Selecting The Best Rev 3 09

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Selecting the Best An Interview Guide for xpedx Managers

Selecting the BestAn Interview Guide for Managers

Key ConceptsPast and present behaviors are the best predictors of future behaviorsInterview questions must be open-ended and competency basedValue of multiple assessments/opinionsCompliance with policies and letter and spirit of the law

Discussion TopicsTalent selection tipsCan Dos vs. Will DosInterviewers responsibilitiesEliciting desired informationProbing different dimensionsAvoiding illegal pitfallsPreparation and interaction pitfalls

Talent Selection TipsCast the widest net possibleCover letter and rsume screeningTelephone screeningInitial on-site interviewAssessment ToolsFollow-up interviewFinal selection and offerPending background check

Can DosWill DosCompetency Type Technical Managerial/LeadershipExamplesCapital BudgetingFinancial Statement AnalysisCost AccountingDrive for ResultsStrategic AgilityCustomer FocusHow AscertainedResume/ApplicationVerification of Education & CredentialsReference ChecksInterviewsInterviewsBehavioral/Aptitude AssessmentsReference Checks

Interviewers ResponsibilitiesThe interviewer creates a non-threatening environment by:

Being preparedEliminating distractionsAlleviating tension

The interviewer probes a candidate's:SkillsKnowledgeBehavioral traitsValue judgmentsOpinionsDecisions/Choice pointsInterviewers Responsibilities (contd)

The Interviewer observes:Content and current behaviorAny excessive, abnormal or inappropriate behavior by the candidateWhat a candidate tends to reinforce, punish or extinguish in the behavior of othersInterviewers Responsibilities (contd)

Eliciting Desired InformationAsk open-ended questions, i.e. questions that cannot be answered by a simple yes or noExamples:Tell me about...How did you...Give me an example...Describe a time...Why did you...What prompted you to...

Eliciting Desired Information (contd)Avoid leading questions, i.e. questions that suggest or hint at a correct responseExamples:I suppose you enjoy working in sales?You can work weekends, cant you?This position requires someone with a lot of energyyou do have a high energy level, dont you?

Eliciting Desired Information (contd)Avoid hypothetical questions Examples:What would you do if you took over our warehouse?How would you go about managing a new team member?What conversation style would you use in talking to an aggressive salesperson?

Probe Different Dimensions

Choice PointsAreas to ProbeSchool/College SelectionDecisionsRationaleProcessSelection of College Major/MinorRelationshipsCareer Choice(s)EventsJob/Employer TransitionsLikesCollege/Professional MembershipDislikes

Avoiding Illegal Questions & Other PitfallsInterview questions/probes must be consistent with the letter and spirit of applicable federal, state, and local laws. Certain areas are prohibited unless a bona fide occupational requirement can be proven. Prohibited areas include:Age (except to determine if candidate meets minimum required age for employment)RaceNational origin (except to determine U.S. legal residency)

ReligionMarital statusNumber of dependentsChild care arrangements/concernsHousing (own, rent, etc.)Arrest record (can ask about convictions only)Health statusType of military dischargeAny information from minority of female applicants not routinely requested of white or male applicants.Avoiding Illegal Questions & Other Pitfalls (contd)

Avoiding Illegal Questions & Other Pitfalls (contd)Examples of inappropriate behavior:Do you wish to be addressed as Mrs., Ms., or Miss?Where were you born?Do you have any children at home?What an unusual name you have...where is it from?Who will be taking care of your children while you work?Are you pregnant?I see you attended Xavier University. Isn't that a Catholic school?

Preparation PitfallsFailing to review the candidate's resume/applicationNot reviewing the job description and developing a list of required competenciesScheduling insufficient timeInsensitivity to privacy/confidentiality issues

Interaction PitfallsNot treating candidates as individualsTrying to impress the candidate rather than learn about themLooking disinterestedBeing overly direct or coldNot listening properlyTaking copious notes during the interviewArguingConstantly interrupting

Interaction Pitfalls (contd)Talking too muchAsking several close-ended or long-winded questionsLimiting interview to planned questions with no probesMaking promises that can't be keptJumping to conclusionsAllowing interruptions

Additional Things to ConsiderRead resumes in teams if possibleTrust your instinctsBe sure to identify strengths and weaknessesTake notes during the interviewInterview in teams for top candidates

Notable QuotesYou cant spend to much time or effort hiring smart. The alternative is to manage tough, which is much more time consuming.

~ Gary Rogers, Chairman and CEODreyers Grand Ice Cream

Notable QuotesYou can never pay the right person enough, and you always pay the wrong person too much no matter what the number.

~ Charles Red Scott,Vice Chair, Board of Directors,Pier One Imports, Inc.

Role Play

ReminderThe interview process is still not over.The signed offer letter (pending drug screen, background check) does not end the process.Need to pay attention to the on-boarding process. The company has made the choice, now its the companys duty to make the new employee feel part of the team from the beginning by giving them the information needed to be successful.

*Start the presentation by handing out a job description to each participant (mention that this job description will have additions to it. Handout Career Architect Success Factors document. (NOTE: If you can purchase a set of Competency Cards, that would be great, otherwise, you can use this list.)

EXPLAIN .... "before we even begin interviews and selection we first need to know what we want to find in a candidate. This is one of the most overlooked aspects in hiring. You have a great resource in the career architect competencies. When you identify the competencies you want in candidates it makes the actual interviewing process easier and more effective!"

Break the group into 2 or more teams. If there are 4 people total, this is fine. Teams of 2 will work.

Ask each team to review the job description in order to revise according to actual essential job functions and nice to haves modify accordingly.

Ask each team to use the competencies sheet to identify 7 - 10 key competencies for the position. The team should agree on the outcomes and be ready to share with the class. Be sure to mention that they should select at least one competency for each category: making things happen through people, making things happen with your job/business, making things happen with your team, and making things happen with yourself. Reference Career Architect Success Factors for listing of competencies in each category.

Allow about 20 minutes for the groups to determine the competencies. Debrief the segment by asking each table to indicate what they chose. Discuss the differences in the competencies determined by each group and the significance of getting the right competencies identified.

Now that we know exactly what were looking for, we can begin the presentation. *These are the key concepts of Selecting the Best which is a interview guide for managers.

Past behavior indicators are revealed through candidate responses and information they share during and interview. Which is why it is very important to prepare a list of questions ahead of time to be sure they will indeed reveal past performance examples.

Present behavior also comes from the interview through careful listening, and observations of candidates physical, verbal, and emotional behaviors during your discussions.

Open-ended questions are key. As with many rules of thumb in business, the 80/20 rule applies here as well. 80% them, and 20% you, in other words, you should be listening a lot more than talking.

The value of multiple assessments and opinions broaden the feedback and input. Especially when you have more than one good candidate, it helps to have other opinions to make final selection.*Here are the items we will cover during this session today. The objective is to enhance what you already do well, and perhaps introduce you to some new interviewing techniques that will increase ability to hire right.

*We all know that filling positions is time consuming. Therefore, it is very important to manage the entire process from talent selection to offer in an organized manner. Keep in mind that there are several resources available to assist you in this process, such as: Your local and/or regional HR Manager; and possibly 3rd Party recruiters (caution them to be very selective in choosing this resource to make sure they can deliver candidates with the proper qualifications and are approved by the organization prior to use)

Keep in mind that the steps listed here are strictly related to talent selection. All hiring managers are responsible for following company policies and procedures for filling open positions. Example: approved job requisition, Recruiting System maintenance (if there is one), applicant flow logs, offer and regret letters, etc.

Casting the widest net possible is the key to attracting the right candidates. In fact, Dr. Pierre Mornell, author of 45 ways for Hiring Smart, writes that the only way to assume the best possible choices is only as good as the candidate pool you attract. With a better quality of people participating in the application process, youre sure to have better finalist. (reference p. 40 of book)

Reviewing the cover letters and resumes is the first round of elimination, producing only those candidates that meet all of your requirements on paper. In other words, they have the minimal level of experience, technical skills, education, etc.

Telephone screens are meant to be relatively quick and simple, with the objective to learn a little more about the candidate and begin probing for behavioral performance indicators that meet your needs. Those that pass this stage move on to the initial on-site interviews. These interviews are typically done one-on-one or in a small group (i.e. 2 interviewers), but the candidate could have several in one day. Follow-up interviews are for candidates running a close race. You may want to re-validate or clarify something from initial interviews, and/or have the candidate talk with more people in the organization; a co-worker/peer, next level of management, etc. By this time in the interview process, you should be only looking at the top candidates. Be pretty comfortable that any of them could do the job.

NOTE: Some companies use on-line assessment tools. Be careful as to what company to use and do not use these as a go no-go for the position unless you have spent the time and money to make sure that the validation study (that would pass Federal Standards) has been conducted and continues to be accurate.

Please note that when an offer is accepted and your new employee show up for their first day of work, your job is not done. Equally important to the selection and interviewing process is the on-boarding, or new employee orientation process, which directly impacts employee retention, and will be covered in more detail later this week.*If you think about the candidates we hire, we should be considering two areas - the Can Do's and the Will Do's.

What the candidate can do really ties to their technical capability. If you are looking for an accountant, they will need to have a certain level of expertise that you expect. For a driver there is another set of skills and or certifications that we might require such as a CDL.

The part that is more difficult is the will do's. What type of behaviors and aptitude will the new hire exhibit. For a sales rep, perhaps action and results oriented, resilience and interpersonal relationships are going to be important. You'll want to explore those.

You need to interview for the can do's and the will do's. Notice where else you can get some of this information. Audience discussion:Tell me about the positions you hire for - what are the can do's - what are the will do's??Note: Purpose of the discussion is to ensure understanding and differences of can do vs. will do.*Assign the teams 5 - 10 minutes to discuss how they can achieve the items listed on this slide.

They should all come up with ways to prepare, to eliminate distractions and to alleviate tension.

Ask the teams to share their ideas in round robin fashion. (take one idea from the first team, a second idea from the next team until all concepts are exhausted)*These are key points to uncover during an interview. We will talk more about how to format the questions later ... but a well rounded interview will include more than just skills and knowledge.

Question to audience:Why would you to extend the questioning beyond knowledge and skills, and learn more about these areas?

*Becoming a great interviewer is an art and requires a lot of practice. The more you conduct interviews, the better your ability to assess these areas will become. The point made earlier about getting the opinions and feedback from others can certainly apply here, by helping the hiring manager with specific details on these points.*Once again, remember the 80/20 rule. Interviews are all about them. If youre talking more than the candidate, youre not observing or learning anything that will help you ensure a good hire.

*Audience question:Share some examples of any leading questions youve heard in interviews.

Discuss how we sometimes form a positive impression and ask questions that lead us on a positive path or vice versa. The key is to become more objective and open during the interview, letting the candidate speak openly and honestly.*Discuss the pitfalls we encounter with hypothetical questions:False promises where the candidates perception of a question or statement appears to be a commitment.Inferences that make the candidate feel a certain way about co-workers, customers, or acceptable behaviors. Example with the aggressive salesperson question leading candidate to think that being aggressive is unacceptable, or the opposite - that they wont be successful their behavior is not aggressive.*Why people made the decisions they did can be a very enlightening piece of the interview. When we understand what is driving the potential new hire we can better assess how they would fit into our organization.*Stress that there are no exceptions here. Any violation can lead to legal litigation.*Any question relating to these topics is off limits. For example(go to next slide)*Dr. Pierre Mornells book that you will receiving later today also contains more details and examples...