Because Great Interviewers Are Made - Not Born
39
THE KEY TO HIRING SUCCESS Because Great Interviewers are Made – Not Born
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Transcript of Because Great Interviewers Are Made - Not Born
THE KEY TO HIRING SUCCESS
Because Great Interviewers are Made – Not Born
Presenter:
Dr. Pat Hauenstein
Chief Science Officer,
OMNIview
Presenter:
John Reynolds
Chief Executive Officer,
OMNIview
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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
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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!
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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
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Presenter:
Dr. Pat Hauenstein
Chief Science Officer,
OMNIview
Presenter:
John Reynolds
Chief Executive Officer,
OMNIview
