Vous êtes sur la page 1sur 28

How to get more than opinions

Interview techniques and advice

What is an Executive Interview?


Interview = A meeting with an objective Employers objective is to find the best person for the job

Employer: reviews experience and abilities

candidates

Can you do the job? (skills, Knowledge, abilities, qualifications)

Will you do the job? (interest, attitude & motivation)


How will you fit into organisation? (personality) the

HOW TO HIRE WINNERS :


One Day Training programme Costs Rs. 120000 In Office training Number of People trained in a session 18 Methodology Includes Role Plays, Exercises, Case Studies

Importance of interviewing :
Bridges the Gap
Creates Understanding Gives a realistic view

Social behavior Analyze Communication Skills Attitude and Mind

Assessing Expectations Evaluating Knowledge Base Making a rapport

Talking about the Role Direct questions about expectations

Technical Aspects tested Skills and Education


Good Interview helps Removes Apprehensions

Dos and donts

Dos

Provide training to the employee conducting interviews Asses your requirement beforehand Make the interviewee comfortable Listen carefully Attend to non verbal cues Match Skills to requirements Limit question to Job related areas Seek Clarification Provide feedback

Donts :
Make assumptions clarify things Intimidate or make the Interviewee nervous Rush through the interview Have biases or premonitions Avoid questions or comments about disability Racial Comments and questions Make promises

Steps in Conducting an Interview


Determine the Objectives Prepare for the Interview Carry out the Interview Conclude the interviewing process Compile and analyze results

Selection Criteria

Selection Criteria

Right Person for Right Job


Knowledge/Experience/Skills Values Behaviors Critical Connections Key Result Areas Knowledge/Experience/Skills Values Behaviors Relationships Expectations/ Results

Define Job Profile

Build Candidate Profile

JOB

FIT vs. GAP Evaluate and Decide

PERSON

Structuring and Types of interview

Guidelines for Structuring an Interview


Focused Many interviewees tend to go off on tangents during interviews. Your interview guide should clearly state the boundaries for your interview. These should be stated generally at the beginning with more specific instructions to refocus when appropriate. Quantifiable Open questions tend to produce long answers that are difficult to quantify and compare. If you need measured responses ask the interviewee to assign a value to their answer so direct comparisons to be made. For example How reliable is the current system, what score would you give it out of ten? Complete Check that the guide addresses all the objectives of the interview and have a colleague review it.

Conduct of Interview
Conduct at their place of work where possible Always state the reason for the interview and how it will be conducted Put the interviewee at ease Ask the interviewee if they agree to you taking notes Body Listen to the answers and request clarification if necessary Avoid making criticisms or taking sides Keep control of the interview: refocus the interviewee if they are rambling or clarify if they misunderstood the question Stay focused and follow your interview guide Allow the interviewee to ask questions
Thank the interviewee Advise them what the next steps are and the timeframe
Wrap-up Introduction

Types
STRUCTURED

NON DIRECTIVE
SITUATIONAL BEHAVIORAL
The extent of information and feedback required for a particular needs analysis will determine which type you use.

Non-leading interviews are a conversation

Non-leading interviews
Are

generative

Focus on peoples behaviours and goals


Capture their way of thinking and vocabulary Are about listening to stories Can be conducted in-person or remotely Should be done with people who have

immediate experience
Mental Models by Indi Young

During the interview - Process

Build Rapport

Gain rapport first.


Explain the context, set the tone, and make the interviewee feel at ease. The introduction serves to:

Introduce yourself Gauge the interviewees style, expectations and concerns

Confirm the timeframe

Sequence the interview items


Items should be ordered by importance and sensitivity. The more sensitive your interviewee, the more important it is to avoid an inquisitorial interview tone. A nonthreatening format for interviews involves the careful arrangement of interview topics:

General before specific External before internal Historic before current

Reviewing the Resume :


Check the Authenticity Ask questions based on projects mentioned Verify all the information Check the structure and flow of thoughts Verify that the qualification matches your job specifications Verify references if mentioned

Open-Ended Questions
4-21

Open-ended

interview questions allow interviewees to respond how they wish, and to what length they wish. Open-ended questions are appropriate when the analyst is interested in breadth and depth of reply. Provides more interest for the interviewee. Allows more spontaneity. Makes phrasing easier for the interviewer. Useful if the interviewer is unprepared.

Closed Interview Questions


4-22

Closed interview questions limit the number of possible responses. Closed interview questions are appropriate for generating precise, reliable data that is easy to analyze. The methodology is efficient, and it requires little skill for interviewers to administer.

Rating Criteria

Must be developed in advance of the interviews Ratings can be done by competency or by question
Be

sure raters avoid a global or holistic rating for the entire interview this invites error

Rating Criteria
Question-based Interview developers need to think about what makes one answer better than another Ensure that all interviewers agree Competency-based Interview developers need to think about what behaviors they are looking for each competency This should be developed in conjunction with question writing If the competencies have been behaviorally defined at multiple proficiency levels, rating criteria can flow from them

Rating Criteria

Keep any rating scale simple


Generally

interviews are used to make in or out

decisions Not fine rank-order distinctions 3 points are probably sufficient


Highly

acceptable Acceptable Unacceptable

Ensure that all interviewers agree on the criteria they will be using

Organized, Thoughtful Interviewing and Selection Process to Define, Predict, Guide, and Measure Performance
Select Most Qualified Interview Candidates Review Performance Orient

Coach

Train

Manage

THANK YOU