Design and conduct a great employment interview

Hamilton-Chase Consulting

Design & Conduct Great Interviews

Larry Gard, Ph.D.President, Hamilton-Chase Consultingwww.hamiltonchaseconsulting.com312-787-9620

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Interviewing Job Candidates?

It’s more than just asking good questions!


Interviewing Job Candidates? It’s more than just asking good questions!

unacceptable outstanding

The vast majority of candidates you meet will fall between the 2 ends of the spectrum


Model for thinking about successful job performance

Model developed by ASSESS Systems


Start by thinking about the job . . .

MEASURABLE OUTCOMES:

OBSERVABLE BEHAVIORS:Assumes responsibility for getting things done

Brings issues into the open

Maintains a positive attitude

Is persistent Is objective, fair, tactful

Recovers quickly from obstacles


Examples of Competencies

Negotiatio

n

Delivering Results

Teamwork

Planning & Organizati

on

Adapting to Change

Resilience

Conflict Management

Decisive Judgment


Choose Interview Questions

The best predictor of future behavior is past behavior

Format:

Tell me about a time when you . . .

How have you handled . . .

When you were faced with . . .

What has been your approach for dealing with . . .

How do you manage . . .


Interviewing Guidelines

Use open ended questions:avoid . . .

Don’t lead the witness:

Beware of bias:

We’re looking for someone who is . . .

This job requires a

person who can . . .

are you, have you, can you,

will you, do you, did you?


What to listen for

Listen for:

Demonstrates a reasonable plan of attack – a strategy of some sort, as opposed to a “wing it, fly by the seat of my pants” approach.

Is systematic and thorough; seeks out necessary information to plan and organize self rather than expecting to be spoon-fed.

Planning and Organizing:“When you take on a new project, how do you typically get ready to tackle it - what’s your approach?”


Probe when the response:

Is unclear, vague, or insufficient

Is inconsistent with something said earlier

Doesn’t match other information

THINKING – how much initiative and decision-making capacity did the candidate demonstrate?

DOING – did candidate actually do what is claimed?

ACTING – did candidate act alone, under the direction of someone else, and/or with assistance from others?


Verbal Indicators of Deception

Attempts to evade questions

Different answers to similar questions

Inability to commit to their own narrative


Use an objective scoring system


Psychological testing: make more informed decisions about candidates


Thank you for watching!

Larry Gard, Ph.D.President, Hamilton-Chase Consultingdrlgard@hamiltonchaseconsulting.comwww.hamiltonchaseconsulting.com312-787-9620

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Design and conduct a great employment interview