THE KEY TO HIRING SUCCESS

Because Great Interviewers are Made – Not Born

Presenter:

Dr. Pat Hauenstein

Chief Science Officer,

OMNIview

Pat.hauenstein@omniview.com

Presenter:

John Reynolds

Chief Executive Officer,

OMNIview

John.Reynolds@omniview.com

Improve employee performance with the largest and fastest-growing library of training videos.

4

What is your primary role in the interview process used in your

organization?

Screener/Pre-Interview

Recruiter

Recruiting Manager

Talent Acquisition Leader (Director or VP)

Other

5

10 Common Interviewer Mistakes

Untrained interviewers are prone to many mistakes. Here are 10

of the most common…

#10: IF YOU DON’T KNOW WHERE YOU ARE GOING, ANY ROAD WILL TAKE YOU THERE

6

Interviewers don’t have a clue what they are

interviewing for – no roadmap or definition of the

competencies required for success.

#9: INTERVIEWERS MAKE UP THEIR OWN QUESTIONS

7If they do have some idea what qualities they want to

assess, then they don’t know the right questions to ask.

“If you were a tree,

what kind of tree

would you be, and

why?”

#8: PLAYING AMATEUR PSYCHOLOGIST

8

Interviewers are overly confident of their ability to

accurately “size someone up.” They like to play

amateur psychologist.

#7: I’LL DO IT MY WAY

9Managers resist structure and like to do things “their

way” which usually is a mistake.

“Mistakes? I’ve made

quite a few”

#6: NO RESPONSE EVALUATION STRATEGY

10Interviewers have no clue on how to evaluate candidate

responses or what constitutes a good response.

#5: ALLOWING BIASES TO INFLUENCE

11

Attractiveness, interpersonal skills and verbal fluency

overly influence decisions as well as other individual

biases, personal prejudices, and stereotypes.

“I think I’m looking

for someone who is a

lot like me”

#4: LOOKING FOR NEGATIVES

12Interviewers look for a reason to reject a candidate

rather that examine their positive qualities.

#3: DEATH BY INTERVIEW & OTHER FORMS OF CANDIDATE ABUSE

13

Excessive interviews do not add incremental value and

leave a negative impression of the organization on

candidates .

#2: ONE WAY CONVERSATIONS

14Interviewers monopolize the airtime & don’t give

candidates time to fully respond or ask questions.

#1: A LACK OF STRUCTURE, CONTENT, AND PROCESS

15

This is the core problem behind poor interviewing and

the reason why organizations should turn to training

interviewers to conduct blended behavioral interviews.

16

To what extent do you think these common mistakes are being

committed by interviewers in your organization?

Great extent

Moderate extent

Limited extent

Don’t know

PROFESSIONAL INTERVIEWS ARE STRUCTURED

A Complete

Solution

Structured Evaluation

Process

Structured Response

Format

Structured

Competency

Architecture

Structured

Data

Integration

Process

Structured

Pre-Planned

Questions

STRUCTURE MATTERS!

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Structured Unstructured

Comparison of the Validity of Structured Interviews vs.

Unstructured Interviews

Note: Validity refers to

the ability of a measure to

predict future success, it

ranges from 0 to 1 and .63

is awesome.

And… BRINGS A HUGE ROI!

• Research suggests that the difference in value between an

employee performing at the 83rd percentile in their role

compared to an employee at the 50th percentile is 40% of their

annual salary!

19

And… BRINGS A HUGE ROI!

• Hiring and training costs can vary from

25 to 200% of annual compensation

20

And… BRINGS A HUGE ROI!

• Replacement of an employee can range from

two to seven times his/her salary.

21

22

Which of the following describes the level of structure and

consistency in your organization’s interviewing approach?

A consistent structure and approach has been implemented

Some consistency and structure in place but practices still vary

Little to none

Don’t know

23

What Do Interviewers Need to

Learn?

Interviewers can be trained to conduct awesome interviews and

achieve consistent predictive accuracy

THE FUNDAMENTAL PRINCIPLES OF BEHAVIORAL INTERVIEWING

• THE BEHAVIOR CONSISTENCY PRINCIPLE – the best predictor of

future behavior is past behavior in similar circumstances

• COROLLARY 1 – the more recent the behavior, the better the predictive power

• COROLLARY 2 – the more longstanding the behavior, the better the predictive

power

• Understanding and using competencies

• Behavioral description questions vs. other types of interview questions24

HOW TO CONDUCT A “BLENDED” INTERVIEW

USE A VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE

BEHAVIORAL INTERVIEW:

•Establish rapport and put the candidate at ease which

makes for a more productive interview

25

HOW TO CONDUCT A “BLENDED” INTERVIEW

USE A VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE

BEHAVIORAL INTERVIEW:

• Provide a conversational flow and context for asking

behavioral questions

26

HOW TO CONDUCT A “BLENDED” INTERVIEW

USE THE VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF

THE BEHAVIORAL INTERVIEW:

•Obtain better and more complete behavioral responses

to behavioral questions

27

HOW TO CONDUCT A “BLENDED” INTERVIEW

USE THE VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF

THE BEHAVIORAL INTERVIEW:

• Provide information on the whole person including

interests, job experience, impact, and enthusiasm for

the position

28

HOW TO ELICIT A COMPLETE BEHAVIORAL RESPONSE

BE ABLE TO RECOGNIZE AND ELICIT COMPLETE BEHAVIORAL

RESPONSES THAT HAVE THREE CRITICAL COMPONENTS:

• Circumstances

• Actions

• Results

29

HOW TO EVALUATE CANDIDATE RESPONSES

EFFECTIVELY EVALUATE CANDIDATE RESPONSES IN AN

INTERVIEW. APPLY THE KEY PRINCIPLES OF:

• Situation similarity

• Approach effectiveness

• Significance

30

HOW TO FOLLOW A PROFESSIONAL INTERVIEW PROCESS

• A PROFESSIONAL INTERVIEWER NEEDS TO MAINTAIN CONTROL

OVER THE INTERVIEW PROCESS TO ENSURE THAT BOTH THE

INTERVIEWER’S AND THE CANDIDATE’S OBJECTIVES ARE MET.

• How to organize interview time

• How to manage the pace of an interview to ensure full and proper coverage

of each assigned competency

• How to adhere to legal standards in conducting the interview

31

32

What is the Best Way to Learn?

Time constraints, technology, and research have shaped the way

interviewers build professional skills in the digital age

LEARNING FORMAT

THE KEY TO AN EFFECTIVE LEARNING DESIGN FOR THE

DIGITAL AGE CONSISTS OF:

• Provide opportunities to practice and develop on the job.

• Research shows that 70% of development happens on the job;

20% through coaching and mentoring and 10% through

formal learning, which includes e-learning modules.

• Effective e-learning courseware structures the 70% through

step by step instructions, thus leveraging the natural way a

person develops. 33

LEARNING FORMAT

THE KEY TO AN EFFECTIVE LEARNING DESIGN FOR THE

DIGITAL AGE CONSISTS OF:

• Short, bite-sized learning modules that can be delivered on

mobile devices

• Learners retain more information when it is delivered in

small, bite sized learning modules.

• Small bite sized learning modules and mobile device delivery

meet the time constraints and schedules of people in the

digital age. 34

ACCESS THE TOTAL SOLUTION NOW!

• OMNIview partnered with the Vado learning team to create bite sized e-learning

courses that build the skills needed to become a great interviewer. with six

courses, covering six topic areas, interviewers and hiring managers now have the

tools they need to be professional interviewers…

BECAUSE GREAT INTERVIEWERS ARE MADE – NOT BORN

35

TotalView Interviewing Toolkit

NEW Course!

Approved by the Project Management Institute (PMI) for continuing education credit.

1. Interviewing Basics2. Recognizing Behavior Responses 3. Evaluating Candidate Responses4. Conducting Professional Interviews 5. The Blended Interview Process 6. The Legal Aspects of Interviewing

UPDATE IMAGE

Try out these video lessons

and more!

Let us know through the poll if you’d like a free trial of BizLibrary’s

online course collection.

Thousands of videos and unlimited access for

your employees.

www.bizlibrary.com/free-trial

Wednesday, Jan. 20th1 p.m. Central, 2 p.m. Eastern

Wednesday, Jan. 27th1 p.m. Central, 2 p.m. Eastern

Join us for future webinars!

www.bizlibrary.com/webinars

For Upcoming and On-Demand Webinars

Presenter:

Dr. Pat Hauenstein

Chief Science Officer,

OMNIview

Pat.hauenstein@omniview.com

Presenter:

John Reynolds

Chief Executive Officer,

OMNIview

John.Reynolds@omniview.com