  process
• Understand the difference between open-ended
  (behavioral based) and closed ended interview
  questions and the appropriate use of both
• Identify the criteria for screening,
  interviewing, and selecting qualified candidates

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HIRING MISTAKES ARE COSTLY

• Poor Job Performance
• Lost Productivity
• Poor Staff Morale
• EEO Charges
• Court Settlements

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AVOIDING COSTLY HIRING ERRORS

• Preparation
• Atmosphere
• Structure
• Inquiry Techniques
• Documentation
• Evaluation

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LEGAL ISSUES

• Title VII Civil Rights Act 1964
• Executive Orders 11246 11375
• Rehabilitation Act of 1973
• Vietnam Vets Re-adjustment Act 1974
• Age Discrimination in Employment Act 1967
• Equal Pay Act 1963
• Pregnancy Discrimination Act of 1978
• State and local laws
• FCC EEO Rules Section 73.2080
• Americans with Disabilities Act 1990

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ORGANIZING THE INTERVIEW

• Opening of an Interview
• Opening
• Sets Stage for Interview
• Establishes Rapport
• Overview of Discussion
• Description of Position, Company and Benefits

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ORGANIZING THE INTERVIEW

• Body of the Interview
• Review the Applicants
• Academic Background
• Work Experience
• Additional Training
• Career Goals

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ORGANIZING THE INTERVIEW

• The Closing of an Interview
• Summarizes
• Interview Discussion
• What Happens Next
• When and How Applicant Will be Contacted

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APPROPRIATE ATMOSPHERE

• DOS
• Concentrate
• Resist Distractions and Irrelevant Matters
• Keep Eye Contact with Candidate
• Listen for Meaning, Main Thoughts, Feelings
• Summarize or Restate to Clarify Meaning
• Conduct Interview in Private
• Make candidate comfortable
• Be friendly

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APPROPRIATE ATMOSPHERE

• DONTS
• Doodle or do other tasks during interview
• Do most of the talking
• Allow needless interruptions or phone calls
• Interrupt, unless candidate gets off course
• Assume you already understand
• Let personal feelings affect listening
• Express immediate agreement/disagreement

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WHAT SHOULD I ASK?

• Purpose of Interview
• Verify Existing Information
• Elicit New Information
• Gain Accurate Picture of Candidates
• Abilities
• Potential

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WHAT SHOULD I ASK?

• PRE-Planning Questions
• Base questions on Job Description
• Questions should be well thought out and written
  down before candidate arrives
• Ask each candidate the same or very similar
  questions in each interview
• Eliminates random fashion interviewing
• Gathering different information on each candidate

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WHAT SHOULD I ASK?

• Types of Questions
• Open Ended/Open Minded Questions
• Begin with What, How, or Tell me about
• Closed Ended Questions
• Can be answered with simple Yes or No
• WHY Questions
• Used to verify or confirm information
• Elicit superficial answers Refer to feelings
• Should be avoided

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BEHAVIORAL INTERVIEWS

• Behavioral Examples
• Descriptions of a specific example which can be
  used to rate the development of a job skill
• Common Sense Idea
• The best prediction of what people will do in
  the future is what they have done in the past
• Behavioral Questions ask for specific examples of
  past performance

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BEHAVIORAL INTERVIEWS

• Behavioral Skill Questions
• Ability to Set and Meet Objectives
• Ability to Analyze and Solve Problems
• Initiative
• Ability to Motivate and Develop Staff
• Stress Tolerance

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BEHAVIORAL INTERVIEWS

• Probing for Details
• Probes
• Increase amount and depth of information
• Encourage candidate to elaborate and clarify
• Provide you with information candidate may not
  have otherwise volunteered
• Probes clarify shades of Meaning

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BEHAVIORAL INTERVIEWS

• Probing for Details
• Examples of Probes Include
• Could you tell me more about that?
• Explain what you mean by ______
• Would you elaborate on that?
• Repeating a key word or phase used by candidate
  (Refer to example in handout)

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MAINTAINING CONTROL

• Tips
• Clarify as much information as possible
• Avoid asking only Yes or No Questions
• Be Flexible Allow free discussion in promising
  areas
• Interrupt if candidate strays or drifts from
  subject
• Be familiar with Job Description and Details

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MAINTAINING CONTROL

• Tips Continued
• Allow applicant to fully respond to questions
• Be prepared to reword questions if necessary
• Be patient and wait for answers

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DOCUMENTATION

• Note Taking
• Tell candidates you are taking notes to remember
  important facts regarding their skill and
  experience
• Invite candidates to take notes if they desire
• Note taking communicates you are serious about
  getting as much information as possible about the
  candidate

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DOCUMENTATION

• Note Taking
• Do not let note taking distract from what the
  candidate is saying during the interview
• Use abbreviations and phrases to avoid continuous
  note taking to limit distraction in interview

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DOCUMENTATION

• Note Taking
• Stop taking notes during sensitive conversations
  such as explanations of dismissals, failures or
  mistakes
• Lessens anxiety and possible inhibiting of
  further responses. Make mental note, write it
  down later

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DOCUMENTATION

• Note Taking
• Documenting an interview helps you remember
  information you have gathered
• Assists in helping you validate or justify a
  hiring decision
• Assists in supporting third party claims by
  unsuccessful candidates (EEO Claims)

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DOCUMENTATION

• Note Taking
• Do my notes substantiate my decision?
• Do my notes contain irrelevant information?
• References to personal or physical
  characteristics
• References to future plans which do not affect
  current employability
• Do my notes contain any illegal information?
• References to sex, race, age or national origin
• References to physical capabilities not job
  related

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SELECTING CANDIDATES

• Developing Reasons for Selecting
• or Not Selecting Candidates
• Review Job Description and Skills Required
• Be sure you have followed hospital policy for
  filling positions
• Identify all applicants who meet minimum
  qualifications for position
• Make a careful comparison of education, work
  experience and performance
• Review internal applicant files with supervisors

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SELECTING CANDIDATES

• Developing Reasons for Selecting
• or Not Selecting Candidates
• Review performance skills from interview notes
• Evaluate candidates personal effectiveness for
  the position
• Consider other intangibles such as stability and
  career progress
• Attitude How does the candidate feel about work?

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SELECTING CANDIDATES

• Developing Reasons for Selecting
• or Not Selecting Candidates
• Identify candidates who possess desired
  qualifications in addition to those required
• Desired Qualifications are those extra
  abilities which may enhance the candidates
  future potential and may very, increase or
  decrease responsibilities
• Weight these candidates greater than those who
  just meet the required or minimum requirements

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SELECTING CANDIDATES

• Developing Reasons for Selecting
• or Not Selecting Candidates
• Rank your candidates in order of criteria
• REVIEW THE REFERENCE CHECKS
• Make your final hiring decision
• Be sure you have Human Resources send follow-up
  letters (cards) to candidates interviewed but not
  selected for the position

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QUESTIONS?