1. Hire The Best Person Every Time: More Than A Gut Feeling Kelley School of Business X420 Discussion Session # 38

2. In this session, you will learn: How To See Interviewing from an Interviewer’s Perspective How to Improve Your Odds of Hiring the Right Person When You Are a Manager What to Expect During a Job Interview and How to Prepare For and Deal With the Interview Process

3. Job Description: The Interviewer Interviewers should know the job description to ask questions that match skills needed with questions asked Best questions are those that get job candidates to discuss previous experiences (“the Behavioral Interview”)

4. Key Steps In Hiring The Best Create a job description What is the next step above that position & what are the required skills for that job? How do I build the best candidate pool for the position?

5. KEY STEPS IN HIRING THE BEST HOW DO I IDENTIFY THE BEST CANDIDATES WITHIN THAT POOL? HOW DO I MAKE THE BEST DECISION FOR ME AND THE COMPANY?

6. Job Skills Needed Technical skills-computer skills, computation skills, physical skills Performance Skills-communication skills, problem solving skills Interviewer: BASE YOUR QUESTIONS ON FINDING OUT HOW THE CANDIDATE HAS DEMONSTRATED THESE SKILLS IN THE PAST.

7. Finding Candidates Newsprint ads Websites (Careerbuilder.com, Monster.com) College Placement Offices Representative referrals Recruiters

8. Recruiters No fee for individuals. Companies hire recruiters to fill a position Fee is typically equal to 1/3 of the job’s first year compensation Be suspicious of any recruiter who asks you to pay a fee

9. Search Firms Retained search firms are hired by a client company for an assignment and are paid regardless of the results of the search. Typically used to fill higher level positions. Contingency search firms receive payment only when their candidate is hired. Most often used for junior and mid-level executive positions,

10. Screening Candidates Reviewing Resumes- 300 Phone Interviews-50 Live Interviews-25 Hire-9 Good Rule is 5 Live Interviews to 1 Job Opening

11. First Impressions Count Does the candidate initially present a professional image? –Business professional dress –Well-groomed –Serious but pleasant demeanor Body language, carriage, comportment Handshake, smile The answers to these “first impression” questions will ease or make more difficult the candidate’s interview

12. How To Conduct The Interview Go from the list of questions – use the same ones for all candidates Use silence to allow time to think Stay on track Repeat or rephrase questions to get information you need

13. Team Interviews Know why a team interview is best for this situation Explain this to the candidate at the beginning of the interview Never add more than 2 from your staff per one interviewee - too overwhelming Plan who will ask what questions “But, but...I didn’t expect a sort of Spanish Inquisition!”

14. Team Interviews – The Candidate Should : Connect with each person. Be sure to have eye contact with the person asking the questions and to glance at the other team members while answering the question to be sure that you are connecting with each individual. Be sensitive to the dynamics in the team. If they seem to want to control the interview, relax and flow with it, on the other hand be sure to offer information and ask questions. Take responsibility for ensuring that the group understands what you have to offer. The best approach is to be sensitive and adapt your approach to the group. Don’t be overly aggressive and take over, yet do interact and show your enthusiasm. Each person’s opinion can be weighted equally; in some cases, just one team member’s opposition can disqualify a candidate. Sometimes it is unclear what role or position the person holds therefore you need to be respectful of everyone you meet.

15. Behavioral Interviews The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. Behavioral interviewing, in fact, is said to be 55 percent predictive of future on- the-job behavior, while traditional interviewing is only 10 percent predictive.

16. Beyond Past Behavior Today's recruiter/interviewer should use existing behavioral questions as a basis to develop additional questions that delve into current and future behavioral scenarios. –What did the applicant learn from a past experience or experiences? –How would the applicant handle a similar situation today or tomorrow? –Was the approach used to resolve the past issue one of his/her own creation or was it directed by someone else? How would the applicant resolve an issue if left to develop his/her own approach? We can avoid measuring an applicant's capabilities based solely on past performance and are able to obtain an insight into future performance.

17. Interview Questions: The Interviewer Interviewers should prepare a list of 10-12 questions and use the same questions with each candidate Interviewers should take notes on candidate responses to compare later when making their decision

18. Possible Questions Tell me about a time when you had to be very detail-oriented to complete a project well. How did you organize yourself to complete the task? What were the results? What kind of experience do you have working with month-end closes? What techniques do you use to make sure the close goes smoothly? What are the results?

19. Federal Regulations Cannot make decisions about hiring based on age, sex, race, ethnic origin, religious preference or affiliation, social preference, or disabilities, citizenship Marital, child care, age, religious affiliation, race, etc. are generally unacceptable

20. If during the interview, you know the person isn’t right… Keep asking questions and do not just stop the interview because your gut is telling you something If you discover the person doesn’t have the qualifications, let them know that

21. A graceful exit... During the interview process the interviewer will have asked a least once if the candidate has any questions. Winding things up, the interviewer should ask again Final statement from the interviewer should advise the candidate about probable timelines for the decision process, and when she/he can expect to hear from the hiring organization Even if the interviewer is SURE that a particular candidate is “the one”, make NO commitments at the interview stage

22. ..and now, for something completely different… THE HIRING GAME TasksRelationships Emotional Intelligence ValuesAttitudes

23. Hire The Best Person Every Time: #38 EVALUATION QUESTIONS USE: a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree e. Don’t Know 1.This Discussion session increased my knowledge on the subject presented. 2.I will be able to use some of the information from this discussion session in the future. 3.The presenter was well prepared for this session. 4.I found the presentation material easy to understand 5.This presentation should be repeated in future semesters.