Recruitment & Interviewing Skills - Top Human Resources Guide for Interviewers | Don Munro | Skillshare

Recruitment & Interviewing Skills - Top Human Resources Guide for Interviewers

Don Munro, International Training Consultant

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14 Lessons (57m)
    • 1. Introduction to Interviewing and Evaluating Skills Course

      3:27
    • 2. Objectives vs Gut Feel LESSON 2

      3:46
    • 3. Tools of Personnel Selection LESSON 3

      3:40
    • 4. The Three Types of Interviewing Techniques LESSON 4

      1:18
    • 5. The Systematic Interview Sequence LESSON 5

      2:46
    • 6. Pitfalls LESSON 6

      6:20
    • 7. Introduction to General Principles LESSON 7

      3:16
    • 8. Ask Open Ended Questions LESSON 8

      5:19
    • 9. Search for Limitations LESSON 9

      4:21
    • 10. Press for Specifics LESSON 10

      4:34
    • 11. Follow Up Techniques LESSON 11

      4:15
    • 12. Avoid Evaluative Feedback LESSON 12

      4:29
    • 13. Action Steps LESSON 13

      4:25
    • 14. Evaluation Techniques LESSON 14 complete

      5:04
14 students are watching this class

About This Class

Learn how to conduct interviews (including the different types of interviews), how to interview people (using the best open-ended questions to ask in an interview), how to evaluate candidates and hire the best person, with this highly effective step-by-step course.  Suitable for HR (Human Resources), Interviewers and Human Resource Management teams.

If you do not like interviewing because you don't know how to conduct an interview, or if you would like to refresh and update your interview techniques, then you will be more than satisfied with Don's online business course - Recruitment.

If the bottom-line of your business is important to you, then you need to ensure that both you and others in your company are able to master the first stage to increase productivity - Interviewing!

Do you work in Human Resources or own your own company?

Do you want to learn interview techniques and how to ask open-ended questions in an interview?

Do you want to learn how to hire employees and conduct an interview?

Do you want to learn how to recruit/hire staff?

If you answered YES, then this online interview techniques course is perfect for you!

Based on much theory, this online business course has been made practical. Don believes in teaching the skills first, not the theory. By mastering the interview skills, you will immediately experience success. You do not have to understand the complexities of the many theories and 'guess' how to apply them!

  • You will master the total recruitment, interviewing and evaluating skills needed to complete the hiring process.
  • The list of open-ended questions, covering various key areas, will also enable you to seek answers in many of your everyday activities, both at work and at home.
  • They add to your life-skills and are invaluable in coaching or training others.

The overall objective of this program is to increase the company’s ability to select people who are qualified for positions with the company by upgrading the recruiter’s interviewing skills. Specifically, at the conclusion of the program, you will have learned how to:

  • Understand the overall recruitment process, and the integral role of the interview.
  • Determine critical job requirements and relate these to factual data from resume and application (i.e. screening)
  • Understand the different types of questions which an interview can use (like open-ended questions), and the type of information each can elicit (including EEO considerations).
  • Understand the impact of interview techniques (e.g. note-taking, nodding listening, etc.)
  • How to conduct interviews in a variety of situations so that information about both critical, objective and subjective job dimensions is accurately obtained.
  • Convey a positive image of the company, including EEO compliance.
  • Provide appropriate feedback to the interviewee.
  • Make effective selection/placement decisions based upon job relevant information that is gathered through the interview process.

 

Transcripts

1. Introduction to Interviewing and Evaluating Skills Course: good day. My name is Don. I'll be working with you of the next few hours as we share our ideas in this interviewing and evaluating skills program. Why interviewing? Is it so important to a company with a small or large? Well, let's discuss this. The productivity formula for a blue collar worker is your wanted outputs or the units that produced list. The rejects, divided by the total cost of your resource, is including salaries, energy, electricity, etcetera, the raw materials, machinery, your equipment costs. And if we employ the wrong person and I'll discuss what we mean by wrong. Later on, we achieve less wanted outputs, more reject and at a great cost to the company because of reworks, more energy raw materials being used. For an example. Let's take the best ingredients available in order to make bread, we take ALS. This levity ingredients, and we pop in a bad egg. Now, no matter how much you beat that egg or threatening, the end result is going to be the same. The poor productivity output, the white collar productivity formula starts with what we call the aptitude of the person employed. If we employ the wrong person. And when I say Rome, I'm talking about an applicant who has neither the ability through his lack of experience or education and or his lack of interest in the job. Why is it doing the job? Why does he want to be employed and or the lack of the personality required for that particular position? Now, if any one of these criteria is absent, it does not matter how much you trained him or her. How much you shout and threaten. The result will be the same. A poor productivity part foot, please remember that the skills used in the interviewing program can and should be used in your personal life as well. People need to be heard to be appreciated and to have this self esteem maintained or enhanced at all times. Now these skills will help you to communicate better with all others and remember an important listening for every action. There will be a reaction. For example, if you walk past a staff member in the morning and fail to greet them, you're going to get an equally negative reaction. However, if your action in communicating is positive, then the others reaction will also be positive. This is a product of a Tigua wanted output. I'm confident that this will become clearer as we work our way through the various lessons off interviewing and the evaluating skills program. I'm confident that you will enjoy it as much as I have in putting it together and in sharing it with you. 2. Objectives vs Gut Feel LESSON 2: right. Greetings again. Next, listen, we're going to focus on the objectives off the interviewing skills program. In summary, the key ones. Are we going to look at the role of the interview itself versus other selection to such as somebody CV or any aptitude tests that they might have done? We're going to look at how to plan and prepare for the interview itself in a structured method, the questioning techniques and during this ultra been a bit of time discussing some of the potential pitfalls that can occur. Went questioning. Obviously, as you represent the department and you represent your company, your own behavior, we're going to look at that as an objective of this program and then very important how you personally reacted to certain comments or statements made by the applicant himself or herself. In other words, how do you give feedback correctly during the interview and after the interview, I use the word correctly, and we will define it later in the program. And then finally, how to evaluate to the daughter that we've gathered in gathered in the interview and to make that critical employment decision. I'd like you to spend a bit of time now, reading through the more detailed objectives on your participant workbook Page one. Many human practitioners and even line managers have stated to me that interviewing is really a gut feel. It's just plain common sense, they say. Now, would you agree? Would you risk your company's productivity on cat field? So the answer isn't no. An interview is objective. It's based on behaviors, things people do or say. It's not subjective thing, how you feel about something. You are there to evaluate job, relevant experience and behaviors. You're looking at the interests, the abilities and the personality of the person. As we discussed in the introduction, for example, you ask two different people to interview one applicant for a specific job. And at the end of the interview, the first person comes to you and says, You know, Bus, that guy came across really well. I have a feeling that he's gonna be perfect for the job. I feel there's no problem at all. Second, boosts incomes and says, You know, I had my doubts early on. Then he appeared to sound really good in the middle of the interview. But my gut feel tells me something is missing. Something's wrong Now. How are you going to make a decision to the benefit of your company's bottom line? Remember, and this is critically important. Whether an applicant obtains a job with your company, I will never, ever depend on who does the interview. It should be purely a function of the applicants qualifications for that particular position. The interviewer is a constant. The applicants are the variable, and it's not the other way around. 3. Tools of Personnel Selection LESSON 3: Our next lesson focuses on the tools off personnel selection. First of all, we have the job specifications, which we draw beforehand, and then we have the person specifications. Without these two tools, it is very difficult, almost impossible to evaluate a person at the end. What you want to measure at the end is the person specs at that interview versus the specs required for the job and see where the matches. Secondly, there is the application form itself, filled in by the applicant. Often this is with the C V and often with a couple of references. No, in terms of references, what is the best predictor for future performance? Yes, it is past performance. If a person has behaved in a certain manner in his previous job, they're likely to behave in the same manner in the job that they are applying for. To attach a lot of importance to references. Written references which are attached to the application form, is dangerous. Nobody's going to attach a reference. If it is a best reference on this applies to see visas. Well, they contain what the applicant wants you to know. Hence we have the interview itself. We also have reference checks. At the end of the interview, we check with the previous employer previous managers, etcetera again, J. King on personality, on interests and on ability of the individual in that particular job. And finally there is the summary, the interview itself. Let's repeat that again. Finally, as a tool of selection, that is the interview, and it is the most widely used selection technique available, and we're going to spend most of the time on it. Before we move on, we go back to the application form. Often it gives us the person's name. It gives us her address, the age, etcetera, and it gives us all the factual details. What we need to do you not as a tool of personnel of interviewing, is we need to look at that application form and find other things objectively looking at, for example, things like how ambitious has this person appeared to be? What is his or her intelligence level in terms of the job movements has there being perseverance? The attention to detail can be identified by the manner in which they have completed the document, as can evasiveness. Are there any questions that actually haven't been answered correctly. Also important, of course. Any gaps in dates, how maney job changes that have bean for apparently no good cohesive reason. These are all critical in terms of our tools of personnel selection and these we will discuss in our next lesson. 4. The Three Types of Interviewing Techniques LESSON 4: good day again in this. Listen, we're going to look at the three types of interviewing that are available to us. The 1st 1 is what we call the unstructured interview. This is a casual, loosely organized interview. The questions are spur of the moment, and there is no organization at all. The second time is the structured and as opposed to the unstructured method that structured is where you have very specific sent questions for each applicant. Now this can achieve little more than simply giving them a pre printed questionnaire, which they can fill it in and their own time. The unstructured method, which was that loose, casual? One research has shown that you might as well save yourself time and the applicant term, and you can simply spend a coin as to whether you employ or reject. That's a problem when it comes to the bottom line of your organization. The third method. This is the top of interview we will be working towards, and this is called the systematic method 5. The Systematic Interview Sequence LESSON 5: greetings again in this. Listen, we're going to be focusing on the systematic interview sequence if you can go to your participant workbook Page two and let's work through it together. The first block on the top Planning. As we can see, the planning involves making sure you have a complete job and a person specifications for and then to review the application and to prepare yourself for the interview at the interview itself. Moving to the second square, we establish report in an interview. This is there to calm the person down to put them at ease. And remember, we use much the same time, say, a minute or two on each applicant. We do not show any personal bias towards one or the other. The third square is the gathering of daughter or information, and what we call testing the hypotheses we mentioned is the interview merely a gut feel. And we said, No, it's not when we have a feeling during the interview that something is missing. We even test that hypothesis. We gather more information it might require us while we're interviewing in terms of particulars, likes or dislikes. Late in the interview that something comes up with a contradicted themselves with something they mentioned about a teacher, Iran, in the interview. Now it has test that hypothesis. Let's go back and say, You know, that's interesting You mentioned now that you don't like people looking over your shoulder all the time as supervisors. But you mentioned in Iran in the interview that the type of teacher you least like was the one who actually spent no time with you. How do you see the difference yet? So we test these hypotheses and pull the next square. Do you the interview? Have enough information to either accept or reject that hypothesis? If you still have a feeling about something and the answer is no, you go back and you gather mawr information and you re test that up offices. You be consistent with each applicant. If, however, you have put that up offices to bed. Yes, you move on and you closed the interview and then you immediately evaluate using an evaluation for this area. We will discuss in detail later on 6. Pitfalls LESSON 6: greetings again. This time we're going to focus on the interview itself in decision during decision. We're going to look at what I would call a road map one way in which we can go through an interview successfully from point A to point B. However, as with any road map, it's only as effective as the drivers skills, the driving skills of the driver and these we call the general principles of interviewing. And, as with any road map has, with any driving skills as good as they may be, if you're on the way and you will suddenly come up against something that's going wrong unfortunately, an accident or maybe a major diversion, and these in the interviewing process we call footfalls. Now I'm sure you're very familiar with many of them, and I have selected a few of the key behaviours, which get in the way off a successful when effective interview. In other words, an interview in which you do not achieve the correct aptitude at the end. In other words, the ability, the personality and the interest of the applicant. The 1st 1 is what I would call being unprepared starting late. Okay, when you are not ready for the interview and you're not prepared. You're sending out a couple of messages to the applicant number one at the job. He's applied force. Probably not all that important, but number two. You're saying to the applicant that you are not important. How does he feel about your company? And how does he feel about working for you, a person who is too late to start the interview? Being unprepared? Having the person's wrong name is just unacceptable. Another batch of problems, of course, which I've encountered is what we recall the leading questions to say to an individual who is applying for a sales job. You know what we're looking for is somebody who is able to open cold accounts, do cold calls and have no inhibitions about it all. Well, the applicant is going to say that's strange because that's my absolute love in life. And you wonder, Well, what a good fit until you've made the employment decision and you find that he's never made any cold calls to so beware of leading questions. The other one is allowing interruptions, allowing your secretary to come in to say, please have this important document for you to sign Nana before the interview, you make sure that there are no interruptions again. You're saying to the applicant that this document is more important than you are. Another problem is excessive. Note taking. No, there's nothing wrong with taking notes off a couple of key areas As you work through the interview process. I often advise the person that I'm interviewing that during the interview, are might take a couple of notes in my clicker of pets of some of the key areas. Recover. However, to have excessive note taking means that every time the person starts to talk, you drop your head and you start writing and writing. This has a stumbling and a block. It picked on the communication that is taking place. The applicant things who are must be careful of what I'm saying. I'm talking too much, and you are not going to get to the true aptitude of the individual. One that is unnecessary is the equal employment opportunity violations. To ask a married lady how many Children she has or what age they are, is totally irrelevant when what you were looking for is whether she is able to travel overnight or not. So do not ask the question. How many Children do you have? Are you married? Rather, Ask the question as you would any applicant. How many days would you feel comfortable traveling per week by asking the personal question , You're going to annoy this, You're going to make angry and she is not going to come forward with the answers and the questions, the answers to the questions you really want another pitfall? I've only seen it a couple of times, but did Joe is the eroding of the self esteem of the applicant? Obviously, starting late or having applicants wrong name certainly erodes their self esteem, but in the interview itself, to laugh at the applicants comments or statements for African to say, My priority in my previous job was to try and improve the profitability of my sales. You love and say profitability. You know, that's a word that we used to use in the past. That's what I got. The last one that I could mention here is to bad mouth, your store or your company or your product range. A person tells you that the heavy major problems in the in the company for some reason and you say, Yeah, it's the same here. I don't know what I would do up. I'm just snowed under With so much work, there seems to be no coordination or communication is bad in this company. I'll look I'm sorry. Let's just carry on with what we're talking about. So these are some of the key behaviours or pitfalls that can get in the way off an effective interview, and the next session we will look at the general principles of interviewing. 7. Introduction to General Principles LESSON 7: right. Let's introduce the general principles of interviewing now the general principles of interviewing our basic communication skills they're used in every type of interview and thes skills will help you to establish an open atmosphere. Interval. Prevent any form of defensiveness on the part of the applicant where he or she feels, you know they're not being listened to or there are being evaluated. The use of the general principles will encourage the applicant to do most of the talking. We suggest about 85% of the talking, and they will keep the applicant talking about the information and the issues that are relevant to making an employment decision. There are five of them. Let's go through them one at a time. 1st 1 is to ask open ended questions normally. How Why have you applied for this job? Describe a particular situation. Tell me about a situation where you felt really good. In what way could you have handled it differently? The second general principle is searching for limitations again using open questions. But here we're looking for disappointments. The liked, at least in school, well, part of your previous job, any difficulties that you might have had or you foresee in the in the job that you're applying for in his short comings that you might feel you have. And at times the third general principle is to press for specifics. Tell me more. Can you be more specific? Give me a specific example. The fourth general principle is to use follow up techniques to keep the applicant talking a probe, a non directive technique. There is the pools, to paraphrase will summarize with the person that said, And if there is emotion in an interview, person is very excited about something. Always feeling very nervous in a very powerful skill we use is the skill of active listening to diffuse these emotional situations. The fifth general principle is at all times of the interview to avoid evaluative feedback to be totally non committed from the time you're establishing a relationship or rappel right through to when you actually say thank you for giving us your time and sharing the information with us, we're going to handle these one at a time, looking at a couple of exercises and concentrating a great deal on the library of questions which are available to us. So in the next session we will start with our first general principle of interview, which is the open ended questions 8. Ask Open Ended Questions LESSON 8: right, slightly different background with same me and remove into the next part of the program. The most important part, I believe, is the general principles. Now off effective interview, Our first general principle is to ask open ended questions. An open ended question is structured in a way that it cannot be answered either yes or no, or right or wrong. In other words, a one word answer. It generally begins with How do you feel about something? How do you go about opening new accounts? Why did you move from this job to that? Or describe a particular situation? Tell me about this. In what way would you go about handling such and such an objective? Remember, the open ended questions should be deliberately either factual or value questions. How many calls do you make a week factual? How do you feel about so many calls per week? Let's have a look at a workbook Example. Now, on open ended questions, you have a series of questions they in front of you. I'd like you to go through them and place a check mark, which the ones you feel are open ended questions. Right? As you can see, there are two that is numbers two and three describe the course you learned the most from and what was the most difficult part of your job. In our next workbook exercise, you have a Siris of seven closed questions. What I'd like you to do is to turn these questions from closed ended questions to open ended questions. Remember, there is no one right answer as long as they are open ended questions. Right, Let's have a look at some possible questions that you could have asked. Number one. What did you enjoy most about your last job? How do you feel about working alone? How comfortable with travel would you feel if I called your previous manager? What would he say about you? Number five? What do you think will be the most difficult part off this job? Six. Describe your relationship with people in your own department, and finally, what sort of software programs do you feel most comfortable with? Okay, so the advantages just to summarize all their open ended questions are Number one is an interview. You can obtain a lot more of the applicants effects as well as his or her feelings. It encourages you the interviewer, as we've mentioned earlier, to do about 15% of the talking and allow the applicant to do the other 85%. It also stimulates a two way communication. Remember a note of caution. Open ended questions can be a lot more effective if you observe the following rather ask question. That is a matter of degree rather than a little nothing. For example, are you willing to travel? Or how much travel would you feel comfortable with? The one is not have an all or nothing. The other one is to avoid what we would call emotionally charged words such as fired or failed. These words tend to cause defensive and an emotional reaction, and that will obscure the facts and finally avoid words that challenge the applicants. Pride. For example, when asked how much overtime an applicant can handle well, how many sales calls that could make in a week, applicants are afraid to come up with an actual figure. Rather, ask the question. How much overtime or how many sales calls per week? Would you feel comfortable with? It's more likely to get the applicants true desires. We'll move on just now into our next general principle of interviewing, which is to search for limitations 9. Search for Limitations LESSON 9: in the second general principle off interviewing. We look at the searching for limitations now in an interview. It's a lot easier to find all the reasons why an applicant can do the job. In fact, it's more than likely that the applicant will actually furnish you with information as to why he or she should be considered for this particular job. You have to look for the reasons why the applicant corn to do the job and to do this. It was asked questions that will reveal the negative information about the applicant, the things that the applicant least likes or their limitations. It's very important that when we do this that we ask open ended questions to search for these limitations. Equally important is to make sure that the questions that you ask, oh, relevant to the job itself birth during the interview and particularly the end of the interview when appraising the applicant, you must way up these limitations against the demands of the job, the interest, the personality and the ability required, and you must consider whether the limitations are correctable or in correctable. If they correctable, does your department or does your company have the resource is available to correct these weaknesses, right? Let's look at some examples now, which illustrate possible weaknesses or limitations again there on the screen and let's work through them together. The 1st 1 indicates on the resume that this person has had four jobs in only 1.5 years. What could we ask? Well, for example, one could say, Why did you leave your last job? Okay, remember, as we work through this, there are no right or wrong answers as long as it is an open ended question. And as long as it is job relevant and focusing on limitations Number two one seems to have a problem here with the reaction of this particular individual to supervision. How could we ask a question that search for limitations, for example, we could say Give me an example of something that your manager did That was very difficult for you. Number three talks about some distasteful areas of previous jobs. Okay, so open ended question searching for limitations could be What was it about that particular responsibility that you found our present Now before, after a year, this person transferred will move from one college or university to another. Why? Well, let's ask him. Search for limitation. Open ended. Question. What was the reason you transferred from university? A college, A university B, the lost one. The degree to which the applicant understands the job that they've applied for. Well, we could ask, How would you expect to be spending the major part of your time in the job you've applied for again? No, right or wrong answers. We're going to move on to 1/3 general principle now, which is the pressing full specifics. 10. Press for Specifics LESSON 10: press for specifics, the third general principle of interviewing because most applicants, when applying for a job, they speak in generalities. I really need this job. I like working with people. I like challenges. I'm very creative. You need to encourage the applicant to be more specific in order to appraise an applicant fairly and accurately. You need facts, you need values. And this is one reason why the successful interview presses for specifics. It helps to separate an applicant's actual behaviour from the claims about his or her behavior. Don't be hesitant to press for specifics at the same time. Remember there together facts, feelings. You're not to phrase your press for specifics as an attack even African sees. I had to work on a lot of weekends. The applicant would feel that you are attacking him or her. If you asked, Why don't you like working weekends, raw the press for specifics and ask, What is it about? Weakens? That is a problem. Pressing for specifics is an excellent method off surging for limitations on your screen or Siris of statements made by an applicant together. Let's look at the way in which we can press for specifics African sees. I left that job because of a personality conflict with my manager. Press for specifics describe an incident that the manager did. Which leads you to feel that you had a personality conflict with him, or specifically, what went wrong. Number two. One of my strengths, of course, that I'm very creative. Well, what does he mean by creative? It's all skin. Describe a situation in which you were creative and it's evaluate the answer the Japs is. I like a job where I have a lot of responsibility. That means different things to different people. So it's test the hypothesis. Give me an example off the responsibility that you had in your previous job. What type of responsibility would be looking for in this job you've applied for on before. That course was difficult because it was full of statistics. Exactly what did you work with statistics involved, or which statistics are you talking about? Can you be more specific? These are all precinct for specifics and interesting enough searching for limitations as well. The 5th 1 I guess my previous manager would say that I was not very detailed minded, and maybe this is not important Maybe it is depending on your job and your person speak. So we would say Give me an example of that. And finally, because of past experience, I'd expect to become a manager fairly quickly. Now we might want our next employees to be there for least three or four years before seeking promotion. Or maybe only, you know, So we could say to them specifically, what kind of timetable do you have in mind? All of these are pressing for specifics. 11. Follow Up Techniques LESSON 11: the fourth follow up technique is paraphrasing or summarising. This shows the applicant that you're listening to them whilst neither degree agreeing nor disagreeing with them. It is simply feeding back in your own words what you think the applicant to seek. For example, if he says on my last job, I had a lot of work to do and I really enjoyed it, you would summarize and paraphrase and say the reason you like the job so much was the variety off activities you're involved. And then you keep quiet and allow him or her to carry on two exercises. If you work through those and paraphrase both one and two. Okay, let's have a look at number one African sees. I don't know. Your 1st 1 new guy came then another and then another. It became clear to me that it was just time to move on, so you would paraphrase, for example, no right or wrong answer result by saying so. The reason you're looking for a new job is that the people you were working with have left at a whole new group of co workers is now, if have misunderstood, what applicant was saying? He would say No, that's not the real reason. It's so what? You've gathered the right facts or information. The 2nd 1 the college just didn't offer the courses I wanted. I was studying to be an engineer, yes, but I also wanted to be a whole person. I had interest in literature, philosophy, and so but that's just didn't offer these things. So, to paraphrase, so you didn't like the school because it didn't satisfy your interests outside of engineering. And then we keep quiet. The fifth follow up technique is used when there is immersion. Either High emotions were low emotion, great excitement, happiness or disappointment and frustration. In an interview, We need to reduce that immersion in order for the person to carry on factually speaking. To us. It's more than listening, because what we do is we pick up and we define, and we reflect back not only the content, as with paraphrasing but also the feeling and again without agree or disagree. So, for example, if you re says to you, you know, in my last job nobody kid what the people had to say, Well, that person is feeling discouraged or frustrated, and we would say that. So it was discouraging, frustrating not to be consult. And then we keep quiet. Now the person to carry on again. It's have a look at the exercises on active listening. In that job, everybody was your boss. It's impossible to keep them all happy at the same time. So we would say it must have been frustrating for you to get conflicting directions from so many different people. I have to. If they keep their promises, I be on their job today. It's disappointing that people don't keep their word important thing with active scenes to keep quiet after you have actively Millicent feedback feeling on the continent, that's it. I gave top priority to being the leader of my cross into containing top grades. So you would say you're very proud of your achievements. How else and final general principle avoid value to feed back is the next listen 12. Avoid Evaluative Feedback LESSON 12: our fifth and final general principle. Off interviewing is to avoid evaluative feedback right from the beginning to the end off the interview. To avoid being evaluative, avoid passing judgment at any stage of the interview. A positive reaction from you will condition the applicant to give you more of that type of response rather than the true response. Likewise, and negative reaction from you. We'll signal to the applicant not to give you more of that type of response, and you're not going to get the true facts or feelings throughout the interview. You should be noncommittal, respond with things like I see I understand her. The most important thing is that the applicant should leave the interview feeling that he or she has been understood but not necessary, approved off or disapproved off again, Let me repeat. They should leave the interview feeling that they have bean understood but not necessarily approved or disapproved off. It's together. Work through next little exercise. Here, do it together bless check marks on the responses that you feel are evaluative. If I say doesn't that bother you? Would you feel that was evaluative? Yes, I agree. Avoid things like that number two. I can see why you'd feel that way. Yes, I agree with you that is showing a positive response and you're going to get more of that. That is being valued number three. Tell me more about it. No, that's no other being judgmental, negative way or a positive way. So tell me more about it. Pressing for specifics now before you should have known better than that. Yes, that is being very evaluative and judgment number five. So I know you're smarter than that. Absolutely. Let's avoid saying things like that. Number six of C again, How would he said. But that is not devalued. If you say I see you're being valued this number seven and I've heard it a few times in interviews, and I encourage you not to use it. I'm surprised to hear that from a person with your experience. You're really putting a person now on the eight. That's the kind of experience we're looking for in our company. Yes, you are being evaluated. Number nine. You have an impressive college record. Yes. Again, I agree with you. You are being evaluated. Number 10. So then you have a total of 10 years experience where you have a total of three years experience, you're simply paraphrasing. You're being non evaluative. So that concludes the five general principles of interviewing. In other words, the driving skills so important in getting from point A to point B practice. These skills become consciously competent in these skills. Usual library of questions. Keep going back to what you've picked up here and hopefully some of these five general principles gonna strength and some of the strength you have and maybe reduce some of the problem areas you might have noticed very around in your interview procedures. But black as we go through the rest of the program. 13. Action Steps LESSON 13: greetings again as we move into the action steps for conducting the selection interview. This is the road map, and my advice is to have this typed out and have it available in front of you during every interview. Justus, you would roadmap in your car just to make sure that you're moving from Point A to point B . Effectively, we're going to go through each one and then I'm going to expand upon some of the key areas to be careful off, or which can actually strengthen these action steps as we go through them. The first action step is to establish report by engaging in a brief, casual conversation describing what will happen during the interview. One thing of note is to allow a certain amount of time for each applicant, not one having longer than the other. The second thing is, when you describe what's going to happen, tell them that you will be asking them questions in terms of the education, their work history, etcetera, exactly as it is in the job spec. And in your evaluation for very important in step Number One is also to describe what's going to happen. For example, are will be asking you questions about your education, your work history, etcetera, etcetera. And then I will give you an opportunity to ask me any questions or concerns that you might have. Remember, as in life, the person with the agenda controls the meeting. You do not want somebody early in an interview to say, Is there a lot of travel involved? Is there medical aid involved? How many people will be reporting to We make it very clear that they will have an opportunity later on in the interview. The second action step is to then ask about learning experiences. They work history, etcetera, and the job really had knowledge Critical. Here, of course, is your library of questions. You will have already prepared yourself with the effective questions that you really want to ask so that you can control this discussion. Number three is to ask questions dealing with the individual attributes as they relate to the job. What skills can you bring to this particular job? Okay, no on before. Explore the applicants perception off the position and realism of goals. Do not go into number five until you have clearly finished. Number four. Number five is where we explain the primary duties and the responsibilities of the job as they do exist. But we need to know beforehand. What are the applicants? Perceptions off the job? What are the ideas or the values with the beliefs that he might have about the job before we explain them? Number six Ask what questions the applicant has. We've now giving him the opportunity. We will say to him, Look up after a lot of questions. It's your opportunity now to ask me any questions you have, However, very important. We will only answer them off to understanding why they were asked if he says, for example, how much travel is involved in this job. We would answer it by saying, Well, how much trouble would you feel comfortable with? Okay. Closed the interview and immediately evaluate applicants responses against the humans off the job. The quicker we handle the the evaluation more accurate, it is going to be right file. Listen, coming up just now is in fact, the evaluation techniques used to evaluate each off the applicants. I'm sure you're going to enjoy it 14. Evaluation Techniques LESSON 14 complete: greetings as we now move into our final lesson, which is the evaluation techniques on the screen is an interviewing evaluation form which are developed and I've used for many years. I'll take you through how I actually work it. The important thing there, as we mentioned at the end of the last listen, was to evaluate immediately after the interview are things are still fresh in your mind before we go into the interview itself. As part of our preparation, we will complete a profile for the job that the applicant has applied for. For example, let's take a sales position versus an admin office position on the epic A on the interviewing form, you can see that they are rated from one through to six. How, for example, in the education side, you might want a four, for example, for a sales person and for the menial type office job, you might want a three so we'll ring a four for the South Person. They work history. Maybe we're looking for somebody with a fairly challenging background. He's going to take on a responsible job. It's making a five. For example, when we get down to personal qualities there, um, the Oral Contra communications, for example, or the interview. Poise. Not so important for an office position as they are for sales, so each job would have different writings. But for let's say, for this particular job, we are going to evaluate against a sales position before we will draw up a profile. And we will start to join the various numbers so we might have a four for the education. A three for work history job Relevant marriage might be a five, so the profile is beginning to take shape in a jagged sort of a way. This I do in pencil and I keep it aside. When I've finished my interview, I pulled out a blank for that I and then I go through and I evaluate the person. They might have a 34 from me for education. They might have a tremendous work history, and I give them five even a six, etcetera, and I complete that evaluation form for that particular applicant right the way through. Once that is done, I take a different color. Let's say read and I go back to my original one, which has got a profile radio on and in the red pen or pencil. I draw the profile for that applicant number one in red. And so this goes on with green and blue. It's better for the next two applicants until, in the end, I'm able to have a look at the actual profile that I was looking for and how close these other profiles actually fit towards the job. A very important aspect. Before we make our final decision, we might say, I haven't got the ideal one looking at a live these profiles of Mitt and I've interviewed some pretty good ones. The question you must ask yourself depending on where you live is what is the quality and the number of available applicants for this job in your area, because that can influence you as well. And then the final decision. We move from objective to subject we've identified the person fits the profile really well . Also, based on the quality and the number of available applicants, we've taken it into account. Now we need to say, Would this person would he or she fit into the culture or the personality off my company, particularly the immediate supervisor, you could have interviewed somebody who's fitted beautifully in Yahoo's quite a bubbling personality, and he or she is going to be working for a fairly stern supervisor. So we move into the subject of and then you make your final decision, and I now thank you very much for working with me through this program. I've thoroughly enjoyed it. As much as I love my interviewing, I do love sharing my knowledge with people, and I wish you all the best in the future in your interviewing.