How to Screen and Hire Great Employees - Interviewing for Beginners | Jana Tulloch | Skillshare

Playback Speed


  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

How to Screen and Hire Great Employees - Interviewing for Beginners

teacher avatar Jana Tulloch, HR Professional

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

8 Lessons (44m)
    • 1. Introduction

      4:31
    • 2. Resume Screening & Short Listing

      9:33
    • 3. Setting the Stage: Arranging the Interview

      5:15
    • 4. Types of Interviews

      8:31
    • 5. The Interview Itself

      3:23
    • 6. Post Interview Evaluation

      4:33
    • 7. Reference Checking

      5:25
    • 8. Conclusion

      3:15
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

315

Students

--

Projects

About This Class

Hi my name is Jana, and I'm a Human Resources Professional with over 20 years of experience in sourcing, screening, evaluating, and hiring candidates in a variety of industries. 

This class is a high level overview of how to get through the piles of applications you receive for a job opening you have, and how to find your next great hire from among them.   

Well be looking at how to identify your ideal candidate, efficiently screening resumes, what approach you want to take to interviewing and the types of questions you want to ask based on the job vacancy, and how to evaluate your interviewees.  In each segment we touch on the basic components and review various approaches so that you can determine what style best suits your company and the position you're hiring for. 

This is a high level course that is great for business owners and managers who suddenly need to hire for a role and aren't sure how, and want to learn more about the selection process and how to interview.  It is also a good starter for those new to HR and tasked with recruiting activities. It focuses on screening without the use of an ATS system (Applicant Tracking System); in this course we assume the process is manual.   

Meet Your Teacher

Teacher Profile Image

Jana Tulloch

HR Professional

Teacher

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. Introduction: welcome to how to screen and higher great employees. My name is Jonah talk, and that will be your instructor for this Siri's. I am hopeful that you'll find some great tips in here that will allow you to efficiently and effectively screen candidates of the fighting postings that you might have available for jobs that you're looking to fill and be able to evaluate them and be able to select the right individual for the job. Some of the topics we're going to cover will be all talk briefly about the class project, but we'll talk a lot about how to screen resumes quickly because you know, you could get inundated with so many resumes, its hard action. Try to sort through them. We'll talk about setting the stage for the interview types of interviews you can have depending on the roller you're hiring for. We'll go over some question types and some questions you can't ask because there are some that could land you in hot water, which you don't want that happen. Talk about to have what happens during the interview and then post interview and how to evaluate cabinets and then briefly about reference checking and then we'll have our conclusion a little bit about me. My name is Janet Olick and I live in Vancouver, actually just outside that cover in British Columbia, Canada. I am a chartered professional in HR and a member of the professional associations, both here in the province of B. C and in Sherman, the US as well. Um, I have my own consulting firm called Tell It Consultant, where I provide a range of HR um, support to organisations medium and small ones, depending about their needs, are and absolute recently founded my own resume said to for public safety individuals So public safe dress Miss I've been featured in Forks, Fast Company and some other magazines, as well as a subject matter expert on a variety of HR Shires, a lot of them to do with recruiting. And I'm excited to actually be able to provide advice and guidance on skill sharing on this medium to help people improve their hiring practices. The class project that I thought would be really helpful for this is actually to do a one page interview plan template. So for your next higher, or if you have a higher that's currently AM coming up, You could help actually define the process that you want to use to make this the best higher and apply some of the things that you actually learn in this. In this course, we'll talk about ideal candidate profiles and looking at interview types of game on the questions and then looking at what your best evaluation method might be a game based on the role that you're hiring for. So as we go through all of these pieces, of course, you can actually apply what you learn to the template based on what your particular individual needs are for the role you're hiring. A quick word about job posting. So this is actually one of my pet peeves of job postings are not the same as job descriptions. Job descriptions are internal documents. Uh, that guide a lot of the internal compensation things that you may be considering the God performance planning and stuff like that. It is not an advert and can make some of the worst advertisements, actually, so your job postings are actually and marketing tool and there, too, they're there to draw the applicants in and to make the posting be enticing to them and spark their interest in and get them excited about the opportunity. If you think about some of the job descriptions you see online in their, you know long and detailed and very boring to read. And I call them kind of like the user manuals version that they're very boring. So I just kind of keep in mind when you do those jobs, try to make them exciting and enticing. There's time for people to look at the job, posting later or the job description later. But the job posting is really your at. That should capture people's attention. If you do have a job that you're recruiting for currently, you can use that as we go through the course and use it as your project based, if not not a worry. You can actually use your own position if you want to use that as a template, or you could make one up or whatever, if there's something of interest to you. But I'm used what you think my difficult for your particular situation. So I hope you enjoy the course, and I really look forward to seeing you in the lessons to come 2. Resume Screening & Short Listing: you don't talk about resume screening and short listing. Um, it might be of interest for most of you to hear that a recruiter on myself included what I am doing. Recruiting to six seconds is actually all this time that recruiter spends scanning resumes . So looking at one particular resume, it's a quick glance. Spots, spots, spots, floods. And if they don't see what they're looking for in that first class, it gets chucked out. So you know it's on the candidate side. When I'm coaching individuals who are applying to jobs, it's really important to make the resume stand out and to make sure that they captured the eye of the recruiter. When you're on the recruiting side of the table, you may have 100 resumes that you need to go through, and so it's important that you learn how to scan those really quickly and to get through them fast. So you're not spending hours and hours and hours going through resumes, so there is an actual way to do this on both route end up here with you. But one of the first step is to toss out ones that actually don't meet what you're looking for. So toss out anything. If you look at a resume and has background your spelling errors, stuff like that coat, it's not your job to fix their inability. You're right. Not easy to read. If you pick up a resume and it's, you know, got tons of information on it. It's disjointed. You're not sure what you're looking at if you're having actually think about what you're reading jacket, lack of attention to detail. So if it's got different bonds, it's messy. It's, you know, they've not even change sort of job in photo. Meet the job they're applying for. So it's like, you know, really excited to apply for this job as a sales wrapping. Your actually hiring for call center agent chuck it too little detail. So if they've only got names of jobs that they've died and no details about sort of their accomplishments or anything that contributed, it's not your job to try to fill in the blanks for people, its candidates into Canada's job to sell themselves to you so you don't need to make up that information for them. So check those weapons this once you've gotten rid of all of those ones, you would start actually, looking more and doubts at the ones that you think might be actual fits for the job you're recruiting for. So you're gonna start separating them into piles. A polity, Paul, Essentially there. See college in Nepal. But your main priority policy to be your first in your second choice resumes. So you're a pal of the ones when you go through and you look out and you go, Oh, my gosh, this is this guy Looks great. They've got all of the skills. They've held exactly the same job that, you know, that I'm looking for now and looks perfect. So that's your a poppy. You're being Paul. People are the ones that you look at to go home. They've got some, you know, similar experience in their background. They've helped similar roles. Maybe with a little bit of trading, something like that would probably be a really great fit. Looking pretty good, not just because a problem, they look pretty good. So that should be see pile. And not everybody does is he felt a long time. You could just stop here, depending on how many you have kind of put everybody else off to the side, but you can have a C palace while depending on the urgency to fill a job. So if you don't have the luxury of re posting, if you don't have a successful candidate in your A pollen your people, you may want to go to your CPA some who are really looking for the right individual and have the time to repost. If they don't find anybody their first time around, we'll get rid of everybody else that falls into the sea. Paul. So totally up to you. Your call depending on your circumstances. But this seapower, those that might have some experience and some skills that would probably be a lot of trading that might be required for them if they were to be successful. But they're they're possible, and then you're no power. Those that really don't have any related skills at all, and you can actually get rid of the no powerful together. Your next step is you're gonna take the A pop and you're gonna start look for flags, looking for flags in the A Paul that will actually either cause you concern or to eliminate them or, um, want to make a note on their resume so that when you actually speak to them during the interview, you can ask him about it because quite often things are explainable and, you know, people forget to put stuff on the resume, or there's a smaller or something that they did fix or they catch. So things like employment gaps you want to look through and make sure that the employment was consistent so that they've moved from you. No. One job. They left in April, and they started the next job in May. That type of thing, if there are gaps there, sometimes very legitimate reasons why there's gaps. So you want to just make a note that you asked him about those gaps in the interview. If they're unemployed currently, you want to take a look at how long it's been since they've been unemployed, so the game there could be a good reason if it's a long time. Maybe they took a year off to traveling something like that. So you want tap? Should flag that as well and have, um, fill in that gap for you short 10 years. Those ones I actually worry about quite a bit when when I see them, and when I look at a resume, I want to see a little bit of variety. So people do move around quite a bit when they want to gain new experience and you know to help their skills. And you know, there's there's not as much drive for the tenure piece of things as much as there used to be. So what concerns me, though, is when I see resumes where people only stay 68 months at each job that they've ever had, because if they haven't been able to hold on to your job longer than that, I don't think they'll stay much longer with the job I'm looking at them for. So you want to make sure that might be a mixed where you've got somebody who stayed with the company for true through years. Then they went somewhere for a few months, and then they moved on state for a few years somewhere else. You want a little bit of a mix, the ones with the really short tenures like that when they job hop quite quickly, I tend to move them right out of the Apollo because I feel that they probably don't have the staying power. You're a Paul is gonna be your short list, and it should be about 20 resumes or so. If you have more than that, you should probably look to re sort them because you're not. If you're thinking about the amount of time that you have to interview all of these individuals, that's a big chunk of time. If you're gonna have to sit down with your thumb eso you want to make sure that it's really no more than that. If it ISS, then go through them again and be a little bit more critical, thoughtful as you're going through them and actually make sure that they are individuals that you're really excited of and that you really want to get to meet that you think would be good if it's for your job. So although I say no more than 20 that is a lot, and depending on the position you're hiring for, you may wish to do phone screens. Short runs about 15 minutes each. You know, just a quick conversation with candidates to get a sense of who they are. If they're OK with the wage, the location, what their notice period is maybe a quick question or two. I often do them in order to better prioritize my candidate list and ultimately with the goal of sitting down with about 10 of them in person for an interview. When you figure your interviews, they're going to be about an hour apiece, usually depending on the role again, that might be half on hour. So you do have capacity to maybe interview more people. Totally your coal, but it can be very time consuming, so it's a bit of a balance and how you can work more efficiently through your list. Figure out what works best for you, how much time you have and how many good candidates you really want to speak to that are in your A pop. So let's talk a little bit about the project first Part one and looking at what your ideal candidate is. So as we end this segment, it's a good idea to take that job description that you're gonna be working with. And, um, look at what the key skills are. What could be helpful sometimes, actually is on the Internet. You can go and create a word cloud free if you just Google Word Cloud or create work Father's lots of sites that do that for you and put the job description in there and see kind of what words popped out as the most common, because those skills will be the primary spills quite often that you'll be looking for in your candidate. Um, if the work cloud comes up and it's like, Oh, you know, it says they should have really, you know, sale, sale, sale. So sales. And this isn't to sales jump. For the most part of. It's about, you know, more than 70% sales, my one and look at your job description and your job posted. You make sure that it's reflecting, actually the needs of the job. But essentially you should be able to see yeah, these air kind of the primary skills and competencies that I would be looking for a candidate when you're looking at your ideal candidate to look not only at what the skills and knowledge and things that you want them to bring to the job, but think about the person that you'd like to work with as well, you know, what kind of person are they would fit in well with your culture. So you think a little bit about the type of organization that you have, the style work that goes on there, the type of people that work there, what the common values and shared values of the team are, And make sure that those qualities are noted down in your ideal, coveted as well. You want to make sure that they're fit, skill lies, but also culture wise. So go ahead, started your project, and we'll catch up on setting the stage and arranging the interview. 3. Setting the Stage: Arranging the Interview: Hey, welcome back. We're gonna talk about setting the stage and arranging the interview for the evidence that you've lied up and you decided that you'd like to meet. One of the first steps you're gonna do is actually pick your panel. So who do you want to interview with? You know, you don't always need to have a panel. Sometimes you could do the interviews on your own, particularly with entry level rules. You don't necessarily need to have a whole bunch of people Teoh assess that individual coming in for that type of a role that as you go higher up, you may decide that you need a few people to help you make a good decision, particularly if the role your higher for, um, works cross functionally with a lot of different people love different groups or there's ah , specific skill that they would bring to the organization that you may not have expertise in . That happens quite a lot for HR people you know when they're hiring, um, you know, accountants or text for something like that, where your knowledge of those particular skills and if you were to pose the question of to test their knowledge you wouldn't necessarily know the answer to. So sometimes you might want to have that on hand as well to help you out. The whole idea about having the panel is to make sure that you're able to assess an individual fairly and accurately. Once you've picked your panel, you're going to want to work with them and keep them prepped so that they know what to expect and know what their role is when they when they participate in the interview. So you need to let them know why they're needed on the panel, where they'll be contributed. You watch, prepare them on the candidates. So give them copies of the resume and the posting and the job description interview questions that you have prepared ahead of time because you've prepared it to be questions. I have the time. I'm sure a copy of the evaluation sheet ratings of the questions are rotating of the questions. How you're gonna organize them when you have a panel, you might want to share questions. If that's what you're gonna do, where we each take one or you may want to have one person be the main person who asked all the questions. Everybody else is just taking notes, so you need to arrange that ahead of time. You want to remind them about the dates and times for the interview, and then you want to let them know, Hey, I'm I'm here to help you. So if you have any questions or whatever else about the interview, let me know. And, oh, 1,000,000,000 as best I can. We also want to communicate the candidates. So what did they need to know prior to the interview? They need to know, obviously, the location, date and time and who they're going to be meeting with the watching all the type of interview, and we'll get onto types of a little bit here, the duration, the opportunity for questions if they'll be able to ask them what they should bring. If anything, Um, and then ask them to if they have any questions ahead of the interview, because sometimes people do on. Do you want to make sure that they're prepared and they're comfortable when they come in the door? Keep used to keep in mind is every interaction you have with Candidate tells them a little bit more about the company and about his culture. Think about even when you have interactions with businesses and how they're represented by the people that you speak to on behalf of that business. And sometimes you have really great impressions of people, and sometimes they're not that great. And that's all due to one person who's representing that company. So when you're talking to candidates, it's always great to kind of keep in mind that, you know they're they're judging you, too, there. You know, when you hire somebody, it's ah, it's a dual agreement and it's about you assessing the candidate. But it's also about the candidate assessing you and making sure that they're making a good choice as well, so make sure that that's reflected in your communications with the candidates. Let's talk a little bit about part two of the project and about picking your panel. So think about the job you have. Think about who you might want on your panel is the job complex? Does it have different aspects that might need to be assessed by different people? Do you have, uh, you know, individuals that you feel can can read people really well or have inside end of individuals that you think might be able to contribute to the power depending on the job level. You may only want one of the person you may decide that yourself on your own is probably enough. Or you may decide that you might want to go up actually, and have no up to five different people. That that can happen sometimes, particularly on larger roles. Their higher level rules, like sea level or director level VP level something like that. Quite often, there large panel interviews always did. I'm just a tip, always good to have odd numbers. I like on numbers on panels simply because you can have a tiebreaker person if there happens to be cheap people agreeing on something that they're going to be the tiebreaker. So So we'll leave you with that. Um, take a look back at your project. Pick your panel, try to figure out why you want the number of people that you dio what the value is that they bring to the paddle and to the process. And then, um, we'll go from there 4. Types of Interviews: Hey, welcome back. We're gonna talk now about types of interviews. There are different interviews that you can do. Um, and it really depends on what works best for you. So you can have. And I'm sure many of you have probably experienced this sort of more informal casual chats with people. So you come in, you really kind of getting a sense of, you know, they're like, this person can work with them. Are they okay? They seem to know what they're talking about. It's often one of one. It's meant to sort of be really super informal. Casual doesn't usually have any sort of evaluation that goes along with it, and it's more kind of got. Yeah. The second type is a more formal or structured interview where you have set questions that are asked of each candidate theme. Next toughest sequential where you might have one individual speak with someone. They move on and they talk to somebody else and then move on and talk to somebody else. On those ones can be either informal or formal in terms of questions and style of how you're asking things. Basically, they spend time speaking with a couple different people individually, or you can have a group ones as well. You can have, um, all the candidates come in at one time, and then you have, um, your panel, your interviewers assess everybody collectively. It's a very competitive way to do things that might work well with sales roles. Because you want those guys who really outgoing those individuals who can really kind of be assertive and, you know, be able to be competitive in that type of environment. So sometimes that works well for those types of girls. My personal favorite is the panel formal structured interview on. And that's because I believe that in fairness, it's good to have a range of opinions on who you're evaluating, because my thought on a candidate might be very different than my colleagues thought they might see. Something that I didn't see. Aziz. Well, I also believe that having structured questions is fair across the board, to everybody that you interview, it is easy to go back and say, Well, you know, we scored this individual five. We scored this individual four in this one of three. So, you know, this is this one's gonna be our topic when you go back and actually assess things that way . It makes it fair across the board for everybody who's who's applying for that job and your lot. It allows you to give better feedback. I feel a swell to candidates who may not have been successful. You can actually see where they were out competed, and you can give them that feedback if you need to or want to. Types of interview questions So how you can assess your your candidates. There are different types of questions that you can pass to actually assess the competency and the skill level of your candidate, so some of them are skills based. You might ask about their experience with certain tools or systems or methodologies related to the role you could ask him. You know what CRM systems have you worked with and tell me about that type of stuff? Behavior questions. Those are my particular favorite because I think that a lot of time past experience will predict future performance. Not always, but quite often. And they are the ones where you say, you know. So tell me about a time that that you had, you know, a really difficult customer interaction you know what, What was the issue? Why did you find it difficult? How did you handle it? Gives you some good insight into their experience. Technical questions, air specifically rate related to technical roles and how it applies to problem solving. Um, when you're actually evaluating for tech jobs, that's way more applicable. So you give them a particular coding problem or something like that that they need to solve , usually with different systems or applications to test their knowledge. Those a really useful in those types of rules and then hypothetical questions are the ones where you kind of just have a scenario. So, you know, imagine yourself having to do that's y and Z, and this crops up. How do you think you might handle that type of situation? And then it gives them an opportunity to kind of sort, sort of convey what their approach might be. You may decide depending on your position that you're hiring for that. You want a combination of all these types of questions, and that's perfectly fine as well. It's really about targeting what the skills are that you need to assess and then finding the type of question that's gonna help you assess that Best I need to be where there are some questions that you cannot ask so quite often and simply through not knowing, people enter into some risky areas by asking questions that can actually lead to complaints of discrimination. So stay away from any of these questions at all. Don't ask anything about their birthplace there. Raised their country of origin, their religion, sexual orientation, their age, salary history. It's banned in most states now and in candidates. Not really ever been in a shoot in the States. I know a lot of people were asking that question. It started to be bad and in law states, So stay away from that to any sort of disability. Marital status Plans toe Have a family, all of that kind of stuff. It will land you in hot water if the candidate doesn't get the job and they feel that they were discriminated against even if they weren't, it'll be up to the employer to, um, demonstrate that the individual was not discriminated against. So that goes back to how you're actually documenting your interviews and scoring your candidates. The more evidence that you have about a fair process noble the same questions that rest of everybody in about the scores that were given everybody, the more evidence you have that it wasn't discriminatory. But best also just to stay away from these questions all together. One last double check on your questions. Make sure that you have Russians that directly relate to the competencies in the job posting. So again, go back to that word cloud. If that's what you happen to do and make sure that you're assessing the main criteria in the job. If they're going to be spending all of their time resolving customer service issues, you want to make sure that they got good conflict resolution skills. You want to make sure that their customer focused. All of those skills are really important for success in that job. Make sure that you really understand what the core pieces are in terms of what they'll be doing and that they're being evaluated on those skills in the interview. So let's go back to your project. Revert back. You've got a couple pieces to it now that you can now add the type of interview that you would like to do, so go back look at this lad's again. If that's helpful. Onda, look at the different interview types in the different interview questions that you can ask and that what you should be asking and start building those out. So figure out the interview type that you want to have and then start maybe putting down a couple of questions. You don't have to build up the whole thing now if you don't feel comfortable doing that, if you are pursuing role actively right now, it would be a great time to really look at those key questions that you want to ask to make sure that they cover off all of the confidences that are needed. In that job, you should have roughly about 15 questions that sort of my comfort zone. It depends on how comfortable you are. Talking to individuals and digging deeper will talk about that in the next module, Um, or second model, I'm not sure, but, um, it's always good to have some backup questions in case you have more time and you want to take that opportunity. Teoh, Ask some more questions. Some people tend to talk really fast, kind of like me. It might go through an interview a lot faster than other ones, so average interviews about an hour. Usually I can manage about 10 questions in an hourly questions at the end for the individual to ask if there's time for that. But, like I said, have some backup questions just in case, and we'll see in the next second. 5. The Interview Itself: Welcome back in this segment, we're gonna talk about the interview itself, and we're gonna talk about how to keep notes and also about digging deeper. So when you're not getting the answers that you might want from a Canada, have a sort of dig a bit Teoh to find out if there, if the competencies there and they're just not, may be able to articulate it or they don't understand the question. So let's talk about no keeping first, right on your candidates responses. So our memories are terrible. Everybody hit cannot remember the exact same thing. If you talk to different people who watched the same witness, the same incident happened. Their memories were different, so it's always a good idea. Teoh. Keep notes and keep detailed notes so you don't need to have them verbatim. They could be in point for the whole goal is to really be able to recall accurately what they said and how they responded in the interview. If they make any comments that kind of strike you really well or not, so make a note of those as well, so you can remember them, too. Digging deeper is helpful. Actually, when you are trying to get a response from a candidate, and it's not quite coming out. And sometimes they're not understanding the question in how we phrased it. And I've done this lots wherever it No, no question. Then when I actually ask it in the interview, it comes up kind of confusing. So, um, when the candidates struggling, Teoh answer a question. It's going to try rephrasing it. It's good to ask them you can you Can you clarify a bit more on your response When you said , um, you know that that you had had an incident like this? You kind of alluded to the situation, but never fully kind of went into it. Can you expand on the situation of it more? It's OK to ask those questions if you don't understand what the candidate is telling you, cause that happens as well. They given answer, and it's confusing. Asked them to break it down and and admit, I'm sorry. I'm I'm not quite sure I follow what you said. Can we go through it again? Kind of stuff our staff and have them walk you through it. So rephrasing is always good asking them to walk through it with you again is good. If the answers air to short asked him to elaborate more. If the answer is they asked him to go into more detail and don't spend too much time digging. Quite often, people still may not get it, and, um, it will be time to move on. So it's nerve racking for people. Don't forget that. I mean, it's it's difficult at the best of times for everybody to be common in interview. But don't be afraid, Teoh. Ask more questions to get the Cabinet to give you a good answer. You didn't need to new No one to move on. As I said, if rephrasing clarifying isn't helping, just moved to there's questions. If there's several answers of not being able to answer the questions, then they're still setting experience is likely not there. So I've actually cut it and be a short I've been a very up front with people said, You know, I'm not really too sure that this is a great fit for you. And, you know, I want thank you for coming in today, kind of close it off from there, So it's okay to conclude early. It's best not to actually waste your time 6. Post Interview Evaluation: Welcome back. Let's talk a little bit about Post interview evaluation. So you've gone through the interview. You captured all the notes on all of your candidates. You have made your little points down about things you want to remember in particular, and now you need to score them. So scoring them may or may not occur when I say you need to score them. That's my personal preference. I think you should be scoring all your candidates, but sometimes that doesn't happen. So there could be situations where you have no formal rating for anyone. It's simply sort of what the interviewer or the panels that is the best candidate based on the other candidates. And there's not necessarily any sort of ranking or scoring done that's formalized at all. It's more a case of, Well, you know, we talked to you know, Susie, Joe and Kim today and, you know, I think I like Kim Bass. So let's hire that the way you go there's another way of writing candidates, which is just a general overall rating or ranking system where you give everybody kind of an overall score for the interview. So instead of scoring each individual question you're just scoring the interview or were also assigning them either in a miracle number or letter grade, basically to sort of put them into piles and then decide which had its You want to move forward with my favorite again, is Thescore introduced because I think it gives you evidence again about the fairness of it . Each question is scored based on how you want to evaluate the question so getting numerically or some other way excellent and poor things like that. And then once the interviews over the scores were tallied, and then everybody's ranked in your talk is able to be easily seen from there. You can score those after the interview during the interview, depending on how proficient you are. I recommend that they be done, though following the new at the latest, because it's too easy to forget stuff if you leave it to the end to try to go back and remember after you've done a few interviews. So if you do, you scored in abuse, did them right after the interview, or score the message that he was going forward. There's always been a question about comparing notes, and do you share with your panel members do not share with your panel members. Do you say, You know, I think I'm going to score this guy to Where you going to give him? Um, it's totally up to you. So it could be helpful in terms of moving through the process faster, but it can also result resulting groupthink. So if you're really wanting to get independent thought, keep your notes separate and you're scoring separate until you're done and you're ready to compare. And this is always actually constructive in that when you look at, you know, question three. What did you give that individual? And you say? Well, I gave her a four. But did you give her why I gave her a two? Oh, my gosh. Why did you give her tune? I give her a four, and then you talk about those differences and the other individual may have seen something that you totally didn't see or vice versa. And then you have those constructive conversations and you come to a consensus usually but where you figure they should be scored. And you can change your scores if you feel that you've been swayed or vice versa or keep them as they were. But it's always good to sort of go back and look at where those differences are. And make sure that that you didn't miss anything is the interviewer or you call. These didn't either. So part for the project is deciding on how you want to evaluate your candidates. Um, there. There's lots of information on the Internet about evaluation scales and ways to rate things , and it's a good idea to Google that as well for some help, if you'd like. Um, but for the purposes of our project hair, decide how you want to rate. Evaluate your candidates for this particular job that you're hiring for. So are you going to use the rating scale and why are you gonna go with your gut and why? Um, take a look. Makesem knows. Figure out you can go back to if you're if you're If you have the time to do it than you're motivated to do it, go back to your questions. If you've decided that you gotta put a rating scale on each of your questions, go back and look at those questions and agile rating scale to it and then have a summary rating scale so that you could do your totals and build out your interview package from there. So I'll leave you to do that and welcome to see you back when we talk about records checking. 7. Reference Checking: Hi. Welcome back. You're talking a little bit about reference. Checking records striking could be really useful if you ask the right questions. So nobody's going to give you the name of an individual who's going to give a bad reference . They know that ahead of time. It's pretty standard that you're gonna get somebody who's probably going to speak fairly favorably about the person that you're calling a vote. So there are a couple tricks, though, to asking the right question and to making sure that the individual is able to give good references. So any of these things, uh, that you asked when you're doing reference? Checking if they're not able to provide is a potential flag. So, um, the first step is to ask for 2 to 3 references, and at least two of them must be supervisory. So and in a recent job. So maybe if there's an issue going on that they don't want to contact the current employer , that's OK, but it has to be their direct supervisor from the previous role. Those are really critical if they're not able to give you any sort of management supervisory references. That is a huge flag so keep an eye on that one and just see who there are. References are and in what capacity and when you're asking for references. Asked for two supervisory one from his Kurt, their current or previous job and then one other character reference could be anybody call the references. Keep the conversation short, Thank them for their time. Thank them for their feedback. It's or ask good questions. So asking generic questions about you know, uh, was this person you know, get a good part of the team and you know, anything that's not gonna elicit what you're really hoping to find out about, Are they gonna shop? Are they going to do the job? Are they gonna you know, be motivated to do the job well or are they just gonna show up and clocked a paycheck? Those are the types of things you want to find out about. So asking good questions, making sure that they're gonna fit in with your culture is really critical. Uh, there's some great reference questions that you can ask. One of my favorites is would do if you owned a company, would you hire this person to work for you and if so, in what capacity? So, um, if the person says, Oh, yeah, you know, it hired them for sure. And then it turns out that while I I wouldn't put them in charge of anything to do with the finances, that's a bit of a flag if you're hiring them for the financial. Um, asking questions about culture fit is also good. So you know, what type of manager does this person worked ball with? If they need to be managed closely and the organization your with is more of a hands off macro management type style, that might be a bit of a flying as well. So I think about the questions that you're actually asking the references and what sort of answers you're looking for. Keep good notes when you're talking to references. Verbatim responses. Action Really helpful sometimes because, um, as with the English language, people can say something, and adoption might mean something else. So when you write your notes, if you're able to keep them verbatim and then review them with somebody else who didn't speak to the person on the phone, they may interpret their answers a bit differently than you did so always a good idea to try to keep us verbatim as you can. If you're unsure about what they're saying or they're being a little bit big, don't hesitate to ask for clarification. Be in front and say, You know, I'm not quite sure what you're trying to tell me. Can you be a little bit more specific? Um, and see what they say. Couple of challenges here, if you're candidates say they don't have any references on and they're not able to get your references. That's pretty much the end of the job interview and their candidacy in my mind so everybody can get a reference from somewhere if they can't get to supervisory references. To me, it's just a huge red flag, so you're probably better moving on. Maybe some exceptions always been to find out what. But in most cases, I would say and let them go from the processes. If the references don't respond to your call. So you phoned the individuals references you left one or two voice mails or you said, you know something not heard about from them. It's not your job to chase them. It is the candidates job to chase them so you can let the candidate No. Hey, I've reached up to your references and I'm not heard back from them. And then do you need to supervisory and one of the reference from you. So without them about able to afford, that's their responsibility to provide them, not yours. So trap up the references piece, get the references, ask good questions. Make sure you're kind of eliciting the information that you feel is necessary and critical to your organization in what you're hoping to hear from the references and confirming what you heard in the interviews as well. And if they can't provide references, if you don't hear back from references, just move along. 8. Conclusion: So we've gone through quite a bit, actually. Already. Look how far you've come. We've talked about how to screen resonates. We've talked about setting the stage for interviews. We've talked about types of interviews, question types, touch of questions. You can ask, What did you during the interview Post interview. How do you evaluate a bit on reference Checking as well on by now, your project should be fairly built. Oh, you should have a fairly robust guy to guide you through your next interview. Being prepared this way allows you to be way better informed about the decisions of who you hire and why empire them. They say. You should really put in a lot of work at the front end to make sure that the people that you hire are the right people. And that's because hiring is expensive. And when you hire the wall person, it costs you a lot of money, a caution money not only in um, time spent and everybody's time spent in in evaluating candidates and filling in overtime to fill the gap for the style and so on, but also in lost productivity. So you end up hiring somebody who doesn't produces much or needs more training. So it takes somebody else away from what they should be doing. Or other people are filling in in the gaps that this individual who turns out to be a bad higher because they're not able to do so. You've got people working doubly hard to make up for a poor higher, so it's really critical that you hire the right people and that you make every effort that you can to hire the right individuals. Um, when you pick standardize processes and standardized questions, it really helps you defend your choice. Should it come to it, Um, it can also help you pinpoint gaps with others. Quite often, candidates are interested in feedback about why they weren't the successful candidate. If you're able to clearly state about why that was and where the Gap waas, it's very harmful for people in there truly interested in hearing about where they weren't able, maybe to meet the competition. So and it helps them develop and be ready the next time an opportunity comes around. Congratulations. Thanks so much for sticking through this course. I'm super happy that you were able toe move through it with me and that you join me on this . Be sure to post your finished interview guide in the project section for comments and feedback. Will be looking at them as well. And, um, again excited that we're able to do this together. Some additional information. If you want to learn more about recruiting on some of the components in this course, I will be creating some more in depth tutorials on these subjects. This is a very much high level of introductory to selecting people. If you have questions, you know me. There's my email address that by business and Google is your friend Google everything. There's tons of resources on the Web that can help you, particularly Google Interview questions for X y Z Whatever the job is that you're you're you're hiring for tons of resources there. So again, thank you very, very much. Look forward to seeing all your projects projects posted and, uh, nice Have a new law