Job Selection Interviewing Skills
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This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
Job Selection Interviewing Skills
- 1. JOB SELECTION INTERVIEWING SKILLS CHARLES COTTER PhD candidate, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter 22-24 NOVEMBER 2017
- 2. • Work Readiness Analysis • Planning and preparing for the job interview • Crafting and Compiling a professional and cutting-edge Cover Letter • Creating and Compiling a professional-looking CV – your marketing tool • Application of the theory • Avoiding job interview errors and other pitfalls 3-DAY TRAINING PROGRAMME OVERVIEW
- 3. • Mastering best practice interviewing techniques and skills • Competency-based Job Interviewing • Dress for Success – personal appearance, dress code and personal grooming • Maximizing your performance and impact during the job interview • Concluding the interview and Post-job interview follow-up • Role play exercise 3-DAY TRAINING PROGRAMME OVERVIEW
- 5. INTRODUCTORY LEARNING ACTIVITY • Individual activity: • Complete the following statement by inserting one word only. In order to be work-ready and to have a successful job career, I need to/to be ……………………………………………… • Jot this word down and find other learners who have written down the same word. • Write this word down on the flip-chart. • Each learner will have the opportunity to explain their choice of word.
- 6. INTRODUCTION TO WORK/EMPLOYMENT READINESS • Work/employment readiness is defined as being able, with little or no outside help, to find, acquire and keep an appropriate job as well as to be able to manage transitions to new jobs as needed. • The key elements of job readiness are: Education Skills Confidence Future-fit
- 8. INTRODUCTION TO WORK/EMPLOYMENT READINESS • The Employment Readiness Model is based on the assumption that becoming "employment ready" involves achieving three (3) interrelated goals: Being self-sufficient on four Employability Factors that prepare you to manage your work life Being strong on five (5) Soft Skills that help you manage challenges and perform effectively in your work life Understanding the particular stresses or challenges you face
- 10. LEARNING ACTIVITY 1 • INDIVIDUAL DEVELOPMENT ACTIVITY • PART A: Gap Analysis • By referring to the Employment Readiness Model, identify your work readiness gaps in the three (3) interrelated goals. • PART B: Work Readiness Survey
- 11. LEARNING ACTIVITY 1 • Identify your work readiness gaps. • PART C: Conduct a personal SWOT Analysis. • Develop an integrated Work- Readiness Plan on the strategies that you will employ to improve your work- readiness skills.
- 15. PLANNING FOR A JOB INTERVIEW • Best practice research suggests that prospective, job applicants apply the following five (5) – step process: Step 1: Pre-interview company and job-related Research Step 2: Matching job requirements with application form and CV Step 3: Reviewing job description and job specification Step 4: Anticipating job interview questions and formulating model answers Step 5: Practicing/rehearsing for the job interview
- 17. ATTRIBUTES OF PROFESSIONALISM • Specialized Knowledge • Competency • Honesty and Integrity • Accountability • Self-Regulation • Image
- 18. CORE COMPETENCIES OF BEING A SUCCESSFUL PROFESSIONAL • Identify our most valuable skill sets • Market our skills that are most in-demand • Target who we want to market ourselves to • Articulate our ability to solve an employer's problems and alleviate their pain • Proactively start and engage in meaningful industry conversations • Position ourselves as a subject-matter expert • Know our worth and limits
- 19. NETWORKING AND BUSINESS CONTACTS • “It’s not what you know, but who you know.” • Research has proven that those employees better equipped with the social skills necessary to network effectively and build sustainable, professional relationships with key organizational decision-makers, tend to climb the corporate ladder substantially faster than those who lack this capability. • Research indicates that between 50% and 75% of jobs are never advertised. So networking can be 12 times more effective than answering an advertisement. • Networking is a process of building strong and enduring relationships that are mutually beneficial.
- 21. THE PRINCIPLES OF PROFESSIONAL SOCIAL MEDIA ETIQUETTE • LinkedIn • Twitter
- 22. LEARNING ACTIVITY 2 • Group discussion: • Apply the 5-step planning and preparation process for an identified promotion at DST and/or a job outside of DST. • Develop strategies of enhancing and exhibiting your professional skills, attributes and -brand, prior to the job interview for the above position.
- 24. CRAFTING AND COMPILING A CUTTING-EDGE COVER LETTER • The value and importance of compiling a Cover Letter • Cover Letter Template - refer to pages 22-24 in the Learner Manual • Cover Letter Checklist - refer to pages 24-25 in the Learner Manual
- 25. CRAFTING AND COMPILING A PROFESSIONAL CV Refer to the CV template on pages 26-28 in the Learner Manual
- 26. LEARNING ACTIVITY 3 • Individual activity: • By following the provided guidelines, compile a cutting-edge Cover Letter. Once drafted, use the checklist to ensure compliance of these guidelines. • By following the provided guidelines and template, compile a cutting-edge CV for a prospective job.
- 27. OPTIMIZING JOB INTERVIEW PERFORMANCE AND IMPACT • Job Interview errors – refer to page 32 in the Learner Manual • The Do’s and Don’ts - refer to page 33 in the Learner Manual • 8 Focal points of a successful job interview
- 29. 8 FOCAL POINTS OF A SUCCESSFUL JOB INTERVIEW • Dress appropriately • Marketing and selling yourself during the job interview • Creating the right first impression and sustaining this throughout the interview • Putting your best foot forward – demonstrating your personal and professional value • Managing your emotions, stress and nerves (before and during the interview) • Harmonizing your verbal and non-verbal communication messages • Dealing with aggressive job interviewer tactics • Dealing with sensitive questions e.g. salary/money
- 34. LEARNING ACTIVITY 4 • Syndicate group activity: • Review the typical job interview errors and don’ts and indicate which are most prevalent and/or which you can relate to. Identify improvement strategies for each of the typical errors. • Review the 8 focal points of job interview success. Describe your strategies to optimize job interview performance.
- 38. RECRUITMENT PROCESS • Defining the role (Job Analysis) Job Specification Job Description • Attracting applications Recruitment methods (internal and external) Employee value proposition (EVP) • Managing the application and selection process • Making the appointment
- 40. SELECTION PRINCIPLES AND PRACTICE
- 42. • Short-listing • Assessing applicants to decide who should be offered a job • Making the employment appointment (offer) References Medical examinations Psychometric testing Performance tests • Employment offer SELECTION PROCESS AND METHODS
- 46. LEARNING ACTIVITY 5 • Reading article: 10 Mistakes Job Interviewers Make • Identify some of the key lessons/learning points from the article. • Describe how these lessons can be applied to your organization’s competency-based job selection interview process.
- 48. DEFINING COMPETENCY-BASED INTERVIEWS • Competency-based interviews (also called structured interviews) are interviews where each question is designed to test one or more specific skills. • The answer is then matched against pre-decided criteria and marked accordingly. • For example, the interviewers may want to test the candidate's ability to deal with stress by asking first how the candidate generally handles stress and then asking the candidate to provide an example of a situation where he worked under pressure.
- 50. DIFFERENTIATING BETWEEN COMPETENCY-BASED INTERVIEWS AND NORMAL INTERVIEWS • Normal interviews are essentially a conversation where the interviewers ask a few questions that are relevant to what they are looking for but without any specific aim in mind other than getting an overall impression of you as an individual. • Questions are fairly random and can sometimes be quite open. • Competency-based interviews are more systematic, with each question targeting a specific skill or competency. • Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples. • The interviewers will then dig further into the examples by asking for specific explanations about the candidate's behaviour or skills.
- 51. CBI PROCESS FLOW
- 52. CBI PROCESS FLOW
- 53. SKILLS AND COMPETENCIES FOR CBI Adaptability Compliance Communication Conflict management Creativity and Innovation Decisiveness Delegation External awareness Flexibility Independence Influencing Integrity Leadership Leveraging diversity Organisational awareness Resilience and tenacity Risk taking Sensitivity to others Team work
- 55. HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED
- 56. HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED Positive indicators Negative indicators Demonstrates a positive approach towards the problem. Considers the wider need of the situation Recognises his own limitations Is able to compromise Is willing to seek help when necessary Uses effective strategies to deal with pressure/stress Perceives challenges as problems Attempts unsuccessfully to deal with the situation alone Used inappropriate strategies to deal with pressure/stress
- 57. HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED
- 58. S-T-A-R CBI QUESTIONING PROCESS
- 60. • PROBING - It may be necessary to probe with additional, relevant questions at all stages of the process. • “CBI HAS A CLEAR FOCUS ON ESTABLISHING JOB FIT” CBI INTERVIEW – CRITICAL SUCCESS FACTOR
- 61. CBI CHECKLIST • Prepare for the interview • Follow a logical sequence • Create a proper environment • Relax the candidate • Let the candidate do the talking • Perfect your questioning
- 62. CBI CHECKLIST • Become a better listener • Keep your reactions to yourself • Stay in control • Take notes • Sell but don’t oversell the position • Conclude on a proper note
- 64. LEARNING ACTIVITY 6 • Reading article: How to Master Asking Behavioural Interview Questions • Identify some of the key lessons/learning points from the article. • Describe how these lessons can be applied to your organization’s competency-based job selection interview process.
- 66. LEARNING ACTIVITY 7 • Role Play: Divide into syndicate groups. Conduct a competency- based job selection interview with a prospective job applicant. Each group member will play a defined role. • De-briefing: Review and evaluate the efficiency and effectiveness of this competency-based job interview. Identify improvement areas and recommend strategies to improve future interviews at your organization.
- 68. CONCLUSION • Key points • Summary • Questions • Training Administration
- 69. CONTACT DETAILS • Charles Cotter • (+27) 84 562 9446 • charlescot@polka.co.za • LinkedIn • Twitter: @Charles_Cotter • http://www.slideshare.net/CharlesCotter