Interviewing and Selection Guide - Administrative · Web viewInterviewing and Selection Guide...

Interviewing and Selection Guide - Administrative and Support Team

This comprehensive guide will assist with the interviewing and selection process for administrative team members. Note: Customize this sample guide by putting your firm’s logo on the cover and modify/change it to fit your culture and recruiting process.

Original content provided by Keller Advisors, LLC

DISCLAIMER: This publication has not been approved, disapproved or otherwise acted upon by any senior technical committees of, and does not represent an official position of the American Institute of Certified Public Accountants. It is distributed with the understanding that the contributing authors and editors, and the publisher, are not rendering legal, accounting, or other professional services in this publication. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

INTERVIEWING AND SELECTION GUIDE – ADMINISTRATIVE AND SUPPORT TEAM

INTRODUCTION

The purpose of this guide is to assist you with the interviewing and selection process for administrative team members at (name of firm). The information contained in this document:

Outlines the steps and procedures that are involved in the process Provides a background of basic interviewing and selection concepts Offers questioning techniques and sample questions to use in an interview Lists inappropriate questions that must be avoided during the interview Provides information regarding common errors when interviewing a candidate

The evaluation of a candidate immediately following the interview is a critical step to the selection process. This guide includes an evaluation that should be completed immediately following the interview.

The administrative professionals we interview are often interviewing us as well to determine if our culture, work environment, and professional growth fits their desired career goals and expectations. To make the interviewing process the most valuable for all involved, we prefer to provide candidates with a well-rounded representation of our organization. Included in this guide are sample interview schedules which outline a timeframe with specific topics of discussion for each interviewer.

There are no shortcuts to the selection process. A selection team, comprised of a variety of team members representing different technical areas, will be designated to complete the interviews. Each person participating plays an integral part in the decision making process of a new (firm name) team member.

You may also refer to the Behaviour Based Interview portion of the Team Recruitment section at Aicpa.org/PCPS/HCC.

The following are the content sections in this guide: (you may prefer to insert a Table of Contents here)

1. Interviewing and Hiring Procedures2. Interviewing and Selection Concepts3. Conducting the Interview4. Questioning Techniques5. Examples of Interview Questions

o Administrativeo General, Support Positions

6. Inappropriate Questions

Copyrighted material included with permission by Keller Advisors, LLC 2

7. Common Interviewing Errors8. Interviewer’s Evaluation

INTERVIEWING AND HIRING PROCEDURES FOR ADMINISTRATIVE AND SUPPORT PROFESSIONALS

Pre-Interview PhaseIdentify position and requirementsInform Human Resources of need and requirementsAdvertise position

Online (Monster.com, Nationjobs.com) Newspaper Recruiters College/University/Community College Internal References

Assemble potential candidate resumes

Candidate Interview PhaseSelect candidates to interviewDo pre-interview phone screening, if appropriate for the open positionSchedule/Coordinate initial office interviewConduct initial interview and distribute firm literature and Benefits Summary to candidate at interviewSelect candidates for second interviewSelect team members for involvement in second interviewSchedule/Coordinate second interviewDistribute resume, interview questions, and evaluation form to interviewersSelect final candidates based on interview results

Candidate Selection PhaseReview final candidatesSelect best candidate Complete reference checksComplete documentation

Hiring PhaseCreate offer letterNegotiate salaryOffer acceptanceDetermine start date

Pre-Arrival PhaseInform team about new team member, position, and start dateComplete Employee Data Form and distribute to responsible team membersComplete Pre-Arrival Tasks and distribute to responsible team membersPrepare Team Reference ManualSchedule Orientation TrainingPrepare Orientation Training Manual


Update Internal Documents with new team member information


INTERVIEWING AND SELECTION CONCEPTS

The basic principles of interviewing and selection are stated in the following concepts:

1. Selection is based upon the concept that no applicant is good or bad, but qualified or unqualified for a given job. In the final analysis, selection is an individual prediction of whether this person fits the requirements of this job.

2. The selection process is an expensive one. The direct costs of recruiting, screening, testing, and interviewing applicants as well as the expense involved in training and supervising new team members is high. But the indirect costs of poor selection are much higher. Lost productivity, poor service, high turnover, and low morale all result from poor selection decisions. A systematic selection program can help provide as much information as possible and thereby minimize the chances of a poor decision.

3. The evaluation of a candidate assumes that the reasons which cause a person to succeed or fail on the job can be predicted in advance. While this prediction is not an exact science, an organized and thorough interviewing process can aide in the selection process.

4. Proper selection is as much in the interest of the applicant as the employer. Appropriate selection helps an individual become productive quickly and enjoy the benefits of an administrative career that provides personal fulfilment as well as job satisfaction and financial rewards.

5. The best predictor of future behavior is past behavior. Long-standing habits, attitudes, and needs seldom change; they are formed early and remain relatively constant throughout life. Of course, significant changes in human behavior do occur. A sound selection process examines past performance through the interview (in addition to review of current skills) to predict future behavior.

6. Many factors are required for success on the job, but the lack of any one characteristic may cause a person to fail. It is relatively easy to identify the limitations of a candidate. What is more difficult—and far more important—is identifying the attributes of success. Successful selection does not occur until the “right” person has been placed in the “right” job.

7. Good interviewing skills are essential to the process. The use of unstructured and structured questions, the use of silence, and active listening all play an important role during the interview.


CONDUCTING THE INTERVIEW

Preparing for the InterviewThe interviewer should study the resume and any other information about the candidate before beginning the interview. In this way, the interviewer can plan to explore those areas which require special attention.

Establishing RapportThe interviewer must ease the tension and make the candidate feel welcome and comfortable. A word of caution, though, some interviewers go beyond the bounds of rapport and become friendly to the point that their objectivity is biased by personal consideration. While it is all very well to discuss skiing with the candidate, for example, this can be disastrous if it prejudices one’s thinking about the individual’s job qualifications.

Encouraging the Candidate to TalkIn the fact-finding stages of the interview, it is the candidate who has the facts and the interviewer who wants the information. The candidate should be encouraged to talk and the interviewer to listen (try for at least 75 percent of the time). On occasion, an interviewer may have to use “silence” to stimulate an otherwise reluctant applicant, but most candidates will be happy to talk given the chance. The interviewer should not dominate the conversation but should remain in control at all times using a conversational approach.

Avoid Leading Questions A leading question is one which gives the respondent a cue to what the audience expects to hear. Questions should be asked in such a way that the applicant must provide a narrative answer—not just a “yes” or “no.” Ask open-ended or unstructured questions.

Emphasizing the Important The interview should focus on work history in particular and what the applicant has done that might predict the success of the applicant in the future. Past behavior is the best predictor of future performance. Most of the interview time should be devoted to experience and education.

Taking NotesIt may be necessary to take notes of the information collected in the interview. It helps the interviewer to analyze the data after the applicant has gone. It also helps the individual be thorough and systematic in covering all important aspects of the applicant’s background. Note taking, however, should not distract the interviewer from maintaining as much eye contact with the candidate as possible while writing. It is firm policy not to take notes on the candidate’s resume.


Listening with the Third Ear The skillful interviewer listens to what is really being communicated, not just what is being said. Good listening is an active, not a passive, process. One can become very perceptive in the interview by listening hard to the undertones of the conversation.


QUESTIONING TECHNIQUES

To obtain the necessary answers from a candidate, use good questioning techniques. The following are various forms of questioning techniques, followed by several question examples.

Unstructured Question Cannot be answered by a “yes” or “no”— will enable the candidate to speak openly. This helps the interviewer find out and understand the candidate’s views. Questions beginning with who, what, when, where, why, and how will elicit unstructured answers. Examples:

Tell me about . . . Would you tell me about . . . I’d be interested in knowing . . . How did you feel about . . . Would you explain . . . I’m not certain l understand . . . Would you explain in more detail? What do you mean by that? Tell me more about . . . Perhaps you could clarify . . . What was there about . . . that appealed to you?

Structured Question Places the candidate in a position to answer either “yes” or “no.” The answer need not be elaborated on. For example: Q. Did you like your last job? A. Yes.

Unstructured Question Combined with Structured Question A structured question may be followed by an unstructured question to help clarify the candidate’s feelings, pinpoint a fact, or obtain additional information. For example: Q. Did you like your last job? A. Yes. Q. What in particular did you like? A. Well, . . .

Use of Silence A brief pause between questions allows the candidate time to elaborate on an answer if he or she desires.

Reflective Feelings The interviewer paraphrases the candidate’s statement as to content and feelings. Phrases beginning with: “it seems that . . .” or “it sounds like .. .” reflect feelings.

Active Listening The interviewer repeats or restates what the candidate has said, usually in the form of a question. The candidate is then aware of the interviewer’s interest.


For example: Q. What did you think of your previous supervisor? A. He was all right, but a bit overbearing. Q. Overbearing? Would you explain? A. Well, he . . .


Assertions of Understanding Neutral phrases that will place the candidate in a position so as to elaborate on his or her answer. These phrases include: “I understand,” “Uh-huh,” “Yes, I see,” and the like.


EXAMPLES OF INTERVIEW QUESTIONS

Administrative Assistants

Thank-you so much for meeting with me today. How did you learn of this opening?

Have you heard of our firm? If so, how did you become aware of us?

Do you have experience in a professional service firm? If so, please tell me about it.

I have reviewed your resume, of course, but I would like for you to briefly describe your work experience, in your own words.

When you think of the title Administrative Assistant what are the first responsibilities that come to mind?

Why did you choose to be an administrative professional and what do you like most about it?

We work in a digital environment. Would you please describe your technology skills and the software applications used (MS Word, Excel, etc.).

Tell us about a situation when you were working with a very demanding client. How did you handle the situation? And what was the result?

Please give us an example of a time when you explained policies and/or procedures to others.

Describe the kinds of deadlines you have had to meet in previous positions.

If a deadline could not be met, what did you do?

Please give us an example of a situation where there were competing priorities. What actions did you take and what were the results?

Describe something you worked on that involved a lot of detail, and how you handled it.

Describe your experience working on a team, and what contributions you made to improve the teamwork.

Do you use any kind of technology tools or other procedures to organize your workday?


What work have you done that involved working with confidential issues?

If I were to ask a previous supervisor about your administrative strengths, what would he/she say?

How would you describe areas of your performance that you would like to improve?

How would you describe your ideal job?

What are your reasons for wanting to make a change? Why are you interested in this job?

General – Support Team(Marketing, Technology, Human Resources, Internal Accounting, etc.)

One of the things we want to talk about today is your experience. Would you tell me about your present job?

What do you feel were your major responsibilities in your last job?

In your last job, what duties did you spend most of your time on?

What were some of the things about your job that you found difficult to do? Why do you feel this way about them?

How do you feel about the progress you have made with your present company?

In what ways do you feel your latest job has developed you to take on even greater responsibilities?

What are some of the reasons you had for leaving your last job?

What were some of the things you particularly liked about your last job?

Most jobs have “pluses” and “minuses.” What were some of the “minuses” in your last job?

Do you consider your progress on the job representative of your ability? Why?

In what areas do you feel your supervisor in your past job could have done a better job?

What are some of the things your boss did that you particularly liked or disliked?

What kind of feedback did you receive on your job performance?Copyrighted material included with permission by Keller Advisors, LLC 12

What did your supervisor feel you did particularly well? What were major criticisms of your work? How do you feel about these criticisms?

What kinds of people do you like working with? What kind of people do you find most difficult to work with? How have you successfully worked with this type of person?

What are some of the things in a job that are important to you? Why?

What are some of the things you would like to avoid in a job? Why?

INAPPROPRIATE QUESTIONS

Questions seeking the following information may not be asked of an applicant before he or she is hired:

Date of birth Maiden name Previous married name Marital status Name of spouse Spouse’s occupation and length of time on the job Spouse’s place of employment Number of children and their ages Arrest record Convictions may be asked about, but you may not refuse employment before

conviction unless it is a bona fide job qualification Whether child care has been arranged for the children Reasons which would prevent an applicant from maintaining employment Ancestry National origin/race Age Sex Religion Whether or not the person has a disability Affiliations with a union Garnishment of wages


Keep in mind that much of the above is the type of information necessary for personnel records and employee benefit programs once the individual is employed. However, the point that must be understood is that the information is obtained after employment and, therefore, can have no bearing on the employment decisions.


COMMON INTERVIEWING ERRORS

Cancelling or re-scheduling the interview

Asking leading questions

Making decisions too early in the interview

Not recognizing individual differences

Lacking knowledge of precise job requirements

Letting pressure of duties shorten interview time

Doing more talking than the candidate

Failing to direct the interview, thereby wasting time

Becoming overly enthusiastic about a person during the initial interview

Not knowing what to look for

Tending to be overly influenced by individual factors, rather than considering

the applicant as a whole

Lacking skill in asking questions, in motivating the applicant, in probing, and in

recording interview data

Allowing one undesirable factor to influence judgment

Lack of preparation for the interview

Under the pressure to fill a job, making a decision before the facts are in

Tending to become too routine, instead of adapting each interview to the

individual

Being interviewed by the candidate instead of doing the interviewing


INTERVIEWER’S EVALUATION

Candidate name:

Date:

Interviewer: Position applied for:

Job Knowledge: How knowledgeable is the candidate about basic requirements of the job?

Very knowledgeable Requires special training

Has basic job knowledge

Insufficient knowledge to succeed

Comments:

Education: Has the candidate completed the necessary educational requirements for the position?

Yes No Is currently attending school

Comments:

Prior Work History: Has there been evidence of successful prior experience?

Yes No

Comments:


Goal Orientation:

a. Consider whether this position will satisfy his or her need for job satisfaction, or if the candidate would become dissatisfied quickly.

Excellent

Fair Good Poor

b. Consider how the candidate has prepared himself or herself for a career in this area.

Excellent preparation (experience & education)

Good preparation (education & experience)

No preparation for this positionComments:

Considering the minimum qualifications necessary to do this job, is the candidate qualified for this position?

Yes No

To what extent?

Extremely

Moderately

Minimally Not at all

Comments:

Recommendation:

Hire Reject Hold

Comments:


Instructions: Complete Candidate Evaluation Sheet for each candidate immediately after the interview session. Assign ratings from 1 (low) to 5 (high) for each attribute listed. Enter total score. Use results to compare candidates interviewed for the same position.

Attribute Description Rating

Professionalism Attire, posture, attitude

Communication SkillsProper grammar, eye contact, gestures, ability to express opinions supported by fact

Decision-Making AbilityComplete ideas, exercises independent judgment, considers various perspectives, no contradictions

ExperienceExposure to similar work environment, reporting structure, responsibilities, previous work experience, etc.

Initiative and Enthusiasm

Interest in position expressed, pertinent questions asked, ideas offered, assertiveness, knowledgeable about Brady Ware

Interpersonal SkillsSelf-starter, experience in group and independent situations, involvement in outside activities, experience in serving and supporting others

Technical Knowledge Familiarity with technology and software

Total Rating (out of 35)

Copyrighted material included with permission by Keller Advisors, LLC

Signature:

Date:

18

Date post:	29-Mar-2018
Category:	Documents
Upload:	dinhdung
View:	227 times
Download:	1 times