Post on 07-Jan-2016
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Skills of Interviewing
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HRM
Domain
Key skill & activity for managers & HRM
Interpersonal communication
Cognition/information processing
Perception (selective)
Problem-analysis & decision-making(managerial behaviour)
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HRM
Interview Experience
What is the best & worst experience that you have had As an interviewer
As an interviewee
What made these experiences – best/worst?
What would have prevented & improved the worst experience?
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HRM
The interview
More than just a conversation
"…. A specialist form of two-way communication conducted for a task-related purpose." (Whetton 1995)
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HRM
Expectations and propositions
Information generated via the interview process provides data for decision-making
Training enhances performance – both as an interviewer and interviewee
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HRM
Types of interview
Research/information gathering
Selection
Counselling/support
Appraisal
Development
Complaint/grievance
Disciplinary
Exit
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HRM
Common approaches
Unstructured
Stress (validity?)
Semi-structured
Structured
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HRM
Issues
Your role as a decision-maker/actor
Interview purposes & objectives
Structure and content
Environment (physical and psychological)
The interviewer – NPower, NAch, NRelate
Data collection and processing strategies
The communication exchange (interviewer-interviewee) – explicit, implicit, verbal and non-verbal
Organisational policy and expectations
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HRM
The Selection Interview
Preparation and organisation
The interview process
Interviewing skills
Discrimination between candidates
Finalising the decision & "contract"
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HRM
Preparation Products
Job descriptions & authorisation
Job criteria - competencies
Personnel specification (profile/model of ideal candidate)
Essentials - desirables - disqualifiers
Applicant information from various data sources
Selector preparation and appreciation of role demands, choices, constraints, ambiguities, priorities, overloads,
pressures/conflicts, organisational change
the social milieu - rules and tensions
Selector egoism, the political process of “justifying” the selection.
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HRM
The Psychometric-Objective Model
Assumptions
Eternal optimism
Smooth programmed administration
Measured, controlled, predictable, systematic search often using psychometric techniques
Match evidence of qualities to job
Compare with social process approach
Interplay between selection events
Social and ritual aspects. Audition. Power vetting
Candidate & selector feelings/responses
Intra organisational negotiation & adjustment
Candidate - given fair opportunity or “club” scrutiny
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HRM
Interview Strategies
• Frank and friendly vs. Interrogation & stress
• Simulate stress. Put on the spot? Validity? Spurious appeal?
• Strengths and weaknesses of
• individual interview
• sequential interviews
• panel interviews
• Biographical journey
• Critical events and experiences - what, why, how, options, plans, outcomes?
• Problem-solving - “imaging yourself as ...what would you do if...?
• GASP
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HRM
The GASP Interview
Greeting
Acquiring Information
Supplying Information
Parting
Interviewer Preparation
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HRM
Genuine positive regard – Move towards
Calm, neutral, no interruptions, safe.
Maintain rapport
seating voice, eye contact, warmth and body posture.....NVC
Preparation & “contract of interest & expectation”
Smooth gear change
GASP – Greeting & rapport
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HRM
Listen more - talk less.
Objectivity, bias, stereotyping & premature judgement
Not adversarial. Halo, horns and doppleganger
Taking notes
Question carefully (preparation) well-structured, open-ended questions probe and link direct, leading, trick and taboo questions
Emphasise biography/experience, explanation/analysis
Mental agility and hypothetical questions
Interview flow with control: - agenda, space, time
Summarise periodically and conclude
GASP - Acquiring Information
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HRM
Asking questions
Open-ended, well-sequenced, well-structured
Tell me about …..Six honest serving men
Closed (pros & cons?)
Probe, link and follow-up (control)
Leading (candidate adaptation)
Intrusive
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HRM
Recent & significant jobs/projects contributions, events/phases, initiatives, products, achievements,
decisions. Strengths and gaps
Competencies from REAL experience knowledge/understanding, analytical skill, written/numeric,
specialist & technical. attitudes & values, drives & motivation
Interpersonal relations – visualise with others
Education, training, learning & development
Personal & domestic topics - relevance/irrelevant
Applicant’s questions about the organisation and the job - current & prospective terms of employment
GASP - Journey
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HRM
cutting it short (horns/halo, premature judgement)
equal opportunity to all candidates
intimation of acceptance (verbal + non-verbal)
Potential for misunderstanding. No promises.
Communicating a decision hints to attractive candidates (in a competitive situation)
intra-organisational bargaining
the decision in writing
subject to references
Career advice to rejected candidates? Culture?
GASP: Supplying Information
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HRM
Signal closure - NVC plus
maintain concentration
clarify future steps - the selection schedule
verify dates - holidays and availabilities
phone, post
stand up, move, parting courtesies
GASP: Parting
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HRM
The Good Interviewer?
At times • well-prepared• sharp & in focus, specific & rational• at times intuitive as well as systematically analytical & evaluating
• picking up nuances and rationalisations• stepping back to see the whole interaction, fitting things together
and noting the time left and areas to cover....• Interviewer calmness helps the candidate to relax• clear perception
• Positive regard for the other• Aware of self and biases• Use productive silences & seamless asking of questions. • Counteracts habituated boredom in interviews
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HRM
Yourself as an interviewer?
Good Points?
Weaknesses?
Interview exercise and analysis.
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HRM
Premature decision Tentative, pre-determined views seldom altered at interview
accept/reject within 3-4 min. Gather evidence to confirm first impression
Weak candidates make average candidates look good
Unstructured interviews
Propositions interview practice alone does not improve performance, training does
Dramatic performance may not reflect job. Interviewees as actors.
Panels - defer to influential. Poor correlation when choice is confidential
Psychometric tests - weak evidence but belief/practice strong.
Validity of the psychometric-objective model?
GASP Interview Issues
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HRM
The Potential for Distortion
Stereotyping Halo, horns, doppleganger effects
function & dysfunction
Physical environment
Psychological state
Poor listening (active vs. passive listening)
Lack of interviewer competence
Defensive uniformities
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HRM
Stereotyping
What is it? What form does it take?
How does it occur?
Common stereotypes
Is there positive and negative value?
Problems of signs, signifiers, interpretation.
Body language
Presentation of self - Front - stage and audience
What dangers for fairness and equity?
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HRM
Types of interviews – APPRAISAL
One member of staff (usually a manager) appraises aspects of the performance of another member of staff (usually a subordinate)
Mediation and intervention mechanisms?
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HRM
Types of Appraisal Interview
Tell and listen
Tell and sell
Joint problem-solving
Mixed model interview
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HRM
The appraisal process
Establishing the agenda
The Interview
Action planning
Pre-interview form filling
Handling disagreements e.g. grand parenting
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HRM
Types of interviews – COUNSELLING - 1
The manager as counsellor – equipped for the role?
Operational vs. personal counselling
Directive Non-directive
Dependency, confusion & responsibility
Trust and genuine positive regard
GASP: Mixed model with substantial unstructured component
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HRM
Types of interviews – COUNSELLING - 2
Opening up & expressing concerns (interviewee)
Defining "the problems" – how the interviewee sees and defines the problem
Testing reality
Mirroring assumptions
Courses of action
Closure and follow-up
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HRM
Types of Interviews – COMPLAINT/GRIEVANCE - 1
Moan, gripe, complaint
Grievance - a formal complaint made by an employee against a colleague or the organisation
Problems of "policy and procedure"
Problem perception, information and power/status
I'm OK, You're not OK. "Now I've got you, you SOS"
Neutral processing
Rescue the managers and establish KARMA
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HRM
Types of Interviews – COMPLAINT/GRIEVANCE - 2
Verifying the claim rights
Importance of shared, agreed information
Safeguards in procedure
Formality of the interviews
Recognising "the person" - perception of self and acting on the problem
Equity – the complainant and the "complained about" – the discrimination issue
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HRM
Types of interview – DISCIPLINE - 1
Rights not to be unfairly dismissed
Natural justice & reasonableness in procedure
Disciplinary action Formally sanctioned, organisational action in which an
individual is informed that their work-related behaviour is not acceptable.
Reasons & "fair" dismissal"Conduct, capability, redundancy, statutory rule, some other big reason
Automatically unfair.
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HRM
Types of interview – DISCIPLINE - 2
Informal, prior supervisory communication & guidance
Minor conduct which runs counter to express & implied contractual obligations
From irritation to substantial, non-fulfilment of obligations
Gross misconduct (severed roots)
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HRM
Types of interview – DISCIPLINE - 3
Importance of evidence
Defendant's rights – law & natural justice
Equitable procedures
Very formal, systematic interviews
Representation
Corrective versus punitive action
Interview tension and reaction – the "afront"
Recording and communication
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HRM
Types of interview – DISCIPLINE - 4
Stress, bullying and constructive dismissal
Appeals
Intra-organisational bargaining & authorisation
Managerial powerlessness
Consistency of supervision and communication
The trust/separation puzzle