How To Conduct A Successful Interview Webcast

How To Conduct A Successful Interview Webcast


HELLO, AND WELCOME
TO OUR WEBCAST PRESENTATION ON HOW TO CONDUCT
A SUCCESSFUL HIRING INTERVIEW. IT’S HOSTED BY OPM. AND MY NAME
IS SANDRA NELSON. AND FOR THE NEXT HOUR, I’LL BE WALKING YOU THROUGH
SOME INDUSTRY PRACTICES ON HOW TO DEVELOP AND CONDUCT
A SUCCESSFUL INTERVIEW. SO… I’LL BEGIN BY COVERING, WHEN SHOULD A HIRING MANAGER
CONDUCT AN INTERVIEW? I’LL HIGHLIGHT
SOME SIMILARITIES AND DIFFERENCES BETWEEN
STRUCTURED INTERVIEW AND HIRING MANAGER
INTERVIEWS. AND I’LL TAKE YOU
THROUGH SOME STEPS ON HOW YOU CAN ACHIEVE YOUR GOAL
FOR HIRING THE RIGHT CANDIDATE, SUCH AS DEVELOPING
THE INTERVIEW QUESTION, PREPARING FOR THE INTERVIEW AND CONDUCTING THE INTERVIEW. AND ALSO, WE’LL TALK
ABOUT TAKING NOTES AND ALSO TALK
ABOUT OTHER TIPS. AND, OF COURSE,
WE’LL BE COVERING WHAT THINGS
YOU SHOULD AVOID. IN THE END, WE’LL WRAP UP WITH
SOME OTHER ADDITIONAL RESOURCES THAT YOU CAN USE
THAT ARE POSTED ON OUR WEBSITE. SO LET’S GET STARTED. SO WHEN SHOULD
THE HIRING MANAGER CONDUCT THE INTERVIEW? IN THE COMPARATIVE
EMPLOYMENT PROCESS, THIS SHOULD HAPPEN AFTER
THE CERTIFICATE HAS BEEN ISSUED. THEREFORE, TO SUPPORT
YOUR EFFORTS IN BEING ABLE TO BE
MORE INVOLVED, AND ALSO STREAMLINING
THE HIRING PROCESS, YOU OUGHT TO HAVE
YOUR INTERVIEW QUESTIONS PREPARED OR READY TO GO. IT’S BENEFICIAL TO REACH OUT
TO YOUR HR SPECIALIST AT THE BEGINNING
OF THE HIRING PROCESS, SO THAT THEY CAN ASSIST YOU IN DEVELOPING
YOUR INTERVIEW QUESTIONS. INTERVIEWING THE CANDIDATE
ACTUALLY GIVES YOU, AS THE MANAGER, THE OPPORTUNITY
TO MEET THE CANDIDATE AND ASK THE CANDIDATE
JOB RELEVANT QUESTIONS ABOUT THEIR EXPERIENCES THAT ARE LISTED
ON THEIR RESUMES. THIS WAY, YOU CAN GATHER
MORE INFORMATION, SO THAT YOU CAN MAKE
A MORE INFORMED DECISION. LIKEWISE,
YOU GIVE THE CANDIDATE AN OPPORTUNITY
TO ASK QUESTIONS BECAUSE THEY, ALSO,
WANT TO KNOW WHETHER OR NOT THIS JOB
IS THE RIGHT FIT FOR THEIR SKILL SETS
AND THEIR PROFESSIONAL GOALS. SO, WHILE THERE’S A LOT– THERE’S A VARYING AMOUNT
OF STRUCTURE THAT YOU CAN ADD INTO AN INTERVIEW PROCESS. WITH A STRUCTURED INTERVIEW, YOU CAN MAKE
HIRING MANAGER INTERVIEW REFLECT THE SAME STRUCTURE. BY DOING SO, YOU CREATE A MORE
STANDARDIZED INTERVIEW PROCESS. BY CREATING A STANDARDIZED
INTERVIEW PROCESS, YOU AS THE MANAGER
CAN EXPERIENCE MORE CONSISTENCY
IN THE INFORMATION THAT YOU GATHER, AND DOING SO, MAKE A BETTER
INFORMED DECISION. BY ALLOWING THE CANDIDATES
TO BE MEASURED ON THE SAME RULER,
SO TO SPEAK, THAT WAY, YOU CAN BE ABLE
TO BETTER DISTINGUISH DIFFERENCES BETWEEN
YOUR CANDIDATES. SO, JUST AS
WITH THE HIRING, UH, WITH THE STRUCTURED
INTERVIEW PROCESS, THE HIRING MANAGER INTERVIEW
PROCESS CAN USE THE SAME QUESTIONS. THE CANDIDATES CAN BE GIVEN
THE SAME AMOUNT OF TIME. HOWEVER, THE DIFFERENCES BETWEEN
THE STRUCTURED INTERVIEW PROCESS AND THE HIRING MANAGER
INTERVIEW PROCESS COMES WHERE YOU TALK
ABOUT SCORING NOTES. WITHIN THE STRUCTURED
INTERVIEW PROCESS, YOU CAN SCORE THE NOTES. HOWEVER, IN THE HIRING
MANAGER INTERVIEW PROCESS, YOU DO NOT SCORE YOUR NOTES. SO LET’S LOOK
AT SOME KEY STEPS THAT CAN MAKE YOUR INTERVIEW
PROCESS MORE SUCCESSFUL. WE’LL TAKE A LOOK AT
DEVELOPING INTERVIEW QUESTIONS. AS I MENTIONED,
PREPARING FOR THE INTERVIEW, CONDUCTING THE INTERVIEW,
THEN TAKING NOTES, AND LIKEWISE, THERE’S OTHER TIPS
THAT YOU CAN USE. ONE OF THE THINGS
THAT YOU MIGHT WANT TO CONSIDER WHEN GOING FORWARD IN DEVELOPING
YOUR INTERVIEW PROCESS IS THAT THESE ARE
JUST GENERAL STEPS THAT I’M MENTIONING HERE, BUT THERE ARE OTHER THINGS
THAT YOU CAN DO SPECIFIC TO YOUR AGENCY, AND CONSULT
WITH YOUR HR SPECIALIST AND THEY CAN ASSIST YOU. SO, LET’S TURN OUR ATTENTION TO DEVELOPING
YOUR INTERVIEW QUESTIONS. YOU’LL FIND THAT
LIKE A STRUCTURED INTERVIEW, THE HIRING MANAGER INTERVIEW
IS WELL SUITED FOR ASSESSING COMPETENCIES
SUCH AS TEAMWORK OR COMMUNICATION, INTERPERSONAL SKILLS, CONFLICT MANAGEMENT AND INFLUENCING IN NEGOTIATION. WHEN DEVELOPING
YOUR INTERVIEW QUESTIONS, YOU WANT TO BE ABLE
TO TYPICALLY SELECT FOUR TO SIX COMPETENCIES IN WHICH TO DEVELOP
YOUR QUESTIONS UPON. NOW, YOU MAY WANT TO CONSIDER
MORE COMPETENCIES IF YOUR JOB IS UNIQUE
OR YOU’RE ACTUALLY TRYING TO SELECT
FOR A HIGHER LEVEL POSITION. HOWEVER, YOU WANT
TO ALSO CONSIDER THAT YOU WANT TO USE
ENOUGH COMPETENCIES THAT ARE MANAGEABLE. SO, THERE ARE SOME TIPS
YOU’LL WANT TO REMEMBER WHEN YOU’RE SITTING DOWN TO DEVELOP
YOUR INTERVIEW QUESTIONS. YOU SHOULD THINK
ABOUT QUESTIONS SUCH AS, “DOES THE QUESTION
REFLECT THE JOB AND IS TIED
TO THE COMPETENCIES IDENTIFIED FOR THE JOB
BY THE JOB ANALYSIS?” YOU WANT TO MAKE SURE
YOUR QUESTIONS ARE OPEN-ENDED, THIS WAY YOU GIVE
THE CANDIDATE AN OPPORTUNITY TO GIVE MORE DETAIL
ABOUT THEIR EXPERIENCES, AND YOU CAN GATHER
MORE INFORMATION. YOU ALSO WANT TO MAKE SURE YOUR QUESTION
IS CLEAR AND CONCISE. WHEN YOUR QUESTIONS
ARE CLEAR AND CONCISE, THE CANDIDATE
WILL NOT GO OFF TOPIC, AND THEY’LL GIVE YOU
THE INFORMATION THAT YOU’RE LOOKING FOR, SO THAT YOU CAN BE
BETTER INFORMED. YOU ALSO WANT TO CONSIDER, MAKING SURE YOUR QUESTION
IS FREE FROM JARGON. WITHIN THE FEDERAL GOVERNMENT,
WE HAVE MANY ACRONYMS. AND BECAUSE OF THOSE ACRONYMS, WE’RE QUITE FAMILIAR
OF WHAT WE MEAN, BUT THEN, WHEN YOU HAVE
AN EXTERNAL CANDIDATE, THAT’S UNFAMILIAR
WITH THE FEDERAL GOVERNMENT. AND OUR ACRONYMS, THEY MAY NOT
NECESSARILY UNDERSTAND HOW TO ANSWER
THAT QUESTION FOR YOU. ALSO, YOU WANT TO WRITE
YOUR QUESTIONS IN SUPERLATIVES. SUPERLATIVES,
MEANING MOST, LEAST. WHEN YOU DO THAT, WHAT YOU’RE DOING
IS ALLOWING THE CANDIDATE TO GIVE YOU THEIR BEST EXAMPLE
WHEN YOU’RE ASKING THEM, WHEN THEY WERE MOST EFFECTIVE
OR LEAST EFFECTIVE, THEY’RE GIVING YOU THEIR BEST
EXAMPLES OF WHAT THEY CAN DO. AND THEN, FINALLY,
YOU WANT TO PROVIDE THE CONTEXT FOR THE QUESTION BECAUSE MANY TIMES,
THIS FRAMES YOUR QUESTION. AND THE CANDIDATE,
THEN UNDERSTANDS HOW THEY SHOULD BE
ANSWERING THIS QUESTION IN THE CONTEXT
IN WHICH YOU’RE REFERENCING. SO WE MOVE TO DEVELOPING
THE QUESTIONS. SO, WHEN WE’RE DEVELOPING
OUR QUESTION, YOU CAN USE THE STAR MODEL. THE STAR MODEL
IS SITUATION AND TASK, ACTION AND RESULTS. WHEN YOU’RE TALKING
ABOUT THE SITUATION, YOU’RE DESCRIBING
THE SITUATION, THE BACKGROUND OF THE EVENTS IN WHICH DIFFERENT TASK
AND ACTIVITIES ARE INVOLVED. YOU THEN, WANT THE CANDIDATE
TO EXPLAIN THE ACTIONS THAT THEY TOOK
WITH A GIVEN SITUATION AND HOW THEY MAY HAVE GONE
THROUGH OR RESOLVE AN ISSUE, OR WENT STEP BY STEP
IN ORDER TO ACHIEVE A PARTICULAR GOAL. AND THEN, YOU WANT THEM
TO TALK ABOUT THE OUTCOME. IN TALKING
ABOUT THE OUTCOME, YOU CAN THEN TALK
ABOUT THE RESULTS, HOW THEY WERE SUCCESSFUL, THINGS THAT THEY MAY HAVE
DONE DIFFERENTLY IN ORDER TO ACHIEVE
THEIR OUTCOME. AND THAT WAY, AGAIN,
WITH A VERY METHODICAL MANNER, YOU CAN THEN PROVIDE– THEY CAN PROVIDE YOU
WITH INFORMATION THAT THEY CAN USE. SO, THE STAR METHOD
IS A VERY POPULAR AND EFFECTIVE METHOD TO USE
AND MODEL TO USE FOR ACTUALLY DEVELOPING
YOUR QUESTIONS. WHEN YOU’RE DEVELOPING
YOUR INTERVIEW QUESTIONS, BASICALLY, THERE ARE TWO TYPES
OF INTERVIEW QUESTIONS. THERE’S THE BEHAVIORAL INTERVIEW AND THEN THERE’S THE SITUATIONAL
INTERVIEW QUESTION. BOTH QUESTION TYPES ACTUALLY
GET TO THE INFORMATION THAT YOU’RE LOOKING FOR,
BUT IN DIFFERENT WAYS. WITH THE BEHAVIORAL INTERVIEW, IT DRAWS FROM THE CANDIDATE’S
ACTUAL BEHAVIOR DURING THE PAST EXPERIENCES THAT DEMONSTRATE
JOB-RELATED COMPETENCIES. AND THE UNDERLYING PREMISE
TO THIS IS THAT THE BEST PREDICTOR
OF FUTURE BEHAVIOR IS PAST BEHAVIOR. WITH THE SITUATIONAL QUESTION, YOU’RE USING A REALISTIC
SCENARIO OR DILEMMA IN ORDER TO ASK
THE PARTICULAR CANDIDATE WHAT THEY WOULD DO. AND THE UNDERLYING PREMISE
BETWEEN– THE UNDERLYING PREMISE
FOR THIS PARTICULAR QUESTION IS THAT YOUR INTENTIONS
GENERALLY PREDICT YOUR ACTUAL BEHAVIOR. SO, LET’S TAKE A LOOK
AT AN EXAMPLE OF A BEHAVIORAL QUESTION. IN THIS INSTANCE,
OUR EXAMPLE COMPETENCY IS INTERPERSONAL SKILLS. IN TALKING ABOUT
INTERPERSONAL SKILLS, WE WOULD LIKE TO DEVELOP
A BEHAVIORAL QUESTION FROM THIS PARTICULAR COMPETENCY. OUR COMPETENCY READS,
IT SHOWS UNDERSTANDING, FRIENDLINESS, COURTESY, TACT, EMPATHY, CONCERN AND POLITENESS
TO OTHERS. DEVELOPS AND MAINTAINS EFFECTIVE
RELATIONSHIPS WITH OTHERS. IT MAY INCLUDE EFFECTIVELY
DEALING WITH INDIVIDUALS WHO ARE DIFFICULT,
HOSTILE, OR DISTRESSED. RELATES WELL TO PEOPLE
FROM VARIED BACKGROUNDS AND DIFFERENT SITUATIONS. IS SENSITIVE
TO CULTURAL DIVERSITY, RACE, GENDER, DISABILITIES AND OTHER INDIVIDUAL
DIFFERENCES. AND FROM THIS COMPETENCY,
THE QUESTION WAS DEVELOPED. DESCRIBE A SITUATION
IN WHICH YOU DEALT WITH INDIVIDUALS
WHO ARE DIFFICULT, HOSTILE OR DISTRESSED. WHO WAS INVOLVED? WHAT SPECIFIC ACTIONS
DID YOU TAKE? AND WHAT WE’RE THE RESULTS? THAT SEEMS SIMPLE ENOUGH. SO YOU MAY ASK,
“HOW DO YOU ACTUALLY ARRIVE AT DEVELOPING
THAT QUESTION?” THE STEPS TO THIS
IS VERY SIMPLE. WHAT YOU WANT TO DO
IS THAT YOU WANT TO GATHER WHAT WE WOULD CALL
SUBJECT MATTER EXPERTS. GENERALLY,
IT COULD BE YOUR PEERS OR SOMEONE WHO’S FAMILIAR
WITH THE JOB, SO THAT THEY CAN THEN
HELP YOU IDENTIFY VARIOUS
EXPERIENCED BEHAVIORS, EXPERIENCE-BASED BEHAVIORS
ON WHICH YOU WANT TO ASK QUESTIONS ABOUT. AND THEN, TIE THESE
TO THE COMPETENCY. ONCE YOU’VE DECIDED WHO YOU WANT
AS YOUR SUBJECT MATTER EXPERT OR JOB ANALYST OR JOB EXPERT, THEN YOU WANT
TO SIT THEM DOWN IN A GROUP OR YOU CAN USE OUR TECHNOLOGY
AND DO A WEBCAST OR A WEBINAR IN ORDER TO CONDUCT
THE MEETING, AND HAVE THEM
THINK ABOUT EXPERIENCES THAT WILL ACTUALLY REFLECT
THIS PARTICULAR COMPETENCY. ONCE YOU’VE GATHERED
THAT INFORMATION, THEN YOU’LL FORM QUESTIONS
BASED ON THAT INFORMATION. AND THEN FINALLY,
ONCE YOU FORM THE QUESTION, THEN YOU’LL WANT TO SIT, SELECT ANOTHER SET
OF SUBJECT MATTER EXPERTS TO REVIEW WHAT
YOU’VE ACTUALLY CREATED TO MAKE SURE THAT IT LINES BACK
TO YOUR COMPETENCY. SO, YOU’RE BASICALLY
DEVELOPING THE QUESTIONS, VERIFYING THE QUESTIONS, SO THAT YOU MAKE SURE
THAT YOUR QUESTION ALIGNS BACK
TO YOUR COMPETENCY. ONCE YOU’VE DONE THAT,
YOU HAVE A SET OF QUESTIONS THAT YOU CAN USE
FOR EACH AND EVERY CANDIDATE IN A STANDARDIZED PROCESS IN ORDER TO COLLECT
YOUR INFORMATION. SO WHAT ABOUT
A SITUATIONAL QUESTION? USING THE SAME EXAMPLE
OF INTERPERSONAL SKILLS, YOU CAN DEVELOP
A SCENARIO QUESTION. IN THIS INSTANCE,
THE SCENARIO QUESTION READS AS, “A VERY ANGRY CLIENT
WALKS UP TO YOUR DESK. SHE SAYS SHE WAS TOLD
YOUR OFFICE, SENT HER AN OVERDUE CHECK
FIVE DAYS AGO. SHE CLAIMS THAT SHE HAS
NOT RECEIVED A CHECK. SHE SAYS THAT
SHE HAS BILLS TO PAY AND NO ONE TO HELP HER. HOW WOULD YOU HANDLE
THIS SITUATION?” SO THIS WILL ILLICIT
FROM YOUR PARTICULAR CANDIDATE HOW THEY WOULD GO ABOUT
IN TERMS OF THE PROCESS OF RESOLVING THE SITUATION. SO HOW WOULD YOU ARRIVE
AT DEVELOPING THIS SCENARIO OF QUESTION? WHAT YOU WOULD DO, LIKEWISE, IS YOU WOULD SELECT
YOUR COMPETENCIES, SUCH AS IN THIS INSTANCE,
INTERPERSONAL SKILLS. YOU, AGAIN, WOULD WANT
TO ACTUALLY RECEIVE, GATHER SOME [UNCLEAR] TOGETHER AND ALSO THAT YOU CAN
ASK THEM SITUATIONS THAT THEY’VE ACTUALLY DEALT WITH IN WHICH THEY HAD INDIVIDUALS
THAT WERE LEAST EFFECTIVE OR MOST EFFECTIVE
IN ACTUALLY DISPLAYING THE BEHAVIORS
OF THIS PARTICULAR COMPETENCY. ONCE YOU’VE ACTUALLY RECEIVED
ALL OF THAT INFORMATION, THEN YOU’RE GONNA TURN THAT
INTO A SCENARIO OF QUESTIONS SUCH AS THE ONE
THAT YOU SEE HERE. AFTER YOU HAVE DONE THAT, THEN YOU’LL GET ANOTHER SET
OF SUBJECT MATTER EXPERTS IN ORDER TO VERIFY THAT
THAT PARTICULAR QUESTION REFLECTS THE COMPETENCY
THAT YOU’RE TRYING TO MEASURE. NOW, ONCE AGAIN, WE’RE LOOKING
AT TRYING TO STANDARDIZE A PROCESS
OF CREATING AN INTERVIEW AND DEVELOPING
INTERVIEW QUESTIONS, SO THAT YOU CAN HAVE
CONSISTENCY. I KNOW MANY TIMES,
PEOPLE WILL THINK THAT THIS PROCESS
TAKES SOME TIME. BUT IF YOU START EARLY, AND YOU IDENTIFY
YOUR SUBJECT MATTER EXPERTS AMONG YOUR PEERS,
YOUR COLLEAGUES, AND THOSE THAT ARE
FAMILIAR WITH THE JOB, YOU’D BE SURPRISED TO FIND
THAT THIS PARTICULAR EXERCISE DOES NOT TAKE THAT LONG. AND YOU WILL THEN
HAVE THE ABILITY TO HAVE THE BEST QUESTIONS
FOR THE INTERVIEW. BECAUSE, ONCE AGAIN, OUR GOAL IS TO SELECT
THE RIGHT PERSON FOR THE JOB. SO, YOU MAY ASK, “WHAT HAPPENS IF THE QUESTIONS
DON’T GET TO THE ANSWERS THAT YOU’RE LOOKING FOR?” THEN, YOU WANT TO DEVELOP
PROBE QUESTIONS. IT MAY BE NECESSARY
TO GUIDE THAT CANDIDATE TO THE THREE PIECES
OF INFORMATION THAT YOU’RE LOOKING FOR. SO, IN ORDER TO DO
THIS MORE ACCURATELY, WHAT YOU WANT TO DO
IS DEVELOP PROBE QUESTIONS THAT GET TO THE INFORMATION, THINGS YOU WANT TO CONSIDER. DO NOT LEAD– USE LEADING PROBES
TO CONVEY THE ANSWER BECAUSE, AGAIN, THE PERSON
IS SUPPOSED TO GIVE YOU HOW THEY WOULD DO
SOMETHING OR HOW THEY HAVE DONE
SOMETHING. AND IF YOU LEAD THE PERSON, THEN THEY’RE FOLLOWING
ACCORDING TO WHAT THEY THINK YOU WANT THEM TO ANSWER. BUT AT THE SAME TIME, YOU DO WANT TO NARROW IN
ON WHAT THE CANDIDATE HAS DONE IN TERMS OF THEIR SPECIFIC
ROLES AND ACTIVITIES. AGAIN, MANY TIMES, CANDIDATES
WHEN THEY’RE EXPLAINING WHAT THEY’VE DONE
IN A PARTICULAR SITUATION WILL USE THE WORD
“WE” OR “OUR TEAM.” WHAT YOU WANT TO DO
IS NARROW IN ON WHAT THAT PARTICULAR
CANDIDATE DID, SO THEY’RE STATING
WHAT THEY DID. SO THE RESPONSE
SHOULD BE “I DID, I WAS RESPONSIBLE, I ACTUALLY PUT TOGETHER
A PARTICULAR PROCESS.” THAT WAY, YOU KNOW EXACTLY
WHAT THEY’VE DONE IN TERMS
OF THOSE COMPETENCIES. AND THEN, YOU WANT
TO ALSO REMEMBER, NOT TO CHALLENGE THE CANDIDATE
IN WHAT THEY’VE SAID, EITHER BY WORD OR EXPRESSION, BECAUSE THIS IS THEIR
PERSPECTIVE AND THEIR STORY. AND WHETHER OR NOT
IT’S RIGHT OR WRONG, YOU WANT TO BE ABLE TO HAVE
THE CANDIDATES SPEAK FREELY. AND THEN FINALLY, DO NOT– DO ASK OPEN-ENDED QUESTIONS. DON’T ASK CLOSE-ENDED QUESTIONS
UNLESS YOU WANT A YES OR NO. YOU WANT TO HAVE
AN OPEN-ENDED QUESTION BECAUSE YOU WANT
THAT CANDIDATE TO EXPLAIN FROM START TO FINISH IN DETAIL
ALL OF WHAT THEY’VE DONE, SO THAT YOU CAN GATHER
MORE INFORMATION. THE WHOLE KEY
IS TO ALLOW THAT PERSON TO ACTUALLY OPEN UP AND GIVE YOU
ALL OF WHAT THEY’VE DONE, SO THAT YOU CAN UNDERSTAND
FROM BEGINNING TO END THE VARIOUS DETAILS
TO WHICH THEY’VE USED IN ORDER TO ACHIEVE
THEIR GOALS. SO HERE ARE SOME QUESTIONS
THAT YOU MAY WANT TO CONSIDER WHEN USING A PROBE QUESTION. FOR THE BEHAVIORAL QUESTIONS, WHEN YOU’RE TALKING ABOUT
SITUATION OR TASK PROBES, YOU WANT TO TALK ABOUT
WHO WAS INVOLVED BECAUSE THIS IS IMPORTANT IF THEY’RE DEALING
IN A TEAM ENVIRONMENT. THEY MAY BE WORKING
AMONGST THEIR PEERS, AND SO, IF YOU’RE LOOKING
TO SEE HOW THEY INFLUENCE OR NEGOTIATE
AMONGST THEIR PEERS, YOU WILL WANT TO KNOW
WHAT THE TEAM MAKE UP IS, OR IF THEY’RE WORKING
WITH THEIR MANAGER, OR OTHER PEOPLE
ACROSS DEPARTMENTS, HOW THEY WORK WELL
IN TERMS OF A TEAM ENVIRONMENT. LIKEWISE, IT MAY BE
A MATTER OF WORKING ONE-ON-ONE WITH A CUSTOMER. SO THEREFORE, IF YOU’RE
MEASURING CUSTOMER SERVICE, YOU’LL WANT TO KNOW
WHO WAS INVOLVED. FINALLY, WHAT FACTORS
LED UP TO THE SITUATION. SO, WHAT WAS THE PREMISE AND WHAT PROMPTED
THE NEED TO MAKE ACTION? AND SO, YOU CAN ALSO
FROM THAT QUESTION DETERMINE, HOW SIMPLE OR COMPLEX
THE SITUATION WAS IN ORDER TO JUDGE
HOW THEIR PARTICULAR ACTIONS AND THE OUTCOME WAS APPROPRIATE
FOR THE SITUATION AT HAND. SO THEN, WITH ACTION PROBES, YOU WANT TO TALK ABOUT,
“HOW DID YOU RESPOND?” MANY TIMES,
PEOPLE WILL SAY, “I RESPONDED CALMLY. I WAS ABLE TO LISTEN
AND FIND OUT WHAT THAT PERSON
WAS LOOKING FOR.” OR, “WHAT WAS YOUR ROLE? WERE YOU RESPONSIBLE
FOR THIS PERSON AND MAKING SURE
THAT THEY RECEIVE THE INFORMATION
THAT THEY NEEDED?” OR “WERE YOU THE PERSON
THAT THEY PASSED, WAS THAT IN BETWEEN?” SO THAT SOMEBODY ELSE
COULDN’T FIND THE INFORMATION, AND YOU WERE ABLE TO STEP IN
AND FACILITATE. AND THEN FINALLY,
WITH THE RESULTS, YOU WANT TO KNOW
WHAT WAS THE OUTCOME. IN MANY INSTANCES,
YOU WANT A POSITIVE OUTCOME. BUT WHAT HAPPENS
IF THERE WAS A NEGATIVE OUTCOME THAT HAPPEN SOMETIMES
BECAUSE OF SITUATIONS? HOW DID THEY MAKE
THE BEST OF IT? AND IF THERE WAS SOMETHING
THAT THEY FELT, THEY WOULD’VE DONE DIFFERENTLY. BECAUSE MANY TIMES,
A PERSON MAY HAVE STEPPED INTO THE MIDDLE OF A SITUATION, AND THEN TRY TO MAKE
THE BEST OF THAT SITUATION AND GET THE BEST RESULT
POSSIBLE. BUT IF THEY HAD
COME IN EARLIER, MAYBE THERE WOULD’VE BEEN
A DIFFERENT OUTCOME. SO, EXAMPLES OF
A SITUATIONAL QUESTION PROBE. WITHIN THE SITUATION TASK,
YOU MIGHT WANT TO ASK, “WHY DO YOU BELIEVE
THE SITUATION OCCURRED?” REMEMBER, YOU’RE PRESENTING
A HYPOTHETICAL SCENARIO. SO THE PERSON HAS THE ABILITY
TO GO BACK AND LOOK AT IT AND TRY TO FIGURE OUT
WHAT MIGHT HAVE CAUSED THIS PARTICULAR SITUATION
TO OCCUR. THERE ARE MANY OPTIONS TO IT, SOMETIMES THERE’S
A BEST OPTION TO IT. BUT REGARDLESS,
THEY THEN HAVE THE BLANK SLATE TO THEN GIVE YOU
THEIR THOUGHT PROCESS. AND THEN, WHAT WOULD YOU
CONSIDER TO BE THE MOST CRITICAL ISSUES
IN THE SITUATIONS. THEY CAN ANALYZE
THE SITUATION. YOU CAN SEE HOW THEY’RE LOOKING
AT THE SITUATION AND HOW THEY’RE REFLECTING
UPON WHAT MIGHT HAVE CAUSED THE SITUATION TO OCCUR. WITH THE ACTION PROBES, YOU SEE THAT YOU ASK “WHAT IS THE FIRST THING
YOU WOULD SAY OR DO?” BECAUSE HOW YOU START OFF
MAY BE IMPORTANT IN SETTING THE TONE AND ARRIVING
AT YOUR CONCLUSION. AND “WHAT ARE THE FACTORS
THAT WOULD AFFECT YOUR COURSE OF ACTION?” TAKING AN ASSESSMENT
OF THE ENVIRONMENT, AND THOSE THAT ARE INVOLVED, SO THAT YOU CAN ACTUALLY
MAKE A BETTER JUDGMENT ON HOW TO PROCEED. AND “WHAT ARE THE OTHER
ACTIONS YOU COULD TAKE?” THERE MIGHT BE ALTERNATIVES. SO YOU WANT TO BE ABLE
TO EXPLORE THAT WITH YOUR CANDIDATE. AND THEN FINALLY,
THE RESULTS PROBES. “HOW DO YOU THINK YOUR ACTIONS
WOULD BE RECEIVED?” ONCE AGAIN,
BEING HYPOTHETICAL, THIS PERSON WILL HAVE
WALK-THROUGH LOGICALLY IN A PROCESS
OF HOW THEY WOULD APPROACH THE PARTICULAR SITUATION, SO THEY WOULD EXPECT
THE PARTICULAR OUTCOME. AND THEN,
WHAT WOULD YOU CONSIDER AS BENEFITS OF YOUR ACTION? IN THE END, HOW WOULD EVERYONE
BENEFIT FROM THE ACTIONS THAT THAT PERSON HAS TAKEN. SO WE’VE WALKED THROUGH HOW TO DEVELOP
INTERVIEW QUESTIONS. MANY TIMES,
THIS IS THE ONE STEP THAT PEOPLE TAKE SHORTCUTS ON, BUT IF YOU SPEND
A LITTLE TIME HERE, THE QUESTION THAT YOU ASK
CAN MAKE A DIFFERENCE IN WHETHER OR NOT
YOU CAN ACTUALLY DETERMINE THE BEST CANDIDATE
FOR THE JOB. SO WITH THAT, I’D LIKE
TO TURN OUR ATTENTION TO PREPARING
FOR THE INTERVIEW. IN PREPARING
FOR THE INTERVIEW, THERE ARE THINGS
THAT YOU NEED TO CONSIDER BECAUSE YOU HAVE
TO SET THE TONE. SO, KNOW THE TASK
AND COMPETENCIES THAT YOU’RE GOING TO BE
INTERVIEWING ON, BE ORGANIZED AND PREPARED
FOR EACH INTERVIEW, AND LOOK
AND ACT PROFESSIONALLY. NOW MANY TIMES,
YOU LOOK AT THIS, THESE THREE POINTS AND SAY, “WELL, OF COURSE,
I SHOULD KNOW THE TASK AND COMPETENCIES
OF THIS JOB.” BUT SOMETIMES,
YOU MIGHT NOT FOCUS ON THE TASKS
AND COMPETENCIES THAT YOU WANT YOUR INTERVIEW
TO FOCUS ON. SO WHEN YOU’RE TALKING
ABOUT FOCUSING ON THE TASK AND COMPETENCIES, IT’S WHAT YOU’RE TRYING
TO GET AT IN YOUR INTERVIEW. BE ORGANIZED AND PREPARED THAT MEANS LOOK
AT YOUR CALENDAR. MAKE SURE YOU SET
ENOUGH TIME AHEAD, SO THAT YOU’RE NOT RUSHED
WHEN YOU GET TO THE INTERVIEW OR WHEN THE INTERVIEW
IS ABOUT TO START. SO MAKE SURE IN YOUR CALENDAR, TAKE A FEW MINUTES,
15 MINUTES BEFORE, SO THAT YOU CAN MAKE SURE
THAT YOU’RE ORGANIZED, CALM, AND READY TO RECEIVE
YOUR CANDIDATE. AND FINALLY, WITH LOOKING
AND ACTING PROFESSIONAL, WE ALL WOULD WANT TO DO THAT. LET’S SAY, FOR INSTANCE, YOU’RE GOING TO THE GYM AT NOON AND YOU HAVE
AN INTERVIEW AT ONE, AND YOU’RE RUSHED, AND ALL OF A SUDDEN, RATHER THAN HAVING
THE OPPORTUNITY TO FRESHEN UP AND CHANGE
IF YOU’RE IN YOUR WORK CLOTHES, YOU RUN TO YOUR INTERVIEW AND
YOU’RE IN YOUR JOGGING OUTFIT. WHILE THAT MAY BE ACCEPTABLE
FOR A PHONE INTERVIEW, FOR A FACE-TO-FACE, SEEING THAT
YOU’RE THE FIRST TIME, THIS INDIVIDUAL MAY HAVE CONTACT
WITH ANYONE IN THAT AGENCY, WE WANT TO PUT
OUR BEST FOOT FORWARD AND MAKE A GOOD IMPRESSION. LIKEWISE, IN PREPARING
FOR THE INTERVIEW, YOU WANT TO CREATE
A COMFORTABLE ATMOSPHERE. NOW, WE CAN’T DO MUCH
ABOUT SOMETIMES IF WE HAVE AN OFFICE
AND THERE’S NOT A WINDOW, OR WE HAVE AN OFFICE
AND IT MIGHT BE COLD A LITTLE, BUT IF WE CAN FIND A PLACE
THAT’S COMFORTABLE OUTSIDE OF OUR OFFICE,
THEN WE CAN DO SO, THEN THAT WILL BE ACCEPTABLE. BUT IF NOT, IF THERE’S A WAY
IN ORDER TO ADJUST WHEN THERE’S A MATTER, TO MAKE SURE
THAT YOU INFORM THE CANDIDATE THAT IT MIGHT BE
A LITTLE COLD, SO THEY MAY WANT
TO BRING A SWEATER. IF YOU HAVE AN OPPORTUNITY
TO LET THEM KNOW, THAT WOULD BE GREAT. BUT YOU’RE THE ONE
THAT IS SETTING THE TONE FOR THE INTERVIEW, SO MAKE SURE
THAT THEY’RE COMFORTABLE AND THAT THE ENVIRONMENT
IS ACCEPTING YOU AND THE CANDIDATE. AND LIKEWISE, MAKE SURE
THAT IT’S A QUIET PLACE BECAUSE THIS IS THE TIME
WHEN YOU DON’T WANT A LOT OF DISTRACTIONS. YOU WANT TO BE ABLE TO FOCUS
AND CONCENTRATE ON WHAT THE CANDIDATE
IS ACTUALLY TELLING YOU. SO THEREFORE,
YOU WANT TO MAKE SURE THAT IT’S A QUIET PLACE
AS WELL. AND IF THERE’S ANY NEEDS
AND ACCESSIBLE NEEDS THAT NEED TO BE MET THAT YOU TAKE THAT
INTO CONSIDERATION AS WELL, AND MAKE SURE
THAT YOU CAN ACCOMMODATE. SO WITH THAT,
THE ONE THING THAT YOU MIGHT WANT TO CONSIDER– DID YOU KNOW? CREATING A POSITIVE ATMOSPHERE
HELPS THE CANDIDATE TO RELAX. ENCOURAGES THEM
TO REVEAL MORE AND PROMOTES A POSITIVE IMAGE
FOR YOUR ORGANIZATION. BECAUSE WHEN YOU’RE RELAXED
AND THE CANDIDATE IS RELAXED, THEY WILL BE MORE REVEALING ABOUT WHAT IT IS
THAT THEY’VE DONE. THEY’LL BE MORE RELAXED, THE CONVERSATION
WILL FLOW MORE NATURALLY. SO LET’S TAKE
A TIME OUT RIGHT HERE TO DO A KNOWLEDGE CHECK. SO, IN CREATING
A COMFORTABLE ATMOSPHERE FOR CANDIDATES, DO YOU: A, IS NOT NEEDED. B, HELPS THE CANDIDATE RELAX. C, ENCOURAGES THEM
TO REVEAL MORE. D, PROMOTES A POSITIVE IMAGE
FOR YOUR ORGANIZATION. SO, WHAT IS THE ANSWER
FOR THIS? THE ANSWER IS ALL, BUT A. ALTHOUGH, IT’S NOT REQUIRED, CREATING A COMFORTABLE
ATMOSPHERE FOR THE CANDIDATE MAKES A BETTER INTERVIEW
EXPERIENCE FOR EVERYONE. SO, MOVING ON. WE NOW GET TO THE POINT
WHERE WE’RE LOOKING TO CONDUCT THE INTERVIEW
WITH OUR CANDIDATE. YOU’VE SET UP THE STAGE, YOU’VE DONE
ALL OF THE ADMINISTRATIVE AND LOGISTICAL TASK IN OR SO, THAT THEY KNOW
WHERE TO COME, AND NOW THEY’VE ARRIVED
AT A LOCATION. SO YOU WANT TO WARMLY WELCOME
YOUR CANDIDATES. TALK TO THEM BY NAME. WELCOME THEM. SHAKE THEIR HAND. LET THEM KNOW
AND INTRODUCE YOURSELF AND ANYONE ELSE
THAT’S GOING TO BE PARTICIPATING IN THE INTERVIEW. THEN YOU WANT TO EXPLAIN
THE INTERVIEW PROCESS. BY EXPLAINING
THE INTERVIEW PROCESS, THE CANDIDATE KNOWS
WHAT TO EXPECT. LIKEWISE, SOME MIGHT WANT
TO ALLOW THE CANDIDATE ALSO TO ASK QUESTIONS
ABOUT THEIR INTERVIEW PROCESS, SO THAT THEY HAVE
A FULL UNDERSTANDING OF WHAT THEY’RE
GOING TO BE EXPECTED TO TALK ABOUT OR ANSWER
OR WHAT COMES NEXT. SO WHAT CAN YOU ASK
AT AN INTERVIEW? WELL YOU CAN ASK SPECIFIC ROLES
AND RESPONSIBILITIES IN PAST OR CURRENT JOBS. YOU CAN ALSO ASK THEM
THEIR LIKES AND DISLIKES PERTAINING TO THEIR WORK. MOTIVATION IS IMPORTANT,
SO THAT ALSO COMES INTO PLAY. JOB KNOWLEDGE AND OTHER
JOB RELATED EXPERIENCES ARE WELCOME TO BE ASKED
AT THAT TIME. BUT REMEMBER, YOU’VE ALREADY
MADE YOUR QUESTIONS, SO THAT YOU ARE ALWAYS
GOING TO BE ASKING JOB RELEVANT QUESTIONS. SO, WHAT CAN YOU NOT ASK? YOU CANNOT ASK THE APPLICANT
OR THE CANDIDATE THEIR AGE, THEIR SEX, THEIR RACE, NATIONAL ORIGIN, RELIGION, MARITAL OR FAMILY STATUS, DISABILITIES
OR HEALTH STATUS, OR ANY OTHER
JOB IRRELEVANT FACTOR. YOU WANT TO MAKE SURE THAT
YOU DO NOT ASK THESE QUESTIONS BECAUSE, ONE, THIS IS NOT
JOB RELEVANT TO THE POSITION. IT MAKES THE APPLICANT
UNCOMFORTABLE AND UNEASY AND IT CAN ALSO LEAD
TO LEGAL CHALLENGES. SO LET’S CHECK OUR KNOWLEDGE. WHICH OF THE FOLLOWING
CANNOT BE ASKED DURING AN INTERVIEW? A, CANDIDATES RACE, CANDIDATES RELIGIONS, CANDIDATES HEALTH STATUS, CANDIDATES ABILITY
TO SPEAK SPANISH? THE ANSWER IS… ALL, BUT D. AND YOU MIGHT ASK, “REALLY?” WELL, YOU CAN ASK
THE CANDIDATE ABOUT THEIR ABILITY TO SPEAK
A FOREIGN LANGUAGE IF IT’S DEEMED CRITICAL FOR THE SUCCESS
OF THE JOB PERFORMANCE. AND THIS IS DONE THROUGH
A VALID JOB ANALYSIS. SO THINGS YOU WANT
TO MAKE SURE YOU AVOID WHEN YOU’RE ACTUALLY
INTERVIEWING. MANY TIMES YOU WANT
TO MAKE SURE YOU DON’T GIVE NONVERBAL QUEUES
AS AN INTERVIEWER BECAUSE THE CANDIDATE IS THERE
LOOKING TO FIND OUT WHETHER OR NOT THEY’RE MEETING
YOUR EXPECTATIONS. SO NODDING THE HEAD, SOMETIMES WE’LL NOD
OUR HEAD YES, AND WE’RE REALLY
NODDING OUR HEADS OUT OF UNDERSTANDING, BUT NOT THAT THEY’RE GIVING
THE RIGHT ANSWER, BUT THE CANDIDATE
MAY MISINTERPRET THAT AS BEING GIVEN
THE RIGHT ANSWER. TAPPING THE PENCIL. THE CANDIDATE
MAYBE BORING YOU, THEY MAYBE MONOTONE, BUT AT THE SAME TIME, YOU DO NOT WANT TO GIVE
THE CANDIDATE ANY INFORMATION AS TO ANYTHING NEGATIVE. YOU WANT THEM TO BE ABLE
TO GIVE YOU THE INFORMATION, YOU WANT TO BE ABLE TO CONTINUE
TO ENGAGE THAT CANDIDATE, SO THAT YOU GET THE INFORMATION
THAT YOU REQUIRE. AND THEN, LOOKING
AT OTHER OBJECTS AND LOOKING OFF, INSTEAD OF LOOKING
AT THE CANDIDATE. ONCE AGAIN,
EYE TO EYE CONTACT, EXTREMELY IMPORTANT, BECAUSE THEN THEY KNOW
THAT YOU’RE LISTENING TO THEM IN WHAT THEY HAVE TO SAY. LIKEWISE, AVOID EVALUATING
THE NONVERBAL BEHAVIORS OF YOUR CANDIDATE. FIDGETING,
TAPPING OF THE FEET, A SHAKY VOICE. MANY TIMES,
PEOPLE MIGHT BE NERVOUS, AND SO, THEREFORE,
THEY MIGHT DO UNUSUAL OR UNIQUE QUIRKY THINGS
THAT MIGHT BE DISTRACTING. BUT IT DOESN’T TAKE AWAY
FROM THE SKILLS OF THAT PARTICULAR CANDIDATE. AND LIKEWISE,
UNDER DIFFERENT CIRCUMSTANCES, THEY MIGHT BE MORE AMENABLE
AND NATURAL. AND ALL OF THESE PARTICULAR
NONVERBAL BEHAVIORS MAY DISAPPEAR. LIKEWISE, A SHAKY VOICE, SOMETIMES PEOPLE
MAY HAVE A VOICE THAT HAS MORE
OF A FROG-LIKE VOICE TO IT OR THEY MAY HAVE
A HIGH-PITCHED VOICE, THOSE ARE NATURAL
CHARACTERISTICS OR PHYSICAL CHARACTERISTICS
THAT A PERSON COULD HAVE. SO THEREFORE,
DON’T EVALUATE BASED ON THINGS THAT AREN’T RELEVANT
TO THE JOB. OOPS, SORRY. SO, WE WANT TO TALK
ABOUT TAKING NOTES. WHEN YOU TAKE GOOD NOTES, THEN YOU CAN REFER BACK
TO THEM LATER. AND THAT WAY, YOU CAN THEN
MAKE A MORE INFORMED DECISION. SO WHEN YOU’RE MAKING SURE
THAT YOU’RE TAKING NOTES, THINGS YOU WANT TO DO
IS SUMMARIZE THE CONTENT AND DELIVERY
OF THE ACTUAL RESPONSES. THAT WAY, IF THERE’S
CERTAIN THINGS THAT THAT PERSON HAS SAID
THAT CAN BE ATTRIBUTED TO THEM, THAT MIGHT MAKE THE DIFFERENCE
BETWEEN THAT PERSON AND ANOTHER CANDIDATE. MAKE SURE THAT YOUR NOTES
ARE PROFESSIONAL AND NONJUDGMENTAL. THAT MEANS, YOU’RE TALKING
ABOUT WRITING DOWN THINGS THAT PERTAIN TO THE JOB, NOT WHAT THEY’VE WORN,
NOT THE PERSONALITY, AND OTHER THINGS
THAT ARE UNRELATED TO THE JOB. AND THEN, MAKE SURE
THAT YOUR NOTES ARE SUFFICIENT IN THE QUALITY
AND THE QUANTITY, SO THAT JUSTIFIES YOUR
EVALUATIONS AND YOUR DECISION. AND THEREFORE,
IF YOU DO THOSE THINGS, THEN YOU WILL HAVE
SUFFICIENT INFORMATION TO MAKE A GOOD DECISION. SO WHAT SHOULD YOUR NOTES
NOT INCLUDE? ONCE AGAIN, YOU TALK ABOUT– BE EVALUATIVE STATEMENTS
ABOUT THE CANDIDATE, IT SHOULD NOT BE
IN YOUR NOTES. THAT MEANS,
HER PERSONALITY, WHAT SHE WORE,
THE WAY HER HAIR LOOKED. THINGS OF THAT NATURE
SHOULD NEVER BE IN YOUR NOTES. REFERRING TO THE DEMOGRAPHICS OF THAT CHARACTERISTICS
OF THE CANDIDATE, THE RACE, ETHNICITY
AND SUCH. THOSE THINGS SHOULD NOT BE
IN YOUR NOTES AS WELL. AGAIN, WHEN YOU’VE
DEVELOPED YOUR QUESTIONS AND YOU FOCUSED ON THOSE THINGS
THAT ARE JOB RELEVANT, YOU WILL AVOID MAKING
THESE PARTICULAR MISTAKES. SO, LET’S CHECK
OUR KNOWLEDGE ON THIS. WHAT SHOULD
YOUR NOTES INCLUDE? YOU’RE NOTES SHOULD INCLUDE
THE FOLLOWING: A, CANDIDATE’S CURRENT
WORK RESPONSIBILITIES, CANDIDATES ROLE
IN LATEST PROJECTS, CANDIDATE’S ATTIRE
TO HELP JOG YOUR MEMORY LATER, CANDIDATE’S GOALS
FOR THE NEXT FIVE YEARS. AND THE ANSWER TO THIS IS… ALL, BUT C. YOU’RE NOTES SHOULD NOT
INCLUDE COMMENTS ABOUT THE CANDIDATE’S APPEARANCE OR ANYTHING ELSE
THAT IS NOT JOB RELATED. SO MOVING ON TO OUR LAST PART
OF THIS PRESENTATION, I WOULD LIKE TO JUST OFFER YOU
SOME ADDITIONAL TIPS THAT YOU MIGHT WANT TO CONSIDER
WHEN DOING YOUR INTERVIEW AND CONDUCTING
AND DEVELOPING YOUR INTERVIEW. SO DID YOU KNOW
THAT INTERVIEWING IS A TWO-WAY STREET? WHILE YOU WERE
INTERVIEWING THE CANDIDATE AND EVALUATING
THE CANDIDATE, THEY ARE ALSO EVALUATING YOU. TO MAKE THE INTERVIEW THE BEST
EXPERIENCE FOR EVERYONE, I HAVE SOME ADDITIONAL
TIPS FOR YOU. HOWEVER, JUST GOING BACK
TO OUR TIP THAT JUST MENTIONED, AS I SPOKE EARLIER,
WHEN WE TALKED ABOUT QUESTIONS THAT YOU MIGHT WANT
TO ASK THE CANDIDATE, THE CANDIDATE ALSO
HAS QUESTIONS FOR YOU. BECAUSE, AGAIN, THIS IS
AN OPPORTUNITY FOR THEM TO SEE IF THIS PARTICULAR POSITION
FITS THEIR SKILLS AND THEIR GOALS. SO, DO THEY THINK
THAT THIS POSITION IS WHAT THEY WOULD LIKE
AS THEIR CAREER? DO THEY THINK THAT WORKING
WITHIN YOUR PARTICULAR AGENCY WILL FULFILL THEIR GOALS? THESE ARE THINGS THAT CANDIDATES
WOULD LIKE TO KNOW. SO ONCE AGAIN, AS YOU’RE
EVALUATING THE CANDIDATE, THE CANDIDATE
IS EVALUATING YOU. YOU ARE THE FACE
OF YOUR AGENCY. SO, OTHER TIPS. BE A GOOD UNBIASED LISTENER, MAINTAIN CONTROL
OF THE INTERVIEW. ONCE AGAIN, MANY TIMES
WHEN WE’RE GOING THROUGH AN INTERVIEW,
IT CAN GO OFF TRACK. YOU START TALKING
ABOUT VARIOUS OTHER EVENTS. OTHER QUESTIONS COME UP THAT
MAY NOT BE RELATED TO THE JOB. BECAUSE YOU’VE DEVELOPED
YOUR QUESTIONS AHEAD OF TIME, IT ALLOWS YOU TO CONTROL
THE COURSE OF THE INTERVIEW AND STAY ON TARGET. TREAT ALL CANDIDATES THE SAME. EVERYONE SHOULD HAVE
AN OPPORTUNITY TO PRESENT THEIR BEST. ENSURE THAT YOUR NOTES
ARE COMPREHENSIVE, PROFESSIONAL
AND NONJUDGMENTAL. YOU’RE GOING TO MAKE
YOUR DECISION BASED ON THE FACTS GATHERED ON THOSE FACTS
THAT ARE RELATED TO THE JOB. AND AT THE INTERVIEW, ALWAYS REMEMBER
TO THANK THE CANDIDATES AND EXPLAIN
THEIR NEXT STEPS. EVERYONE THINKS
ABOUT THE GREET AND THE MEET, BUT THEN AT THE END, THEY SAY
THANK YOU AND MOVE ON. HOWEVER, THE CANDIDATE
MAY BE LEFT WONDERING SO, “WHEN WILL I BE CONTACTED? WHAT SHOULD I BE LOOKING
FOR IN MY E-MAIL BOX? WHEN WILL I KNOW
WHETHER OR NOT I’VE RECEIVED
THIS POSITION OR NOT? AND, AGAIN, GIVE THEM
AN IDEA OF WHAT TO EXPECT, YOU SHOULD COVER THOSE
PARTICULAR TOPICS WITH THEM BEFORE THEY LEAVE. AND FINALLY,
REMAIN FAIR AND OBJECTIVE DURING THE EVALUATIONS. AGAIN, USING YOUR NOTES, AND IF YOU FOLLOW THE TIPS
THAT I GAVE YOU, YOUR NOTES
WILL BE COMPREHENSIVE. THEY WILL BE BASED
ON WHAT THE CANDIDATE GAVE YOU AS INFORMATION
AND WHAT THEY SAID. SO THEREFORE,
WHEN YOU MAKE YOUR DECISION, YOU’RE MAKING YOUR DECISION
BASED ON INFORMATION GATHERED. SO, WHAT THINGS
YOU SHOULD WE AVOID? ONCE AGAIN, DO NOT RELY
ON FIRST IMPRESSIONS. FIRST IMPRESSIONS
CAN BE VERY MISLEADING. THE PERSON MAY COME ACROSS
AS VERY ENGAGING. YOU MAY CONSIDER THEM
THE BEST CANDIDATES, BUT ONCE THEY START
TO TALK WITH YOU, YOU MAY FIND
THAT THE INFORMATION THAT THEY GIVE YOU
IS NOT NECESSARILY FIT THE ROLE IN WHICH YOU’RE LOOKING
TO FILL. AVOID NEGATIVE EMPHASIS. MEANING, WHEN YOU’RE TALKING
THAT YOU’RE NOT BEING NEGATIVE ABOUT WHAT IT IS
THAT THAT CANDIDATE IS ACTUALLY GIVING YOU
IN TERMS OF INFORMATION. DON’T FOCUS
ON SUPERFICIAL FACTORS. ONCE AGAIN,
WE TALKED ABOUT THAT. WE’RE TALKING
ABOUT THE PERSON’S APPEARANCE. WE’RE TALKING
ABOUT THE HAIR COLOR, MAY BE THE QUIRKINESS
OF THE SHOES THAT THEY’RE WEARING. WE WANT TO TAKE IT
TO THE NEXT LEVEL AND REALLY MAKE IT
JOB RELEVANT. AND BEWARE
OF CANDIDATE-ORDER EFFECTS. SOMETIMES WHAT WILL HAPPEN
IS YOU’LL MEASURE CANDIDATE BASED ON THE PREVIOUS CANDIDATE
WHETHER GOOD OR BAD. THEREFORE, NOT REALIZING
THAT YOU’RE MAKING A JUDGMENT THAT MAY NOT BE FACTUAL
AND OBJECTIVE. SO THAT’S ALSO ONE
OF THE REASONS WHY YOU WANT TO MAKE SURE
YOU HAVE YOUR QUESTIONS IN HAND BECAUSE THAT’S YOUR GUIDE. THAT’S YOUR STANDARD.
THAT’S YOUR RULE OF IT. YOU’RE USING TO MEASURE NOT
THE CANDIDATE THAT CAME BEFORE OR THE CANDIDATE
THAT COMES AFTER. AND DON’T SUCCUMB
TO THE PRESSURE TO HIRE. WHAT WE REALLY MEAN HERE
IS YOU HAVE A VACANCY. YOU HAVE A POSITION
YOU NEED TO FILL. DON’T JUST FILL IT
BECAUSE YOU HAVE TO HAVE SOMEONE SEATING
IN THE SEAT. YOU WANT
THE BEST CANDIDATE THERE BECAUSE THIS IS
A LONG-TERM COMMITMENT AND INVESTMENT IN THAT PERSON
FOR YOUR ORGANIZATION. YOU WANT TO MAKE SURE
THE BEST PERSON SITTING IN THE SEAT IS THE RIGHT PERSON
FOR THE JOB. AND DO NOT OVER EMPHASIZE
NONVERBAL BEHAVIOR AS MENTIONED PRIOR. SOMETIMES YOU MAY HAVE
A CANDIDATE THAT’S FIDGETY, SHAKY VOICE. THEY MAY ACTUALLY
HAVE SMALL IDIOSYNCRASIES, BUT THAT DOES NOT MEAN THAT
THEY CANNOT DO THE JOB AT HAND. SO OUR FINAL KNOWLEDGE CHECK. THE FOLLOWING SHOULD
BE AVOIDED EXCEPT: A, TAKING A CANDIDATE’S
APPEARANCE INTO ACCOUNT. B, GIVING GREATER CONSIDERATION
TO A CANDIDATE WHO WENT TO THE SAME COLLEGE
YOU DID. C, TRYING TO FILL
A POSITION QUICKLY. AND D, INTERPRETING
A CANDIDATE’S ANSWER AND THEIR NONVERBAL CUES. AND THE ANSWER TO THIS IS… ALL SHOULD BE AVOIDED. ONLY FOCUS
ON THE CANDIDATE’S RESPONSES. SO, I HOPE THAT
THIS PARTICULAR SESSION/WEBCAST WAS ABLE TO GIVE YOU
SOME HELPFUL TIPS IN ORDER TO INCREASE
YOUR CHANCES OF HIRING THE RIGHT PERSON
FOR THE JOB. AND WE HAVE
SOME ADDITIONAL RESOURCES ON OUR OPM WEBSITE
THAT YOU CAN ACTUALLY VISIT IN ORDER TO GET
THIS INFORMATION AND OTHER INFORMATION ON OTHER
ASSESSMENT RELATED TOPICS. YOU CAN VISIT US
AT OUR WEBSITE FOR PERSONAL ASSESSMENT
AND SELECTION RESOURCE CENTER. HTTP://APPS.OPM.GOV./ADT YOU CAN ALSO VISIT OTHER
RESOURCES OUTSIDE OF OUR AGENCY THAT WILL GIVE YOU INFORMATION SUCH AS THE UNIFORM GUIDELINES
ON EMPLOYMENT SELECTION AND PROCEDURES. AND WE ALSO HAVE
A GUIDE ON STRUCTURED INTERVIEWS THAT YOU CAN GO THROUGH
IN ORDER TO SEE WHAT OTHER ASPECTS
OF STRUCTURED INTERVIEWS YOU MAY BE ABLE TO APPLY TO THE HIRING MANAGER
INTERVIEW PROCESS. AND FINALLY,
QUESTIONS OR COMMENTS. IF YOU HAVE
ANY QUESTIONS OR COMMENTS REGARDING
THIS PARTICULAR SESSION, WE’D BE GLAD TO ENTERTAIN THAT
AND ASK YOU TO E-MAIL US AT ASSESSMENTó[email protected] SO I HOPE THIS PARTICULAR
PRESENTATION MET YOUR NEEDS AND THANK YOU
FOR JOINING US. GOOD DAY.

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