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  1. Recruit, select and induct staff Session 10 With Sue Cameron Interviews

  2. Agenda • Revision on Short Listing • Scheduling and planning Interviews • Interview questions • Conducting interviews • Activity on Interview questions • Assessment 2 – The recruitment plan

  3. Revision Q&A • What’s the difference between an applicant and a candidate? • What is the difference between an attribute and an attitude? • What does short-listing mean? • Why would you use a psychometric test on an applicant?

  4. Revision Q&A • What are the 4 ways you can find out about applicants? • Do you need a structured approach for short-listing? • What do you compare the applications against? • What are some of the methods to short-listing?

  5. Revision Q&A • What four things do you need to look for in resumes? • What are the 3 main types of selection tests? • What sort of test is a Myers – Briggs Type Indicator (MBTI)? • What are the benefits of conducting a psychological test?

  6. Employment Interviews • Job interviews are the most commonly used selection method • They give the employer and the prospective employee (worker) a chance to learn about each other • The prospective employee can get a feel for the working environment and climate or culture of the organisation

  7. Employment Interviews • While the employer (interviewer) can gain more detailed information about the candidate and ascertain if they could ‘fit’ into the organisation • Some organisations hold as many as three selection interviews (go to page 347 para. 4) • Structured interviews are more successful than un-structured interviews

  8. Employment Interviews • Behavioural interviews are the most reliable type of structured interviews • This means you use behavioural type questions, which involves asking questions about what sort of things the candidate has done in the past e.g. when you had a difficult customer how did you handle that?

  9. Employment Interviews • The six step in recruitment interviewing • Prepare for the interview • Put the interviewee (candidate) at ease • The body of the interview • Close of the interview • Evaluate the candidate’s suitability • Follow up (refer to diagram on page 351 Figure 20.2)

  10. Telephone Interviews • Not only used for reference checks, but also for initial screening of applicants • For reference checks they are used for • factual information (e.g. dates, duties, wages etc) • probing important areas of the personnel specification and in what specific ways the candidate matches or fails to match these important areas Sample questions are found on page 348 ‘from theory to practice’

  11. 1. Prepare for the interview • A good interview needs a plan • Carefully plan your opening questions and a few key questions • Use the job description and person specification as a guide in preparing the questions • Gather any information that you may need at the interview, such as hours of work, pay, conditions etc

  12. Prepare for the interview • Prepare for each candidate by reviewing their resume and listing additional questions and points to cover • Go over the letter of application and work history and application form (if used) • Ask yourself what information would you like to follow up or check on from these documents

  13. Prepare for the interview • What evidence is there that the candidate fits your personal specification? • Select and book a suitable interview room • Consider the seating arrangements (chairs the same height – behind the desk or side by side etc • Divert all phone calls and instruct that you are not to be disturbed

  14. 2 .Put the candidate at ease • Greet the candidate with a warm welcome and firm hand shake • Once the candidate is sitting in front of you, do everything to put them at ease (as you will get more information and get to know them better if you do) • Be relaxed yourself, as your goals is to get them relax as quickly as possible • Thank them for coming, offer them water or coffee and take a few minutes to build a rapport

  15. Put the candidate at ease • Once the candidate is relaxed you can then do the real interview • Give them the benefit of your full attention for the next 30 -60 minutes (depending on the position) • Show that you are listening and have no distractions

  16. 3. The main part of the Interview • Briefly review the job and say something about your organisation • Remember to listen more than talk, as you want them to talk • Use this opportunity to build some goodwill for your organisation

  17. The main part of the Interview • Be honest and factual – don’t oversell or undersell your organisation or the job • You can either provide a brief outline of the duties and responsibilities at this stage or later in the interview (read Talk first or listen – page 352)

  18. The main part of the Interview • The overview of the job – read In Brief on page 352 • Now it’s time to learn about the candidate • Ask open questions and listen to encourage the candidate to ‘open up’ • These questions might be ‘tell me something about your last job’ or ‘what made you decide to apply for this position’?

  19. The main part of the Interview • Question with a purpose and remain neutral whether you like or dislike the candidates answers • Don’t give away an negative feelings by body language or noise

  20. The main part of the Interview • Your goal is to build a picture of what the candidate has done in the past to predict what they will do in the future • Explore past performance under various headings based on your selection criteria

  21. The main part of the Interview • Get specific evidence of each candidates ability (or lack there of) to meet your criteria • Keep quiet, be pleasant and let the candidate answer your questions • Don’t make a decision during the interview, leave this until after when you can compare them properly against your selection criteria

  22. The main part of the Interview • Suggested running order for the interview – go to Box called ‘In Brief’ at the bottom of page 353 in your text book ‘Business Management’ • Show SOH running order called “What’s on today’$$/apps/content/venuewhatson.aspx

  23. 4. Close the interview • When you have the information you need, ask whether the candidate has any questions • Then explain the next step (e.g. another interview) and then when and how you will be in touch (contact) • Thank them for coming and ask them if they are still interested in the position • Stand and show the out the door or the building (give the a firm handshake)

  24. 5. Evaluate the candidate’s suitability • Although you will have taken a few notes during the interview, take a few minutes after the interview to gather your thoughts • What was your overall impression? • Where did the candidate match the personnel specification? • Where was there a poor match?

  25. 5. Evaluate the candidate’s suitability • Write down everything you need to help you to remember the candidates suitability for the job – it’s easy to confuse candidates if you do this only at the end of all the interviews • Then compare all the candidates and find who best suits your selection criteria

  26. 5. Evaluate the candidate’s suitability • Some organisations check references at this stage or after making the job offer to your most suitable candidate (making it clear that the offer is subject to reference checks)

  27. 6. Follow Up • Once you have made your decision, make a written offer to the candidate you have selected • Inform whoever needs to be informed (e.g. HR, salary department, your boss, your organisations’ nurse etc)

  28. Follow Up • Be sure that the letter of offer and contract of employment are sent to the new employee’s home and they know where, when and whom to report to on their first day at work

  29. Follow Up • When your offer has been accepted, tactfully let the unsuccessful candidates and applicants know, thanking them for them once again for their interest and wishing them success in their careers

  30. Follow Up • Keep all the details of all job applicants and interview notes confidential, as you may use them in the future for other positions

  31. Follow Up • Have a probationary (trial) period of up to three months for junior positions and six to twelve months for senior or key roles • This allows the new employee time to help them fit in and perform well

  32. Follow Up • During this period you conduct regular performance reviews to check their progress

  33. Questioning Techniques • Read on page 356 the above section • Examples of Interview questions are on e-learning • Do’s and Don’ts when asking questions (read from page 357.

  34. Assessment No 2 • This assignment is due next Thursday 29 November • It is an individual assignment – therefore you will not copy of others in the class • If you copy anything from the internet (cut and paste) you MUST have a reference e.g. Wikipedia website (November 2012)