Assess Past Performance And Predict Future Success. Learning Objectives Upon completion of this session, you will be able to: Agenda

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1 Assess Past Performance And Predict Future Success Included with this Participant Workbook is the following guidebook, published by Richard Chang Associates, Inc. Interviewing And Selecting High Performers Selecting the best candidate for a job has been compared to gambling: You throw the dice and hope for the best. If the candidate works out you re relieved; if not, well what can you expect from a flawed interview process anyway? If you ve ever interviewed a job candidate, chances are you ve asked yourself: How do I know this applicant can do the job? How do I know if this person will fit in to the organization? How can I be sure that I am not asking illegal questions? The wrong answer to these questions can be expensive to both you and your organization. But the interview process doesn t have to be a gamble. In this session, you ll sharpen the skills it takes to assess past job performance and predict future success of candidates. Learning Objectives Upon completion of this session, you will be able to: 1. Use a validated hiring process 2. Develop selection criteria and questions for an open position 3. Conduct an effective interview and evaluate candidates accurately Agenda Hiring And Diversity Using A Basic Interviewing Approach Essential Steps In The Interviewing Process The Interviewing Process: A Working Plan For Hiring Tips For Using Questioning Techniques Evaluating The Candidate The Candidate Selection Process 1

2 ESSENTIAL STEPS IN THE INTERVIEWING PROCESS Interviewing And Selecting High Performers Chapters Three Through Six Here are the essential steps of the interview process and the approximate percentages of time to devote to each step. Hiring managers are strongly encouraged to spend more time in the Prepare step to enhance the efficiency and effectiveness of their interview efforts! The pie chart shows how to allocate the face-toface time. It is suggested that interviewers spend most of the time gathering information. VII. SELECT 5% VI. EVALUATE 15% V. CLOSE 2% III. IV. PROVIDE INFORMATION 10% GATHER INFORMATION 35% FACE- TO- FACE INTERVIEWS WITH CANDIDATES I. II. ESTABLISH RAPPORT 3% PREPARE 30% Close 5% Establish Rapport 5% Provide Information 20% Gather Information 70% Face-To-Face Interviews With Candidates 7

3 Exercise # 3 HYPOTHETICAL AND LEADING QUESTION EXERCISE Some interview questions are more effective than others. Evaluate these questions by placing an X in the appropriate column indicating whether the question is good, hypothetical, or leading. QUESTION GOOD HYPOTHETICAL LEADING 1. What s your idea of the perfect job? 2. What were your career plans when you finished college? 3. You can work in the evening, can t you? 4. How would you show leadership at work? 5. What special training did you get in computer applications in that job? 6. How would you deal with an irate customer? 7. Tell me about the times you assisted others in their work. 8. Tell me about the training program at your last company. 9. Tell me how things would change if you were the manager. 10. Human Resources work is really exciting, isn t it? 11

4 Tips For Using Questioning Techniques (cont.) Additional Tips (Do s And Don ts) DO Use plural rather than singular nouns. EXAMPLES Describe the times you felt the best about your job. Use contrasts and comparisons. Ask for clarification of jargon if needed. Please compare your duties at X company with those at Y company where you held the same title. Please explain what you mean by a 317-OM POS system. DON T Ask questions that are an invasion of privacy. EXAMPLES Tell me how you budget your family living expenses. Express value judgments in your questions. Make the interview appear to be an interrogation. Test out assumptions by offering guesses about facts. Ask multiple-choice questions. How did you get roped in to what has got to be one of the shoddiest operations around? You have relatives in Cucamonga? Guess you would have had it by then and quit, right? Then did you: go to your boss, tell the customer off, or keep quiet? Collect information not relevant to the behaviors you are interviewing for. Do you like Chinese food? 13

5 Evaluating The Candidate (cont.) Guidelines For Candidate Evaluation To improve your evaluation skills and minimize the influence of rating bias, keep the following guidelines in mind. GUIDELINES 1. Base judgments on all data. 2. Look for consistencies. DESCRIPTION Data includes both the information reported by the candidate, as well as direct observations of behavior during the discussion. Avoid overemphasizing first impressions, (e.g., physical appearance, handshake, etc.). Do not draw any conclusion without concrete, behavioral data to support it. Consistencies between the candidate s report of behavior and your direct observations of his or her behavior should be considered. 3. Use a standard. Evaluate the candidate on each criterion and relative to other employees who have successfully held the open position (not to other candidates). When more than one candidate meets your standards, compare the candidates to one another. 4. Remain critical. Remember, the candidate is trying to look good. Look for shortcomings as well as strengths. Few people are above average in all dimensions or behavior. If you are uncertain about a given criterion, it is probably not one of the candidate s strengths. Don t mistake liking each other as demonstrated behavior to do the job. 16

6 Personal Action Plan Key learnings: I need to contact and involve the following: Name How When The specific action steps I will carry out on the job include: What When Additional issues/concerns I need to address: 20