Hiring for Success: Behavioral Interviewing Techniques

1. Hiring for Success: Behavioral Interviewing Techniques PowerPoint Slides Address : 43-45 Portman Square, London, W1H 6HN Phone No. : 00442079691469 Fax No. : 00442079692800 Web. : www.uk-tb.comEmail : info@uk-tb.com Contacts

2. Agenda: Day One (I)

3. Agenda: Day One (II)

4. Session One: Course Overview Learning Objectives (I) • Recognize the costs incurred by an organization when a wrong hiring decision is made. • Develop a fair and consistent interviewing process for selecting employees. • Prepare better job advertisements and use a variety of markets. • Be able to develop a job analysis and position profile.

5. Session One: Course Overview Learning Objectives (II) • Use various types of interview questions. • Enhance communication skills that are essential for a skilled recruiter. • Effectively interview difficult applicants. • Check references more effectively. • Understand the basic employment and human rights laws that can affect the hiring process.

6. Session Two: History of the Interviewing Process • 1919: Alfred Binet did experimental interviews • World War II: Ranking interviews and stress interviews came into the spotlight • 1942: Intelligence testers advocated structured interviews

7. Session Three: The Recruitment and Selection Process (I)

8. Session Three: The Recruitment and Selection Process (II) • What can go wrong? • Why do things go wrong? • How can such problems be prevented? • What are the costs involved in hiring a new employee? • What are the costs of hiring the wrong person? • What part does the recruiter play in all of this?

9. Session Four: Factors in the Hiring Process (I)

10. Session Four: Factors in the Hiring Process (II) Principles for Exploring Past Actions • The best predictor of future performance is past performance in similar circumstances. • The more varied the situations in which behavior is demonstrated, the more deeply-rooted the behavior. • The more recent the behavior, the more likely the reaction is able to predict future performance.

11. Session Four: Factors in the Hiring Process (III) Principles for Exploring Past Actions ctd. • The more long-standing the behavior, the more deeply-rooted it is. • Patterns are revealed most vividly when people experience their greatest successes/most challenging setbacks. • Look for patterns of behavior.

12. Session Four: Factors in the Hiring Process (IV) Three Areas to Explore

13. Session Five: Cost Analysis What Does it Cost? Costs to Consider • Lost productivity • Recruiting costs • Screening costs • Interviewing costs • Testing costs • Evaluating costs • Training costs • Other costs

14. Session Six: Job Analysis and Position Profiles (I) Job Analysis • Understanding the job and what it involves • Understanding the technical skills the job requires • Understanding the performance skills the job requires • Describing those skills in objective, behavioral terms

15. Session Six: Job Analysis and Position Profiles (II) Position Profiles • Purpose: Why they are there • Key Responsibilities: What you are paying them to accomplish • Typical Activities: The things they are expected to do in order to accomplish these responsibilities

16. Session Six: Job Analysis and Position Profiles (III) Sample Position Profile: Receptionist • Purpose: Provide support to staff • Key Responsibilities: Make clients feel welcome • Typical Activities: Smile and greet customers, keep coffee/tea ready, water plants in reception area, keep magazines neatly stacked

17. Session Seven: Determining the Skills You Need (I) Technical Skills • Specific technical knowledge or experience • What specific kinds of machines will the employee use? • What specific kinds of computer hardware/software will they use? • Is there a certain specific and prescribed way they must manipulate tools?

18. Session Seven: Determining the Skills You Need (II) Performance Skills • Tasks and responsibilities assigned to the position • Examples: Managing other people, making decisions, following guidelines, or dealing with the public

19. Session Eight: Finding Candidates (I) Advantages Disadvantages Must have an excellent filing system to keep track Good applicants can get missed if not cross-referenced properly File Searches • People were interested or they wouldn’t have applied • May not have to advertise • Fast

20. Session Eight: Finding Candidates (II) Advantages Disadvantages Candidates are a known product so take less of a chance Can cause friction between employees Internal Searches • Good for morale to know employees can move up • No new people

21. Session Eight: Finding Candidates (III) Advantages Disadvantages May not screen thoroughly Often send unqualified people Can be expensive Placement Services • They do some of the screening for you • Fast

22. Session Eight: Finding Candidates (IV) Advantages Disadvantages Can cause cliques in the company Can cause hard feelings if a referral isn’t hired Referral Programs • Referrals are usually familiar with your company • Usually are good quality candidates

23. Session Eight: Finding Candidates (V) Advantages Disadvantages Company is responsible for the professional conduct of the third-party recruiter Can be expensive Third Party Recruiters • Have a wider coverage area for positions that are difficult to fill • Can compensate for not having time or skill in-house

24. Session Eight: Finding Candidates (VI) Advantages Disadvantages No standards for headhunters, but your company remains responsible for their actions Expensive Headhunters • Casts a wider net for hiring senior managers and those difficult-to-find employees • A less controversial way of hiring employees away from competitors

25. Session Eight: Finding Candidates (VII) Advantages Disadvantages May eliminate good candidates Can bring in a lot of unqualified candidates Need to make sure candidates know how to find your ad or career section of your website Internet • Targets people who are computer literate • Wide coverage • May be less expensive than print advertising

26. Session Eight: Finding Candidates (VIII) Advantages Disadvantages May not motivate people who are already employed to apply Can result in a lot of resumes Advertise • Good image-builder for your company if the ad is well-done • Many potential candidates will be looking for ads

27. Session Eight: Finding Candidates (IX) Thinking Out of the Box • Competitors • Persons with disabilities • Military retirees • Retired baby boomers • Outplacement firms • Companies that have announced cutbacks • Educational institutions • Employees

28. Session Nine: Advertising Guidelines Five Key Points (I) Key Parts of Your Ad • Information about the company • What position is being advertised? • What qualifications do they need? • What are the responsibilities and challenges for this position? • Performance clause

29. Session Nine: Advertising Guidelines Five Key Points (II) Other Tips • Position is important. • Graphics should be clean, easy to read. • Include a call to action. • Use white space.

30. Session Nine: Advertising Guidelines Ten Tests for Advertising (I) • Does the ad concentrate on the job? • Does it sort out and emphasize important details? • Does it highlight unique opportunities? • Is the ad specific? • Is the ad realistic?

31. Session Nine: Advertising Guidelines Ten Tests for Advertising (II) • Does the ad avoid clichés? • Does the ad speak to the reader? • Does the look of the ad portray the company image? The position’s importance to the company? • Would a stranger understand the job opportunities? • Does the ad sell the reader on the job?

32. Session Ten: Screening Resumes The Screening Process (I) Resume Rating Guide: Knockout Factors • Grade 12 or equivalent • Bilingual (Spanish-English)

33. Session Ten: Screening Resumes The Screening Process (II) Resume Rating Guide: Application • Complete (5 points) • Legible (5 points) • Resume attached (5 points)

34. Session Ten: Screening Resumes The Screening Process (III) Resume Rating Guide: Education • Post-secondary (5 points) • Post-secondary in related field (5 points) • Bachelor degree (5 points)

35. Session Ten: Screening Resumes The Screening Process (IV) Resume Rating Guide: Experience • Multiple phone lines (5 points) • 6 months to 3 years clerical/admin experience (5 points) • 3+ years clerical/admin experience (10 points)

36. Session Ten: Screening Resumes The Screening Process (V) Resume Rating Guide: Computer Experience • PC experience (5 points) • Macintosh experience (15 points) • Reports (5 points) • Spreadsheets (5 points)

37. Session Ten: Screening Resumes The Screening Process (VI) Resume Rating Guide: Keyboarding • 40-59 WPM (5 points) • 60+ WPM(5 points) Resume Rating Guide: Human Resources • Target group member (5 points)

38. Session Eleven: Performance Assessments (I) Technical Exercises:Advantages • More than one applicant can perform an assessment at the same time. • They can be completed and submitted electronically. • Some of the exercises and questions can be used for performance-based interview questions.

39. Session Eleven: Performance Assessments (II) Technical Exercises:Examples • A computer analyst would be required to debug software. • A manager would be required to review an employee’s work, identify mistakes, make suggestions for improvement, and provide feedback.

40. Session Eleven: Performance Assessments (III) Technical Exercises:Examples (ctd.) • A marketing coordinator would be required to create and lay out promotional materials using appropriate software. • An executive director would be required to develop strategies, take action, and make decisions based on a briefing file.

41. Session Eleven: Performance Assessments (IV) What Are Performance-Based Exercises? • Applicants must solve a set of work-related problems • Easy to develop • Can be developed to simulate any environment • Do not have to be written

42. Session Eleven: Performance Assessments (V) Identifying Performance-Based Exercises • Review the job for examples of work • Describe the type of information needed • Gather background information for each performance-based exercise

43. Session Eleven: Performance Assessments (VI) Creating Performance-Based Exercises • Include background information. • Describe what actions you would take. • Describe any risks associated with your actions or steps and alternatives you would suggest to minimize risks. • List the key elements you would include and provide reasons why.

44. Session Eleven: Performance Assessments (VII) Creating Performance-Based Exercises ctd. • List the information you would collect and how or where you would collect it. • Describe the steps you would take, including time frames. • Outline the process you would recommend.

45. Session Eleven: Performance Assessments (VIII) Creating Performance-Based Exercises ctd. • List the issues or items that should be considered. • List who you would involve, what their roles would be, and why. • Describe how you would prevent this type of situation from occurring in the future.

46. Session Eleven: Performance Assessments (IX) Creating Performance-Based Exercises ctd. • Outline three to five options you would consider and provide reasons why. • Indicate three to five significant changes that occurred over the past year. • Indicate three to five significant changes or challenges you are expecting the next three years and outline your strategies.

47. Session Eleven: Performance Assessments (X) Completing the Assessment • Add a title. • Add a completion time. • Include suggested answers and a scoring method (for the recruiter).

48. Session Twelve: Problems Recruiters Face • The recruiter doesn’t know applicant’s qualifications or specifics of the job. • The recruiter makes a poor impression that gets transferred to the company. • The recruiter has no plan in place for a structured interview.

49. Session Thirteen: Interviewing Barriers • Leniency or stringency • Halo/horn effect • Error of central tendency • Stereotyping

50. Session Fourteen: Non-Verbal Communication Body Language Basics (I) • Miscommunication is another barrier. • Non-verbal language can trip us up. • Mark Bowden recommends using the truth plane.