Interview Skills for Employers

Executive Blueprints, Inc :for Interview Excellence Executive Blueprints, Inc Interview for Excellence


Interview for Excellence :Interview for Excellence 1. Develop Job Profile 2. Advertising and Recruiting 3. Screen Applications 4. Use the Interview Workbook 5. Professional Interviews 6. Management Training Six Steps to Success


Employment Status :Employment Status Terminology


Employment Status :Employment Status Terminology


Standards of Performance :Standards of Performance Create Standards of Performance for each position. It is best to create Standards of Performance documents as a cooperative effort with existing employees. Review and update these documents with yearly evaluations, or in the event of significant changes in responsibilities. Purpose Describe tasks, duties, assignments, obligations and desired results. Scope Define authority, communications and responsibilities. Status Define reporting and organizational structure.


Standards of Performance :Standards of Performance List and Define Responsibilities for each position. Bullet point individual responsibilities Define frequency, impact, relationship to other positions or responsibilities, level of authority and metrics Example: Call Center Handling Time Daily Handling Time for Technical Support Call Resolution or Forward to Customer Service Escalation Team Metric: Maintain Average Handling Time less than 12 Minutes Level of Authority: (1) Act, Do It or Delegate It Note: There would be multiple responsibilities for this position, including Customer Satisfaction, First Time Call Resolution, etc.


Standards of Performance :Standards of Performance METRICS: “Measure Everything That Results In Customer Satisfaction” Every responsibility should have some type of measurement Sometimes measurements will offset one another (check and balance) What is a Valid Measurement? Time Cost Milestone (date) Percentage Numeric / Quantity Frequency Do to Completion If you can put it on a graph, it is probably a viable measurement


Standards of Performance :Levels of Authority (1) Act, Do It or Delegate It (2) Act and Report On It (3) Act After Consultation or Direction (4) Do It When Told, or According to Schedule (Includes Daily Activity or ‘As Needed’) Standards of Performance


Standards of Performance :Standards of Performance Summarize the Key Performance Indicators List the Measurement Reports and Frequency. Categories: Budgeted Revenue and Cash Flow Customer Focus Employee Development New Business Opportunities “What gets measured gets done.” - Peter F Drucker


Standards of Performance :Standards of Performance Standards of Performance Checklist Position Title / Description Purpose Scope Status Responsibilities List All Responsibilities Identify Relationship and Impact Define Metrics Level of Authority Key Performance Indicators Reports, Goals and Frequency This is very useful for performance reviews, training new personnel and preparing Job Descriptions for New Hires


Job Description :Job Description Use the Standards of Performance to create a Job Description Title Description Location Classification (Full or Part Time) Salary / Benefits Responsibilities Requirements (based on responsibilities) Education Experience Skill / Trade Distinguish qualifications as “required” or “desired”


Advertising / Recruiting :Advertising / Recruiting Where to Advertise Advertise in magazines, newspapers or trade publications applicable for the geographic area, industry and equal opportunity distribution Post Job Announcements on the Internet Use Recruiters, staffing agencies or post at local schools What to Avoid Do not imply a secure contract or secure position Do not use terms like “long term commitments” or “grow with the company” in advertising for positions


Screen Applications :Screen Applications Identify demonstrated and attributable personal accomplishments Identify Defined Core Competencies and Skill sets Identify and Define Absolute Minimum Requirements Select candidates for Interview based on criteria compared to Key Job Factors


Using the Interview Workbook :Using the Interview Workbook * See the Executive Blueprints Interview Workbook The Interview Workbook is an Excel File that can be used as an Electronic File or Printed for easy updates The purpose is to create a standard list of question with weighted significance for equal and consistent evaluation of candidates Copies of the Interview Workbook are available at www.ExecutiveBlueprints.com


Using the Interview Workbook :Using the Interview Workbook Key Job Factors Duties and Responsibilities associated with the position Core Competencies Skills, Education or Experience necessary to do the job Examples: Degree, Industry Knowledge, Specific Skills Behavior Characteristics Personality traits that contribute to success for this specific position Examples: Logical, Leader, Enthusiastic, Group Oriented, Independent, Self-Motivated


Using the Interview Workbook :Using the Interview Workbook Select Five Key Job Factors for the primary focus Rate the Key Job Factors on a Scale of 1 to 10 Importance(ten is the highest).Try to use some variation(Identify most and least important) Select Five Behavior Characteristics for identification Rate the Characteristics on a Scale of 1 to 10 Importance(ten is the highest).Try to use some variation(Identify most and least important)


Prepare Interview Workbook :Prepare Interview Workbook Key Job Factors:Duties and Responsibilities of the Position or Role to be filled, defines requirements Core Competencies:Skills and Experience required of an individual to be successful in the position Behavior Characteristics:Personal attributes and characteristics that contribute to the role(Examples – Empathy, Good Communicator, Detail Oriented, Leader, Cautious, Motivated, etc)


Using the Interview Workbook :Using the Interview Workbook “Save As” – Give your workbook unique name for the position / Job Description “Save As” – Save or Print a fresh copy to use with each interview Use the Candidate Resume or Profile to prepare some questions in advance of the interview. Develop questions based on the Key Job Factors and Characteristics identified in your position workbook.


Using the Interview Workbook :Using the Interview Workbook Record comments & observations based on discussions pertaining to specific individual experience Develop weighted scores in relation to importance of Key Job Factors Compare and contrast candidates with consistent and focused topics Document the interview with the automated Interview Workbook


During the Interview :During the Interview Listen more than you speak. Give the candidate your attention. Get to the details. Ask probing questions about real situations. Take time to document key conversation highlights immediately Select a quiet and stress-free environment, no interruptions Avoid ambiguity, accomplishments by a previous group may or may not reflect the individual talent


Focus on the Candidate :Focus on the Candidate Focus on the Candidate, not the job. A frequent mistake is to focus the time discussing details of the position, the organization or the past employees. Be sure to keep the attention on the candidate.


Measuring Responses :Measuring Responses Direct the candidate to keep questions and responses focused on personal decisions and actions.


Situation – Action - Result :Situation – Action - Result Situation Action Result Ask for an example of a real situation from the candidate experience related to specific Key Job Factors. “Give me an example of a situation in which you used communication skills . . . “ Discuss details of the action and specific candidate action. Identify use of skills related to the position. “Did you write the text, give the speech or make the copies? How many people involved . .” Discuss the result of the action, possible alternatives, good and bad impact, and what was learned. “If you have the opportunity to do that again, what would you do same or different?” Use “Open Ended” questions so the candidate has a chance to ‘tell the story’ in his or her own words.


To Ask or Not to Ask :To Ask or Not to Ask


Interview Checklist :Interview Checklist


Selection Process :Selection Process For some positions it may be advisable for several people to interview potential candidates. If you have not found the right combination of skills and experience for the position, keep looking! The Interview Workbook calculates a weighted result based on Response Rating multiplied by the importance of the Job Factor.


Management Training :Management Training The Interview Workbook and Interview Skills Reference Guide materials can be customized with company name, address and Logo Training Management and Supervisors on Interview Skills. Enhanced interview skills can help identify the right talent for the right position Train and Educate anyone who conducts Interviews or reviews Applications regarding equal opportunity and discrimination.It’s more than just good business, equal opportunity is the law.


Discrimination :Discrimination What is Discrimination? Discrimination covers actions taken against people because of their membership, perceived membership, or associated membership in certain protected classes. Discrimination means treating people differently, and disadvantageously, compared with other people not in the same class. Remember that everyone is part of a protected class. Everyone has a race and marital status, is perceived as one gender or another, and associates with people in protected classes. Disparate (unequal) treatmentEmployee or Applicant is treated differently, specifically because of his or her protected class status Disparate (unequal) impactEmployment practice that appears neutral on its face but is discriminatory against protected classes in practice (unequal requirements)


Discrimination :Discrimination Examples of discrimination Base employment decisions (hiring, firing, promotions, benefits, etc) on protected class status Rely on stereotypes to judge competence, qualification, or intelligence Any employment action that has adverse impact on hiring, training or promotion or retention of employees in a protected class Act on perception of disability without evaluating fitness for a particular job Refuse to honor an otherwise eligible employees request for pregnancy disability leave under CFRA or FMLA Refuse to accommodate religious requirements Inquire on a job application if the applicant has ever been arrested


The Process :The Process Develop the Job Profile Requirements Standards of Performance Key Job Factors Behavior Characteristics Prepare the Interview Workbook Coordinate with Recruiting, Postings or Advertisements Screen Applications Conduct Professional Interviews Management Training or Personal Coaching Document & Score Interview Results


Why this is so important :Why this is so important First WHO – Then WHAT Good-to-great leaders transform business by getting the right people on the bus first, and then figure out where to drive it Having the right blend of talent, skill and experience is the foundation for creating the vision, strategy, organization structure, and tactics. When in doubt, keep looking for the right person If highly capable people are in the wrong position, move them! Put the best people on the biggest opportunities, not the biggest problems The “right people” are your most valuable asset. - Jim Collins, “Good to Great”


Certificate of Achievement :Certificate of Achievement www.ExecutiveBlueprints.com/certificates/014230.htm Free Certificate of Achievement for Completing this Course! Click on the link below to print your free on-line Certificate of Achievement. Click on the special link above and connect to our web site Type Your Name as you would like it to appear on the Certificate Change your Page Setup or Printer to LANDSCAPE Print your certificate Note – Requires the ability to connect to the Internet and local connected printer.


About Executive Blueprints, Inc :About Executive Blueprints, Inc Business Consulting Professionals Affiliated Consultants with years of Executive Business management and “real life” experience and success Characterized by a passion for learning and talent for teaching. We consolidate experience and relevant information into seminars, self-paced tutorials, coaching and targeted support Projects to accommodate the demands of modern management.www.ExecutiveBlueprints.com


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