面试指导手册（基于应聘者能力分析）Competency Based Interviewing Workbook

面试指导手册（基于应聘者能力分析）Competency Based Interviewing Workbook Competency Based Interviewing Workbook Name Department Competency Based Interviewing Contents Welcome to Competency Based Interviewing The Objectives of the Programme Using your Workbook Session 1 – The Importance of the Selection Process Session 2 – The Structure of the Interview – Preparation & Contact Session 3 – The Structure of the Interview – Control & Close Session 4 – Behavioural Interviewing Session 5 – The Decision Process Session 6 – Legal Implications Skills Practice Preparation Competency Based Interviewing – Workbook Using Your Workbook This Workbook is yours to use throughout the Competency Based Interviewing Development Programme. The book is divided into the 6 sessions of the programme. Each section starts with the objectives of the session so that you know exactly what you are aiming to achieve. Following this are various exercises that will be completed during the session and Reading Notes that highlight and summarise the main learning points. It is important that you read these Reading Notes after completing each session / day as they pull together much of what you will have covered. They are also a valuable source of information that you can refer to in the future. Each session in your Workbook ends with two blank pages. These pages are for your own personal notes. After completing the Programme you will electronically receive a resource file which contains collateral to assist you with interviewing in the workplace. For those of you following Options 2 and 3 your Workbook must be handed to your Tutor on completion of the CD Rom. You will then be advised of the procedures for completing Phase Two of the Programme. ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Session 1 the Importance of the Selection Process The Importance of the Selection Process Objectives By the end of this session you will be able to: , Define the terms „Recruitment? and „Selection Interviewing? , List the consequences and benefits of selecting “the right person” for a given job , List the essential characteristics of “the right person” and explain why these are so necessary , Explain what is meant by the term „fit? ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Exercise 1 Attracting Suitable People Think of all the different ways we can attract suitable people to come and work for us. 5 Minutes List your thoughts below: ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Questions ? What is the purpose of a selection interview? ? What are the benefits of selecting “the right person”? ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Exercise 2 The Cost of Recruitment Imagine you have to recruit a supervisor in your department. Assuming the salary for the position is $20,000 (local equivalent) estimate the cost of recruiting this person using the guidelines below. 10 Minutes Through an Advert Through an Agency Advertisement ----- Agency Fees ----- Interview costs Administration costs Orientation Interruption costs Total costs ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Consolidation ? What is the purpose of the selection interview? ? Who should be involved in the process? ? What are the benefits of selecting “the right person”? ? What is a competency? ? At the screening stage how do you decide which competencies you are going to concentrate on in the interview? ? Why is it essential that the candidate has these competencies? ? Why is it important that the HOD interviews all staff to be taken on in his/her department? ? How do we ensure growth of the employee once he/she has started in employment? ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Reading Notes The Importance of the Selection Process Interviews An interview can briefly be described as: A conversation with a purpose It is important to remember that it is a two-way communication, not a third degree examination, or an inquisition. There are many types of interview, and the same techniques are useful for: Managing Performance and Development Grievance Counselling Disciplinary Exit As well as their main purpose, selection. The Purpose of Selection Interviewing , To collect information in order to predict how successfully the individual would perform in the job for which he has applied, by measuring him against pre- determined criteria , To provide the candidate with full details of the job and organisation to facilitate his decision making , To conduct the interview in such a manner that candidates feel that they have been given a fair hearing It is about selecting “the right person” for the job, or fitting a round peg into a round hole, and leaving enough "room" for personal growth and improvement. ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook The Purpose of Selection Interviewing (Cont.) The most important element is reducing the risk - To the Company To the Guest To the Employee To yourselves and colleagues In our business, the calibre of our staff has a direct bearing on the success of the business and the quality of service. The costs of wrong selection are many and varied, but basically nobody gains. Good selection interviewing is about - Maximising Potential Reducing Risks ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Recruitment Costs Definition Recruitment is the process of attracting and selecting “the right person” for the position available and this can be an extremely expensive task, especially if the new employee does not work out. Direct Costs - Example Estimated on a Supervisory position - salary $20,000 per annum. Cost of Recruiting and Initial Training Through an Advert Through an Agency Advertisement $1100.00 Agency Fees - $3000.00 Interview costs $140.00 $140.00 Administration costs $15.00 $15.00 Orientation $400.00 $400.00 Interruption costs $800.00 $800.00 Total costs $2455.00 $4355.00 Obviously costs may escalate to more than this (e.g. $5455.00) if an advert is first placed and does not prove successful and then an agency is used. Clearly, not all positions are filled through adverts or agencies, some will be through word of mouth, walk-ins or the 'Introduce a Friend' scheme. We are, however, able to estimate the cost of recruitment amongst a group of our hotels during one year. If we assume 40% staff turnover during the year, which equals approximately 600 people. Assuming 50% of these people are recruited through either an advert or an agency, the remaining 50% at no additional recruitment cost. Based upon the above figures each employee costs an average of $2270.00 The approximate recruitment bill for a city with 5 of our hotels is therefore: 600 new starters @ $2270 = $1,362,000 It is therefore imperative that we recruit “the right person”, the first time. ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Characteristics of the "Right People" It is essential that we recruit “the right people" for the job available and at a time when we generally have a larger number to choose from we can be quite selective. It is obviously important that candidates have the right technical skills for the job but in the hospitality industry it is essential that candidates have the right behavioural characteristics. We are a people industry and a major part of our job is serving and caring for people. It is, therefore, important to focus on these areas in the selection interview. Behavioural characteristics are difficult to learn, though they can be further enhanced through training. The motto should be hire as is and don't expect change - and any change will be a bonus! These behavioural characteristics are also referred to as competencies. Competencies can be defined as the personal attributes and modes of behaviour that individuals need to display in order to be effective in their jobs. The Company has competency sets used for both corporate and hotel level. The sets are arranged in clusters of activity under key headings. Indicators describe the behaviour that support the competency and contra-indicators describe the negative behaviours that may be displayed. It is important that besides the candidate displaying the relevant competencies that they also “fit” into the organisation and department. At the second interview the Head of Department needs to establish if the candidate will “fit” into the team. If the candidate has the right competencies and “fit” then they should be employed and subsequently further developed through coaching and training. This may be referred to as investment in the employee and will lead to growth. This is summarised in the following equation: (C + F) x I = G (Competence + Fit) x Investment = Growth Discover the competence, determine the fit and invest in the new recruit ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing – Workbook Characteristics of “the right people" (Cont.) If we substitute fictitious numbers into the equation you can see that investment has a very high impact on the growth of the employee. (C + F) x I = G (10 + 10) X 4 = 80 (10 + 10) X 10 = 200 In conclusion, there are a number of considerations when selecting “the right person” but we must ensure that they have the right competencies - behavioural characteristics - and that they “fit” into the team, as well as having the correct technical skills and circumstances. ? 2002 Session 1 – The Importance of the Selection Process Competency Based Interviewing - Workbook Session 1 – The Importance of the Selection Process Personal notes and observations ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Session 1 – The Importance of the Selection Process Personal notes and observations ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Session 2 The Structure of the Interview Preparation and Contact The Structure of the Interview Objectives By the end of this session you will be able to: , State the structure of the interview process , Explain the preparation required prior to conducting an interview , Explain how to ensure a successful contact stage ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Questions Time to think back to the best interview that you?ve ever had as a job candidate ? How was it structured? ? What was the affect of this on the overall interview? ? How did you feel? ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Exercise 3 Preparing for an Interview Consider and record below all the preparation that you think needs to be carried out before you start interviewing. 5 Minutes ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Exercise 4 Completing an Employee Specification Using the Doorman?s Job Description in this section and the competency set for the role (included in the section Competency Sets & Guides). Complete an Employee Specification for the position, using the format on page 5 of this section. Remember to distinguish on the Employee Specification what is essential and what is desirable for the job. 15 Minutes ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook 厖 ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Employee Specification Position: Department: Essential Desirable Physical Make up Education & Qualification Experience Special Skills & Knowledge Interests Personality / Skills with people Other Ambitions Essential = Skills a candidate must have - without which they should not be recruited. Desirable = Skills a candidate should have - but without which a candidate could still be considered for a job if they possess other "essential" or "desirable" skills. Competencies = Refer to the relevant Company competency set. (Whilst an employee would be expected to provide evidence of all competencies being in place, you may wish to focus on particular competencies that a job or department require at a particular time). ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Exercise 5 The Application Form Using the completed Application Form on the next page, list all the key points that you should look for when preparing questions for your interview. 15 Minutes ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Application Form Instruction to the Training Manager or whoever is printing this document from the CD: Please use your local application form and fill in leaving a couple of areas blank (like unable to work on a Sunday etc for the exercise) ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Questions Complete the following questions based on the completed Application Form Q How long has the candidate been in each job and what might this highlight? A Q Does the job history show a steady progression? If not, highlight any areas of concern A Q Look at the reasons for leaving the previous job, what would you explore further at interview? A Q What is the progression of leaving salaries and why is this important? A Q What do you note from the personal details? A Q What do the leisure interests and activities suggest about the candidate? A Q Why is it important that every section if the Application Form is completed? A ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Exercise 6 Putting a Candidate at Ease Assume that reception have phoned to say that your candidate has arrived. List what you are going to do to put your candidate at ease. 5 Minutes ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Consolidation ? What are the 4 stages of an effective interview? ? What are the main things that you need to prepare prior to the interview? ? Why is it important to have a Job Description for every position in the Department? ? Who should be involved in compiling these? ? Why should we involve the employees in writing the Job Descriptions and Employee Specifications? ? Why do you need to be familiar with the competency sets and guides? ? Why is the contact stage so important? ? What can you do to relax your candidate? ? Who is doing most of the talking at this stage? ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Reading Notes The Structure of the Interview Remember that interviews should be a two-way process and not third degree examinations under stress. If interviews are to be effective in selecting “the right person” for a particular job, then it is important to consider four major stages:- 1 Preparation An opportunity to:- a) Study available information b) Plan the format of the interview c) Physical preparation 2 Contact The purpose of this stage is to relax the candidate, set the scene for the interview and establish a rapport. If this stage is omitted or not carried out successfully, the interviewer may never find out the true facts about the candidate. 3 Control At this stage the time is spent encouraging the candidate to talk freely and listening carefully to the answers and observing the candidate. During this stage the interviewer should be probing to ascertain the information that they require. 4 Close At this stage, the interviewer needs to give the candidate an opportunity to ask questions and check that he/she is still interested. Thank the candidate for coming and remember, right to the end interviewing is a two-way process, the interviewer too will leave an impression of themselves and the Company on the candidate. Once the interview is closed the interviewer must make a decision and take the appropriate action. ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Preparation for the Interview Process 1 Study available information , Job Description Employee Specification , , Competencies , Application Form or C.V. 2 Plan the format of the interview Compare the Application Form with the Employee Specification and prepare questions, in order to find out: - Education - Work history - Hobbies and interests - Future plans 3 Physical preparation for the interview , Allow adequate time , Ensure privacy and a suitable location , Prevent any interruptions e.g. bleep, telephone , Ensure proper reception of candidate NB Effective interviewers are distinguished by knowing what they are looking for and how to find it. ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Employee Specification Position: Café Manager Department: Food and Beverage Essential Desirable Well groomed. Fluent English. Dress - Fashionable, Physical Make up Good organiser. Well spoken. unconventional Good eye contact. Smiles. Fit. Energetic. Warm. Friendly Good basic education including Formal catering qualification Education & Qualification maths subject including management content 3 years experience in food service. Experience in similar style of Experience Supervisory experience of small operation. Experience of handling team including rotaring, discipline, long standing employees. training, appraisals. Asst. outlet manager level already achieved. 4 or 5 star experience Track record of growing business Able to interpret a P & L account Proven track record of developing Special Skills & Knowledge and act on information subordinates. Trainer skills and qualifications Physical activity interests kept up Interests Self-starter. Has initiative. Flexible, Proven track record of innovation / Personality / Skills with resourceful. Tough, difficult to change management people discourage, good verbal communicator, persuasive. Tactful. Attentive to detail Able and willing to work a variety Other of shifts including weekends. Lives with easy access to hotel Food and Beverage orientated Prepared to invest 2 years in role Ambitions career plan. Eager to be Asst. F&B Manager or 2nd Outlet Mgt role in 2 years Essential = Skills a candidate must have - without which they should not be recruited Desirable = Skills a candidate should have - but without which a candidate could still be considered for a job if they possess other "essential" or "desirable" skills ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Points to Consider on the Application Form It is essential that all interviewers study the Application Form very carefully prior to the interview. The following action steps should be taken:- Use the Application Form to prepare questions - Note down any points that you wish to enlarge upon - Compare the form with the Employee Specification - Note details, and if relevant plan questions, that relate to the five topic areas Education - Educated to what level? - Which aspects were vocational? - Does the education follow a logical path? Work History - How long has the candidate been employed in each of his jobs? - Does he seem to be a butterfly? - Does he seem to get itchy feet after the same length of time in any job? - Does his job history show any steady progression? - What are the reasons for leaving each job? (Legitimate or a misfit) - Have the jobs involved working with and / or managing / supervising people? - What is the progression of leaving salaries? Hobbies and Interest - What hobbies does the candidate have? - What do they suggest about the candidate? (gregarious or a loner) Future Plans - Does the career path follow a logical path? - Is the job applied for a logical career step? ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Establishing Contact Having prepared for the interview, it is important not to waste that preparation - , Check the preparation details immediately prior to the interview to refresh your memory , Ensure the physical preparation (e.g. quiet room) is ready 'Putting the candidate at ease' - Don't leave the candidate waiting - Welcome the candidate - Smile - Introduce yourself - Shake hands: body contact creates trust - Casual conversation helps candidate to relax - and can reveal information - Offer tea/coffee - Body posture: open, not arms crossed - Eye contact - look directly at the candidate - Explain format of the interview - Tell them you will be making notes to remind you of what was said - Avoid physical barriers e.g. high desks - Appropriate dress - Establish rapport with neutral questions At this stage, the ratio of talking should be: 70% interviewer: 30% candidate ? 2002 Session 2 – The Structure of the Interview Competency Based Interviewing - Workbook Session 2 – The Structure of the Interview: Preparation and Contact Personal notes and observations ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Session 2 – The Structure of the Interview: Preparation and Contact Personal notes and observations ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Session 3 The Structure of The Interview Control and Close The Structure of the Interview – Control and Close Objectives By the end of this session you will be able to: , Explain what areas need to be covered during the control stage and why these are important , Explain how to close an interview effectively ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Exercise 7 Question Technique Re-phrase the following questions so that they become open-ended. 15 Minutes 1. Closed “Do you find your job satisfying?” 2. Leading “Would you say that you are on outgoing person?” 3. Multiple “In which school holiday did you join the Queens Hotel, I mean were you appointed as a waiter or did you join as a general assistant?” 4. Hypothetical “What would you do if a guest complains?” ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Exercise 7 (Cont.) 5. Confusing “Do you have problems with inter personal relationships?” 6. Agreement Seeking “So then you went to work for x hotel?” ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Consolidation ? What 4 areas need to be covered at interview? ? Why will the time spent on each vary between candidates? ? Which job will you question on first? ? Why? ? What is the “halo effect”? ? What is the “horns effect”? ? What sort of questions should you use? ? What is wrong with asking hypothetical questions? ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Consolidation (Cont.) ? What should you do if you do not get an immediate answer? ? How should you be listening? ? How should you close interviews? ? Why do you need to make notes immediately afterwards? ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Reading Notes Human Resources in Heaven One day a highly successful Human Resource Director was tragically hit by a bus and she died. As her soul arrived in Heaven, she was met at the Pearly Gates by St. Peter himself. "Welcome to Heaven," said St. Peter. "But before you get settled in, it seems we have a problem. You see, strangely enough, we've never had a Human Resources Director make it this far and we're not really sure what to do with you" "No problem. Just let me in," said the woman. "Well, I'd like to, but I have higher orders. What we're going to do is let you have a day in Hell and a day in Heaven and then you can choose which one you wish to spend eternity in." And with that, St. Peter put the executive in an elevator that went straight down to hell. The doors opened and she found herself stepping out onto the putting green of a beautiful golf course. In the distance was a country club and standing in front of her were all her friends -fellow executives that she had worked with - and they were all dressed in suits and evening gowns and cheering for her. They ran up and kissed her on both cheeks and they talked of old times. They played an excellent round of golf and went to the country club where they enjoyed an excellent steak and lobster dinner. She met the Devil - who was actually a really nice guy - and she had a great time telling jokes and dancing. She was having such a good time, before she knew it, it was time to leave. Everyone shook her hand and waved goodbye as she got on the elevator to leave. The elevator reopened at the Pearly Gates where St. Peter was waiting for her. "Now it's time to spend a day in Heaven," he said. She spent the next 24-hours lounging around on clouds and playing the harp and singing. She had a good time, and before she knew it her 24-hours were up and St.Peter once again came to her. "So, you've spent a day in Hell and you've spent a day in Heaven. Now you must choose your eternity," he said. The woman paused for a second and replied, "Well, I never thought I'd say this, I mean, Heaven has been really great and all - but I think I had a better time in Hell." So St. Peter escorted her to the elevator, where again she went straight down to Hell. As the doors of the elevator opened she found herself standing in a desolate wasteland covered in garbage and filth. She saw her friends dressed in rags, picking up the garbage and putting it in sacks. The Devil came up to her and put his arm around her. "I don't understand," stammered the woman. "Yesterday I was here and there was a golf course and a country club. We ate lobster and we danced and had a great time. Now there is only a wasteland of garbage and all my friends look miserable. "The Devil looked at her and smiled. "Yesterday we were recruiting you, today you're staff ...." ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Reading Notes The Structure of the Interview – Control and Close Controlling the Interview Having made the candidate feel welcome and explained the agenda, it is important to control the interview in order to firstly elicit information from, and secondly, to supply information to the candidate. The selection interview should be used as a tool in assessing an candidate's suitability for a job. , If an interview is to be of any use as a tool in assessing a candidate's suitability then interviewers must ensure that relevant information about the candidate is gathered. , It is important in an interview to get candidates to talk about themselves, not about ideas and other people's theories or actions. , An interviewer should collect general points about the candidate's past performance backed up by stories of memorable episodes to clarify what exactly happened. This leaves a more lasting picture of the candidate's actual responses. 'First Impressions' (Halo / Horns Effect) It has been estimated that many interviewers make a decision on a candidate within the first minute of meeting, sometimes even quicker. This particularly occurs if the interviewer has any prejudices e.g. racial. Effective interviewers must avoid this, as potentially good candidates could be discounted on the basis of a snap judgement. It may be that a good initial appearance is an important requirement for the job, but even in these cases the first impression must not override all that follows. First impressions are two-way, so you must create a good impression by your thorough preparation. Areas to Explore There are several key areas that will provide relevant information. These are: Work history Education experience Plans for the future Hobbies These should be explored for every candidate, although not necessarily in any fixed order. ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Areas to Explore (Cont.) By taking examples from these areas and combining them with: Application Form details Personal Impressions References The interviewer should achieve a balanced and detailed picture of the candidate. Question Techniques to use in an Interview Open Ended Questions - Designed to "open up" the interview and explore important areas. These generally start with or include the words: "How" "What" "Who" "Where" "When" “Why” Questions to Avoid Leading Questions - Produce the answer the candidate feels you want thus telling you nothing e.g. "It is important to get on well with people; would you say that you are a sociable person?" or "You found the part time job in the bar too easy for you, I suppose?" Multiple Questions - A common error is asking the candidate two or more questions at once e.g. "In which school holiday did you join the Queens Hotel; I mean ... were you appointed as a room maid ...or did you join as a general trainee?" This could be put more simply as "Tell me what happened when you joined the Queens Hotel?" Hypothetical Questions - such as the old favourite "What would you do if ...?" should be used sparingly as there is a danger of the candidate telling you what he/she thinks you expect to hear. Confusing Questions (often because of language used) - e.g. (to a room maid) "Do you have problems with inter-personal relationships?" Make sure your questions are worded so that the candidate understands you. Closed Questions - Closed questions are those inviting a yes/no answer e.g. "Do you find your job satisfying?" Agreement Seeking Questions - e.g. "You've got 'O' level French then?" or "Then you went to work at the Embassy Hotel?" ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Closing the Interview Interviewing is a two-way process: as you elicit information from a candidate in order to establish if they are “the right person” for the job, they too will be evaluating the position and the company as a potential employer. It is important then, if we believe we have a strong candidate to take some time to sell the job (a strong candidate will have plenty of alternatives to consider elsewhere). Make sure you explain the parameters of the job accurately, and know your Company Benefits, especially the salary offered for the position. The following points are important and should not be neglected: , The candidate should be given the opportunity to ask questions at a pre- determined point in the interview , The interviewer should clarify the terms and conditions of the job , The candidate should be told when he/she will know the outcome of the interview , The interviewer should check that the candidate is still interested in the job , Write up notes immediately after the interview ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Interview Technique Do: 1 have a clear Job Description, Employee Specification, list of competencies, details of conditions, and an interview plan / format that contains prepared technical questions 2 use a quiet, comfortable room 3 suspend all phone calls and other interruptions 4 introduce yourself, be natural and put the candidate at ease watch for body language and cues 5 6 ask questions that begin with WHEN, WHERE, WHO, WHAT, WHY, and HOW. This avoids receiving 'yes' and 'no' as an answer and encourages the candidate to talk 7 seek real examples and avoid asking unnecessary questions already answered on the Application Form 8 listen and let the candidate talk freely, but at the same time guide, control the interview and take notes 9 encourage the candidate to ask questions 10 explain clearly the job, conditions of employment and prospects 11 tell the candidate a little about the company 12 close the interview firmly and explain the next step in the procedure 13 treat all candidates as though they are potential employees and customers 14 write up your assessment immediately after each interview ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Interview Technique (Cont.) Don't: 1 rush preparation 2 lose the Application Form 3 keep the candidate waiting 4 over sell the job 5 conceal unpleasant facts about the job 6 preach to the candidate 7 interrupt or rush the interview 8 read out to the candidate what is on the Application Form; he/she filled it in and knows it already 9 go with gut feeling and assumptions 10 ask questions that indicate the answer 11 ask questions that only get 'yes? and 'no' for an answer 12 allow the first impression to influence the whole interview 13 ask unnecessary personal questions 14 don't show any prejudice 15 raise hopes unnecessarily 16 leave the candidate with a bad opinion of your organisation 17 wait until the end of the day or even till the following day to write up your assessments/notes ? 2002 Session 3 – The Structure of the Interview – Control & Close Competency Based Interviewing - Workbook Session 3 – The Structure of the Interview: Control and Close Personal notes and observations ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Session 3 – The Structure of the Interview: Control and Close Personal notes and observations ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Session 4 The Theory of Behavioural Interviewing The Theory of Behavioural Interviewing Objectives By the end of this session you will be able to: , Explain the theory behind Behavioural Interviewing , Explain how to read The Monitor , Give examples of suitable questions to use under each of the key topic areas ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Exercise 8 Identifying Behaviours / Indicators Note down a position that you personally may interview for. Using the appropriate competency set, identify 2 competencies and 1 technical skill you wish to explore further during an interview. List these on the left side of the form below. On the right side list what each might “look like” in the position you have chosen i.e. the indicators that you would expect to see demonstrated in the work place by someone with that competency or that technical skill. Example: Adaptability o Helps out in other departments when busy o Changing days off o Staying on an extra ? hour o Taking different approaches with customers 20 Minutes Position Requirement Indicators / “Looks like …” Competency Competency Technical Skill ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Exercise 9 Identifying Memories 10 Minutes Give 2 examples of items from your EPISODIC memory 1 2 Give 2 examples of items from your SEMANTIC memory 1 2 ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Exercise 10 Episodic Questions 10 Minutes Study the examples below and identify which are episodic questions Example Yes No 1. Tell me about your favourite subject at school? 2. Give me an example of when that happened. What did you do? 3. If you are appointed, what will you do during your first week? 4. What happened the day you started in your present job? 5. Where were you when you made the decision to apply to the company? 6. Why did you decide to join the company? 7. You say that you?re a keen member of the local amateur dramatics club. What did you do at the last meeting? 8. What does your “boss” think about your application for transfer? 9. If I were to ask 3 of your staff to describe you, what would they say? 10. What was the most memorable time you had at college? What did you do? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Exercise 11 Formulating Episodic Questions 10 Minutes Using the NON-EPISODIC questions from the last exercise, re-word them to create an EPISODIC question. Question No. Re-worded Question ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Exercise 12 Designing Behavioural Questions 30 Minutes Using exercise 8 from page 2 of this session for each competency and technical skill that requires discussion at interview, list 1 funnel question using the theory of Behavioural Interviewing. Continue to add questions that will allow you to funnel and probe to gain more information. Example: Drive for Results o Tell me about an occasion when you have felt under pressure at work to achieve a certain goal o Describe the situation o Where were you? o Who was involved? o What happened exactly? o How did you react? o What were the consequences? Competency / Questions Technical Skill ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Consolidation ? What is behaviour? ? Where do we outline the behaviours we want to see demonstrated in the workplace? ? Why is it important to identify what the behaviour “looks like”? ? Which behaviour model do we use in Behavioural Interviewing? ? What does this assume? ? Which type of memory do we use? ? How is information stored in this memory? ? Which memories are we interested in? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Consolidation (Cont.) ? What questions can you ask to discover the “tagged” memories? ? What properties does an episode have? ? What techniques can you use to assist a candidate recall an episode? , Give an example of a funnelling question , Give an example of a probing question ? What can you do to ensure that you are not unduly influenced by an initial first impression? ? How does the monitor work? ? What maybe happening if someone is blinking and looking down? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Reading Notes The Theory of Behavioural Interviewing Behavioural Models There are various schools of thought that have relevance to the interviewing process - each is based on a different idea of what people are like. Inertia Model: The main assumption is that people's behaviour patterns are stable and persisting over time, changing only gradually. A psychologist influenced by the "inertia" model will believe that people's behaviour does not change too much over time. As an interviewer this means that if we find out how someone behaved in the past it will give us a good indication of how they will perform in the future. Memory Everyone has two types of memory. Semantic memory contains information which is shared with many other people. In essence it might be regarded as general knowledge. It contains answers to questions such as: What is the capital of France? Who is the president of the USA? Information tends to be stored in the form of facts, ideas and concepts. By contrast, Episodic memory contains information which is unique to the individual. It relates to specific events that the person was involved in. These are stored as episodes in the long-term memory. Precise questions access one's "index" which then leads to the particular episode. It is thought that these personal memories of episodes are stored in our long-term memory as moving pictures, rather like tiny personal video cassettes. The episodes are indexed so that we can more easily recall them. Thus memorable events associated with a house you used to live in would be retrieved firstly, by locating the actual house in the brain's memory index, in the section labelled "houses I have lived in". Only then could images associated with the house be recalled, a process which takes time and concentration. ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Properties of an Episode Each episode has the following properties: , Time (year, month, day, hour) , Place , People involved (the person and who else?) , Sequence (beginning, middle, end) , Behaviour (what the person actually did) , Consequences (what the person did next) The Monitor One of the biggest problems in an interview is to know whether the candidate is telling the truth. There is a process inside the brain whose job is to monitor answers to questions to ensure that they put the person in good light, whether they are true or not. This often happens with answers to semantic questions, where a subordinate or job candidate in particular may feel that they have to present a certain opinion or view which they think the manager will find acceptable. When The Monitor is working, the eyes flick briefly down. The Monitor also vets the questions for their degree of threat. Episodic memory requires the recall of pictures of events which have happened, and which are stored in the memory. The brain has only a limited capacity: if it is busy recalling pictures, it is less able to monitor what is being said, the candidates accordingly look up. Tips for the Listener , Listen carefully to the answers and observe the candidate , If the candidate is getting side-tracked, be sure to summarise and bring him/her to the point , Once you've asked a question don't be afraid of silences while the candidate thinks and listen carefully to the answer you receive , Remain neutral, but encouraging e.g. nod, smile, look interested etc. ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Interview Question Guide Here is a fairly precise framework for the information-gathering phase of an interview, (control). Having made the candidate feel welcome, emphasise that the policy behind this company's interviews is to ask fairly precise questions about the candidate's background, and that you will not be bored by too much detail. Remember that you are interested in critical incidents from the candidate?s background. Probe each area, concentrating on strengths. The “funnelling” technique and the use of "probing" will ensure that you gain the information you require. Funnelling - To home in on critical incidents in the background of the candidate. The technique involves asking the candidate to single out the best, the worst, the most interesting and the most difficult aspect of the area you want to explore. Follow funnelling by probing. Probing - To probe about doubts, gaps, reasons, contradictions etc. Probing questions should follow open questions or funnelling. They are vital for details and are designed to find out exactly what a candidate did in a specific area and to check on his/her broad statements to find out on what basis they were made e.g. "Give me an example", "Exactly what did you do then?", "Tell me what happened?" Do not follow the questions slavishly; adapt them to your own style. Vary the structure according to the particular candidate. Ask these rather direct probes in a warm and friendly manner. Here we consider the five topic areas in detail and suggest some appropriate questions to help you gather information about your candidate. Work History A lot of what we do in our jobs is determined for us. When exploring past performance, find out what the candidate did, not how the job was designed or how the firm treated everyone else. Go through the job history, planning your time according to the importance of the information available. ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Interview Question Guide (Cont.) - What do you do in your present job - what responsibilities do you have? - What do you most like about your present job? Why? Give me an example. - What do you dislike about it? Why? Give me an example. - What have been your greatest successes so far? - What changes have you instigated in your last job? - Of the jobs you have had, which did you like the most? Why? Give me an example. N.B. Examples should come from episodic memory and feature the candidate doing something at a certain time in a certain place. Education This can be misleading as a source of information on the Application Form. Lists of subjects and exam passes are a matter of record. Try to discover how this person differed from everyone else at school. Try to explore attainments in relation to opportunities. , What did you like best at school? , What subjects were you best at? Most interested in? , What was the most memorable thing you did at school? , What position of responsibility did you hold at school? , How did you come to gain such positions? , What job advice did you seek on leaving school, and what happened? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Hobbies and Interests This is an area where people are free to choose their own pursuits - thus it can tell you a great deal about how they differ from everyone else. , What do you do with your spare time? , What is your favourite interest? , How did you come to get involved in that? , How did you spend your holiday this year? Last year? Plans made for the Future Look for realistic aims in an candidate's plan for the future. Little will be gained by asking the candidate to invent flattering reasons why he or she wishes to join the Company - they will forget them just as easily as they invented them. Find out what plans the candidate has made for the future, and how he or she has set about implementing those plans. , What steps did you take to find out about our Company? , What plans have you made for your future (the next five years)? , Who have you discussed these plans with? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Suggested Interview Questions Education - What was your worst experience at School? - What did you like best about going to catering college? - Can you give me a specific example of that? - Where were you when you chose X college? - Tell me about a time when a teacher influenced you. - What subject did you like best at school? - What was your most memorable experience? - What was your favourite sport? - What was your worst moment? - What did you enjoy most about school? - When did it happen? - Who was there? - Where did it happen? Work Experience - When did you decide to leave your present job? - What prompted you to make this decision? - Tell me about your present job - What has been your best experience in your present job? - What has been the most difficult situation you had to handle in this job? - What did your last job involve? - What aspect did you like best? - When did you last deal with that? - What happened, what did you do? - Who was there? - What do you like about your job? - What do you dislike about your job? - What was your best achievement? - Which dept. did you have most difficulty communicating with? - Tell me about your first service job ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Suggested Interview Questions (Cont.) - Tell me about something you have done that has been influenced by your favourite: Boss Manager Teacher Family member - Tell me about your family. - Tell me about your home life. - What is the most important aspect of your home life? - What did you do this weekend? - What happened? - What did you do as a consequence? - Who was there? - Where were you? Hobbies and Interests - What is your favourite hobby? - How often do you do that? - Where do you go to do that? - When did you start to do that? - When was the last time you played...? - How did you spend your last holiday? - What is your favourite sport? - What sport do you dislike? Future Plans - What areas and skills do you want to develop in the next year? - Tell me about a specific incident where you didn't perform this skill effectively. - Tell me about a goal that you have achieved in your present job. - Have you discussed this decision to move with anyone? - Have you arranged your annual holiday for this year? - Tell me about a time when you went abroad. - What do you want to achieve in the next five years? - Where does this job fit in? - When did you plan to apply for this position? - What are your plans for the next five years? - What have you done to help achieve this? - Who did you discuss it with? - What did you say? - Where were you when you decided to make that change? ? 2002 Session 4 – The Theory of Behavioural Interviewing Competency Based Interviewing - Workbook Session 4– The Theory of Behavioural Interviewing Personal notes and observations ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Session 4– The Theory of Behavioural Interviewing Personal notes and observations ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Session 5 The Decision Process The Decision Process Objectives By the end of this session you will be able to: , Explain how to complete an Interview Assessment Form , List the alternative actions you can take as a result of the interview , State when and how references should be sought ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Exercise 13 Making a Decision 5 Minutes Consider and record below all the possible courses of action you may take with the candidate following the Interview. ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Consolidation ? What should be done immediately after each interview is over? ? What are your alternative actions? ? Which candidate do you choose? ? What can you recheck to assist in making the decision? ? When should references be sought? ? What is their purpose? ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Reading Notes The Decision Process , From your interview notes and recollections, you can compare the candidate to your original specification and record on an Interview Assessment Form. This will assist in accurate recall when it comes to making a decision. Ensure the form is completed fully and record specific relevant examples gained from the candidate?s evidence and episodes. , If the candidate compares favourably against all aspects of the specification but your "gut reaction" tells you otherwise (or vice versa) then you can: - Get a second or third opinion - Check your specification and alter it as necessary. For example, if the person matches your original specification, but you just don't like the person, then add "I must like the person and feel that I can work with him/her" to your specification. , If you are unsure about something that was said or indicated, take out references to see whether your apprehensions have some justification. , Choose the candidate that most accurately matches your specification; if no candidate is suitable then continue the interview process. , Four questions to consider when making the decision: 1. Has the candidate the competencies needed to be successful? 2. Will the candidate fit into the team and style of the department? 3. Where some of the technical skills are missing, can the candidate be trained? 4. Is the right candidate interested? , Contact the candidate and offer the job - Human Resources: - If he/she accepts, send a formal letter of offer and send "regrets" to the unsuccessful candidates. - If he/she rejects the offer, (a) find out why (b) re-look at the second choice (but only if this person is considered to be the right candidate) , If no one else is suitable - keep on interviewing. , Remember ... Recruit in haste, Repent at leisure! ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook References References are confidential reports on the character, experience and suitability of a candidate. They enable us to:- 1) Check that the information on the Application Form is accurate 2) Acquire new information which may give a deeper understanding of the candidate Who should provide references? - Present or recent employers - Headmaster or college tutor - Someone who knows the candidate (but not a member of his/her family!) Are References - Useful? Opinions differ - here are some of the arguments: Yes - A previous employer is in a good position to speak about the candidate - If the selector and the referee both know each other, comments are likely to be frank and honest - The information can be checked (recent research suggests that 15% of information on Application Forms is incorrect) - References can give useful extra information on sensitive matters like honesty and punctuality, which might be difficult to find out at an interview - A job can be offered "subject to satisfactory references" - a last check that the candidate has no "guilty secret" which might be important ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook References (Cont.) No - Referees may not like to make unfavourable comments, especially in writing - Candidates usually name people as referees who they think will give them a good reference - References add little to what is already known and so are hardly worth the time, money and effort - Interviewers ought to be able to make up their own minds, not rely on someone else's opinion - A bad candidate may be given a good reference just to get rid of him! - What exactly do the referee's words mean? For example he may write "Mr X is usually hard working", or "Mr Y takes things as they come", this might mean he is easy going (a good quality?) or he is a kleptomaniac. Problems Should references be taken up before or after the interviews? Should they be written or telephoned? Should they be a loosely worded request ... "In your opinion would Mr W be suitable for this sort of job?" Or precise questions... "When did Miss Z join your firm?" ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Interview Assessment Form INSERT RELEVANT FORM WHICH IS BEING USED IN THE AREA ? 2002 Session 5 – The Decision Process Competency Based Interviewing - Workbook Session 5 – The Decision Process Personal notes and observations Competency Based Interviewing - Workbook Session 5 – The Decision Process Personal notes and observations Competency Based Interviewing - Workbook Session 6 Legal Implications Legal Implications Objectives By the end of this session you will be able to: , State the main pieces of legislation which affect the Recruitment Process, and explain their implications Competency Based Interviewing - Workbook Consolidation , Give an example of direct sex discrimination , Give an example of indirect sex discrimination , Give an example of direct race discrimination , Give an example of indirect race discrimination ? What restrictions apply to the employment of young persons? ? How else, in addition to sex and race may people be discriminated against during the Recruitment Process? ? What sorts of questions should not be used at interview if you wish to avoid accusations of discrimination? ? Which nationalities do not need work permits to work in this country? Competency Based Interviewing - Workbook Session 6 – Legal Implications Personal notes and observations Competency Based Interviewing - Workbook Session 6 – Legal Implications Personal notes and observations Competency Based Interviewing - Workbook Skills Practice Preparation Competency Based Interviewing - Workbook Skills Practice – Phase Two You are now ready to carefully prepare to carry out your interview, ensuring that you follow a clear structure (contact, control, close). You will need your completed Employee Specification which you completed after day one so you are able to prepare properly. You will need to select two competencies to test. For each competency you will need two funnel questions to get you into the funnel and some follow up questions to allow you to “probe” further. You should aim to be unearthing evidence of these two competencies . The form on the next page will assist you in this. The interview should last approximately 15 minutes. Remember you are not interviewing for a job, merely finding out more about this person. Your objective is to ensure that the candidate is answering questions from their episodic memory rather than their semantic memory. This will depend on the effectiveness of your question technique. When you carry-out your interview your team members will act as your interviewee and the other as your observer . You will find an observer sheet, which is required to be completed in this section. A feedback process will then take place, lasting no longer than 10 minutes. Observers You should note down examples of funnelling and probing questions used by the interviewers. It will also be useful to note any missed opportunities or questions that could have been used at a specific point during the interview. The more specific the feedback, the more use it is to the interviewers. Good Luck! Competency Based Interviewing - Workbook Skills Practice Preparation Candidates Name Funnel/Situation Question Probing Questions Competency Based Interviewing - Workbook Interview Observation Sheet Interviewer _____________________________ Candidate _____________________ Preparation What was the evidence of preparation? Contact How was the candidate greeted? How was the rapport built? Give examples Was the agenda explained? Control Give examples of open questions Give examples of funnelling on candidate?s past behaviour. Give examples of probing on candidate?s past behaviour. What evidence was there of effective listening? What opportunities were missed? Close How was the interview closed? Competency Based Interviewing - Workbook Name Situation Outcome Behaviour Competency Based Interviewing - Workbook Competency Based Interviewing - Workbook Interview Observation Sheet Interviewer _____________________________ Candidate _____________________ Preparation What was the evidence of preparation? Contact How was the candidate greeted? How was the rapport built? Give examples Was the agenda explained? Control Give examples of open questions Give examples of funnelling on candidate?s past behaviour. Give examples of probing on candidate?s past behaviour. What evidence was there of effective listening? What opportunities were missed? Close How was the interview closed? Competency Based Interviewing - Workbook Name Situation Outcome Behaviour Competency Based Interviewing - Workbook Exercise 14 Making a Decision 10 Minutes Using the notes from your Skills Practice Interview compare your candidate against your original employee specification (based upon the competencies identified as necessary for the position). ? What conclusions can you draw from the interview? Record below ? What course of action would you recommend?