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Zs Interviewing Know How

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Day Spa Expo presentation on Interviewing for the Spa Industry

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Zs Interviewing Know How

  1. 1. “ Selecting the Ideal employee; Interviewing Know-How” Presented By: Zahira J Coll Executive Director [email_address]
  2. 2. The Foundation <ul><li>What do we know? </li></ul><ul><li>Why are we here today? </li></ul><ul><li>In the spa industry we provide services, for which we need people. </li></ul><ul><li>Our employees are the most important aspect of our business success...it is of extreme importance that the team function as a whole, not as individual businesses...like a machine with many parts, they all need to provide certain elements of personality, skills and abilities. </li></ul>
  3. 3. The Foundation <ul><li>Our compensation system or how we pay our employees determines how we need to hire. </li></ul><ul><li>As individuals we respond psychologically to certain aspects of how we get paid. </li></ul>
  4. 4. The Foundation <ul><li>If we pay in % basis, such as commission pay, we will be attracting ‘independent workers with entrepreneurial personalities’. </li></ul><ul><li>If we do Booth Rentals we will be attracting individuals that want to have their own business, do things their own way. </li></ul><ul><li>If we pay a flat rate, such as an hourly rate or pay for every minute they are on schedule we attract ‘longevity minded, structured driven, most likely to be team players individuals’. </li></ul>
  5. 5. The Process <ul><li>Independently of what compensation method you </li></ul><ul><li>will use (except Booth Rentals) </li></ul><ul><li>The steps to Hiring your Ideal Staff are: </li></ul><ul><ul><li>Preparation & Recruiting </li></ul></ul><ul><ul><li>Promoting Open Positions </li></ul></ul><ul><ul><li>Interviewing </li></ul></ul><ul><ul><li>Selection </li></ul></ul><ul><li>Let’s go over these points in more detail. </li></ul>
  6. 6. Preparation & Recruiting <ul><li>Create the staffing matrix </li></ul><ul><ul><li>To decide if you need Full-time/Part-time or On-Call and how many of each. </li></ul></ul><ul><ul><li>Use a mock schedule to make sure you are not over staffing or under staffing. </li></ul></ul><ul><ul><li>Consider cross-training and multiple license requirements. </li></ul></ul><ul><li>Make decisions about compensation. How will you pay, how much will you pay, etc. </li></ul>
  7. 7. Preparation & Recruiting <ul><li>Create the Job Descriptions </li></ul><ul><ul><li>Research Licensing and Permit Requirements </li></ul></ul><ul><ul><li>Decide on duties, tasks and activities per position. </li></ul></ul><ul><ul><li>Job Descriptions help the employee to understand exactly what is expected of them. </li></ul></ul><ul><ul><li>They are tools to be used in the training process. Use them to assist you in creating your Standard Operational Procedures and training materials, this will ensure you stay consistent with what you said the job duties are. </li></ul></ul><ul><ul><li>The job descriptions are an integral part of my methodology, without them this process is irrelevant. </li></ul></ul>
  8. 8. Create Job Descriptions <ul><li>If you are not going to create the job descriptions and prepare all the other materials you will need, STOP. Without the foundation required, and your commitment to do this right, the process would be futile. </li></ul>
  9. 9. Preparation & Recruiting <ul><li>Design Interviewing Scripts </li></ul><ul><ul><li>Interviewing Scripts help to plan in advance what you will say in order to dedicate the greater part of your time to listening and evaluating the applicant’s responses. </li></ul></ul><ul><ul><li>When writing the questions, use the job descriptions to ensure you are finding the candidate that meets the qualifications of the position. </li></ul></ul><ul><ul><li>Design the scripts to find the personality and characteristics ideal for each position. (More on this in a later section.) </li></ul></ul>
  10. 10. Interviewing <ul><li>Interview Objectives. An effective interviewer seeks to know the following about a candidate by the time the interview is over: </li></ul><ul><ul><li>Education and training background </li></ul></ul><ul><ul><li>Job history and responsibilities (stable work history, level of experience) </li></ul></ul><ul><ul><li>The reasons for gaps in work history or “job hopping”. </li></ul></ul><ul><ul><li>Personality traits. How will they fit with you? </li></ul></ul><ul><ul><li>Motivation </li></ul></ul>
  11. 11. Interviewing <ul><li>Interview objectives (cont.) </li></ul><ul><ul><li>Communication Skills. Ability to communicate effectively, written & oral. </li></ul></ul><ul><ul><li>Manageability. Ability to take direction, attitude towards previous managers. </li></ul></ul><ul><ul><li>Self-assessed strengths and weaknesses. </li></ul></ul><ul><ul><li>Behavioral Predictions = Most likely way this person will respond in a given situation. </li></ul></ul>
  12. 12. Interviewing <ul><li>Types of Questions </li></ul><ul><ul><li>The typical and most commonly used interviewing method currently uses a combination of “close ended” questions that explore past work history, education, appearance, communication skills, etc. </li></ul></ul><ul><ul><li>To be able to study past behavior we need to use situational and probing questions . </li></ul></ul>
  13. 13. Interviewing <ul><li>Types of Questions (cont.) </li></ul><ul><ul><li>In the methodology I have created, we use a combination of questions: </li></ul></ul><ul><ul><ul><li>Close-ended questions are useful for verification of information and to get the ball rolling. </li></ul></ul></ul><ul><ul><ul><li>Open-ended questions are deliberately broad in nature, have no correct answer and are designed to help the candidate tell a story. </li></ul></ul></ul>
  14. 14. Interviewing <ul><li>Types of Questions (cont.) </li></ul><ul><ul><li>We categorize our interview questions as follows: </li></ul></ul><ul><ul><ul><li>Rapport building, opening questions </li></ul></ul></ul><ul><ul><ul><li>Purpose questions = building trust, ice breakers/expected questions, used to analyze attitude, aptitude and skills. </li></ul></ul></ul><ul><ul><ul><li>Probing = follow up questions to every answer, to get deeper into the past behavior of the candidate. </li></ul></ul></ul>
  15. 15. Interviewing <ul><li>Types of Interviews </li></ul><ul><ul><li>The first interview should be used to assess if the candidate meets the requirements set forth in the job description, from licensing, permits, education and experience to Job Specific Requirements. </li></ul></ul><ul><ul><li>Second and Third Interviews should be used to determine if the candidate has the aptitude, attitude, talents & skills you need for your perfect match. </li></ul></ul><ul><ul><li>The Audition is an excellent tool to determine technical ability. </li></ul></ul>
  16. 16. Interviewing <ul><li>Decisions, decisions. When you are deciding what it is that you need and want in a team member, you have to make sure you create questions and look for candidates that have something in each of these categories: </li></ul><ul><ul><li>Talent = a natural ability not acquired through effort. </li></ul></ul><ul><ul><li>Skills = the expertness that comes from training, practice; something learned. </li></ul></ul><ul><ul><li>Aptitude = quickness in learning and understanding; intelligence. </li></ul></ul><ul><ul><li>Attitude = a manner of acting, feeling or thinking that shows one’s disposition, opinion, etc. </li></ul></ul>
  17. 17. Interviewing <ul><li>Decisions (cont.) </li></ul><ul><ul><li>Skills are important, especially for a licensed or technical position however attitude and aptitude are MORE important. Someone might have the right licensing requirement and technical skill for the job but they might be lacking the aptitude to learn new things, the attitude to be a team player and service oriented, and the talent to smile and serve from the heart. </li></ul></ul><ul><ul><li>Without all of the components you would have an incomplete candidate, an imperfect staff. </li></ul></ul>
  18. 18. Interviewing <ul><li>A typical interview script: </li></ul><ul><li>Greeting </li></ul><ul><ul><li>How was your drive here? </li></ul></ul><ul><ul><li>We appreciate you being here today. I am going to ask you some questions and I will be taking notes during the interview. Do you have any questions for me before we start? </li></ul></ul><ul><li>Ice Breakers </li></ul><ul><ul><li>Please give me a brief summary of your previous work experience. </li></ul></ul><ul><ul><li>Please tell me why you want to work at XYZ Spa? </li></ul></ul>
  19. 19. Interviewing <ul><li>A typical interview script continued: </li></ul><ul><ul><li>Behavioral Questions </li></ul></ul><ul><ul><li>Technical Questions </li></ul></ul><ul><ul><li>Explanation of your Recruitment process </li></ul></ul><ul><ul><li>Farewell </li></ul></ul><ul><ul><li>Analyze the interview notes and make your preliminary decisions. </li></ul></ul>
  20. 20. Interviewing <ul><li>The questions that help you analyze your candidate: </li></ul><ul><ul><li>“ Can you work under pressure?” or </li></ul></ul><ul><ul><li>“ Tell me about a time when you had to work under pressure.” </li></ul></ul><ul><ul><li>Do you like to do well at your job? Why? Or </li></ul></ul><ul><ul><li>Tell me about a time when you went “beyond the call of duty?” (Probing: What did you do? How did it help the situation you are describing?”) </li></ul></ul><ul><li>What is the difference between these questions? </li></ul>
  21. 21. Interviewing <ul><li>The questions that help you analyze your candidate continued: </li></ul><ul><ul><li>Manageability: </li></ul></ul><ul><ul><ul><li>How would you describe your ideal manager? </li></ul></ul></ul><ul><ul><li>Motivation: </li></ul></ul><ul><ul><ul><li>Give me an example of some goals you’ve had and how you’ve reached them? </li></ul></ul></ul><ul><ul><ul><li>What motivates you to perform to the best of your ability? </li></ul></ul></ul>
  22. 22. Interviewing <ul><li>The questions that help you analyze your candidate continued: </li></ul><ul><ul><li>Responsibility level: </li></ul></ul><ul><ul><ul><li>Tell me about a time when you had to be late for work, how did you handle it? </li></ul></ul></ul><ul><ul><li>To create balance: </li></ul></ul><ul><ul><ul><li>“ Was there ever an occasion when things didn’t work out so well?” or </li></ul></ul></ul><ul><ul><ul><li>“ Can you give me an example of something in this area that you are not proud of?” </li></ul></ul></ul>
  23. 23. Interviewing <ul><li>The questions that help you analyze your candidate continued: </li></ul><ul><ul><li>Time Management skills: </li></ul></ul><ul><ul><ul><li>How do you make sure you stay on time for your booked appointments? </li></ul></ul></ul><ul><ul><li>Miscs : </li></ul></ul><ul><ul><ul><li>How do you retail the spa products to the clients? </li></ul></ul></ul><ul><ul><ul><li>When do you feel is appropriate to discuss your personal opinion with a client? </li></ul></ul></ul>
  24. 24. “ Selecting the Ideal Employee ” <ul><li>“ When it comes to employment practices and employee relations, </li></ul><ul><li>it is always best to be </li></ul><ul><li>prepared for the absolute worst </li></ul><ul><li>but expect the absolute BEST!” </li></ul><ul><li>For FREE Spa Business Advice I invite you to check my Blog: </li></ul><ul><li>http://resourcesanddevelopment.typepad.com/spa_business_wisdom/ </li></ul>
  25. 25. “ Selecting the Ideal Employee ” For FREE Spa Business Advice I invite you to check my Blog: http://resourcesanddevelopment.typepad.com/spa_business_wisdom/
  26. 26. Thank you for your Time! <ul><li>If you are interested in Job Description Templates, Employee Manual and other services I invite you to visit Resources & Development </li></ul><ul><li>Booth </li></ul>
  27. 27. Zahira J Coll [email_address] Thank you!