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  • Book Overview & Buying The Manager's Guide to Conducting Interviews
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The Manager's Guide to Conducting Interviews

The Manager's Guide to Conducting Interviews

By : Stephen Walker
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The Manager's Guide to Conducting Interviews

The Manager's Guide to Conducting Interviews

4 (2)
By: Stephen Walker
Buy this Book

Overview of this book

Table of Contents (9 chapters)
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The Manager's Guide to Conducting Interviews
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The Manager's Guide to Conducting Interviews
Credits
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Credits
About the Author
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About the Author
About the Reviewers
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About the Reviewers
Preface
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Preface
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1
Before the Interview – Preparing and Practicing
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Before the Interview – Preparing and Practicing
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Determining the job specification
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Gathering information from Human Resources
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Managing the interview
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Keeping it legal
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Preparing yourself
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Preparing your opening speech
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Switching to performance mode
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Prepare the candidate
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Summary
2
Starting the Interview – Greeting and Settling
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Starting the Interview – Greeting and Settling
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Making introductions
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Observing the candidate
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Summary
3
Conducting the Interview – Questioning and Scoring
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Conducting the Interview – Questioning and Scoring
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Hire for attitude, train for skills
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Active listening
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Avoid illegal notes
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Avoid thoughtless or unplanned remarks
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The Interview Simulator
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The closing question
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Checklist
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Summary
4
After the Interview – Agreeing and Deciding
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After the Interview – Agreeing and Deciding
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Review your candidate scores
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Setting minimum acceptable skill scores
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Reaching a consensus with the panel
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Making the shortlist
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Supporting evidence
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Special adjustments
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Checklist
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Summary
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Good luck!

Review your candidate scores

Inexperienced interviewers have trouble with the calibration of their scoring. It is important you remember that you are making a comparative judgment, not an absolute one. The score sheet you are using will usually weight some skills more heavily than others: they are more important to the job performance. It is perfectly acceptable to choose a high scoring candidate overall who has a low scoring relatively minor skill.

You may remember in the Interview Simulator that I recommended mid-range scores particularly for the first candidate. You needed to avoid scoring a 10 when the next candidate might be even better! You need substantially justified reasons to score in the extremes. This will come with experience of interviewing. You just have to leave yourself some room to score above or below.

In this section, you will learn how to:

  • Tap into your intuition regarding the scores

  • Understand why your intuition is grumbling

  • Review your scores

  • Take your grumbling intuition...

CONTINUE READING
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The Manager's Guide to Conducting Interviews
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