SKILLS DEVELOPMENT
PROGRAMME ON
“INTERVIEWING SKILLS”
4th July 2003
LPC Conference room, Bhiwadi
Facilitator : Anil Sharma
ISSUE INVOLVED IN
“INTERVIEWING”
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What are the issues/areas we should be
probing ?
What questions should we be asking that go
beyond the facts ?
How should we word our Questions ?
How will I know if this person is the right
person for our organization ?
How will we know if he/she will perform
actually on the job in our company ?
opportunityisnowhere
Why this Training ?
To avoid 2 mistakes :-
Not rejecting the right candidate
nor
selecting the wrong candidate.
SCHEDULE
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Objectives of Program
Definition of Selection Process
Instrument on Recruitment
Process of Selection Interview
Key elements of Selection Interview
Instrument on Interviewer’s Profile
Planning and physical setting
Time Management in interview
Review of Learning
OBJECTIVE OF PROGRAMME
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Develop a uniform understanding of the process
of selection
Develop an understanding of the limitation of our
interviewing process.
Help participants to identify their areas of
strengths, and areas requiring improvements in
their interviewing skills.
Sharpen a few critical skills of selection
interviewing.
WHAT IS SELECTION ?
IT IS THE PROCESS OF
CHOOSING
FROM THE APPLICANTS THOSE WHO ARE
MOST LIKELY TO SUCCEED
IN THE
NEW JOB
KEY STEPS IN THE PROCESS OF
SELECTION INTERVIEW
• INTERVIEW
• SELECTION
• OFFER
KEY ELEMENTS OF EFFECTIVE
SELECTION INTERVIEW
• INTERVIEW PLANNING
• RAPPORT BUILDING
• INTERVIEWING
• POST INTERVIEWING
PROCESS OF
SELECTION INTERVIEW
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Is to be able to gain unbiased factual
information on the candidate to answer /
explore following basic questions / areas
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Could he do the job ? …..Competence
Would he do the job ?…...Motivation
Would he fit in ?
..….Match / Culturally fit
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INTERVIEWERS PROFILE
I - PERSONAL QUALITIES
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An interest in people
Empathy
Warmth
Lack of prejudice
Sincerity
Good health and stamina
Ability to withstand pressure
Ability to concentrate & listen
INTERVIEWERS PROFILE
II - EXPERIENCE
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Experience of people /social life
Maturity
Adaptability/Acceptability
Consistency of judgement
Well balanced/neutral
Good reaction control
INTERVIEWERS PROFILE
III - JOB PERFORMANCE
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Ability to grasp the total picture
A sense of relevance
Strength to control the interview
A systematic but not rigid approach
Ability to encourage
Grasp of public relations / Co Branding / Good will
Enthusiasm / Must enjoy interviewing.
PRACTICE INTERVIEWING
PREPARATION
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Spend five minutes preparing your
introduction to the interviewee
Spend five minutes introducing the
interviewee to a selected colleague
Spend five minutes on review and
feedback
RAPPORT BUILDING
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Satisfactory Reception, Name etc.
Introduce yourself and the other members of the panel, give more
details about yourself - Qualification, Designation, Since when
working
Share the purpose of interview, post for which being considered
Share the process of interview
Tell him/her that he/she could ask questions at the end
Inform about the manner in which the results are to be informed
Test understanding of the candidate about the organization
Show interest in the candidate (Go thru the bio-data before the
candidate comes and during initial questioning seek certain
clarifications about what is mentioned in the bio-data
WHAT JOB SEEKERS LOOK FOR
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JOB INTEREST AND RESPONSIBILITY
JOB TITLE
BUSINESS / TURNOVER / TYPES OF PROJECT
SKILLS USED / KNOWLEDGE INVENTORY.
FITMENT AREA
LOCATION OF JOB
SALARY / ESOP / NON MONETORY BENEFITS
LONG-TERM PROSPECTS, SOCIAL COST
FRESH CHALLENGE
REPUTATION OF EMPLOYER
LIST OF SPECIFIC LIKELY AREAS TO HELP
YOU
IN SELECTION PROCESS
COMPETENCE
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Age
Education
Work Experience
Work Attainments
Technical Knowledge
Job Knowledge
Job Related Skills
» Contd …….
LIST OF SPECIFIC LIKELY AREAS TO HELP
YOU
IN SELECTION PROCESS
MOTIVATION
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Attainments/Achieve
ments / Honors.
Needs
Background
Energy and Drive
Interests
Career Moves
Life Goals and
Aspirations
» Contd …...
LIST OF SPECIFIC LIKELY AREAS TO HELP
YOU
IN SELECTION PROCESS
MATCH / CULTURAL
FITMENT
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Values and Beliefs
Upbringing
Style of Working
Relationships at work
Attitudes
DECIDING WHAT SORT OF
INTERVIEW - THE CHOICES
Stress Interview
Be nasty and ‘hard’ on the
candidate.
RESULT
How do the candidates
stand up to stress
(presuming that there is
stress in the job !)
Panel Interview
Have a varied group of
interviewers.
RESULT
How responsive to
stress? How do the
candidates react in a
group situation. Are
communication and
social skills used? Tact
should be evaluated.
Contd….
DECIDING WHAT SORT OF
INTERVIEW - THE CHOICES
Talk & Reveal Interviews
Invite candidate to talk
freely.
RESULT
How ‘open’ are the
candidates and how
frank? How much are
they willing to tell about
themselves and what?
Regulated or Patterned
Interviews
Go over past jobs and
applications details
RESULT
Best used for lower level
jobs where past
performance implies
similar behavior in the
future.
Contd….
DECIDING WHAT SORT OF
INTERVIEW - THE CHOICES
Formal/Informal Interviews
RESULT
Interviews in this area
will show how compliant/
or how responsive to
authority/informality the
candidate is.
QUESTIONING SKILLS
Asking the right questions in the right way is essential for getting the
responses & information needed. The interviewer has to plan/think of the
most effective way of securing the information required.
OPEN
Cannot be answered by YES
or NO. It encourages the
interviewee to talk bringing
in feelings & attitudes.
CLOSED
Answer will be YES or NO.
Can be used to bring
interview back on course or
some up a point & move to
another area.
Contd….
QUESTIONING SKILLS
Asking the right questions in the right way is essential for getting the
responses & information needed. The interviewer has to plan/think of
the most effective way of securing the information required.
HYPOTHETICAL
LEADING
Can be used to test
reactions & speed of
thinking + analytical
problem solving ability.
The required answer is
found in the question. Can
be used in some situations
to check a persons
knowledge & attitude.
Contd….
QUESTIONING SKILLS
Asking the right questions in the right way is essential for getting the
responses & information needed. The interviewer has to plan/think of the
most effective way of securing the information required.
REFLECTIVE
Will usually keep the
interviewee talking & giving
more information in depth on
a subject just finished. Will
help in making the
candidate talk more.
SPECIFIC
You get only the correct
answer.
SOME EXAMPLES
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Open Type
- Why did you get into Software line ?
- What were your contributions in the
current project ?
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Closed Type
- Did you spend most of your time
doing Free-lance work ?
- Are you married ?
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Hypothetical Type
- What would you do if your client
does not accept your proposal ?
- What would you do if you are asked
to move to another division of ours?
Contd….
SOME EXAMPLES
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Leading Type
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Reflective Type
- I think it is not justified for
Software professionals to leaving
their organisation without proper
notice, don’t you ?
- I think it is dreadful the way some
people handle their subordinates,
don’t you ?
- It is just not possible that you have
the desired skills and experience
and still you are not willing to move
abroad?
- If I was you I would have certainly
waited for some more experience
before looking for a job?
Contd….
SOME EXAMPLES
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Specific Type
- When did you get married ?
- Is your father working ?
- Which year did you pass your
Engineering ?
REMEMBER THAT COMMUNICATION
HAS BEEN ESTIMATED TO BE
EFFECTIVE THROUGH :
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55% NON-VERBAL CUES
38% THROUGH TONES
7% THROUGH WORDS
Therefore the need for concentrating on the quality of
communication, while taking an interview.
Some good websites
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http://interviewcoach.com/