Selecting The Best Rev 3 09

Selecting the Best An Interview Guide for Managers

Key Concepts Past and present behaviors are the best predictors of future behaviors Interview questions must be open-ended and competency based Value of multiple assessments/opinions Compliance with policies and letter and spirit of the law

Discussion Topics Talent selection tips “ Can Do’s” vs. “Will Do’s” Interviewer’s responsibilities Eliciting desired information Probing different dimensions Avoiding illegal pitfalls Preparation and interaction pitfalls

Talent Selection Tips Cast the widest net possible Cover letter and résume screening Telephone screening Initial on-site interview Assessment Tools Follow-up interview Final selection and offer Pending background check

Can Do’s Will Do’s Competency Type Technical Managerial/Leadership Examples Capital Budgeting Financial Statement Analysis Cost Accounting Drive for Results Strategic Agility Customer Focus How Ascertained Resume/Application Verification of Education & Credentials Reference Checks Interviews Interviews Behavioral/Aptitude Assessments Reference Checks

Interviewer’s Responsibilities The interviewer creates a non-threatening environment by: Being prepared Eliminating distractions Alleviating tension

The interviewer probes a candidate's: Skills Knowledge Behavioral traits Value judgments Opinions Decisions/Choice points Interviewer’s Responsibilities (cont’d)

The Interviewer observes: Content and current behavior Any excessive, abnormal or inappropriate behavior by the candidate What a candidate tends to reinforce, punish or extinguish in the behavior of others Interviewer’s Responsibilities (cont’d)

Eliciting Desired Information Ask open-ended questions, i.e. questions that cannot be answered by a simple yes or no Examples: Tell me about... How did you... Give me an example... Describe a time... Why did you... What prompted you to...

Eliciting Desired Information (cont’d) Avoid leading questions, i.e. questions that suggest or hint at a correct response Examples: I suppose you enjoy working in sales? You can work weekends, can’t you? This position requires someone with a lot of energy…you do have a high energy level, don’t you?

Eliciting Desired Information (cont’d) Avoid hypothetical questions Examples: What would you do if you took over our warehouse? How would you go about managing a new team member? What conversation style would you use in talking to an aggressive salesperson?

Probe Different Dimensions Choice Points Areas to Probe School/College Selection Decisions Rationale Process Selection of College Major/Minor Relationships Career Choice(s) Events Job/Employer Transitions Likes College/Professional Membership Dislikes

Avoiding Illegal Questions & Other Pitfalls Interview questions/probes must be consistent with the letter and spirit of applicable federal, state, and local laws. Certain areas are prohibited unless a bona fide occupational requirement can be proven. Prohibited areas include: Age (except to determine if candidate meets minimum required age for employment) Race National origin (except to determine U.S. legal residency)

Religion Marital status Number of dependents Child care arrangements/concerns Housing (own, rent, etc.) Arrest record (can ask about convictions only) Health status Type of military discharge Any information from minority of female applicants not routinely requested of white or male applicants. Avoiding Illegal Questions & Other Pitfalls (cont’d)

Avoiding Illegal Questions & Other Pitfalls (cont’d) Examples of inappropriate behavior : Do you wish to be addressed as Mrs., Ms., or Miss? Where were you born? Do you have any children at home? What an unusual name you have...where is it from? Who will be taking care of your children while you work? Are you pregnant? I see you attended Xavier University. Isn't that a Catholic school?

Preparation Pitfalls Failing to review the candidate's resume/application Not reviewing the job description and developing a list of required competencies Scheduling insufficient time Insensitivity to privacy/confidentiality issues

Interaction Pitfalls Not treating candidates as individuals Trying to impress the candidate rather than learn about them Looking disinterested Being overly direct or cold Not listening properly Taking copious notes during the interview Arguing Constantly interrupting

Interaction Pitfalls (cont’d) Talking too much Asking several close-ended or long-winded questions Limiting interview to planned questions with no probes Making promises that can't be kept Jumping to conclusions Allowing interruptions

Additional Things to Consider Read resumes in teams if possible Trust your instincts Be sure to identify strengths and weaknesses Take notes during the interview Interview in teams for top candidates

Notable Quotes “ You can’t spend to much time or effort “hiring smart.” The alternative is to manage tough, which is much more time consuming.” ~ Gary Rogers, Chairman and CEO Dreyer’s Grand Ice Cream

Notable Quotes “ You can never pay the right person enough, and you always pay the wrong person too much – no matter what the number.” ~ Charles “Red” Scott, Vice Chair, Board of Directors, Pier One Imports, Inc.

Reminder The interview process is still not over. The signed offer letter (pending drug screen, background check) does not end the process. Need to pay attention to the on-boarding process. The company has made the choice, now it’s the company’s duty to make the new employee feel part of the team from the beginning by giving them the information needed to be successful.

Selecting The Best Rev 3 09

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