Interviewing Skills: Are You Hiring the BEST?

1. Interviewing Skills: Are You Hiring the BEST? Climbing to New Heights

2. Agenda DOS/DOC Accountabilities in the Hiring Process: Before, During and After Hiring Tools/Job Aids Interviewing Outlines/Behavioral Questioning Job Descriptions Legal/Sensitive areas to avoid Rating Sheets/Next Steps Conclusion

3. There are 3 Stages to the Interview Process: • Pre-Interview • Interview • Post-Interview

4. Pre-Interview:Your Dream Hire • What are some of the top skills or abilities for the job? Having an ‘image of the best’ helps you hire to it

5. Pre-Interview Job Aids

6. Pre-InterviewPrep Checklist • Review the Competencies/Accountability Factors • Review the job description • Results, not just tasks • Review each application/resume • Make a copy, don’t write on it! • Identify and write your questions down • Flagged Questions (need more information) • Position specific questions—behavior based • Check the questions for coverage and flow

7. Pre-Interview Let’s Look at the Interviewing Guide: • Guides for every Job group • Aligned with the new competencies and Core Values

8. Pre-InterviewFlagged Items • Unexplained gaps in background • Lack of detail regarding experience and job title • Questionable information • Completeness of application form • Inconsistent behavior patterns

9. Introductions, build rapport State agenda Summarize job and structure of dept Ask “Why us?” or “Why this job?”; review experience 5. Ask questions, listed on your interview form 6. Answer their questions 7. Explain next steps in the process and thank them Interview Format Interview

10. Interview Ways to Assess Capability • Questions that include Behavioral Based ones • Ask them for examples of past performance • Technical Skills • Numeric or computer skills, etc. • Credentials • Proxies, but not proof of ability • Certificates awarded for completion

11. Interview Types of questions to use: • CLOSE ENDED • OPEN ENDED • BEHAVIOR BASED

12. Interview The Principle of Behavior Consistency “Past performance is a good predictor of future performance.” • The more recent and longstanding the behavior, the better predictive ability • Keep in mind; people change • Difficult to fake

13. Interview Behavioral Based Questions • Ask for evidence of past performance • “Tell me about a time when…” • Listen for Example, Action, Result • Cover all essential capabilities Example Action Result

14. What is and what isn’t a Behavior Based Question? • Tell me about a time when you had a difficult client. Why were they difficult and what did you do? • What do you do when you run into objections? • Describe a situation where you excelled at negotiations. What was the situation and how did you handle it? • How would you solve a dispute on someone’s bill? • Give me an example of a time when you had to work with another department. What happened and what were the results? • What are some of your strengths and weaknesses?

15. Interview Probes (when and how) • Example isn’t clear or detailed • “Could you tell me more about…” • Action isn’t clear; talks about team, not self • “What was your part in that?” • “How did you help the team?” • Result is missing or vague • “What was the result?” • “What happened after you did… (Action)?”

16. Interview Fit with the Team We all want this- but how do we keep it from being a personality contest? • Review the team dynamics and values prior to the interview • Describe the talentsthe teamvalues, e.g. results-focused • Ask behavior-based questions “ Tell me about a time when someone new joined your team…..”

17. Interview “Can I Ask That?” “Is that legal to say?” When in doubt, leave it out What if they bring it up?

18. Interview Federally Protected • Race • Sex • Religion • National origin • Age • Disability

19. Interview Sensitive Areas to Avoid • Children or related child care • Personal physical data • Arrest record • Housing • Citizenship • Economic status • Transportation

20. Post-Interview • What happens next? -Team Interview -GM Interview -Reference Checks

21. Post-Interview Candidate Screening Form

22. Post-Interview Candidate Screening Form Evaluate and proceed to next steps

23. Post-Interview Candidate Screening Form

24. Post-InterviewMaking the Decision • Select the candidate who scored highest on your Candidate Screening Form • Be careful not to hire “the best of the bunch” • Remember that reference checks are to be completed PRIOR to offering anyone a job

25. Post-Interview Making an Offer • Determine if the candidate is still interested • Extend the offer * • Review the specifics and title of the job and any key responsibilitiesof the job. • Discuss starting salary/wages • Discuss starting dateand activities of the first week and where to report • Let them know to bring in I-9 documentation *Offer Letters must be prepared and presented to all Management Candidates

26. Post-InterviewNotify non-hired applicants • If internal, give specific feedback on essential knowledge and skills; level of skills required • For both internal and external, inform them that it was a difficult decision • We found someone who most closely matches the job • Thank them!

27. Remember: You're only as good as the people you hire! Ray Kroc Thank you!