What A GOOD Interview Process Looks Like
- 1. What Does a Good Interview Process Look Like?
- 2. Introductions David Dewey CEO Shortlister Claire Crisp Occupational Psychologist Shortlister
- 3. Topics Covered 1. Structured Vs. Unstructured 2. How do we define good 3. Choosing the right methodology 4. Structuring the interview 5. Conducting the interview
- 4. Structured Interviews Vs. Unstructured Interviews Structured Unstructured • Objective, consistent & legally defensible • Subjective, open to both bias and legal challenge • Predictive of great job performance – drives quality hires • Not predictive of great job performance • Promote a positive, consistent candidate experience • Deliver an inconsistent candidate experience Understanding where your process sits on the continuum…
- 5. Structured Interviews Structured • Objective, consistent & legally defensible • Predictive of great job performance – drives quality hires • Promote a positive, consistent candidate experience Research shows us that structured interviews are predictive of job performance If someone therefore performs well in a structured interview then you should have confidence that they will perform well in the role
- 6. Unstructured • Subjective, open to both bias and legal challenge • Not predictive of great job performance • Deliver an inconsistent candidate experience Research show that unstructured interviews aren’t predictive of job performance If someone performs well in a unstructured interview then you shouldn’t have confidence that they would go on to perform well in the role Unstructured Interviews
- 7. Step 1: What Does ‘Good’ Look Like? First step in any recruitment process is ensuring a clear, evidenced understanding of what you are looking for in a recruit
- 8. Step 1: What Does ‘Good’ Look Like? Ask yourself: -What behaviours (e.g. clear communication) does a successful employee demonstrate? -What skills (e.g. numeracy) do the best performers have? -What motivates those who do the job well (e.g. do they love talking to customers)?
- 9. Step 1: What Does ‘Good’ Look Like? Can you answer those questions with evidence rather than gut feel? If No: It’s time to do some Job Analysis (Step 2) If Yes: Proceed to Step 3
- 10. Step 2: Analysing A Role Conduct structured interviews with: -Current high-performers To identify what key skills and behaviours they draw upon to do the job successfully, what are they motivated by and what do they enjoy -Line managers of current staff To identify what differentiates good performers from the poor performers from a management perspective -Visionaries To establish how the role is going to change over the next few years
- 11. Example Job Analysis • Current High-Performers • “What behaviours help you achieve success in your role?” • “What aspects of your role do you enjoy / find motivating?” • Line Managers • “Think of your good and less good Sales Executives – what behaviours do you see in your good performers that are different to your less good performers?” • Visionaries • “How do you see the organisation changing over the next five years and what are the implications for the Sales Executive role?
- 12. Step 2: Analysing A Role Collate this information into a blueprint for the role which you should then develop a competency model or person specification for.
- 13. Example Competency Positive Behaviours Negative Behaviours Stays calm in pressurised situations Becomes flustered when under pressure Focuses on the task in hand when under pressure Allows pressure to distract from the task in hand Maintains a positive outlook in pressurised or difficult situations Becomes negative when faced with difficulties or when under pressure Delivers work to a high standard when under pressure Compromises on quality / standards when under pressure Maintains energy and effort level when under pressure Allows energy and effort level to drop when under pressure Resilience Is driven to accept and meet challenges and persist when faced with difficulty. Maintains consistently high levels of effort and delivers when under pressure.
- 14. Step 2: Analysing A Role Summarise your key competencies • Persuasive Communication • Networking • Drive and Motivation • Resilience • Delivering Results • Planning and Organising
- 15. • Consider your likely recruitment funnel – number of candidates who have applied at the top and number of hires required at the bottom Step 3: Choosing Assessment Methodologies
- 16. • Consider your likely recruitment funnel – number of candidates who have applied at the top and number of hires required at the bottom • Low touch, low cost assessment methods at the top Step 3: Choosing Assessment Methodologies
- 17. • Consider your likely recruitment funnel – number of candidates who have applied at the top and number of hires required at the bottom • Low touch, low cost assessment methods at the top • High touch, high cost assessment methods at the bottom Step 3: Choosing Assessment Methodologies
- 18. • Consider your likely recruitment funnel – number of candidates who have applied at the top and number of hires required at the bottom • Low touch, low cost assessment methods at the top • High touch, high cost assessment methods at the bottom • Essential criteria assessed at / near the top e.g. communication for a Sales Executive Step 3: Choosing Assessment Methodologies
- 19. • Consider your likely recruitment funnel – number of candidates who have applied at the top and number of hires required at the bottom • Low touch, low cost assessment methods at the top • High touch, high cost assessment methods at the bottom • Essential criteria assessed at / near the top e.g. communication for a Sales Executive • Number of assessment stages driven largely by candidate numbers Step 3: Choosing Assessment Methodologies
- 20. ONLINE APPLICATION ONLINE NUMERICAL & VERBAL REASONING TEST VIDEO INTERVIEW ASSESSMENT CENTRE OFFERS Example Funnel – Early Talent 1050 600 360 90 30
- 21. Step 4: Structuring The Interview First you need define the scoring criteria to ensure it reflects the key success factors and this needs to be done before you start the interview. Important elements: -Make the criteria clear and objective -Ensure the scoring criteria is not open to interpretation – drive consistency
- 22. Example Rating Forms In the following we have provided some examples of how you might go about rating the following competency Persuasive Communication “Communicates clearly and projects credibility, uses a variety of methods to persuade and convince others in a way that results in agreement and commitment.”
- 23. Example Rating Form (1) Positive Behaviours 5 4 3 2 1 Negative Behaviours Communicates clearly and with credibility Communicates unclearly (e.g. mumbles) and lacks credibility Articulates the benefits and value of their approach to gain buy-in Does not articulate the benefits and value of their approach Listens to others and responds to their views or concerns Dismisses others’ views; fails to listen Uses a variety of methods to persuade others; perseveres to gain agreement Has one method of persuasion; gives up easily if unsuccessful Gains commitment to firm actions before closing discussions Closes discussions without ensuring commitment Overall rating (1-5):
- 24. Example Rating Form (2) 1 Communication is clear and credible Communication is understandable but lacks credibility Communication is unclear e.g. candidate mumbles 2 Provides numerous benefits and details the value of their approach Provides some benefits or some detail about the value of their approach Does not articulate the benefits and value of their approach 3 Strong evidence within example given that they listen to others and respond to their concerns Some evidence provided of listening and responding to others Example shows poor listening and evidence that others’ views are dismissed 4 Uses different methods of persuasion and perseveres to gain agreement Provides evidence of a second persuasion style, does not give up if unsuccessful Has one method of persuasion and gives up when unsuccessful 5 Commitment to firm actions gained before discussion ended Attempted to gain commitment to a way forward but this was not fully achieved Closes discussion without firm commitment
- 25. “Communicates clearly and projects credibility, uses a variety of methods to persuade and convince others in a way that results in agreement and commitment.” 5 4 3 2 1 Candidate exceeds requirements for the role. Candidate meets some of the requirements for the role. Candidate does not meet any requirements for the role. Example Rating Form (3)
- 26. Step 4: Structuring The Interview Writing interview questions Each question is written with the rating criteria in mind to ensure the correct evidence can be gathered from candidates Questions should be: -Clear and jargon-free -Singular -Open
- 27. Example Interview Questions Networking: Give me an example of a time when you have proactively sought to network with a new contact. -Why was this important? -What approach did you take?
- 28. Step 5: Conducting Interviews • Build rapport with the candidate, be aware of non-verbal behaviour • Use a structured introduction to tell the candidate what the interview is covering, time, examples you are looking for etc. • Use the interview script – ask the same questions of each candidate • Make full notes of what the candidate does and says • Give the candidate opportunity to ask questions at the end
- 29. Useful Models to Support To help guide questioning: • STAR (Situation, Task, Action and Result) To help ensure objective assessment: • ORCE (Observe, Record, Classify and Evaluate)
- 30. Take Away Actions 1. Ask for some feedback from Hiring Managers on your current interview process – is it producing great hires?
- 31. Take Away Actions 1. Ask for some feedback from Hiring Managers on your current interview process – is it producing great hires? 2. Revisit what ‘great’ looks like in your target roles – conduct some job analysis
- 32. Take Away Actions 1. Ask for some feedback from Hiring Managers on your current interview process – is it producing great hires? 2. Revisit what ‘great’ looks like in your target roles – conduct some job analysis 3. Design structured rating forms which capture key success factors
- 33. Take Away Actions 1. Ask for some feedback from Hiring Managers on your current interview process – is it producing great hires? 2. Revisit what ‘great’ looks like in your target roles – conduct some job analysis 3. Design structured rating forms which capture key success factors 4. Design structured interview guides with questions which tap into the key success factors
- 34. Take Away Actions 1. Ask for some feedback from Hiring Managers on your current interview process – is it producing great hires? 2. Revisit what ‘great’ looks like in your target roles – conduct some job analysis 3. Design structured rating forms which capture key success factors 4. Design structured interview guides with questions which tap into the key success factors 5. Document your decision making criteria
- 35. claire@shortlister.com +44 (0)1904 279400 www.shortlister.com david@shortlister.com +44 (0)1904 279400 www.shortlister.com Need Some Support?