How to Ask the Right Questions Interview for Success

How to Ask the How to Ask the Right QuestionsRight Questions

Interview for Success

Why Bother?

Interviewees are much better prepared than interviewers for the interview.

Internet search:

Tips on being interviewed: 10,300,000

Traditional Interviews

Traditional Interviewing:Situational Interviewing

Hypothetical questions

“How would you respond if….”

They will tell you what you want to hear!

Reliability of Hiring Techniques Using Traditional Interviews

US Dept of Labor statistics say there is a 52% likelihood of success

Reliability of Hiring Techniques Using Traditional Interviews

You might as well as flip a coin!

52% success rate??!!

Is that as good as it gets?

Behavioral Based Interviews

Behavioral Based Interviewing:Based on past behavior

Reality based questions

“How have you responded when…”

Past behavior predicts future behavior!

Behavioral Interviewing

“Describe a time when you had an idea – something that was aimed at streamlining or improving work processes. What was your actual involvement from start to finish?”

“Give me an example of a time when you went above and beyond what was required of you to provide excellent customer service.”

What You REALLY Want to Know…

CAN THIS PERSON DO THE JOB?

Does s/he want to do the job?

Will s/he fit with the rest of the team?

Will s/he be satisfied in this position for our company?

Can I rely on her/him for quality work?

What You Need to Know First:What is the Job?

What does this person do? (Responsibilities, duties)

What skills are required to perform the duties?

What competencies are required of a top performer?

What behaviors would be exhibited with each competency?

Sample Competency for Customer Service

Interpersonal Communication –Communicating clearly and effectively with people inside and outside or the organization

Interpersonal Skills

•Uses tact and diplomacy to handle difficult or delicate interpersonal problems

“Tell me about a time when you had to handle a very difficult problem. What were the circumstances and how did you handle it?

•Relates well to all kinds of people: peers, subordinates, customers, upper management

“Tell me about a time when you built strong relationships where none existed before.”

Target Behaviors Interview Questions

Is Candidate a Good Match for the Job?

Listen for concrete, specific situations, behaviors and outcomes. Evaluate past behavior with what is required for a top performer in your job.

Behavioral Behavioral Based Based

InterviewingInterviewing

Tools to Complement

Behavior

Attitude

Motivation

Beliefs

Tip of Iceberg

Core

Why Assessments?

To help you determine if the candidate can do the job, wants to do the job, will fit in with the team, be satisfied in the position and provide you with quality work.

Recommended Assessment Types

• Screening:– Tools that identify which candidates to

avoid.– Used for hourly level positions.– Typically decrease turnover by a

minimum of 20%.

Recommended Assessment Types

• Selection:– Tools that identify which candidate is

the best fit.– Used for mid- to upper-level, salaried

positions.

Screening Assessments• CLUES

– CandidClues• Attitudes and Integrity

– Core scales: Hostility, Conscientiousness, Integrity – Optional scales: Substance Abuse, Sexual Harassment,

Computer Misuse

– JobClues• Cognitive

• Personality – Benchmarked against over 50 positions

Includes follow-up behavioral interview questions

CandidClues Sample

JobClues

Sample

Selection Tools for Professional/Management

• TotalView – Abilities, Interests, Personality (provides behavioral

interview questions.)

• DISC– Behavior Style

• Business Values & Motivators – Motivators

*Job Matching – 87.5% Reliability

TotalView plus DISC and Business Values & Motivators enable you to:

Identify the candidate who has the “knowledge, skills, abilities, and other characteristics required to perform” the “tasks, duties, responsibilities and working conditions associated with a job.”

* Source: The US Department of Labor Testing and Assessment: An Employer’s Guide to Good Practices 2000

The right hiring tools enable you to hire “dynamic people” who want to be part of a growing organization and who are committed to contributing to the efforts of a winning team.

Bottom Line:

Increase your bottom line by hiring the right people!

For more information regarding HR issues, hiring techniques, and/or candidate assessments:

Contact Information

Paula PooleHR Director, Superior Walls of America, Ltd.1-717-351-9736 ppoole@superiorwalls.com

Or: Lisa PlankExecutive Assistant/HR Assistant1-717-351-9743lplank@superiorwalls.com