Management training - Interview technique
In business you need to be able to pick good people.
You need to be able to avoid the dangerous ones.
A candidate may look good, sound good and be well educated, but if he later turns out to be:
Lazy
Disruptive
Dishonest
Then he-she can cost you dearly.
Selecting the right person is a vital skill
Not hiring the wrong person will save you much time and tears.
If you don't believe me, ask David Cameron.
Selection interview skills are good to have:
A selection interview is "A form of business communication, the purpose of which, is to enable the interviewer(s) to gather enough information to make an accurate decision, whether to employ a particular person, or not".
If an interview is to be effective, then you should prepare a definite method.
Employing the right person can be a profitable decision.
Employing the wrong person can be a disaster.
When thinking about the selection process, consider the following points:
- Decide in advance a "theoretical ideal ".
1. Map out the job role, in detail.
Think about the job and map out all its aspects. What are the subset- tasks and duties this role requires of anyone who is hoping to fulfil it?
2. Then Map out the corresponding skills and knowledge required to fulfil the role.
Each aspect would necessitate certain skills and knowledge: make a list of all of them.
3. Map out the things you definitely DON'T want to see in the candidate.
Are there any attributes that must NOT be present: i.e. Low stress threshold?
For each skill, attribute or attitude, work out in advance how you will TEST for it, during the selection process.
Work out either:
1. A question
Think up the questions that will tease out whether this person has the knowledge, or not?
2. A test exercise
Think up an exercise that will test whether the person has the skill.
3. A situation
Place the person in a situation that will expose their strengths or weaknesses.
Then: Design a sequence of questions, tests or situations that will be applied to all the candidates, in essentially the same way.
Be careful that you do not accidentally contravene the legislation relating to discrimination laws.
Apply the same test to every candidate, fairly and evenly.
Additional points to consider:
Special Communication skills relating to interviews
- Remove the fear.
When people are nervous, it distorts their performance. So do all you can to take the stress and fear out of your process?
Don't spend the time talking too much: have the candidate do the talking.
Don't make yourself the star of the show. Put your candidates in the spotlight.
You need to evaluate them, not impress them, with how great your organisation is
- Distinguish between "Answers" v "responses" to questions.
Listen to how they react to your questions and distinguish between answers and responses to questions.
I.e. notice which questions they don't answer.
Watch for any signs that this person may be suffering from:
- Laziness
- Dishonesty
- Uncooperativeness
You can't afford a lazy, disruptive or dishonest person in your business.
Some people can interview well and only later do you find out.
Be careful!
Lastly:
Remember the law
There are strict laws relating to unfair discrimination:
- Race
- Gender
- Age
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structured interview
In business, a structured interview is a process that: 1) uses one fixed set of job-related questions, tasks or situations for every applicant; 2) links every item to a clear map of role skills and knowledge; 3) gathers objective evidence of ability and risky traits; 4) meets discrimination law through equal, bias-free treatment.
CG4D Definition
Context: Business
Genus: Process
- Uses one fixed set of job-related questions, tasks or situations for every applicant
- Links each item to a detailed job role skills and knowledge map
- Collects objective evidence of both ability and undesirable traits
- Complies with equal opportunity law through consistent, bias-free treatment
Article Summary
A clear, fair and structured interview lets you test skills, spot warning signs and stay within equal opportunity law, so you hire the right person and avoid the £20,600 price of a bad hire.