Training Slides of Behavioral Interview - Selecting Quality Employees for a Quality Organization, discussing the importance of Interview.
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6. Decide Which Candidate Best
Meets the Established Criteria
Select the Best Candidate
9
10
Ten Steps to Better SelectionsTen Steps to Better Selections
10. AbilitiesAbilities
LeadershipLeadership
Mentoring, Facilitation
Self DirectedSelf Directed
CreativeCreative
OrganizedOrganized
Able to establish priorities
Use the position description and your knowledge of the job to
identify the 2 to 3 most important abilities needed to be outstanding
in this position.
11. AttitudesAttitudes
PositivePositive
TolerantTolerant
FriendlyFriendly
ResponsibleResponsible
Use the position description and your knowledge of
the job to identify the 2 to 3 most important abilities
needed to be outstanding in this position.
What Attitudes AreWhat Attitudes Are YouYou Looking?Looking?
13. Determine What AdditionalDetermine What Additional
Job-Related Information is NeededJob-Related Information is Needed
Education RecordsEducation Records
Licensure/CertificationLicensure/Certification
Special AwardsSpecial Awards
ReferencesReferences
What information in additional to skills, knowledge, abilities, attitude,
and experience do you need to select the applicant most likely to be
a superior employee? Identify 3 to 4 items that are most important.
16. ReferencesReferences
Who to Contact?Who to Contact? Prepare a list of the previous 2 or 3
supervisors. Always plan to contact the last immediate
supervisor. Also plan to contact at least one manager above the
immediate supervisory level.
What to Ask?What to Ask? Prepare probing questions that will elicit
information on what a supervisor has observed about the
candidate’s performance, as it relates to the skills, knowledge,
abilities and attitudes desired. Seek to confirm, or dispute
candidate’s statements about what they did in previous positions.
Does the manager’s view support the supervisor’s view? Are the
candidates statements supported by both? Ask about areas for
improvement and strengths. Ask the re-hire question?
29. Review Questions/Review Questions/
Applications & ResumesApplications & Resumes
Select Best QuestionsSelect Best Questions
Review the questions you developed to select at least one for each skill,
knowledge, ability, attitude or type of experience identified. The more
important areas might merit more than one question.
Remember, the intent of the interview is to get a clear picture of the
candidate’s past performance, so select those questions which best give a
balanced view of the candidate.
Past
Performance
Future
Needs
32. Make notes on any
experience that may relate to
experience you want.
Look for information on skills
you need. It may be
mentioned in a description of
a previous job, it may be
listed under an educational
experience.
Knowledge you want may be
indicated by a class attended
or presented. Formulate a
question that tests whether
that knowledge has been
used recently, and how
successfully they have been
using it.
If not used, some skills and
knowledge tends to fade, and
be less useful.
Review Questions/Review Questions/
Applications & ResumesApplications & Resumes
33. Look for gaps in
employment history
Review Questions/Review Questions/
Applications & ResumesApplications & Resumes
36. Look for names and phone
numbers of previous
supervisors
Review Questions/Review Questions/
Applications & ResumesApplications & Resumes
Reviewing the application, resume, or personnel folder is a good time to
make notes on previous supervisors names and phone numbers. Following
the interviews with the candidates, talk with 2 or 3 previous supervisors of
the best 2 or 3 candidates before making a final selection. During the
interview also ask candidates about their relationship with those
supervisors. A glowing reference from a supervisor when the candidate
tells you they did not get along, should be a red flag, and merit further
investigation.
37. Look for Disciplinary Actions
Review Questions/Review Questions/
Applications & ResumesApplications & Resumes
Occasionally a personnel folder will contain a
disciplinary action, or an application will reference a
felony conviction. Make special note of these and
formulate questions to discuss the circumstances
surrounding them. As the selecting official, you will
have to determine whether they are sufficiently
serious to warrant a non-selection. You will need to
have as much information as possible from the
applicant. When the supervisor is interviewed, the
incident will require further discussion.
40. Decide Which Candidate BestDecide Which Candidate Best
Meets the Established CriteriaMeets the Established Criteria
Review all of the informationReview all of the information
gathered from:gathered from:
Applications/resumes
Transcripts
Interviews
Supervisors