Debrief - Interviewing & Assessment Skills

Debrief – Interviewing & Assessment Skills

It is the first few minutes of the interview that decide whether the candidate is good or not! However, can we really rely on this so called ‘intuition’? Behavioural interviews explore how an interviewer can take an informed decision and hire the right candidate in the organization. Through behavioural interviews, you carry out a check of the past events to predict the future performance of a candidate. The traditional, unscientific method of interviewing might seem direct and straightforward; however, you as an interviewer would admit that it is rather flawed. Some of the pain points cited by a traditional interviewer are:

BIASES WHILE HIRING THE JUNIOR MOST AND SENIOR MOST CANDIDATES

INABILITY TO CONVINCE TOP MANAGEMENT INCASE OF BUSINESS

WRONG QUALITY AND CULTURAL FIT

LACK OF COMPETENCY BASED KNOWLEDGE

FAILURE TO IDENTIFY PASSIONATE PEOPLE

LOSS DUE TO NO SHOWS

ABOUT ATYAASAA Atyaasaa Consulting Private Limited is resolute on meeting the needs of human resources, through behavioral processes, training, counseling, coaching and management consulting. It is on a Mission of “Awakening Human & Business Excellence”. Its transformational processes facilitate unleash innate energies ensuing superior performance and productivity, both in individuals and organizations. “Atyaasaa” Vision is, to remain a leading & niche human resource training, counseling and consulting organization offering quality services through quality people. Atyaasaa is thus partnering with top brands at a National & International level in their mission of holistic growth.

For further details: Write to us at: info@atyaasaa.com Visit us at: www.atyaasaa.com

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Debrief – Interviewing & Assessment Skills

BEST V/S RIGHT - LEVEL OF HIRING The chances of attrition increase when your hire possesses competencies of a higher level than required for the job. The candidate chosen does not get any challenging tasks. He feels his job is getting complacent and goes out in search of better opportunities.

JOB Y – HIGHER LEVEL OF COMPETENCIES

BEST HIRE FOR JOB X

COMPETENCIES HELD BY PERSON 1

THE CANDIDATE WITH A HIGHER LEVEL OF COMPETENCY REQUIRES A HIGHER POSITION

JOB X – MEDIUM LEVEL OF COMPETENCIES

THIS IS THE DESIRED GAP NEEDED WHILE HIRING A NEW RECRUIT

RIGHT HIRE FOR JOB X

COMPETENCIES HELD BY PERSON 2

THROUGH BEHAVIOURAL INTERVIEWS, GET INSIGHTS INTO…

ATTITUDE

PERSONALITY

BEHAVIOURAL INTERVIEWS

ASPIRATION

PASSION

BACKGROUND

JOB COMPATIBILITY

BEHAVIOURAL TRAITS OF A PASSIONATE PERSON

GREAT CONNECT TO THE WORK

EMOTIONAL INVOLVEMENT IN JOB

Debrief – Interviewing & Assessment Skills

NLP AND BEHAVIOURAL INTERVIEWS

NLP BEHAVIOURAL INTERVIEWS

IT INDICATES PERSONS PASSIONS

SENSE OF PURPOSE

IT HELPS ASSESS LIKELY ACTION THAT AN INDIVIDUAL WILL TAKE IN CHALLENGING SITUATIONS

COMPETENCY

IT CAPTURES ON TECHNICAL SKILLS POSSESSED

SKILLS

IT HELPS GATHER INSIGHT THROUGH THE BODY LANGUAGE

BEHAVIOUR

IT ASSESSES THINGS AND IDEALS IMPORTANT TO THE CANDIDATE IT JUDGES THE ATTITUDE OF A CANDIDATE THROUGH THE USE OF HYPOTHETICAL SITUATIONS

ATTITUDES

VALUES

IT TESTS A CANDIDATE’S BELIEFS THROUGH IDEAL SITUATIONS

BELIEF

IT HELPS YOU CHECK THE CANDIDATE’S FAMILY BACKGROUND AND UPBRINGING

ENVIRONMENT

Through a behavioural interview, an interviewer mainly tries to gain insight about the environment of the candidate. As an interviewer, you need to check whether the candidate has been subjected to an environment that will help him perform his job better.

TO CHECK BELIEFS ASK: Q. IF YOU HAD AN IDEAL BOSS, WHAT WOULD YOU DO? Q. DESCRIBE AN IDEAL CHALLENGE/COLLEAGUE. (CREATE HYPOTHETICAL, IDEAL SITUATION TO UNDERSTAND PERSONS BELIEFS AND VALUES)

TO CHECK ENVIRONMENT ASK: Q. DESCRIBE THE CITY YOU ARE FROM. Q. TELL US SOMETHING ABOUT YOUR COLLEGE.

(TAKE CUES FROM THE ANSWERS TO THESE QUESTIONS TO ASSESS THE ENVIRONMENT AND LIKES AS WELL AS DISLIKES OF A PERSON)

Debrief – Interviewing & Assessment Skills

Another technique you could try is – Give the candidate a scenario to imagine, that he is stranded in a jungle for 2 days, ask him/her what he/she would take along. Then you could assess them based on their responses: If, in the first few choices a weapon is indicated: } It implies that safety is important to the candidate } The candidate will do well in a job of risk mitigation If, in the first few choices a flashlight/torch is indicated: } It implies the candidate’s need for a predictable future } The candidate will do well in a secured job role where there is low ambiguity If, in the first few choices a compass/map is indicated: } It implies the candidate’s need for written guidelines } The person will do well in job where step by step indications are given

THE QUESTIONS FRAMED FOR A BEHAVIOURAL INTERVIEW SHOULD BE JOB SPECIFIC

BEHAVIOURAL INTERVIEW TIT BITS

LOOK OUT FOR CANDIDATES WHO BELIEVE IN GROWTH AND QUALITY

ENCOURAGE INTERVIEWEES TO ASK QUESTIONS. YOU COULD ANALYZE INTERVIEWEES BASED ON THE SEQUENCE OF THEIR QUESTIONS

INTERVIEW ASSESSMENTS After the interviews, it is important to reflect and assess over the happenings in the interviews. How do you do this?

OBSERVING AND RECORDING BEHAVIOURS

ANALYZING HUMAN ELEMENTS THROUGH NLP

INFERRING AND FINALIZING THE RATING ON COMPETENCIES

This layout should not be used for lateral hires. Debrief – Interviewing & Assessment Skills

LAYOUTS USED IN AN INTERVIEW Formal layout

This is a great layout for final negotiations. This layout should not be used for lateral hires.

Informal layout This layout is preferred for a first meeting where an informal exchange of information takes place.

Panel layout This layout is used for a more confrontational interview. It could be used for a formal as well as an informal interview. One of the interviewers plays the role of a distracter and the other is supportive to the interviewee. The third interviewer (seated in the middle) is generally the potential reporting head of the interviewee.

Stress interview layout This layout is especially used to create an environment conducive for stress interviews. The interviewee feels singled out as he is ‘put on the spot’.

Debrief – Interviewing & Assessment Skills

DISC – PROFILING YOUR CANDIDATES

D

DOMINANCE

DEALING WITH PROBLEMS

I

INFLUENCE

DEALING WITH PEOPLE

S

STEADINESS

DEALING WITH PACE

C

COMPLIANCE

DEALING WITH PROCEDURES

DEALING WITH REJECTING CANDIDATES

GIVE CONSTRUCTIVE FEEDBACK

TREAT WITH RESPECT AND PROFESSIONALISM

UNDERSTAND THAT REJECTION MAY TRIGGER CERTAIN NEGATIVE EMOTIONS

WHILE ASSESSING THE CANDIDATE... It is crucial to check and relook at the willingness demonstrated by the candidate at the time of the interview. This 9 box model helps you better assess the candidate.

8

9

7

EXCELLENT IN ROUTINE TASKS BUT CAN’T WORK ON COMPLEX TASKS

‘B’ GRADERS

‘A’ GRADERS

5

4

6

INITIAL STEP TOWARDS GOOD LEADERSHIP

DELIVERS AROUND THE BOUNDARY

UNPREDICTABLE CHAOS

1

3

2

SELF MOTIVATION, MOVES UP THE LADDER

GROWTH STOPS, NO CREDIBILITY, FRUSTRATION

SURVIVAL

LOW

MEDIUM

HIGH

COMPETENCIES

Debrief – Interviewing & Assessment Skills

LEARNINGS FROM THE CASE STUDY } Understand the job role } List required competencies } Relate the candidate to the competencies required } Select the right candidate LEARNINGS FROM “MORE THAN A GUT FEELING” } Past behaviour is the key indicator of the future behaviour } Use your gut feeling for the selection of the questions not the selection itself } BI may not be absolute but its more reliable } Review all information about your job } Based on skill/competency information, frame questions for each competency } Give the candidate time to answer; don’t let the silence be awkward } Ask rapport building questions } Discuss the job role } Take notes and explain why you are doing so } Ask open ended questions } Maintain control } Ask for contrary evidence to positively or negatively evaluate the candidate } Finally, make a fair assessment KEY TAKEAWAYS } Taking interviews and assessing them with ease and efficiency } Understanding the candidate and making a rational choice while hiring } Comprehending candidates behaviour and choosing the ‘right’ candidate } Assessing interviews in a structured and reliable way } Gaining insights into behavioural interviewing techniques

For further details: Write to us at: info@atyaasaa.com Call us on: (91-20) 25896445 Visit us at: www.atyaasaa.com

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