RECRUITMENT PROCESS & INTERVIEWING SKILLS

SOME INSIGHTS
You can’t build a great company without great
people

There is only one problem, how do we

know great people when we see them.
 OBJECTIVES

1. Recruitment Process

2. Competency based selection system

3. Interviewing techniques that help us identify

winners
THE IMPORTANCE OF THE SELECTION INTERVIEW
The interview is the critical communication link in the selection
process. It should meet the needs of the applicant as well as
those of the hiring organization.
1. The interview must provide adequate information about
the applicant’s education, formal training, skills, work
experience, performance in previous positions, plus
personal characteristics (such as attitude, ability to
communicate etc.). This information will help you
determine the interviewee’s ability to do the job.

2. Good performance in one organization does not automatically

assure the same performance in another. The interview,
therefore, must determine not only if the candidate can do
the job, but also whether that person is anxious to perform
it well in your organization.
3. An applicant needs to learn basic job requirements plus
other facts about your organization in order to make an
intelligent decision. This information includes items
such as; job description; hours of work; compensation;
benefits coverage; and opportunities for personal growth.

4. The interview should promote good-will between the

candidate and your organization regardless of whether
it ends with employment or not.

EVERY PERSON WHO INTERVIEWS AN APPLICANT SHOULD

REALIZE HIS/HER APPROACH WILL HEAVILY INFLUENCE THE
OUTCOME.
 SELECTION INTERVIEW CAN BE
COMPARED TO A BASEBALL

 Every interview requires a game plan.

 Winning depends upon advance preparation and the
application of acquired skills.
 Each player needs a turn to bat.
 Four basic essentials (bases) need to be covered to
achieve the best results.
 There may be several outs before a run is scored.
 The rules are enforced by an umpire.
RECRUITMENT PROCESS
Recruitment & Selection Process
Manpower Planning
Initiation
Interview
Selection
Appointment
Manpower Planning
The annual manpower plan and budget shall be finalized for
the respective business / unit HR heads in consultation with the
concerned CEO, along with the annual business plan. This
shall be vetted & approved by the President.

For the Mobility Office positions, the manpower plan and

budget shall be finalized by the concerned departmental heads
and vetted by the concerned Function head & HR, finally
approved by President.

Final manpower plan to be freeze into the organisation

structure.
Initiation
Manpower requisition form to be filled in by Dept. Head with the details of
Job category
a) Replacement
b) New (Budgeted or Non-budgeted)
Position Profile
Job Specifications
Designation / Grade
 Requisition form to be forwarded to HR Dept.
 Finalisation of Recruitment

Manpower Sourcing

Initial screening of Applications

Preliminary Interview

Final Interview
 Recruitment Responsibility Matrix-MO
Responsibility
for sourcing Persons connected with the
LEVEL Title/s candidates Selection process

Senior Business HR Head Function Head / Mobility HR Head

Level* GM to VP ** /Dept. Head/GM-HR resourcing

Middle
level* Manager to DGM MO HR head Deptt. Head/ MO- HR Head /

Junior
Level* Executive to Dy. Mgr. MO HR head Deptt. Head/ MO HR Head

* for positions at the Mobility Office, (GM -HR) for National positions / Manager (MO-
HR)For MO position to source the candidates & will be involved in the selection process.
** The Director HR/ President / Corporate Director will be involved with the selection
process of the President’s direct reports in addition to the GM-HR for national resourcing
& HR head for mobility.
 Recruitment responsibility Matrix- Business units

Responsibility for Persons connected with the

Title/s sourcing candidate Selection process

CEO / Bus. HR Head / Unit HR

Senior Level GM to VP ** Business HR Head Head

Middle level Manager to DGM Unit HR head Deptt. Head/ Unit HR Head / CEO

Junior Level Executive to Dy. Mgr. Unit HR head Deptt. Head/ Unit HR Head / CEO

** The Head HR-Mobility,/ Concerned Functional head will be involved with

the selection process of the CEO’s direct reports in addition to the CEO & business /
Unit HR head
Competency Based Selection

You can’t find what you are not looking for

Planning the interview content

- Objective of the Interview

- Context of the Interview

Knowing the Objective of the Interview
 Intellectual Factors - Can the person do the job?

 Motivational Factors - Will the person do the job?

 Interpersonal Factors - Is the person the right fit for

the organisation?
 THE INTELLECTUAL FACTOR
 Knowledge
- Ability to memorise, repeat and recall information

 Application of that knowledge

- Creative, Imaginative, problem solving, analytical
THE MOTIVATIONAL FACTOR
 Personal and Professional goals
 Interests
 Personal Drive
 Eagerness to learn
THE INTERPERSONAL FACTOR

 The people behind the resume.

 Personal traits that affect performance
Context of Interview: Performance Expectation

Performance expectation are standards an interviewer uses to

determine the expected level of performance for an employee.The
following are important standards:
Goals- Are end results that produce a direct, positive benefit to the
organization.e.g sales person expected to get $50 million revenue
vs sales person expected to get $ 1 million.
Competency Requirements-Describes how you would like your
employees to behave in job barrier situation
Job Barriers- Key job situations an employee has to overcome in
order to be an effective performer and achieve important
organizational goals
“the interviewer may select an applicant similar to the
interviewer, but not necessarily one that fits the job or the
organization.

(Posthuma, Morgeson, & Campion,2002)

Competencies are the skills, behaviors,
and knowledge that create competitive
business advantage and distinguish
high from average performance.
Why Competency Based Selection ?
By selecting employees who are already strong in the
organization’s core competencies, organizations can
effectively weave the competencies into their ongoing
daily performance.
e.g. Suppose you need people to make fast decisions so you can be
responsive to customers. Selecting people who are decisive should
provide more sustained results than just telling people to make
decisions more quickly. What is the dollar?

Return of such selection? It depends on the value of a

retained customer.
 BHARTI BEHAVIOURAL COMPETENCIES MODEL
BAND 1
Adapting and Responding to Change
Communication Skills
Goal Achievement, Accountability,
Initiative
Team Working
Organising and Prioritising
Customer Service Orientation
Coping with Pressure
Analysing
Cross Functional Orientation
BAND 2
Adaptability and Handling Change
Communicating and Presenting
Achieving Goals
Team Leadership
Planning and Process Orientation
Customer Focus ,Quality & Service
Orientation
Networking and Influencing
Analysing and Decision Making
Managing Stress
BAND 3
Managing and Driving Change
Communicating and Networking
Deciding and Achieving Goals
Leading and Developing
Planning and Forward Thinking
Customer Focus and Service
Orientation
Systems Orientation
Commercial Orientation and Analysis
Demonstrating Ethics and Value
Managing Stress
 Management Bands
Band Titles
Senior Vice President*
3 - Leadership Vice President

General Manager

2 - Gen. Management
Deputy General Manager

Senior Manager

Manager
1- Management Assistant Manager
COMPETENCY MEASUREMENT
S.NO. COMPETENCY LEVEL 1 LEVE 2 LEVEL 3 LEVEL 4
1 COMMUNICATION Prepare message which Consciously uses Communication shows Communications have
( Uses communication are easily understood & direct, open, two-way conviction and maximum impact, drive
approaches that are accurate. communication that enthusiasm. Personal action and enhance image
effective, appropriate is effective. Assesses impact is clear, positive, of individual and
and influences the and succinct for the organization. Content
others.) needs of audience in audience. demonstrates a
order to deliver Communication comprehensive
appropriate message demonstrates an understanding of issues
and content. understanding of and varying perspectives.
stakeholder interests.

2 CHANGE Reacts positively to Understands the Drives the change Drives change by
ORIENTATION change affecting the change processes by talking to positioning the
(Acts as an ‘agent of unit, organization and process and customers, developing organization and
change’ in the customers. Deals influences new organizing the team to
organization.) effectively with the change in own products/services/proced provide continuously
impact of change on operations. ures within own and improving value to
self. Leads adaptation others’ departments. business partners and
responses Uses the change customers.
within overall team. opportunity to initiate
new products and
innovations.
S.NO. COMPETENCY LEVEL 1 LEVE 2 LEVEL 3 LEVEL 4
3 ANALYSIS & Is aware of simple Probes for deeper Personal vision, focus, Can identify and
DECISION MAKING cause and effect understanding of energy, patience and recognize patterns in the
(Critical/systems relationships, nonobvious commitment for creative surrounding environment.
thinking provides solid but unaware of larger, issues, relationships. development of new Utilizes solution from
foundation for growth, complex and Challenges and uses solutions/processes traditional and non-
change, problem multidependency other team members build around thorough traditional frames of
solving and strategic systems.Takes risk for input to see multidependency system reference in providing
planning.) within the boundaries of processes in new analyses. Shows leadership and action for
own job, and strategic ways. initiative in risktaking. the patterns
direction communicated Tries to think forward Sees risk as an integral observed.Sees the
from above. in a series of if…then part of organizational implications and
scenarios.Self learning & continous consequences of risks on
confident, and innovation. responsibily the long term success of
encouraging of others promote an environment the enterprise, customer
to take risk within the for others to follow their development &
team. example. marketplace success.
4 PLANNING Aware of and supportive Engages team Works with staff across Creates multi-year goals
(Leads strategic of longer term thinking through the organization, and specific, clear action
planning processes.) and action toward discussions and suppliers and partners to plans to achieve them.
customers. Clearly research to build longer-term Focuses team with
communicates new identify key new relationships customer references
directions. themes product/service thinking on both short
and goals that all can strategies and internal success and decision
accept and use in processes. Outcome making within a
their measures are defined to longerterm framework.
planning efforts. produce shared focus. Customer-based
outcomes are clearly
established and discusse
S.NO. COMPETENCY LEVEL 1 LEVE 2 LEVEL 3 LEVEL 4
5 ACHIEVING GOAL Meets goals Sets goals which Participates in goal Determines criteria by
(Establishes goals established by reflect organizations setting as equal partner, which success is to be
Manages andimprove others.Responds to priorities as identified anticipates trends, is measured and monitors
performance) feedback in a timely by others.Recognizes proactive and own performance and
manner by finding ways performance shortfalls recommends priorities to initiates action plans
to improve performance. and makes decision maker. Actively within sphere of
recommendations for seeks feedback on own control.Sets goals which
improvement. performance and incorporate challenging
establishes action plans directions and measurable
for improvement. targets.
Provides constructive
input to others.

6 TEAM WORKING (Builds Helps individuals form a Ensures that team Ensures that the team Creates vision and action
and motivates teams., team by providing clear members understand and individuals succeed where all members of the
Facilitates group expectations for each other’s roles by engaging in proactive team have a sense of
discussions and problem individual contributors. and the benefits of activities that promote ownership and mission
solving processes) communicating and team goals. Recognizes aligned to the overall
working cooperatively self and others as adding organizational goals.
toward planned value.Poses Team members motivate
outcomes.Elicits questions/probes to get and support each other.
contributions from all group to think further. Team may extend to
team members in Supports team members external partners,
discussions. contributions. customers and
suppliers.Clarifie/communi
cate objectives of the
meetings and guide group
towards the meeting of
goal.
S.NO. COMPETENCY LEVEL 1 LEVE 2 LEVEL 3 LEVEL 4
7 DEMONSTRATE Walks the talk, Encourages feedback Demonstrates strong Actions demonstrate and
ETHICS & VALUES attempts from personal values and support organizational
(Acts as a role model to make actions reflect others and uses convictions aligned with value and culture in a
demonstrating intentions. selfassessment the organization. People professional and
accountability, integrity, to improve. feel at ease and competent manner.
professional comfortable meeting with Individual acts as an
competence, and trust.) him/her. ambassador to the
organization.
8 LEADING & Understand trends Engages self and Establishes the Engages the input of
DEVELOPING (Scans (identified by others), team members in mechanism with various customers and,
for, identifies and and how they might scanning for trends work units, suppliers and stakeholders to given
creates new trends.) affect the that affect own partners to Identify and input for the creation of
team/organization. operations. detail potential impact/ new products and
Understands where to opportunity of trends at services. Action taken
get information to an early stage. Takes creates new trends for
assist in trend action within organization others to follow.
spotting/analysis. to take advantage of
these observations.
9 MANAGING STRESS Personal time Nutrition, exercise, Focuses and expends Focuses energy to
(Maintains personal management ensures and vacation considerable advantage in creativity and
energy, dynamism expectations are met contribute to overall concentration over concentration. Displays
and balance.) comfortably on time. vitality, absence of protracted periods of calm disposition with drive
illness, and time as required. and enthusiasm as
enthusiasm with team appropriate.
members.
S.NO. COMPETENCY LEVEL 1 LEVE 2 LEVEL 3 LEVEL 4
10 CUSTOMER Stays in regular Ensures that team Builds/leads appropriate Ensures information from
SERVICE personal contact with members stay in customer feedback customer feedback is
ORIENTATION key clients. Knows regular contact with gathering processes shared, discussed and
(Uses formal and what it is like to be a clients and knows (e.g. focus groups, acted upon. Understands
informal mechanisms client of own what it is like to be a questionnaires, how the customer adds
to stay in tune with organization. client of own complaint analysis, etc.). value within the
internal and external organization. Task team and individual customers’ environment.
clients.) Discussion of key ideas are supported. Takes action to add value
findings and action to the customer’s
ideas is facilitated. customer. Builds and
maintains a “partnership”
with customer.

11 COMMERCIAL Understanding the need Demonstrate some Demonstrating Involving key staff in
ORIENTATION & and implications of entrepreneurial flair entrepreneurial flair in the discussing Business Link
ANALYSIS ‘tight’ and often rapid which can help them fInding of Business Link, strategy development and
decisionmaking find and establish always looking for ways implementation,
process within the new sources of to develop the range of communicating the vision
organisation revenue and services while being in a way that all Business
develop other aware of the potential Link and partner staff can
opportunities. pitfalls of some sources understand it and
of revenue (eg through harnessing them to the
the possible loss of achievement of the
independence through strategic goals.
taki
INTERVIEW GUIDE
 Potential Goals of Interviewing

•Accurately measure whether the candidate has what it

takes to do the job

•Influence candidates job decision by selling the positive

features of the job and the organization

•Assist the candidate in making an appropriate job choice

by providing a balanced view of the challenges and
rewards of the job
Planning the interview content

Job description
Essential and desirable skill sets
Questions / methods to assess the candidate on the skill sets
that are essential
Resume review
Questions to understand the facts in the resume better
The WASP structure for the interview
» Greet Candidate
Welcome Put the candidate at » Introduce yourself
ease » Chat

» Ask questions
Collect information » Probe
Ask » Observe

» Answer questions
Supply Give Information about company,
culture etc

» Decide further
Part Close the interview course of action
» Commit on a date
Welcome
Go out to greet the person
Make small talk
Treat the person like a guest in
your home
Block ALL interruptions
 Ask

The information collecting phase of

the interview
Start with open ended questions and
graduate to more closed ended
questions
 QUESTIONING TECHNIQUE:
(GATHERING EVIDENCE)

WHAT IS QUESTIONING TECHNIQUE?

It is a planned conversation between two people to get the desired

information in a stipulated period of time.
Types of questions
Topic Openers
Probing
Reflective
Self Appraisal
Hypothetical/Situational
Leading
Multiple
Silence
Topic Openers
Examples When to ask

Tell us about the last When starting an

project that you worked interview.
on
Gives you plenty of
What would you say has information on which
been your most you can base your
successful project? follow-up questions

(Often contain the words Gets the candidate to

who, what, where, start talking freely
when, why and how)
Probing
Examples When to ask

How have you arrived When you want to ask

at the following for more detail
solution?
When you want to
What subjects did you test the depth of the
have in the 6th sem? candidate's knowlgege

What are the When the interview is

languages you have taking or rambling too
worked on? much.
Reflective
Examples When to ask

In other words… When you wish to

Are you saying… clarify or understand
Do you mean…
As I understand… When you want to tell
the interviewee that
you have understood

When you don't wish

to influence the
interviewee with your
ideas or opinions

When the interview is

incoherent
Self Appraisal
Examples When to ask

Why do you think you When you wish to

were selected as the know if the candidate
leader? is aware of his/her
own
What qualities do you strengths/weaknesses
have that should
make us hire you?
Hypothetical/Situational
Examples When to ask

What would you do These would give

if… valuable insights into
What would have the candidates
happenned if… behaviour on the job.
Can we role play this?
I'll be the client and To test specific skills
you sell this to me
To test creativity /
logical thinking
Hypothetical / Situational questions
Problem situations
–Have you ever had a problem where you had to handle
an angry customer? What happened?
–What if you were given a job to do for which you had no
skills?

Continuum
–Where would you place yourself on a continuum from
conceptual thinker to pragmatic executor?
Hypothetical / Situational questions
Comparison
– Given a choice between working for a boss who is
strong technically & another who is more imaginative &
delegates easily, who would you like to work for?
–Compare your current job with the ones we are
considering you for, in terms of challenge, satisfaction
and opportunity for success?

Future Assessment
–Where do you see yourself 5 years from today?
–How would your present employer respond when he/she
realises that you are looking for a change?
Leading Questions
Examples When to ask

We maintain the Never

highest standards of
integrity. What are They tell the
your views on candidate what you
integrity? want to hear.

Don't you think 3 They tell you little

years is too long a about the candidate
wait to be promoted?

I suppose in your job,

you have to be very
organised.
Silence
Examples When to ask

To allow the
interviewee to collect
his thoughts

To encourage the
interviewee to share
information that he
probably wants to
keep to himself
 Identifying past behaviors
• Use a structured probing strategy that elicits the most
important experiences of the candidate.

• Identify actual behaviors. Don’t let the person talk a good

game. Get behind the articulated values. Find out how they
ACTED during times of challenge and stress.

• Focus on reported actions not what the candidate says

(everyone will say that they are nice).

• Everyone knows how to present themselves, but few can

explain in detail what the right actions are.

• List the “critical actions” in advance and see if the

candidate acts properly
 Write down
 Spontaneous statements that begin with “I”

 Spontaneously articulated thoughts and feelings.

 Actions and behaviors exhibited.

• Especially to stressful and challenging circumstances.

 Notably absent actions

• During conflict, did the person engage or run?

 Ignore
 Well structured responses to specific
questions

 Answers to leading questions

 Predictable answers
Situation based techniques
 Conflict
 Controversy
 Problems
 Stress, fatigue, hopelessness
 Failure
 Success
For Example:
What was your worst day in medical
school?

What made it so bad?

 How were you feeling?
 What did you do?
 How did you act?
• Probe
• Probe
• probe
 Find
 BEHAVIOURS
• Angry? Confrontational? Conflict Averse?
 THOUGHTS
• Hateful, passive, analytical, self-assured, self-blaming?
• Internal or external locus of control?
 ACTIONS
• Do they retreat or forge ahead? Do they know when to call
on a trusted superior? Do they know how to make a
decision on their own?
Find Out
RESPONSES TO OTHERS
When they say they held their ground, what
exactly does that mean?
Probe.

DETAILS
Find out how they persuaded others, how they
acted, how they dealt with conflict?
Probe.
Talking about a situation, ask:
“How did you feel?”
They will tell you they felt fine.

Get them to admit to frustration,

anger, exhaustion.

Then find out how they dealt with it:

SPECIFICALLY
 Beware of Bias
 Contrast effect: comparing to recent candidates
 Halo effect: One extremely positive characteristic
outweighing others.
 Leniency/Severity effect (some people grade
easily, some are tough)
 Similarity effect (ie similar to ourself)
 Stereotyping
 Order effect
 Premature conclusion
 LISTENING SKILLS FOR EFFECTIVE INTERVIEWING

ACTIVE LISTENING – 3 ELEMENTS:

 HEARING
 UNDERSTANDING
 RETAINING
 ACTION
 RESPONDING BY USING THE ‘ABC’ RULE
• ACCURACY
• BREVITY
• CLARITY
 KEEP IT SHORT AND SIMPLE – ‘KISS’
KNOWING HOW TO LISTEN:
 SELECTIVE : Listening to ‘perceive’ needs
and problems
INTERACTIVE : Obtain more information about
major issues
EMPATHETIC: Demonstrate understanding
and fellow feeling

COMMUNICATION:

YOUR WORDS : 73%

YOUR VOICE : 35%
YOUR BODY LANGUAGE : 58%
 QUALITY INTERVIEWING
Some people are very successful interviewers, others are failures.
See the following for a contrast of the two.
SUCCESSES
Those who do a thorough analysis of job
requirements in advance.
Interviewers who compare qualifications
on the application with the job
requirements, prior to the interview.
Interviewers who develop a logical plan in
advance based on information required to
make a selection decision.
Those who get applicants to talk freely,
and listen while they do so.
Interviewers who adhere to equal
employment opportunity guidelines.
Those who evaluate the facts, and avoid
premature conclusions and stereotyping.
Those who make selection decisions based
on the applicant’s qualifications and ability
to handle the job requirements.
FAILURES
Those who rely on memory for job
requirements.
People who examine applications only
superficially before the interview
Those who do most of the talking and very
little listening.
Those who do most talking and very little
listening.
Interviewers who disregard the legal
implications of their actions.
Those heavily influenced by characteristics
that are not job related.
People who make job selections casually with
limited consideration of qualifications versus
job requirements.
 MANAGER’S INTERVIEW SNAPSHOT
Prepare for the Interview
Understand your company, its principles and
its benefits.
Understand the department’s positioning
within your company.
Know the basic job skills/ qualifications for
the
position.
Determine the competencies necessary for
the position.
Prepare the “Interview Evaluation Form”
Review the candidate’s resume (and
application if available) to get familiar with
his/her background.
Reserve a location free from any distractions
to conduct the interview.
Forward phone calls and arrange to have
pages covered
Develop questions in advance of interview
and ask all candidates the same questions to
ensure consistency
Provide Information to the Candidate
Describe the position –job
duties/accountabilities.
Ask the candidate if he/she understood
the organization explained by the HR.
Recruiter and if he/she any other
questions about the organization.
Describe department organizational
structure/growth potential.
Discuss how the position and company
fit into the candidate’s goals and long
term career needs.
Explain next steps in the selection
process and the notification process.
Open the Interview
Be on time to greet the candidate
Establish friendly, open rapport
through a few minutes of small talk
Set ground rules, or outline, for the
interview:
 State Objectives; outline points to
be covered
 Set specific time frame for the
interview
 Outline points your intend to
cover
 Communicate that you will be
taking notes
Ask open-ended “general interest”
questions to initiate discussion.
Note: Do not describe the position at
this point in the interview.
Candidate may tailor his/her responses
to your questions based on your
description of the position
Close the Interview
Review your notes to see if there are
any additional questions necessary
Ask if candidate has other job-related
information to add
Ask if candidate has any questions that
have not been addressed
Give the candidate your business card
Give the candidate a tour
(if appropriate)
Thank the candidate for the
information shared
Note: Hiring Manager and everyone else
on the interviewing team are responsible
for filling out an “ Interview Evaluation
Form” on each candidate.
Collect Data during the Interview
Ask the “Knock-out” factors (eg: hours
available, salary requirements, skill
levels, education, etc). Determine what
factors the HR Recruiter has already
covered
Obtain data on work history:
 Previous and current job(s), duties.
 Reasons for changing job.
 Achievements and factors for job
satisfaction.
 Type of job desired
Obtain data on level of education and
training:
 Special Achievements.
 Plans to continue.
Avoid Inappropriate or Illegal
Questions
What is your marital status?
Where were you born?
How old are you?
Do you have any medical conditions
that
could impact your work?
Does anyone in your immediate family
have major medical problem?
Are you currently a U.S citizen?
What year did you graduate?
Do you have children?
What arrangements have you made to
take care of your children when they are
sick or off of school?
Are you planning a family within the
next year?
Contd…
Collect Data during the Interview Avoid Inappropriate or Illegal Questions

Obtain data on experience : Have you ever been arrested for any
 Have candidate describe major crime? Drugs?
strengths and weaknesses as it What political affiliations do you have?
relates to his/her work. What religious holidays do you require
 Explore what candidate liked
time off for?
most/least about current (former) Do you have a car?
job. Do you own a home?
 Have candidate validate skill level

and qualifications.
 Explore candidate’s short and

long range goals.

Observe candidate’s over-all
presentation/body language.
 POTENTIAL QUESTIONS

OPEN-ENDED QUESTIONS
 Why do you wish to leave your current job? OR
Why did you leave your last job?
 If they’re were two things you could change about your current
(or last) job, what would they be and how would you change them?
 What is the ideal job for you?
 What do you know about Company? What did you know about
our industry?
 How did you find out about this job?
 What do you enjoy most about your current (or last) job?
What do you enjoy least about your current (or last) job?
Contd…
OPEN-ENDED QUESTIONS

 What have you done to become more effective in your

current job?
 What special skills or knowledge did you need to perform those
duties you just described?
 In what kind of work environment are you most comfortable?
 What motivates you?
 What other functional day-to-day activities are you involved in
that we haven’t discussed?
 How did you handle your biggest career disappointment?
 If you are hired for this job, how will you approach the
first 30 days?
 What questions did you have about the job and/or working
for your Company?
CLOSE-ENDED QUESTIONS

Do you prefer working alone or with others?

What hours are you available?
What is your current salary?
What are your salary requirements?
Are you available for out-of-town/overnight travel?
Are you willing to relocate?
BEHAVIORAL QUESTIONS

 Describe for me what a typical day looks in your cuff eat

(or past) job?
 Tell me about your experience in working on teams.
 Tell me about a situation in which you had to get around a
major obstacle to complete a project.
 Tell me about a decision you made that affected other
departments. How did you alert them to your decision?
 Under what conditions do you work best? What changes have
you experienced in your current position and how did you
adapt?
 Describe a time when you recommended technological,
staffing, or philosophical changes at work. Were they
adopted? Why or why not?
Contd…
 How do you stay up to date/informed about industry
trends/competition?
 Name one recent success you’ve had in dealing with a customer.
How did you accomplish it?
 Give me an example of when you had to deal with an irate customer.
How did you respond and what was the result?
 Think about your most successful relationship with a customer.
What did you do to develop and maintain that relationship?
 Tell me about a task you took on, but did’nt have all the requirement
technical skills for it. What methods do you use to keep track of
your activities and results?
 Tell me about a time when you worked on a special project assignment
with a team of people. What made the team successful?
What made it unsuccessful?
Contd…
 Think of a manager with whom you worked most effectively.
What were the attributes of the person?
 Tell me about a time when you changed your interpersonal style
to fit the needs of your team/manager?
 Tell me about a major challenge that you have undertaken within
the last year. How did you handle it?
 What do you do when you have a great of work to accomplish
in a short time span? How have you reacted?
Managing the interview
 Managing an interview
Smile, lean forward, look interested
Listen actively
Use prompters, maintain eye contact
Give non judgemental responses
Be encouraging
Avoid getting into debates with the candidate
Keep the mood relaxed and conversational
 Managing process problems in behavioural event interviewing

S.No Problem Recommended Solution

1 Interviewee can’t think of an event to Repeat the question.Then

talk about
2 Interviewee digresses
3 Interviewee seems
nervous,uncomfortable
4 Interviewee talks too fast or gives
scattered information
5 Interviewee seems reticent
6 Interviewee says he/she can’t
remember his actual words in a
conversation
remain silent
Interrupt: “I wish we had time
to talk about that. Can we go
back to…”
Suggest a break, get coffee or a
coke together, and make small
talk
Interrupt: ‘Let me slow you
down. Could you go back
to…?’
I don’t’ need to know people’s
names
“Just give me the flavour of
what you said.”
The role of intuition
Intuition is defined as the direct knowing/learning of
something without conscious use of reasoning
The weight of intuition in a decision is dependent
on your belief in it
Verify your intuition:
–Never ask leading questions
–Ask questions that would verify or refute your decision
Evaluating the Interview
Note pleasant and unpleasant qualities. Are
these criteria?
Evaluate: information seeking, listening,
understanding, concern for others,
teamwork, cooperation, initiative, “internal
locus of control,” motivation, achievement,
response to adversity.
Conclusion
• A behavior-oriented approach, structured to
identify the candidate’s specific and
demonstrated characteristics, will give you
the clearest picture.
• Attend to behaviors (not characteristics) that
the candidate reportedly has exhibited and
has not exhibited.
• Match these to your criteria.
The decision making process
Candidate job profile
Your notes
Balance Sheet
OBSERVING BODY LANGUAGE
BODY LANGUAGE

1.What is body language?

2. Who speaks this language?
3. How is it relevant to ENGLISH?
What is body language?
1. Communication expressed nonverbally by
the body.

2. Spoken by all human beings.

3. Learnt from infancy.

When Does Our Body Talk?

When awake it NEVER STOPS !

Each Part of Our Body Talks

Face
Shoulders
EVERY
Arms
PART
Hands
Fingers
TALKS!
COMMUNICATION THROUGH
EYES…
Nonverbal communication is always revealed through the
eyes.
Normal eye contact means communication is open.
Looking down indicates rejection.
Avoiding eye contact suggests that the person is not
comfortable with the conversation’s topic or the other
person.
Stares can indicate dislike.
A person may be sincere if the eyes move upward when
discussing stories about the past, for eyes move upward to
retrieve information.
However, if the eyes move side to side when recalling
information, the person is likely to be lying.
YEAH OR NAY…
Nonverbal communication indicates whether one
approves or rejects the message.
If the speaker shifts positions, and the listener
shifts to match the speaker’s position, he is
silently signaling approval.
In contrast, rejection positions include folded
arms, crossed legs, or body turned away from the
speaker.
What does our body express?
FEELINGS and EMOTIONS

ADJECTIVES !

Short MESSAGES
How can body language be
interpreted?
 Chaplin - the master of body
language!
It’s best to start positive…..

You are so
Charlie, Lovable
you’re so bashful
dear! !
Chaplin isn’t ANGRY he is…..

And also
Furious!
beware!
Chaplin expresses his FURY with his entire body.
Two opposing expressions.

Aggressive Pitiful
 Astonished and Fearful Eyes

1 2
Adjectives to Express Emotions

astonished gay and merry

pitiful
disappointed fearful
aggressive hesitant

lovable bashful
furious
What emotion is Chaplin
expressing?

Disappointed
And by the way GAY still means
GAY and MERRY
Hesitant
happy are we!
in English!