Building Interviewing and Assessment Skills
- 1. Building Interviewing and Assessment Skills
- 2. Fundamentals of Interviewing THE INTERVIEWING DYNAMICS ROLE OF AN INTERVIEWER PROFILE OF AN EFFECTIVE INTERVIEWER ESSENTIALS OF AN EFFECTIVE INTERVIEW
- 3. The Interviewing Dynamics Understanding and preparing for the task and the role is important to achieve the purpose. The things one says or does to fulfill the purpose are called task dimensions. Rapport between the interviewer and the interviewee is essential to enable a free discussion The things one does and says to create a climate of warmth and support represent the rapport dimensions of the interview. Often in an interview we are trying to assess certain traits or qualities of a person. Understanding what is to be assessed and the methods of assessing represent the assessment dimensions of the interview. The sharing and inferring of information through verbal and non-verbal means constitute communication dynamics in the interview. Task Role Behavior Communication Dynamics Assessment Dimensions Rapport Dynamics
- 4. Fundamental Interviewing Skills RELATIONSHIP BUILDING LISTENING OBSERVATION QUESTIONING AND PROBING
- 5. Essence of Relationship Building Empathy Genuineness Warmth Respect
- 6. GENUINENESS WARMTH EMPATHY RESPECT Ability to put oneself in someone else’s shoes and understand the situation from his/her point of view It requires casting aside your own feelings and listening closely to the candidate to understand his/her underlying feelings. To appreciate that each person is unique and to accept the person for what he/she is Not to judge a person by your own notions and beliefs To believe that every person has positives and strengths within him Understand candidates from a holistic perspective How much you care for the candidate and his concerns Creates the facilitative conditions for building a relationship Expressed both verbally and non verbally “ Being you true self”- behavior is in congruence with our inner feelings and intentions It facilitates the process of generating trust It is a way of being which is least stressful
- 7. Types of Listening PASSIVE PROJECTIVE MARGINAL ACTIVE The physical presence but mental absence of the listener can be defined as passive listening or hearing. All that is being said is being heard but not really absorbed. The respondent erects a barrier through which he allows information to seep only in bits and pieces. As a result partial or marginal information can be retrieved if the situation demands or the need so arises. In projective listening the responses of the receiver are in a state of ‘restful alertness’. While listening, the receiver tries to view and absorb the contents of the presentation within his own frame of reference This is the most effective form of listening. The receiver absorbs all that is being said and also makes an attempt to verify all that he has been listening to.
- 8. Appreciative Inquiry Appreciative inquiry is an art of discovering others by focusing on their strengths, positive experiences, moments of excellence, etc. The essence of appreciative inquiry lies in asking open-ended generative questions, i.e. questions that make an individual reflect and introspect Appreciative Inquiry can be successfully used in interviews for: Creating a positive and relaxed setting and rapport building Understanding candidates better by tracing their fundamental values and beliefs For specifically discovering values like optimism, integrity,ambition, perseverance etc
- 9. Guidelines for Appreciative Inquiry Enter the inquiry process with the spirit of exploration and learning Start the inquiry process with a dialogue on the strengths and positive experiences of the candidate Ask open-ended questions which encourage the candidate to share his/her personal experiences and stories Remember that understanding and discovering is the essence of appreciative inquiry; not judgment Keenly observe the candidate’s behaviour-both verbal and non verbal Identify the main themes (closely held beliefs and values) that run through the candidate’s stories
- 10. Interviewing Questions LEADING BEHAVIORAL THEORETICAL Leading questions prompt candidates to give the answer they think you want to hear. They are worded in a way that hints at a "correct response," encouraging the candidate to make that response. A behavioral question is one that requires the candidate to respond by citing some specific experience, event or situation that he/she has been a part of. The responses to such questions offer insights about the candidate’s attitude, values, beliefs etc that might otherwise be difficult to assess. A theoretical question asks candidates for theories, opinions, or general actions-what they think about a topic or situation or what they would do or usually do -not what they actually did in a specific situation. Typically they result in idealistic responses
- 11. Competency Based Interviewing
- 12. Competency Competency Based Interviews Competency can be described as “a cluster of related knowledge, skills and attitudes that affect a major part of one’s job (a role or a responsibility), that correlate with performance on the job, that can be measured against a well accepted standard and that can be improved through learning methodologies” Behavioural interviews or competency-based interviews are based on the idea that past behaviour is the best predictor of future behaviour. In these interviews the interviewer seeks specific examples of when and how the candidate demonstrated a particular behaviour.
- 13. Critical Competencies Entrepreneurship Relationship Building Selling and Influencing Customer Service Openness to Learning Perseverance Planning and Organizing Communication Integrity/ Honesty
- 14. Prioritized Competencies Entrepreneurship Selling and Influencing Perseverance Relationship Building/Customer Service Planning and Organizing Communication
- 15. Behavioral Descriptors of Critical Competencies
- 16. Entrepreneurial Skills Willingness to take calculated risks Proactive attitude Looking for opportunities and not missing them Achievement orientation Wants to consistently improve his own performance Has a need to prove himself and others Self starter and self motivated/ Self reliance Be your own Boss Does not regard failure as disaster but a learning opportunity Likes to experiment and do things in a new way - Innovation Sense of ownership and identification with the company Drive to make money for self and
- 17. Selling and influencing skills Engages well with the client in the opening conversation Engages with the client in a dialogue where one is able to establish a balanced picture of the company and the products in a convincing manner Identifies with the “hot buttons” of the customer/ senses resistance Asks intelligent, meaningful questions Listens actively, responds and summarizes for understanding Active prospecting to attract & acquire customers Relates with warmth and genuineness Assertive and persistent Confident & enthusiastic Closes the deal
- 18. Perseverance Handling rejections Bouncing back after rejections Consistently working towards the goal/Result Orientation Having belief in self and the company and the product offering and working towards achieving results for self and the organization Going the extra mile even if there is no immediate payoff Enjoying the experience of the process rather than just looking at the output Positive Attitude
- 19. Relationship Building Interest in meeting people & keeping in touch Curiosity in getting to know other people Keeping in touch with people Participating in social functions Taking personal interest in potential customers by finding out more about their family, lifestyle, community activity (Generally speaking the person loves to interact and build relationships not necessarily to win business) Building trusting relationships Awareness that business effectiveness in the long run depends on sound and sincere win-win relationships Puts the relationship with the customer before the “sale” in order to build goodwill and credibility Warm & outgoing personality Sense of integrity (honoring commitments, openness and honesty )
- 20. Planning and Organizing Prioritizing the leads Planning the activities of the day, keeping in mind the priorities Doing effective time and ‘route planning’ Setting stretched but realistic targets and deadlines Following checklists Following discipline of adhering to the laid down processes Maintaining accurate client information and records Performing well under pressure –multiple tasks, deadlines etc
- 21. Communication Create understanding and rapport through body language, warmth and empathy Listening and observing carefully Inspiring trust and confidence Engaging the client in a meaningful conversation
- 22. Interview Structure Studying the CV/ Application blank Making notes and questions Introduction and context setting Rapport Building Probing and information seeking Observing and assessing Answering queries Explaining next steps Assessment and decision PREWORK OPENING CLOSURE CORE
- 23. Thank You !!