This course
explains precisely and systematically how to conduct a productive
employee interview and pick the right person for the job.
Employee's reflect the investment of a company.
You wouldn't buy machinery or equipment without determining
that it can do the desired job, the same would apply to hiring
an employee.
Learning Objectives:
This course will teach you how to begin
the interview, where to take it, and where to end it.
The participants will learn techniques
plus a wealth of leading questions designed to establish
rapport and get the applicant to relax, open up, and share
the relevant aspects of his life history.
Participants will learn how to infer from
applicants' statements on work history whether they appear
as willing workers, cooperative, disciplined, self starting,
honest reliable, or otherwise.
Participants will learn to ask what you
want to ask without tipping your hand as to the ‘right'
answer.
The participant will get the applicant
to do 85% of the talking and at the same time keep him on
the track you want him on.
The participants will learn what kind of
notes to take and how to take them without distracting or
discomforting the applicant.
The participants will learn how to judge
applicants' mental capabilities from statements about educational
background and experience.
The participants will learn to gauge applicants'
temperament and personality from data on home and family
background.
An interviewer must acquire an understanding
of job requirements, the interviewer should spend a considerable
amount of time in the plant or office, familiarizing himself
with working conditions, physical demands, promotional possibilities,
occupational hazards, and other factors of the work setting.
He must know what the specific job requirements
an employee comes across in each department. He should know
the supervisor as a person, for the purpose of developing a
cooperative working relationship with the man and getting the
latter's views on what he regards as important for success in
the various jobs under his direction. If the interviewer appears
perceptive, he will get a good idea as to the type of applicant
he prefers. He may find that a given supervisor who typifies
a hard nature may demonstrate the kind of man who would quickly
breaks the spirit of an overly sensitive employee. Or he may
learn that one supervisor shows prejudice against men with higher
education or against individuals with ‘weak chins.'
The interviewer should chat with various men
on the job in each department. These people include those who
perform the job duties and find themselves in a position to
provide salient information. It seems important not only to
get their ideas of trait and ability requirements but also to
find out what aspects of the job give them greatest satisfaction.
In this way, the interviewer builds up a body of information
concerning the job climate. In talking with subsequent applicants,
the interviewer finds himself in a better position to know whether
or not the candidate's likes and dislikes fit the pattern of
the men in a given department.
Now the interviewer can
write down a list of man specifications, that appear important
to the specific job that the interviewee has applied for. This
list should include such factors as general mental level, any
specific aptitudes such as mathematical ability or mechanical
comprehension, personality requirements, physical demands, and
general attitudes. He can also make a study of job failures
by carrying out a thorough discussion in an exit interview at
the time the man leaves the company.
Some
of the traits in Leadership one looks for
Aggressiveness, production mindedness, tough-mindedness,
self-confidence, courage of convictions, ability to take charge,
ability to organize , decisiveness, ability to inspire others,
tact and social sensitivity.
Some
of the traits in Administrative ability one looks for
High-level mental ability, good verbal ability,
good numerical ability, ability to think analytically and critically,
good cultural background, breadth and perspective, ability to
see the broad, over-all picture.
If your looking for research
and development people, you would look for a employee with the
tendency to be reflective, intellectual curious, creative, careful,
methodical, have the ability to handle details with patience
and have good academic training.
INTERVIEW TECHNIQUES
OVERVIEW
• Introducing Human
Behavior and Individual Differences
a
Looking at the applicant
as a human being
b
Types of personalities
• Nature of the
Evaluation Interview and Its Place in the Selection Program
a
Techniques of Selection
b
Nature of the Evaluation Interview
c
Selecting Applicants for Lower-level
jobs
a
Looking at the applicant
as a human being
b
Types of personalities
• Nature of the
Evaluation Interview and Its Place in the Selection Program
a
Techniques of Selection
b
Nature of the Evaluation Interview
c
Selecting Applicants for Lower-level
jobs
• How
to Become a Good Interviewer
a
The importance of Training
b
Major Interviewing Errors
c
Building Man Specifications
d
What to look for in Management
e
What to look for in Research and Development
f
What to look for in Production Supervision
g
What to look for in Sales
h
What to look for in Purchasing
i
What to look for in Finance Employee
Relations
j
What to look for in Matching the Man
with the Job
• How
to Help the Applicant to Talk Spontaneously
a
Physical Set-up
b
Greet the Applicant Pleasantly
c
Facial Expressions
d
Vocal Expression
e
Small Talk
f
Introductory Questions
g
Frequent Pats on the Back
h
Playing down Unfavorable Information
i
Calculating your Pause
j
Injecting Humor
k
Sequencing your Interview
l
How to have Finesse
• Guiding
and Controlling the Interview
a
Problems of Control
b
Function of Control
c
Techniques of Control
d
Specifics of Control
e
How to have Effective Control and Judicious
Pacing
•
Interpretation
a
The complexities of Interpretation
b
Basis of Interpretation
c
What to Interpret
d
How to Interpret
•
Interpreting Work History
a
Structuring the Work History
b
Duties
c
Likes
d
What was less Satisfying
e
Level of Earnings
f
Reasons for Changing Jobs
g
Leadership Experience
h
Number of Previous Jobs
i
Achievements
j
Development Needs
k
Factors of Job Satisfaction
l
Type of Job Desired
•
Interpreting Education
a
Structuring the Discussion
of Education
b
Best/Poorest Subjects
c
Extracurricular Activities
d
How Much Effort?
e
Special Achievements
f
Training beyond the Undergraduate Level
g
How Was the Education Financed?
•
Interpreting Early Home Background
a
Structuring the Discussion
of Early Home Background
b
Father's/Mother's Occupation
c
Temperament of Parents
d
Number of Brothers and Sisters
e
How Strictly Raised
f
Age of Financial Independence
g
Effects of Early Home Influences
•
Interpreting Present Social Adjustment
a
Structuring the Discussion
of Present Social Adjustment
