Downloaded 46 times
Uploaded byBizLibrary
Because Great Interviewers Are Made, Not Born: The Key to Hiring Success
The document summarizes an online presentation about training interviewers. It includes: 1) The presentation discusses the importance of structuring interviews and using competency-based behavioral questions to improve predictive validity and reduce hiring mistakes and bias. 2) Interviewers can be trained on conducting effective blended behavioral interviews, including eliciting complete behavioral responses, evaluating responses, and following a professional process. 3) The best way to learn interviewing skills is through short, bite-sized e-learning modules that can be applied directly to practice and complement on-the-job learning and coaching.
In this document
Powered by AI
Introduction of speakers: John Reynolds, Erin Boettge, Dr. Patrick Hauenstein; BizLibrary Twitter handle.
BizLibrary focuses on enhancing employee learning for organizational success in a competitive environment.
The importance of training interviewers to enhance hiring outcomes.
Highlighting 10 common mistakes made by untrained interviewers.
Mistake #10: Unclear goals lead interviewers to lack competence definitions.
Mistake #9: Interviewers creating irrelevant questions due to poor preparation.
Mistake #8: Interviewers often misjudge candidates, mistaking confidence for capability.
Mistake #7: Managers resist structured interviews, which can lead to poor outcomes.
Mistake #6: Lack of strategies to evaluate candidate responses effectively.
Mistake #5: Personal biases influencing the hiring decision.
Mistake #4: Focusing on reasons for rejection instead of positives.
Mistake #3: Over-interviewing creates a negative experience for candidates.
Mistake #2: Interviewers talking too much and not allowing candidates to respond.
Mistake #1: Poor structuring leads to ineffective interviews; training is recommended.
Professional interviews involve a structured evaluation process, including pre-planned questions.
Structured interviews show better predictive validity than unstructured ones, with a score of .63.
Higher performers can earn 40% more of an annual salary than average performers.
Costs of hiring and training range from 25% to 200% of annual compensation.
Replacement costs can amount to 2 to 7 times an employee's salary.
Interviewers need training to achieve better predictive accuracy in hiring.
Key principles like behavior consistency principle relate past behaviors to future performance.
Conducting blended interviews involves diverse question types to improve outcomes.
Encouraging a conversational flow helps create rapport and effectiveness in interviews.
Using various questions helps elicit comprehensive behavioral responses.
Complete behavioral responses should include circumstances, actions, and results.
Key evaluation principles include situation similarity and significance of responses.
Maintain control over the interview process to meet both interviewer and candidate goals.
Modern skill development is influenced by technology and research on interview processes.
70-20-10 learning model emphasizes on-the-job practice and bite-sized learning.
Short, mobile-friendly learning modules enhance information retention.
OMNIview offers e-learning courses designed to develop interviewing skills significantly.
An open floor for questions from the audience regarding the presentation's content.
Details about a 6-part eLearning course on interviewing basics.
Information about a 6-part recruitment video series addressing various recruitment strategies.
A call to action for the audience to try BizLibrary’s online course collection.
More Related Content
Similar to Because Great Interviewers Are Made, Not Born: The Key to Hiring Success
Because Great Interviewers Are Made, Not Born: The Key to Hiring Success
- 2. Presenting Today John Reynolds ChiefExecutive Officer, OMNIview Follow along on Twitter: #BizWebinar @BizLibrary Erin Boettge Content Marketing Manager, BizLibrary [email protected] Dr. Patrick Hauenstein Chief Science Officer, Psychologist, OMNIview
- 3. www.bizlibrary.com/free-trial BizLibrary helps organizationssucceed by improving the way employees learn.
- 4. THE KEY TOHIRING SUCCESS Because Great Interviewers are Made – Not Born
- 5. 5 10 Common InterviewerMistakes Untrained interviewers are prone to many mistakes. Here are 10 of the most common…
- 6. #10: IF YOUDON’T KNOW WHERE YOU ARE GOING, ANY ROAD WILL TAKE YOU THERE 6 Interviewers don’t have a clue what they are interviewing for – no roadmap or definition of the competencies required for success.
- 7. #9: INTERVIEWERS MAKEUP THEIR OWN QUESTIONS 7 If they do have some idea what qualities they want to assess, then they don’t know the right questions to ask. “If you were a tree, what kind of tree would you be, and why?”
- 8. #8: PLAYING AMATEURPSYCHOLOGIST 8 Interviewers are overly confident of their ability to accurately “size someone up.” They like to play amateur psychologist.
- 9. #7: I’LL DOIT MY WAY 9 Managers resist structure and like to do things “their way” which usually is a mistake. “Mistakes? I’ve made quite a few”
- 10. #6: NO RESPONSEEVALUATION STRATEGY 10 Interviewers have no clue on how to evaluate candidate responses or what constitutes a good response.
- 11. #5: ALLOWING BIASESTO INFLUENCE 11 Attractiveness, interpersonal skills and verbal fluency overly influence decisions as well as other individual biases, personal prejudices, and stereotypes. “I think I’m looking for someone who is a lot like me”
- 12. #4: LOOKING FORNEGATIVES 12 Interviewers look for a reason to reject a candidate rather that examine their positive qualities.
- 13. #3: DEATH BYINTERVIEW & OTHER FORMS OF CANDIDATE ABUSE 13 Excessive interviews do not add incremental value and leave a negative impression of the organization on candidates .
- 14. #2: ONE WAYCONVERSATIONS 14 Interviewers monopolize the airtime & don’t give candidates time to fully respond or ask questions.
- 15. #1: A LACKOF STRUCTURE, CONTENT, AND PROCESS 15 This is the core problem behind poor interviewing and the reason why organizations should turn to training interviewers to conduct blended behavioral interviews.
- 16. PROFESSIONAL INTERVIEWS ARESTRUCTURED A Complete Solution Structured Evaluation Process Structured Response Format Structured Competency Architecture Structured Data Integration Process Structured Pre-Planned Questions
- 17. STRUCTURE MATTERS! 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 Structured Unstructured Comparisonof the Validity of Structured Interviews vs. Unstructured Interviews Note: Validity refers to the ability of a measure to predict future success, it ranges from 0 to 1 and .63 is awesome.
- 18. And… BRINGS AHUGE ROI! • Research suggests that the difference in value between an employee performing at the 83rd percentile in their role compared to an employee at the 50th percentile is 40% of their annual salary! 18
- 19. And… BRINGS AHUGE ROI! • Hiring and training costs can vary from 25 to 200% of annual compensation 19
- 20. And… BRINGS AHUGE ROI! • Replacement of an employee can range from two to seven times his/her salary. 20
- 21. 21 What Do InterviewersNeed to Learn? Interviewers can be trained to conduct awesome interviews and achieve consistent predictive accuracy
- 22. THE FUNDAMENTAL PRINCIPLESOF BEHAVIORAL INTERVIEWING • THE BEHAVIOR CONSISTENCY PRINCIPLE – the best predictor of future behavior is past behavior in similar circumstances • COROLLARY 1 – the more recent the behavior, the better the predictive power • COROLLARY 2 – the more longstanding the behavior, the better the predictive power • Understanding and using competencies • Behavioral description questions vs. other types of interview questions 22
- 23. HOW TO CONDUCTA “BLENDED” INTERVIEW USE A VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE BEHAVIORAL INTERVIEW: • Establish rapport and put the candidate at ease which makes for a more productive interview 23
- 24. HOW TO CONDUCTA “BLENDED” INTERVIEW USE A VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE BEHAVIORAL INTERVIEW: • Provide a conversational flow and context for asking behavioral questions 24
- 25. HOW TO CONDUCTA “BLENDED” INTERVIEW USE THE VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE BEHAVIORAL INTERVIEW: • Obtain better and more complete behavioral responses to behavioral questions 25
- 26. HOW TO CONDUCTA “BLENDED” INTERVIEW USE THE VARIETY OF QUESTION TYPES TO EXTEND THE POWER OF THE BEHAVIORAL INTERVIEW: • Provide information on the whole person including interests, job experience, impact, and enthusiasm for the position 26
- 27. HOW TO ELICITA COMPLETE BEHAVIORAL RESPONSE BE ABLE TO RECOGNIZE AND ELICIT COMPLETE BEHAVIORAL RESPONSES THAT HAVE THREE CRITICAL COMPONENTS: • Circumstances • Actions • Results 27
- 28. HOW TO EVALUATECANDIDATE RESPONSES EFFECTIVELY EVALUATE CANDIDATE RESPONSES IN AN INTERVIEW. APPLY THE KEY PRINCIPLES OF: • Situation similarity • Approach effectiveness • Significance 28
- 29. HOW TO FOLLOWA PROFESSIONAL INTERVIEW PROCESS • A PROFESSIONAL INTERVIEWER NEEDS TO MAINTAIN CONTROL OVER THE INTERVIEW PROCESS TO ENSURE THAT BOTH THE INTERVIEWER’S AND THE CANDIDATE’S OBJECTIVES ARE MET. • How to organize interview time • How to manage the pace of an interview to ensure full and proper coverage of each assigned competency • How to adhere to legal standards in conducting the interview 29
- 30. 30 What is theBest Way to Learn? Time constraints, technology, and research have shaped the way interviewers build professional skills in the digital age
- 31. LEARNING FORMAT THE KEYTO AN EFFECTIVE LEARNING DESIGN FOR THE DIGITAL AGE CONSISTS OF: • Provide opportunities to practice and develop on the job. • Research shows that 70% of development happens on the job; 20% through coaching and mentoring and 10% through formal learning, which includes e-learning modules. • Effective e-learning courseware structures the 70% through step by step instructions, thus leveraging the natural way a person develops. 31
- 32. LEARNING FORMAT THE KEYTO AN EFFECTIVE LEARNING DESIGN FOR THE DIGITAL AGE CONSISTS OF: • Short, bite-sized learning modules that can be delivered on mobile devices • Learners retain more information when it is delivered in small, bite sized learning modules. • Small bite sized learning modules and mobile device delivery meet the time constraints and schedules of people in the digital age. 32
- 33. THE TOTAL SOLUTIONIS AVAILABLE NOW! • OMNIview partnered with the Vado learning team to create bite sized e-learning courses that build the skills needed to become a great interviewer. with six courses, covering six topic areas, interviewers and hiring managers now have the tools they need to be professional interviewers. CONTACT US TO LEARN MORE BECAUSE GREAT INTERVIEWERS ARE MADE – NOT BORN 33
- 34.
- 35. Interviewing eLearning Coursefrom Vado 6-part eLearning course on Interviewing 1. Interviewing Basics 2. Recognizing Behavior Responses 3. Evaluating Candidate Responses 4. Conducting Professional Interviews 5. The Blended Interview Process 6. The Legal Aspects of Interviewing
- 36. 6-part Recruitment videoseries 6-part Recruitment Video Series 1. Recruitment Strategies, Part I 2. Recruitment Strategies, Part II 3. Process and Strategy 4. Job Analysis and Job Descriptions 5. Recruitment Law, Part I: IRCA and Patriot 6. Recruitment Law, Part II: EEO Set of Laws
- 37. Try out thesevideo lessons and more! Let us know through the poll if you’d like a free trial of BizLibrary’s online course collection. www.bizlibrary.com/free-trial