Strategic Interviewing and Selection: Getting the Right Talent on Your Team in This Tight Labor Market
Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:
- Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc.
- Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.
- Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc.
- Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc.
The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to:
- Align corporate organizational structures with their strategic initiatives — while insuring value creation for their customer bases
- Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors
- Develop and implement customer loyalty enhancement processes — based on specific customer feedback — that delivered sustainable advantages in the marketplace
- Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior
Prior to founding his own firm 25 years ago, Pete had 15 years of experience — at the plant, divisional and corporate levels — in Human Resource and Quality functions. Pete held leadership positions — to include the V.P. of Human Resources and Quality — with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.
Pete also frequently develops and facilitates a variety of leadership development programs including: Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing and Selection, Employment Law and Utilizing HR Metrics.
Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.
Pete holds a B.A. degree in Psychology from Emory and Henry College and Master’s degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.
This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org
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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 positions 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 there.
- Defining an Employment Interview
- Five key components of an interview
- Common errors made by interviewers
- A three-step interviewing process
- Pre-Interview Preparation
- Five types of job criteria
- Questions to answer in identifying your job criteria
- Reasons for reviewing the application and resume in advance of an interview
- Seven areas to review on applications and resumes
- Planning questions before the interview
- Typical job criteria for service-providing positions
- How to use job criteria 'kick out' factors during phone interviews
- Creating the Proper Atmosphere
- Characteristics of the proper interview atmosphere
- A check list to determine if an interviewer is ready for an interview
- Structuring Effective Questions
- Characteristics of the proper interview format
- The differences between productive vs. destructive interviewer interruptions
- The objective of any interview
- Five types of useful interview questions - with examples
- Tips for conducting a team or panel interview
- The Behavioral Interview
- The definition of a behavioral-based interview question
- An overview of a behavioral interview
- Sample behavior-based questions
- How to seek candidate behaviors vs. traits
- A typical behavioral interview sequence
- Tips for taking interview notes
- Closing the interview with candidates that you want to reject, possibly pursue or pursue; respectively
- How to handle three types of difficult interview situations
- The Total Interview Format
- Using ice breaker/rapport building statements and questions
- Using transition questions to begin the formal interview
- Utilizing an overview/benefit statement
- Questions to use in exploring work experience
- Questions to use in exploring education
- Questions to gain an applicant's self-assessment
- Closing the interview
- Strategic Recruiting
- Research showing that many employees will be changing jobs in 2018
- The types of candidate questions for which employers should be prepared to answer in 2018
- What candidates will expect of companies during the recruiting, interviewing and selection process
- The issues on which candidates are making their decisions
- What candidates are looking for in a job - other than a paycheck
Examples of what some brand companies are doing to improve their recruiting, interviewing and selection processes
Who Should Attend
HR Professionals New to the field - seeking a comprehensive view of the subject with multiple initiatives and techniques they can apply immediately, Experienced HR Professionals - seeking a refresher Line Managers: - seeking a comprehensive view of the subject with multiple initiatives and techniques they can apply immediately.
Why should You Attend
Few 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.
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, customer satisfaction - not to mention the costs associated with termination, possibly 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.