Transcript PRODUCTIVITY - eclips.northern.edu

JOB INTERVIEWS
TYPES
QUESTIONS
TIPS
TECHNIQUES
ADVICE
INTERVIEWS
•Interviews stress both the interviewee
and the interviewer.
•Each organization develops its own style
of interview.
•Style based on org’s perception of
usefulness of interviews.
•Lack of standard creates uncertainty for
candidate.
•Knowing types of interviews may make
interview more comfortable for both.
INTERVIEWS
TYPES
Screening v. Hiring/Selection
•Screening used to qualify before meeting
with a higher authority
•Save time and money by eliminating
unqualified candidates
•Telephone
•Computer
•Videoconference
INTERVIEWS
•Telephone – most common; general
sense
•Computer – mc questions, phone or
website
•Videophone, Video Conference - >1/2 of
fortune 500 firms use VC
INTERVIEWS
SELECTION
•2 – Way street
Types
•One-on-One
•Serial
•Sequential
•Panel
•Group
SELECTION INTERVIEWS
•One-on-One – traditional, variable, both
get sense of fit
•Serial – Candidates passed from
interviewer to interviewer throughout day.
Can take weekend or several days.
•Sequential – Meets with progressively
higher interviewers over course of weeks
•Panel – appear before a committee. Can
be intimidating.
•Group – Interview group at once.
SELECTION INTERVIEWS
•Situation/Performance – role play job
function. CS Rep, dept. store.
•Audition – simulation or brief exercise to
assess skills. Computer, mechanic,
welder.
•Stress – assess reactions under stress.
•Behavioral Interview – use a candidate’s
previous behavior to indicate future
performance.
SELECTION INTERVIEWS
•Structured interview – ask candidates the
same questions.
•Informal interviews – let candidate get
too relaxed.
•Assessment Instruments/Testing –
personality, aptitude, assessment centers
SELECTION INTERVIEWS
Structured interview
•Ask candidates the same questions
•Scientifically, the best type of interview.
Unstructured interview
•Difficult/Impossible to compare answers
•Least valid ways to hire
•Questions lack job relevance
SELECTION INTERVIEWS
Assessment Center
•Most sophisticated and expensive
method
•1920’s German officers, British civil
servants
•OSS spies and secret agents
•Used to assess, identify, and develop
leadership potential
SELECTION INTERVIEWS
Assessment Center
•Virtual reality experience
•Personality inventories
•Mental abilities tests
•Simulated environment where behaviors
are recorded by observers
•In-Basket Exercise
•Role Plays
SELECTION INTERVIEWS
In-Basket Exercise
•Work simulation that requires a
candidate to read an overview of the
organization and the position
•Candidates given two hours to indicate
how they would handle, prioritize various
e-mails, memos, voice mails, phone calls
in a typical manager’s in-basket
SELECTION INTERVIEWS
Assessment Center
•Assessors look across all of the
instruments and simulations to create
overall competency scores
•$2,000 - $10,000 per candidate
SELECTION INTERVIEWS
•Mealtime interviews – assess candidate’s
social skills.
Tips
•Don’t sit until host does
•Order less extravagant than interviewer
•Manageable food
•Let interviewer lead conversation
•Remember ordinary manners
SELECTION INTERVIEWS
•Follow-up interviews – second, third,
fourth call backs. Confirm decision,
difficult finalists, internal concerns.
SELECTION INTERVIEWS
CAVEATS
•Open to bias
•May miss certain areas of knowledge
•May stress one area and neglect another
•Problems in interpretation and analysis
of information
•Always the possibility of distorted
impressions
INTERVIEW QUESTIONING
•Bad or irrelevant information, or information that doesn’t predict future performance is the reason behind most bad
hires.
•Best predictor of future behavior is past
behavior.
•Behavior based interviewing
“Oh Say” QUESTIONS
•Determine an applicant’s skill level as
well as his/her view toward conquering
adversity.
•O-S
Obstacle Situation
• A
Actions taken
E
End result
“Oh Say” QUESTIONS
•O-S
• A
E
•O-S
•
Obstacle Situation
Actions taken
End result
A
Tell me about a specific time
when you dealt with ……
Tell me what action you took.
E
What was the end result?
“Oh Say” QUESTIONS
•O-SAE Method uses set of 3 questions
for each skill that needs to be measured.
•Customize to particular situation.
•Question must include Obstacle.
•Both high and low performers can
perform well when the circumstances are
obstacle free and easy.
•When the going gets tough, low
performers throw in the towel.
INTERVIEW TIPS
INTERVIEWER
•Write down your questions
•Decide what you need to learn and
prepare questions to probe.
•Plan the environment – privacy, no
interruptions, ensure the interviewee is
looked after while they wait.
•Arrange seating in an informal relaxed
way. Don’t sit behind desk opposite
interviewee. Coffee or meeting room table
MORE INTERVIEW TIPS
INTERVIEWER
•Clear your desk, apart from what you
need for the interview. Shows prepared
and organized.
•Put the interviewee at ease.
•Explain clearly and concisely the details
of the organization and the role.
•Ask open-ended questions – how, why,
tell me, what
•Make interviewee do 90% of talking.
MORE INTERVIEW TIPS
INTERVIEWER
•Use “Why” often to probe reasons,
thinking, find real motives
•High pressure rarely exposes hidden
issues – calm, gentle, clever questions do
•Probe the cv to clarify holes
•Personality test results
INTERVIEWEE TIPS
•Research the firm as much as possible.
•Prepare to say - Why you want the job,
What your best achievements are.
•Assemble hard evidence of your success
•Up to date cv. Bring a spare.
•Review your personal goals and be able
to speak openly about them.
•2 or 3 good references. Contact them
•Enthusiastic, alert, positive mind set.
MORE INTERVIEWEE TIPS
•Discover your personality strengths and
weakness and be able to discuss.
PRESSURE QUESTIONS
•Weakness and Failure
•Blame
•Evidence of Ability or Experience
•Be confident, credible, and constructive.
Accentuate the positive.
•Be prepared.
WEAKNESS & FAILURE
•What is your greatest weakness?
•“I really can’t think of any”
•“I work too hard sometimes”
•“There are some things I’m not so good
at, but I’d never say these are weaknesses
as such – a weakness is a vulnerability,
and I don’t consider myself vulnerable. If
there’s something I can’t do or don’t
know, then I find someone who can do it
or does know.”
BLAME
•Why did you leave your last job?
•Why have you had so many jobs?
•Never blame anyone or anything.
Employers want people who take
responsibility, have initiative, and create
answers not problems.
•“I was ready for more challenge.”
•Praise last employer.
PROVE IT QUESTIONS
•“Can you give me an example?”
•Clearly understand requirements of job
you are applying for.
•Use quantified evidence where possible.
FOLLOW- UP
•Letter, email, phone.
•Passionate and determined not desperate
and crawling.
FOLLOW- UP
•Letter, email, phone.
•Passionate and determined not desperate
and crawling.
PERCEIVED
ORGANIZATIONAL SUPPORT
POS
POS
FIT
FIT
COM
COM
AVERAGE
RANGE
AVERAGE
RANGE
AVERAGE
RANGE
3.86
2.7 - 4.5
4.15
1.9 – 5.0
3.82
2.7 – 4.6