Interviewing Skills

SELECTION SKILLS
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PROGRAMME OBJECTIVES
Create an understanding of Selection tools and techniques and their appropriateness Understand competency based selection
Learn interviewing skills Understand the need for psychometric testing
LEARNING GRID
Unconscious competence
IV
Unlearning/Review Practice
Conscious competence
III
Learning/Training
Unconscious Incompetence I
Awareness
Conscious incompetence II
RECRUITMENT & SELECTION
Manpower Planning Setting Specs Advertising/Consultant/Online/Referral Shortlisting CVs Calling candidates Group Process/Psychometric Testing Interviews Offer letter Joining Induction Training Grooming for productivity
COMMON ERRORS IN RECRUITING

Right person Wrong Person
Selected
Not selected
Selection Techniques

Interviews Tests - General Ability,special aptitudes Simulation exercise Work Sample Tests Personality questionnaires Interest questionnaires Bio Data Reference Checks Group Discussions Handwriting Analysis etc. Case discussions Presentations On - field accompaniment In tray exercises Assessment Centres (combination of above items)
Perfect Prediction - Validity

0.7 0.6 Assessment Centers (development) Work sample Tests Ability Tests
0.5 0.4 0.3 0.2 0.1 0
Assessment Centers (selection) Personality Tests Structured Interviews Typical Interviews References Astrology/Graphology
Chance
Smith, Gregg & Andrews - 1987

RANKING OF SELECTION METHODOLOGIES
Patterns of past behaviour
TESTS - reported present behaviour
Interviews - with many How would you behave in the future questions
WHY DIFFERENT SELECTION TOOLS ?
Any one tool cannot get all the data Need a set of different tools, which involve testing different faculties and behavior of candidates
Each tool is effective for for a specific set of relevant attributes

Critical Attribute
Physical attribute : Attainment : e.g. 6 feet tall e.g. B.Tech
Competency/Talent/Traits : e.g. Achievement Orientation Intuition Charisma

Competency Any quality or characteristic of a person, which underpins recurring successful performance
Skills :
Skills, Knowledge & Talent
The How - tos of the role Capabilities that can be transferred from one person to another
Knowledge
What you are aware of Factual ( things you know) Can & should be taught Experiential (understandings you have picked up along the way). Less Tangible and therefor much harder to teach
Talent
Recurring patterns of thought feeling behavior,that carve individual minds If someone does not have the talent as part of his filter , then very difficult for others to inject it.
The three levels of competencies are
DISTINGUISHING THRESHOLD
FUNCTIONAL
A CHECK LIST FOR BEHAVIOURAL INDICATORS Each indicator should:
Describe directly observable behavior, or other specific evidence of an individuals competency Describe just one piece of behavior of evidence Not to be duplicated under two or more competencies Include a verb phrase i.e. describe action
THE COMPETENCY PLANNING & ORGANISING

Definition : Level 1 - Junior Manager
Manages own time and personal activities Breaks complex activities into manageable tasks Identifies possible obstacles to planned achievements

Definition : Level 2 - Middle Manager
Produces contingency plans for possible future occurrences Estimates in advance the resources and time scales needed to meet objectives Co-ordinates team activities to make the best use of individual skills and specializations

Definition : Level 3 - Senior Manager
Identifies longer term operational implications of business plans
Effectively plans utilization of all resources

THE 12 MOST COMMON COMPETENCIES

Communication Achievement orientation Customer Focus Team work Leadership Planning and organising Commercial awareness Flexibility Developing others Problem solving Analytical thinking Building relationships
Source: Competency based Recruitment & Selection by Robert Wood and Tim Payne
Competencies & Trainability

SKILLS Less Conscious
Less Trainable
TRAITS MOTIVES VALUES COGNITIVE CAPBILITIES
More conscious
KNOWLEDGE
More trainable
E.g.: Has contacts E.g.: Results orientation,planning abilities

Critical Attributes for Sales Managers ( Example)
Interpersonal Skills Influencing Skills Results orientation Customer Concern Technical expertise Providing direction Analytical Thinking
Conceptual thinking Information seeking Staff development Team building Planning Decision Making
Interview
Entrevoir ( French) to have a glimpse of
WHAT IS AN INTERVIEW?
A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries
OBJECTIVES OF SELECTION IN INTERVIEW

1
Selecting people for jobs by:

Gaining unbiased factual information against the criteria Influencing suitable candidates to accept
Informing applicants about the job

Demonstrating that the company operates a fair and equitable selection procedure (Public Relations)
Goodwill Bank
Need a process that will enhance company stature

Fair Friendly Rigorous Respect for individual - Time bound
How will a candidate not selected speak of your organisation?

SELECTION INTERVIEW - EFFECTIVENESS Bottom line Test - Answering Three key questions
Can he do the job
(Competence)
Will he do the job
( Motivation)
Will he fit in ( Team / Organisation)? ( Match)

SELECTION INTERVIEW
IF EFFECTIVE Saves Time Better job/person matching Satisfied interviewers/Interviewees Good image / PR Tightening of recruitment process IF INEFFECTIVE May end up recruiting unfit candidates
Missing suitable candidates
Demotivating suitable candidates from joining
UNDERSTANDING YOUR APPLICANTS

According to research, students have listed the following Organisational characteristics as important to them:
Type of work you would do Type of people you would like to work with Training & development opportunities Chances of promotion Salary Job security Working condition Reputation/image of the organisation Geographical location Hours expected at work Benefits ( Company car, Pension , Loans etc.)
INTERVIEW PROCESS - REQUIREMENTS

Venue
INTERVIEW PROCESS
CANDIDATE
Expects Professionalism Realistic picture of job & company/organisation Input on where he stands (process, time scale etc.) Minimal Wait Objectivity
INTERVIEWER
Needs: Purpose of I/V Agreed Criteria Application form Time to prepare and judge job and company knowledge Skills to obtain & evaluate information and make effective judgements Relaxed and open minded Right attitude
List the things you would like to have seen when you last went for an interview. What did you expect from the company ?
SETTING THE ENVIRONMENT
No disturbance No phone Calls Seating - Neutral ( Perhaps an L shape ) No distraction in the vicinity No Power Statements Having water available on the table ( for candidate ) Have stationary ready ( for candidate )
Remember
Note taking - minimal , with permission

Stress Interviews - Try to avoid Politeness - specially to bad Airtime - 80 - 20
INTERVIEW STRUCTURE
1
2
Opening, rapport building

Current & previous roles Aspirations & awareness Education & upbringing Circumstances & interests Closing , wrap up
Interview - An Information Sorting Model

Opening & Rapport Building
CA 1 CA2
Information Sorting
Current & Previous Roles Aspirations & Awareness
CA3 CA4
Education & Upbringing
Circumstances & Interest

Closing/Wrap up
CA5
Assessment
OPENING, RAPPORT BUILDING
Appropriate recognition Relaxed Approach
Introduce yourself
Share - Interview purpose
Recruitment process Job Role ( briefly) Interview structure & Time
Check Understanding
Things to look out for in a CV
Organisation of events - Priority accordance

Clarity of depiction and succinctness
Unexplained breaks in Service and Education

Extent of customisation to the job applied
Quality of the CV: mode , spelling errors,

verbosity
QUESTIONING SKILLS
TYPE OF QUESTIONS

Factual recall Comparison Opinion Case Problems Hypothetical Rhetorical Leading Pumping
PAST BEHAVIOUR is the single best predictor of future behaviour
Structure of Questions
Open ended Questions
How - What - When - Where - Who - Why
Close ended Questions
Do you - Did you - Can you - Will you - Could you Would you - Should you
Prompting/ encouraging expressions
Tell me, Describe For example?, For instance?, In what sense? How come?, In simpler terms...
Questioning Pattern
Broad Open ended
Probe
Narrow
Close Summarise
Characteristics of Good Questions
Purposeful Relevant Clear & concise Limited to one idea Neutral in tone & substance
The quality & value of answer depends on the quality of the question
QUESTIONS COVERAGE
WHAT Qs - Elicit information about knowledge, facts/data, opinions WHY Qs - Analytical skills , reasoning, logic etc. motivations( what elseHow else, Where else.) HOW Qs - Knowledge of functional skills, process/steps ( also analytical skills) HOW MUCH/HOW WELL Qs - validating achievements
THE INTERVIEW FUNNEL

START WITH AN OPEN ENDED QUESTION LISTEN NARROW DOWN TO SPECIFIC AREA LISTEN HOW DID THE PERSON GO ABOUT IT LISTEN FIND OUT MOTIVATIONS LISTEN ACHIEVEMENTS LISTEN SUMMARISE AND SEEK AGREEMENT START WITH NEW AREA
INTERVIEW STRUCTURE
1. Opening 2. Current & Previous roles 3. Aspiration / Awareness 4. Education & Upbringing 5. Circumstances & Interest 6. Closing What, why, How well What, why, how realistic What, why, how well What, why, how well implication Description Motivation Achievement
Trends, people are not static
Causes relate past to present
THE PANEL INTERVIEW

SOME GUIDELINES
Agree roles & structures Stick to roles Do not interrupt
Do not help the candidate

Select lead interviewer
The others listen,take notes ( factual) , ask questions around other key areas and observe non verbal behavior
Follow up at end of a section
Questioning Technique
Situation
Task Achievement Review
Telephonic Interviews

You cannot see the candidate , so you have to trust only two senses - hearing & intuition Do not short circuit the interview. The process should be the same as a face-to-face interview Follow the interview structure Use the funnel - what, why, how,how well Use many encouraging , prompting expressions ,like
Yes Tell me more Describe I see For example? In what sense?
Keep sentences & discussions short Summarise each section

INTERVIEW TIPS
Interviewers need to be provided with job description & specification of the requirements of the position to minimize the influence of stereotypes Interview questions need to be job related
Avoid making quick decisions about an applicant

Avoid giving too much weight to a few characteristics Try to put the applicant at ease during the interview Communicate clearly with the applicant Maintain consistency in the questions asked
Management Interviewing
Less emphasis on background : more on role and work
Ask about aspirations before role Easy for candidate to obscure track record through
jargon and generalities
A look good, talk good candidate may land up interviewing the interviewer - superficial interview may take place
Hence be specific - focus on Critical attributes

Focus on Roles
Job titles can be misleading

Main areas of job . Principal tasks that you do personally? Why? How do you divide your time?
Performance criteria,targets,priorities,performance ratings,informal reviews

Focus on relationships - up, down , or with colleagues Time perspective Breadth of perception of job relative to entire organisation Perceived freedom to act Ability to influence the organisation
Management skills
How results are achieved and how the candidate handles the process of management
Setting objectives for self and team Decision making style - alone or team
Resolving conflicts - how and when

Handling customers - relationship based and task based
Resolving issues between internal demands and customer expectations

Management focus
Motivational style - sort of environment in team. Leading team front or back Grooming others - spending time for developing people
Investing in self - learning & growing

Monitoring work of self and team Handling communication & consultation Influencing others through meetings and presentations
TYPES OF INTERVIEWS
Unstructured Interview Situational Interview Behaviour Description interview Comprehensive structured interview
Structured behavioural interview

Oral Interview boards
INTERVIEWING FOR TALENT
TALENT
What is Talent? A recurring pattern of thought, feeling or behavior that can be productively applied
TALENT
According to Gallup there are 3 kinds of talent:
1. Striving : Why of the person 2. Thinking: How of the person 3. Relating : Who of the person
Talent ( some examples)
Striving
Achiever ( A drive that is internal, constant & self imposed ) Mission ( a drive to put your beliefs into actions)
Thinking
Responsibility (A need to assume personal accountability for your work ) Numerical ( An affinity for numbers )
Relating
Relator ( a need to build bonds that last ) Command ( an ability to take charge )
Talent Interview
(Points to remember)
This should stand alone

It should be more structured , more
focussed, less banter , more questions

Ask him about choices he makes
Let him reveal himself to you
Talent Interview (Listen for specifics)

1. Always listen for a specific example 2. Give credit only to the persons top of the mind response 3. Do not probe too much to get response Clues for talent: Rapid learning ability Source of satisfaction After they have been hired , check back to see if the people who subsequently performed well answered your question in a consistent way.This will take time and focus , but are essential to the art of interviewing for talent.
PSYCHOMETRIC TESTING
Psychological tests have been devised and are used primarily for the determination and analysis of individual differences in general intelligence,specific aptitudes , educational achievement , vocational fitness,and non intellectual personality traits. These tests have been used for a variety of psychological , educational cultural , sociological and employment studies of groups and for individuals
TEST - VARIATIONS
Achievement / Attainment Aptitude Personality Interest Attitude IQ ( Intelligence quotient)
APPLICATIONS OF PSYCHOMETRIC TESTING
Placement Personnel selection Training & development Career & Succession Planning Diagnosis & recommendation of Performance problems Vocational education and career counseling
WHY TESTS
To reduce errors
Standardized set of questions Objective evaluation

SELECTING TESTS
SOURCES
METRICS INTERPRETATION
ONLINE TESTING
Standardization Easy to administer across locations Quick Automatic Reports Does not need interpretation expertise Still requires to be anchored by qualified persons
REFERENCE CHECKS

Verify claims made by the candidate Confirm selectors perceptions, sensing and inferences Clarify doubts that may have arisen during the selection process Add to understanding through input from referee or any specific area of concern Hear first hand from referee or anything significant about the candidate ( positive or dysfunctional)
Effective Reference Checks - the Steps

Ensure that the candidate gives references that know him well Be clear on what you wish to ask the referee Let the referee know That his/her input is important that you care about the candidates career choice / direction
the context of the job that the candidate has applied for

Confirm referees extent of familiarity with the candidate Ask open ended questions to start with Follow through with pointed questions in your areas of concern THANK THE REFEREE for the time invested Do a 360 degree reference check
ASSESSMENT
Behavior Assessment Process

Evaluate Rate data & behavior to agreed standard Classify Categorize behavior and other data into critical attributes
Store Accurately store in memory what happened
Observe Carefully watch and listen to what has happened

ASSESSMENT GUIDELINES
People tend to behave in a consistent way

Understand the context of peoples behavior Relate information from one source to another
RATINGS
Excellent - 4 Tremendous amount of data across all sections supporting the indicators. Goes beyond the indicators. A big strength area. This is where the candidate operates from,as a psychological platform ( will be an adjective for him )
RATINGS
V Good - 3 A lot of data from at least two three sections, or overwhelmingly in at least one section supporting the indicators. This is the way the indicators are defined. Supports with examples
RATINGS
Acceptable - 2 Evidence from at least one section of the interview. Supports at least 2/3 of the indicators. Will do. Exhibits data with some examples
RATINGS
Not acceptable - 1
Shows definite evidence of lack of the indicators. Falls short
COMMON FAILINGS IN ASSESSMENT
Leniency
The Halo effect
Mirror image
Contrast
Projection
Happy Interviewing
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SELECTION SKILLS

RECRUITMENT & SELECTION

COMMON ERRORS IN RECRUITING

Perfect Prediction - Validity

0.5 0.4 0.3 0.2 0.1 0

Smith, Gregg & Andrews - 1987

RANKING OF SELECTION METHODOLOGIES

Patterns of past behaviour

TESTS - reported present behaviour

WHY DIFFERENT SELECTION TOOLS ?

Each tool is effective for for a specific set of relevant attributes

Competency/Talent/Traits : e.g. Achievement Orientation Intuition Charisma

Skills, Knowledge & Talent

The three levels of competencies are

A CHECK LIST FOR BEHAVIOURAL INDICATORS Each indicator should:

THE COMPETENCY PLANNING & ORGANISING

THE COMPETENCY PLANNING & ORGANISING

THE COMPETENCY PLANNING & ORGANISING

Identifies longer term operational implications of business plans

Effectively plans utilization of all resources

THE 12 MOST COMMON COMPETENCIES

Competencies & Trainability

E.g.: Has contacts E.g.: Results orientation,planning abilities

Critical Attributes for Sales Managers ( Example)

Entrevoir ( French) to have a glimpse of

OBJECTIVES OF SELECTION IN INTERVIEW

Selecting people for jobs by:

Informing applicants about the job

Need a process that will enhance company stature

How will a candidate not selected speak of your organisation?

Can he do the job

Will he do the job

Will he fit in ( Team / Organisation)? ( Match)

Demotivating suitable candidates from joining

UNDERSTANDING YOUR APPLICANTS

INTERVIEW PROCESS - REQUIREMENTS

SETTING THE ENVIRONMENT

Note taking - minimal , with permission

Opening, rapport building

Interview - An Information Sorting Model

Current & Previous Roles Aspirations & Awareness

Education & Upbringing

Circumstances & Interest

OPENING, RAPPORT BUILDING

Appropriate recognition Relaxed Approach

Things to look out for in a CV

Organisation of events - Priority accordance

Unexplained breaks in Service and Education

Quality of the CV: mode , spelling errors,

PAST BEHAVIOUR is the single best predictor of future behaviour

Open ended Questions

How - What - When - Where - Who - Why

Close ended Questions

Prompting/ encouraging expressions

Characteristics of Good Questions

THE INTERVIEW FUNNEL

Trends, people are not static

Causes relate past to present

THE PANEL INTERVIEW

Agree roles & structures Stick to roles Do not interrupt

Do not help the candidate

Keep sentences & discussions short Summarise each section

Avoid making quick decisions about an applicant

Less emphasis on background : more on role and work