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Managers would disagree with the idea that their Recruiting, Interviewing, and Selection process significantly impacts all aspects of their organization’s performance – including its profitability. Organizations need quality candidates and managers need to know how to identify those candidates who have the competencies that meet the job requirements.
This webinar will provide the participants with the skills and a practical, proven step-by-step approach to the interviewing process that participants can utilize themselves and/or introduce to their organizations.
The effectiveness of the Recruiting, Interviewing, and Selection process can be no greater than the quality of the interviews themselves. Interviewers need to know how to follow a proven methodology for obtaining relevant information from applicants and properly assessing it. Interviewers need to know what to look for and how to gain that information. The objective of an interview is to identify candidates who can and will effectively perform the job – while fitting into the organization.
Some experts say that “the typical interview – conducted by an untrained interviewer – is often no better than chance at predicting how an applicant will perform on the job. Too frequently interviewers follow one of the following interviewing approaches Eyeball Interview: ‘I knew the minute I saw her she couldn’t handle the job’.
Friendly Chat: ‘A pleasant experience talking about sports, the weather, mutual acquaintances, etc.’
Random Interview: ‘Asking a random series of questions with no job specifications in mind’.
Since a human tendency is to like applicants who are like us, a very important step for interviewers is having a thorough understanding of the position’s specifications. As obvious as this seems, some interviewers fail to take the time to identify the specific job criteria needed to be successful in the vacancy. But if we don’t know where we are going, any road will get us
Just as an organization’s success is significantly influenced by the people it employs, a manager’s success is largely dependent on the performance of his/her team. Being able to effectively interview and select team members is a critical skill for any manager. And the further a manager’s career progresses the greater the need for this skill. So, lacking effective interviewing skills can severely limit a manager’s career advancement.
There is an assumption that because a person has the title of manager he/she knows how to conduct effective interviews and make appropriate hiring decisions. However, many managers learn to interview by trial and error – they have not been afforded the opportunity to learn a proven, step-by-step interviewing and selection process.
Additionally, the cost of making a poor hiring decision is significant in terms of lost productivity, quality, and customer satisfaction – not to mention the costs associated with termination, possible legal ramifications and then having to recruit and train a replacement. Making a poor hiring decision results in the loss of a significant investment both in time and money.
To fully appreciate the value of interview training it’s helpful to consider the ‘performance differential.’ This is the fact that a good hire will satisfy the needs of the position but a great hire will substantially increase the organization’s performance. For example, the average Google employee contributes $1 million in company revenue. But an outstanding performer can generate $300 million in revenue.
1: Defining an Employment Interview
2: Pre-Interview Preparation
3: Creating the Proper Atmosphere
4: Structuring Effective Questions
5: The Behavioral Interview
6: The Total Interview Format
7: Strategic Recruiting