0000_MineSpree_Art_of_Interviewing_Best_Practices_Deck.pdf

Art of Interviewing: Agenda
Interviewing Skills: Workshop Objectives
 The Recruitment & Selection Process – Importance of
Conducting Effective Interviews
 Types of Interviews
 Top Best Practices: Weeding to Sweating Out
 Negotiate to Settle for the Right Vs Best Candidate
Stepwise Negotiation
Tactical Piercing
How to STARE and PIERCE?
 Revisiting the Hiring Basics & Avoiding Deadly Hiring
Mistakes

Interviewing: Recruitment Process
Conducting Effective Interviews and Having a
Sound Selection Process
Requirements Gathering
Sourcing Candidates
Screening & Shortlist
Personal Qualities
Education Needs
Experience Base
Competency / Skills
Career Progression

Interviewing: Types
Types of Interviews
 Behavioral
 Directed [Structured]
 Non-Directed [Broad]
 Team – Group Interaction
 Panel
 Stress & Spot
 Case / Situational; Motivational

Interviewing: Best Practices
Top Tips & Tricks in Hiring
Weeding to Sweating Out
F2F / 1:1
Musical Chair
Audio – Video Conferencing
Working To Gather Vs Working Together
Silo Vs Team Thinking; Team Eating to Team Meeting
Vote Vs Veto
Self Vs Organization Vs Client Orientation

Interviewing: Negotiation
Negotiate to Settle for the Right Vs Best
Candidate
 Stepwise Negotiation
 Tactical Piercing
 How to STARE and PIERCE?
STARE: Situation/Service Based Questioning; Technical/Tasks
Based Questioning; Aptitude/Attitude-Based Questioning;
Reaction/Response Based Questioning; Emotions/Ethics Based
Questioning
PIERCE: Probe – Instigate – Elicit – Reciprocate – Conclude –
Evaluate

Interviewing: Back to Basics
Revisiting Hiring Essentials
 Revisiting the Hiring Basics & Avoiding
Deadly Hiring Mistakes
Values & Ethics
Traits Vs Behavior
Skills Vs Attitude
Culture Fitment
Reference Checks – Do’s & Don’ts

Interviewing: Ten Deadly Traps
Pitfalls to Avoid
 1. Reacting: Hiring someone too different from the
problem person just fired
 2.Unrealistic Expectations: Demanding many
contradictory qualities, like "high-energy doer and
thoughtful analyst."
 3. Evaluating People in Absolute Terms: “She/He is a
Good Manager“ -- without clarifying that she/he manages
processes well, but not people
 4. Accepting People @ Face Value: Not getting the full
story of a candidate's background
 5. Believing References: Trusting references' input
without determining their credibility

Interviewing: Ten Deadly Traps
Pitfalls to Avoid
 6. "Just like me" Bias: Highly rating candidates who are
like you
 7. Delegation Blunders: Assigning critical steps in the
search process to ill-prepared staff
 8. Unstructured interviews: No prepared questions to
reveal candidates' competencies
 9. Ignoring emotional intelligence: Failing to assess
candidates' self-awareness, motivation, empathy, and
social skills
 10. Political pressures: Inappropriate agendas, such as
pressure to hire a VIP's friend

Interviewing: Process Workflow
First Step: Before Starting the Interview
Prepare for the Interview:
 Take some time to go through the profile of the candidate
 Try to understand his role and also prepare a list of
questions that you like to ask
 Schedule your time
 Don't give same time to more than one person. Start the
interview on time!
 If you think that you will not be able to start the interview
on specified time then inform the candidate
 Even if you have informed the candidate about the
expected delay…apologize before you start the interview

Second Step: Environment for the Interview
 Don't take interview at a place, which is either too noisy or
too congested
 If possible, put a tag "Do not disturb "outside your cabin or
room
 Ensure that the lights are proper and the person sitting
there is comfortable
 Record the proceedings of the interview
 If you have voice recorder, that will be excellent but if you
don't have…then write in down

Third Step: Begin the Interview
The candidate might think…Who are you to
take my interview?
 Introduce yourself
 Your Name
 Your Designation
 Your Total Experience
 A brief about your role in the organization
 Since how long you have been associated with your
present organization

Fourth Step: Conduct the Interview
Concentrate on following things:
 1) His role
 2) His span of control
 3) Organizational Hierarchy
 4) Major achievements in that particular job/ role.
 5) Major Challenges that he has faced in his present job; in
his career; in his life
 6) Why he want to change his job and why he has
changed his jobs in past?

Fifth Step: Closing the interview
 Tell the candidate that it was a pleasure to talk to him and
you are through with the interview
 However, if he have any question; if he want ask or know
anything…he can do that
 Tell him that someone from your team will get in touch
with him for future course of action

Sixth Step: Conclusion
NOTE:
 During the interview…don't frown at him
 Carry a smiling face
 In that interview cabin…you are trying to sell the vision of
your company; the policies and procedures
 Once the candidate is out from the interview cabin, he will
be doing an advertisement for your company…
 Good or bad…choice is yours!

Why Interviews Fail?
Lack of Preparation
 The first impression lasts a long time
 Prior to the interview make sure you understand the key
elements of the job
 Develop a simple outline that covers general job duties
 Possibly work with the incumbent to get a better idea of
what the job is about
 Screen the resumes and application to gain information for
the interview
 Standardize and prepare the questions you will ask each
applicant

Lack of Purpose
 Not trying to determine the best applicant…
 Not convincing the applicant that this is the best place for
them to work!
 NOTE: Today's workers have many more choices and job
opportunities to choose from!!

Lack of Clearly Defined Job Competencies
 Each job can have anywhere from 6-10 job competencies
 Identify the behaviors, knowledge, motivations and
qualities incumbents need to have to be successful in the
job
 If the job requires special education or a license, be sure
to include it on your list also
 There are several assessments and profiles available to
help insure you have a good match between the applicant
and the job

Lack of Structure
 The best interview follows a structured process
 This doesn't mean that the entire process is inflexible
without spontaneity
 What it means is that each applicant is asked the same
questions and is scored with a consistent rating process
 A structured approach helps avoid bias and gives all
applicants a fair chance
 The best ways to accomplish this are by using behavioral
based questions, role-plays and situational questions

Interviewing: Behavioral Q’s
Behavioral based questions are used to
evaluate the applicant's past behavior,
experience and initiative such as:
 Give me an example when you . . .
 Describe an incident where you went over and beyond the
call of duty . . .
 Tell me about the time you reached out for additional
responsibility . . .
 Tell me about the largest project you worked on . . .

Interviewing: Situational Q’s
Situational based questions evaluate the
applicant's judgment ability and knowledge.
The interviewer first gives the applicant a
hypothetical situation such as:
 You are the store manager of a hardware store. One of
your employees has just told you that he thinks another
worker is stealing merchandise from the store.
What should you do?
What additional information should you obtain?
How many options do you have?
When or if you should call the police?

Interviewing: Role Plays
 Sample role-plays are effective ways to learn and
practice new skills
 They can also be used during the interview
process to determine the skills and personal
charisma of people during stress
 For example, if you are interviewing a customer
service representative you can use a role-play to
see how this person can manage an irritated
customer

Interviewing: Role Plays
When using role-plays consider the following
guidelines:
 1. It is a good idea to write the situation down on paper.
Give the person time or a short break to "get into
character" prior to beginning the role-play
 2.Give the candidate clear guidelines and background
information so they thoroughly understand the situation
 3.Allow them to ask questions before you begin
 4.Debrief the applicant at the conclusion of the role-play
 5.Ask them to tell you how they thought they did and how
they could have done it differently
 6.Conclude the role-play in a positive way

… Source Credits …
World Wide Web
Yahoo Trainer’s Forum
Yahoo Leadership Forum

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