eBook: How to conduct successful interviews
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Transcript of eBook: How to conduct successful interviews
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
An interview is your most critical tool in assessing whether or not the
candidate is the right ft or your organisation. Talk is not cheap
i your interview technique ails to result in the right person in the
right job.
Part1:QuestionyourselPart2:WhatquestionstoaskPart3:...andwhatdefnitelynottoaskPart4:ThethreestagesoaninterviewPart5:Thesolution
Part6:Insummary
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
part o the hw t series by Rbrt Ha
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PART 1: QueSTion youRSel
Rbr: As rs hw d ar r trw tchqs?
Do you know what to look for in a candidate?
Do you know what questions to ask to bring out the right information?
Can you spot if someone is exaggerating or hiding the truth?
Do you know how to manage either overly talkative or less communicative candidates?
Are you overselling the role/company?
Are you talking too much and not letting the candidate speak?
Canyouspotifsomeoneisexaggeratingorhidingthetruth?
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
PART 2: WHAT QueSTionS To ASk
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Here are a ew questions that should enable candidates to reveal who they
really are:
Why are you changing jobs? Be wary of candidates who bad mouth a
past employer.
What did you like about your last job? A candidate who cant answer this is
probably incapable o thinking beyond the basic mechanics o the job.
If you could have made improvements in your last job, what would they
have been? This should give you an idea of the candidates lateral thinking
capabilities and reveal their general att itude.
Describe the qualities of someone who youve worked with that you admire.
This will give you an insight into what the candidate may strive to be like.
What kinds of people annoy you most? Often candidates will c ite character
traits that do not apply to themselves.
Describe an emergency situation in a previous job when you have had to
reschedule your time. This is a way of nding out if the candidate would be
willing to work extra hours if needed.
Bewaryofcan
didates
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apast
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
PART 3: ...AnD WHAT DeiniTely noT To ASk
Rbr: B d th qsts as a caddat.
Interviewing techniques have evolved over time and in many ways have changed due to social
developments in and out of the workplace. Indeed anything referring to gender, religious beliefs,
age or sexual orientation are all to be avoided. We list below questions which once were deemed
acceptable to ask, and are now denite no-nos!
Are you married?
Are you planning on having children?
How old are you?
What is your religion?
Interviewquestionscontinuetoevolve
overtime.
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
PART 4: THe THRee STAgeS o An inTeRvieW
Rbr: lt th caddat d th ta.
There are three defnitive stages to every interview. Here we outline the three
stages and the best way to manage each stage in order to ensure you can
determine whether the candidate really is the right person or the job.
Stage 1: Interview introduction
Greet the candidate, outline your position in the organisation and try to build
some rapport with the candidate to ensure he/she relaxes and communicates
reely with you.
Open with an icebreaker question or statement and then explain what you
will cover o in the interview. Remember as the interviewer you are the
ambassador or the company the ace o the company. First impressions
leave a lasting eect.
Stage 2: Interview body
This will be the most time consuming part o the interview so it is important you
plan to ensure you make an eective evaluation o the candidate. Ensure the
questions you include cover education/qualications and work history.
And, remember to ask open-ended questions the who, what, why, when,
where and how! Let the candidate do the talking and be a good listener.
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
PART 4: THe THRee STAgeS o An inTeRvieW ct.
Stage 3: Closing the interview
It is important to do the ollowing when closing an interview:
- Answering questions: Give the candidate the opportunity to ask any questions relating to
the role. This will give you an insight into the candidates thought processes and show
their initiative.
- Explain processes: It is important, and fair, to let the candidate know what the next stage
o the recruitment process will be and also provide a time rame.
- Give feedback: A good interviewer will always give the candidate honest and appropriate
eedback. It is imperative to close the interview on a positive note as it is the last
impression the candidate will remember. Walk the candidate to the door/lift, and
always thank them or their time.
Theintervieweristhe
companyambassador.
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PART 5: THe SoluTion
Rbr: w th Cptc Basd itrw (CBi) tchq w
sr jd r caddats th sa crtra ad ra parta.
By following the Competency Based Interview (CBI) technique you can make your
interview work for you. The CBI approach ensures that you are judging your candidates
on the same impartial criteria and has a clear focus on establishing job t. Matching the
candidate and the job not only in terms of can do but also in terms of will do.
Candidates are asked to describe their behaviour according to the situation in which it
occurred, the approach they took and the outcome. An example below:
Stat: the candidate is asked to detail a situation in which they have been called upon
to exhibit a certain character trait. Eg. Tell me about a situation in which you had to deliver
some unwelcome news.
Apprach: the candidate has to detail how they set about handling a situation.
Eg. How did you go about breaking the news?
otc: the candidate must demonstrate why they eel the outcome was successul.
Eg. How did the person take the news?
TheCBIhasaclear
focusonestablishing
jobftaswellas
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PART 6: in SummARy
To summarise the basic interview ormat:
Prepare for the interview
Follow a logical sequence
Create a proper environment
Relax the candidate
Let the candidate do the talking
Perfect your questioning
Become a better listener
Keep your reactions to yourself
Stay in control
Take notes
Sell but dont oversell the role
Close the interview with a positive lasting impression Followthesestepstoensureeveryinterviewworksforyou.
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START PART 1: QueSTion youRSel PART 2: WHAT To ASk PART 3: WHAT noT To ASk PART 4: inTeRvieW STAgeS PART 5: SoluTion PART 6: SummARy iT DoeSnT enD HeRe
iT DoeSnT enD HeRe
This latest guide in our eBook series was designed to share our insights gleaned from years of
working with candidates and clients across all kinds o industries.
We are always interested in hearing any interview tips you have, so if there are any nuggets of
information that you would like to share, please do get in touch.
Wr hr t hp wth r rcrt ds.
Ctact th fc arst r r rat:
Astraa:www.roberthal.com.au [email protected] 61 2 9241 6255
[email protected] 61 3 9691 3631
[email protected] 61 7 3039 4202
[email protected] 61 8 6430 6801
[email protected] 61 2 8833 4500
[email protected] 61 3 9239 8100
nw Zaad:www.roberthal.co.nz [email protected] 64 9 915 6700Japa:www.roberthal.jp [email protected] 81 3 5219 6633
[email protected] 81 6 4560 5522
H k:www.roberthal.com.hk [email protected] 85 2 3653 7300
Sapr:www.roberthal.com.sg [email protected] 65 6533 7778
Askaboutourotherresearchmaterials
andguidebooks:
2010 Robert Half. An Equal Opportunity Employer.