Conducting Effective Interviews

CONDUCTING EFFECTIVE INTERVIEWS

NIKET KARAJAGI profile

Professional Identity  Founder Director Atyaasaa Consulting Pvt. Ltd., Atyaasaa Consulting Foundation & Atyaasaa Global Alliances LLP

Professional Experience  Corporate experience in Sales and Marketing  Profit center management  Brand and franchise management  Entrepreneur with over 15 years in field of management consulting and training internationally  Over 25000 hours of training and consulting experience  More that 2,00,000 professionals trained and coached  Consulting worldwide with 175 top notch organizations across all verticals  Authored management articles in various publications worldwide  Currently facilitating business expansions for European organizations

Training/Consulting/Coaching  Training worldwide in over 100 management topics  Setting up HRM practices  Helping organizations shift business orbits through organization development projects  Executive coach to various CXO

Qualification  B.E. Mechanical  Master practitioner Neuro Linguistic Programming  Marshall Goldsmith certified and accredited coach  Certified DISC assessor and trainer through Wiley  MBTI – Step I and Step II practitioner  Saville assessment international accreditation  Certified in Design Thinking for Innovation

THREE VARIABLES of performance

Performance = (Skills, Competence, Chance)

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HUMAN BEHAVIOUR MODEL

Sense of purpose

Competencies

Skills

Behaviour

Attitude

Values

Belief

Environment

MOTIVES AT WORK

Passion - Actualized contribution at work/holistic gratification

Creativity – Innovative contribution at work/inventive gratification

Learning and discovery – Capability upgrade at work/intellectual gratification

Co-Creation – Collective contribution at work/social gratification

Status – Power and influence at work/territorial gratification

Pleasure – Fun at work/sensing gratification

Survival – Sustenance at work/basic material gratification

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TAYLOR RUSSELL FRAMEWORK

Incorrect decisions

Correct decisions

Bad misses Expected to be poor but actually good

Good hires Expected to be good and actually good

Correct rejections Expected to be poor and actually poor

Bad hires Expected to be good but actually poor

Our prediction

Source: University of Western Australia

JOB PERFORMANCE PREDICTORS

Assessment centres Biodata instruments Reference checks Training and experience point method

Work sample tests Structured interviews Job knowledge tests

0

0.1

0.2

0.3

0.4

0.5

0.6

Validity coefficients

Cognitive ability tests Job tryout Reference check Experience Unstructured Interview Academic achievment Age

0

5

10

15

20

25

30

Percentage of variance accounted for in job performance

Source : testpartnership.com; Psychological bulletin, 124, 262-274

SELECTION METHODS cost and performance prediction

Work sample

Unstructured interview

Psychometric test

Task and validity tests

References

Qualification

High

Prediction of performance

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CORREALTION OF PERFORMANCE indicators

Random selection

Years of education

Years of job experience

Conscientiousness

Unstructured employment interviews

Cognitive ability

Cognitive ability and Conscientiousness

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Correlation coefficient

Performance = 0.51 x GMA (general mental ability) + 0.31 x Conscientiousness

Source: Schmidt and Hunter, 1998

PSYCHOMETRIC PROFILE example

Adaptability – Resilient

1 2 3 4 5 6 7 8 9 10

Self-assured moderately self-confident (5); feels in control of own future (7); has a strong sense of own worth (7) Composed rarely gets nervous during important events(7); reasonably calm before important events (6); works reasonably well under pressure (6) Resolving copes reasonably well with people who are upset (5); dislikes having to deal with angry people (4); feels less need than many people to resolve disagreements (4)

M

T

I

N

Source: Saville Assessment

PROCESS OF SCREENING out and in

Screening-out

Screening-in

1. Base qualification 2. Job change frequency and average tenure ship 3. Salary predictive fitment 4. Location anchor 5. Domain anchor 6. Motive for job change

1. Overall experience 2. Work design related hard skills 3. Key assignments and job competencies demonstrated 4. Type and number of certifications

Personality test Qualify based on process driver indicators Map the candidates journey First formal structured interview

Work trait test

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BEHAVIOURAL EVENT INTERVIEWING

Behavioural interviewing helps in identifying a persons ability to do a job rather than just their personality

It helps in identifying the past job/life experiences which is the best indicator of how the person will handle the situation in the future

It looks for a contra evidence of every behaviour we identify

Its not a absolute predicator but overcomes the likeability factor

STAR Technique

Investigate culture fit

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STAR TECHNIQUE

STAR technique is a way to frame questions in an organized manner that will give the interviewer the information about the candidate’s past experience

STAR TECHNIQUE to help interviewer frame behavioural questions

S

Situational questions

T

Task questions

A

Action questions

R

Result questions

BEHAVIOUR INTERVIEWING sample questions

Describe a long term project you managed. How did you keep everything moving in the right time? Give an example of a goal you reached and tell me how you achieved it Give an example of a goal you didn’t reach and how you handled it Describe a stressful situation at work and how you handled it Tell me about how you worked effectively under pressure at work

How do you handle a challenge?

Have you been in a situation where you didn’t have enough work to do?

BEHAVIOUR INTERVIEWING sample questions

Describe a decision that was unpopular and how you handled implementing it? Did you ever make a risky decision? Why? How did you handle it?

Did you ever postpone making a decision? Why?

Describe a stressful situation at work and how you handled it Have you ever dealt with a company policy that you weren’t in agreement with? Have you gone above and beyond the call of duty? If so, how? How did you handle meeting with a tight deadline?

BEHAVIOUR INTERVIEWING sample questions

Give an example of how you set goals and achieve them

Did you ever not meet your goals? Why?

What do you do when your schedule is interrupted? Give an example of how you handle it Have you had to convince a team to work on a project you weren’t thrilled? How did you do it? Give an example of how you have worked in a team.

Have you faced a difficult situation with a co-worker? How?

What do you do when you disagree with a co-worker? Share an example of how you were able to motivate your co-workers or employees

BEHAVIOUR INTERVIEWING sample questions

When you worked on multiple projects how did you prioritize?

Have you made a mistake? How did you handle it?

Do you listen? Give an example of when you did and didn’t listen Have you handled a difficult situation with a supervisor? How? Have you handled a difficult situation with another department? How? Have you handled a difficult situation with a client or a vendor? How?

What would you do if you disagree with your boss?

PERFORMANCE PREDICTORS

Cognitive abilities

Average performer

Systems thinking

Conscientiousness

Superior performer

Emotional intelligence

Social intelligence

CHARACTERISTICS OF MOTIVE VS. TALENT

Performance through coaching

High

T

M

Low

Performance through constant reviews

High

Low

T

M

Ineffective performance

Low

TM

High

High potential performer

Low

TM

High

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INTEGRATION STRATEGY

Solving day to day problems

Engaging in operations

Engaging with the team

Driving process drivers to make the team successful Imbibe the mission, vision and values of the organization Create an environment of co-creation

Engaging with stakeholders

Engaging with culture

Define actions for accomplishment of strategic goals

Engaging strategic perspective

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THANK YOU Workshop material available at: https://niketkarajagi.com/

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