INTERVIEW PROCESS

Manoranjan Dhal
TYPES OF QUESTIONS

1. Rapport-Building
2. Closed Ended
3. Open Ended
4. Non-Questions
5. Probing Questions
COMMUNICATION PROCESS IN
INTERVIEWING
•Build rapport
Listen to Reflect •Confirm/clarify
understanding of
•Provide information candidate’s answers
about company, team , •Create conversational
and job tone
•Sell the company •Reduce candidate’s
•Help candidates assess anxiety
the job opportunity

Tell Ask

•Gather Information
•Begin to understand the candidate’s point
of view
•Elicit self-assessment
•Demonstrate your interest in the person’s
message
INTERVIEW STRUCTURE

OPENING BODY CLOSE

•Greet the •Gather behavioural •Clarify next

candidate evidence steps
•Establish •Describe the •Thank
rapport position candidate for
•Give agenda •Answer Questions time and
•Sell as appropriate interest.
TIMING
% Time Minutes**

Opening 5% 3

Gathering Information 70% 42

Sharing Information 10% 6

Candidate’s Question 10% 6

Closing 5% 3

** The above time estimates are based on a 60-minutes interview

 CLOSING

 Thank candidate for his/her time

If No  Indicate will notify if 2nd interview is needed

 Thank Candidate for his/her time

If May be  Express interest without commitment
 Tell candidate when you will be in touch

 Thank Candidate for his/her time

If Probable  Inform candidate of your high interest level
 Do not make on-the-spot- offer
 Inform candidate of selection timeline
MISTAKES TO BE AVOIDED WHILE
EVALUATION
 Halo effect – influence of specific rater’s quality
 Stereotyping – tendency to generalize across
groups
 Similar-to-Me effect – resemble to themselves
 Contrast Effect – comparison with other individual
 First Impression – Initial positive or negative
judgment
 Leniency Error – high rating to all
 COMPETENCY WORKSHOP

Prof. Manoranjan Dhal

9
JOB DESCRIPTION
 It is the written records of task, duties and
responsibilities (TDR)
 For top management it may be the description of
the business goals and objectives
 For operational level it may be listing of specific
duties performed, equipment used and procedure
followed
JOB DESCRIPTION
 Job title (Designation)
 To whom you Report to (Title)

 Who reports to You (Title)

 Why does your job Exist? (Purpose of the

Job)
 List of Duties and responsibilities
ADDITIONAL JOB INFORMATION
 Working conditions and physical environment
 Mental environment

 Social environment

 Tools, instruments and machines used

 Major challenges and critical incidents of my job

 List of manuals, regulations, laws, and policies you

must comply to perform your job
 Issues you refer to your supervisor prior to taking
any action
 If you supervise others what issues are referred to
you and what action do you take? 12
OBJECTIVES OF JOB DESCRIPTION

 Efficient organization of job

 Proper recruitment and staffing in the organization
 Assigning jobs to people by communicating to them their
duties and responsibilities
 Reviewing performance
 Improving performance through appraisal and training
 Reward
PERSON SPECIFICATION
 Attributes of a person in terms of education,
training, experience, abilities, skills and aptitude
required to perform a particular job.
 Soft skills – interpersonal skills, analytical ability,
problem solving skill, decision making skill
 Age, physical fitness
 A RELOOK AT THE JD
HIGH

LOW HIGH
FREQUENCY FREQUENCY
& HIGH & HIGH
IMPORTANCE

IMPORTANCE IMPORTANCE

LOW HIGH
FREQUENCY FREQUENCY
& LOW & LOW
IMPORTANCE IMPORTANCE

LOW HIGH
FREQUENCY
RELOOK AT YOUR JD
 Is your JD defined in details?
 Do want to improve it further?

 Benchmark it with O*net

WHY COMPETENCY

17
 COMPETENCY
 https://www.youtube.com/watch?v=2_uZ8AZfPTU&t
=69s
 What is Competency

Competency refers to skills and

knowledge that leads to superior
performance
Competency distinguish between
poor performance and exceptional
performance
Improves employee’s
effectiveness at work
 COMPETENCY ICEBERG MODEL
A person’s
ability to do
something well Information that
a person uses
in a particular
area

A person’s view
of self, identity,
personality,
worth.

A typical aspect
of a person’s
behaviour, e.g.
good listener
A drive, (underlying
need for
achievement,
affiliation or power) Values
SAMPLE OF COMPETENCIES EMPLOYERS
SEEK

Communication Leadership

Critical Thinking Manage Change

Ethics/Social Responsibility Self-Managed Learning

Information Technology Teamwork

Interpersonal/Diversity Technical Knowledge

 Communication
Expressing one’s needs, wants, opinions and preferences without
offending the sensitivities of others. Listening with objectivity and
clarifying messages, giving feedback, receiving feedback effectively.

Critical Thinking
Analytic: Critically evaluating data. Identifying and defining problems,
identifying probable causes, and coming up with suggestions for a
solution.
Conceptual: Being able to think in abstract terms, to see the ‘big
picture’ and understand how the various parts of an organization and
idea can fit together. Making decisions. Judging under uncertainty.

Ethics/Social Responsibility
Defining and practicing ethical behavior in difficult situations.
Considering the impact of one’s actions and decisions on others, both
inside and outside one’s organization.
 Leadership
Facilitating groups in the decision-making process. Implementing sound
decisions. Remaining flexible with decisions. Explaining unpopular decisions to
others. Using effective coaching skills with peers/subordinates.

Managing Change
Managing change within oneself and organizations. Understanding controlling
forces in the environment that affect global change (e.g., customers,
governments, global trends, competitors, employees and society as a whole).

Self-Managed Learning
Actively identifying new areas for learning; regularly creating and taking
advantage of new learning opportunities. Being self-directed and self-
motivated.

Team Work
Active participation in, and facilitation of, team effectiveness. Being aware of
the effect of one’s behavior on others. Acknowledging other team members’
concerns and contributions. Collaborating on projects.
 KNOWLEDGE
This factor measures the knowledge or equivalent training required to perform the job duties.

1st Degree
Use of reading and writing, adding and subtracting of whole numbers. Following of instructions: use of fixed
gauges, direct reading of instruments and similar devices where interpretation is not required

2nd Degree
Use of subtraction, addition, multiplication, and division of numbers including decimals and fractions, simple
use of formulas, charts, schedules: use of adjustable measuring instruments, checking reports and forms,
records and comparable data where interpretations is required

3rd Degree
Use of mathematics with the use of complicated drawings and specifications: various types of precision
measuring instruments. Equivalent to one to three years applied trades training in a particular or specialized
occupation

4th Degree
Use of advanced trade mathematics equivalent to complete accredited apprenticeship in a recognized trade
or occupation or equivalent to two year technical college education

5th Degree
Use of higher mathematics involved in the application of engineering principles together with comprehensive
knowledge of theories and practices of various engineering fields equivalent to complete four years of
technical education or university education.
 INTERPERSONAL SKILL
Develops and maintains a friendly rapport with others; demonstrates a sensitivity to
their feelings; respects the dignity of others and responds with empathy to their own
sense of self-worth

1st Degree
Demonstrates the ability to get along well with subordinates, managers, and peers; strives to
achieve work group objectives. Can express own ideas, thoughts, and feelings and considers the
needs, ideas, and feelings of others.

2nd Degree
Demonstrates the ability to apply factors of effective listening, on a one-to-one basis, such as
displaying interest, not interrupting when another is speaking, and withholding judgments.
Consistently provides honest (both positive and negative) feedback and provides constructive
criticism when appropriate.
3rd Degree
Demonstrates the ability to consistently consider and respond to the needs and ideas of others
which encourages and stimulates further communication. Effectively listens in group or one-to-
one situations involving distractions, stress, complex information, or when the person speaking is
emotional/distraught. Creates/maintains a positive working environment that encourages
expression of thoughts, ideas, and feelings.
CONDUCTING A COMPETENCY
ANALYSIS
 JOB OBSERVATION
 Describe what they are doing
 Record their response in details
 INCUMBENT INTERVIEWS
 Key responsibilities
 Types of problem they need to solve
 Interactions they need to have with others
 The most difficult part of their job
 Skills and abilities they feel are necessary for
success 26
CONDUCTING A COMPETENCY
ANALYSIS
 CRITICAL INCIDENT MEETINGS
 Examples of demonstrated highly effective and
highly ineffective behaviours
 Traits that distinguish high performers and low
performers
 COMPETENCY VISIONING MEETINGS
 Meet the people who are ‘visionaries’
 Hire for tomorrow
 Determine the knowledge, skills, abilities,
motivations and other requirements needed to
27
accomplish those tasks.
HR COMPETENCIES Now
 Functional Technical
 HR Planning and Staffing
 Performance Management
 Earlier  Training and Development
 Talent Management
 Business Knowledge  Compensation and Benefit
 Personal Credibility  Managing Culture, Design and
Change
 HR Process Expertise  ER and Labor Laws
 Change Management  Building HR Strategy
 International HRM
 Diversity Management • Functional Behavioral
 Relationship Management  Service Orientation
 Personal Credibility
 Financial Perspective
 Execution Excellence
 Strategic Thinking and • Generic Behavioral
Alignment  Strategic Thinking and Alignment
 Change Orientation
 Service Orientation  Networking Management
 Execution Excellence • Generic Technical
 Business Knowledge
 Employee Relationship
 Financial Perspective
Levels of Competency
 FUNCTIONAL BEHAVIOURIAL

SERVICE ORIENTATION
Ability to imbibe, demonstrate and role models readiness to respond with empathy

Basic Competent Advanced Expert

•Participates willingly • Offers to be part of •Leverages •Reengineers

in problem-solving the solution when technology to processes to add
•Uses standard problem surfaces expedite processes value.
Operating procedures •Continuously •Inculcates a service- •Institutionalizes the
•Takes feedback for improves procedures mindset in people “moments of truth”
improvement and processes •Continually • Sets and improves
•Fixes problems when •Invites feedback and researches for benchmark for service
approached. makes corrections process improvement excellence
•Takes ownership for •Rewards and •Creates many
delivering value reinforces service customer champions
mindset
 FUNCTIONAL BEHAVIOURIAL

PERSONAL CREDIBILITY
Ability to demonstrate high integrity in personal and professional transactions

Basic Competent Advanced Expert

•Meets team targets •Ability to withstand •Creates a culture of

• Meets deadlines •Accepts pressure from openness
•Demonstrates responsibility for supervisor / peer •Role model for
emotional control team’s mistakes group organizational values
•Accepts mistakes •Avoids bringing •Balances employee •Willing to advocate
personal bias advocacy with and push unpopular
•Avoids exaggeration organizational needs
•Represents both initiatives
•Prepares well before •Demonstrates
communication sides of a conflict
mastery over
functional knowledge
•Demonstrates …..
Flexibility
 FUNCTIONAL BEHAVIOURIAL

EXECUTION EXCELLENCE
Ability to consistently deliver on time on commitments to internal and external customers

Basic Competent Advanced Expert

Demonstrates ability •Comprehensively •Balances multiple • Creates an

to effectively track prepares project plan projects organization culture of
routine jobs •Sets up / implements •Optimizes between execution excellence
•Able to prioritize review mechanism resources and gains by emphasizing
multiple jobs •Deals firmly with •Benchmarks with the importance in all
•Clarity on objectives underperformance best on execution internal forums
•Shows attention to •Rewards / motivates parameters like •Focuses on few key
detail team members recruitment cycle initiatives.
•Constantly works on •Leads Quality times, cost of •Innovates new HR
cost reduction projects on improving recruitment, response service delivery
HR execution times for employee processes and
•Participates in queries mechanisms that
Quality projects crash cycle times
improving execution •Selects and
champions areas •Reviews and guides
within HR processes Quality initiatives in
that need Quality improving execution
projects at all levels
 GENERIC BEHAVOURIAL
STRATEGIC THINKING & ALIGNMENT

Ability to make directional choices and balance between present and future - takes a long term
perspective into account
Basic Competent Advanced Expert

•Understands •Appreciates the wider •Able to discriminate •Articulates key building

organizational Vision business context of the between strategic block initiatives for the
and Values present and future investment and future with action plans
•Demonstrates sufficient •Invests in building discretionary expenses •Willing to take
domain knowledge for future competencies •Participates actively in calculated risks for
catering to immediate needed in the team development initiatives future gains
business needs •Ignores short terms as a trainer/ advisor •Tracks environmental
•Invests time in building gains that can have •Measures and tracks trends to take urgent
expertise for future consequences in the people competencies at immediate survival
business needs long terms, like an organizational level measures and long term
recruiting numbers at sustenance.
the cost of quality
 GENERIC BEHAVIOURIAL
NETWORKING MANAGEMENT
Ability to develop effective relationships with internal and external forums and bodies

Basic Competent Advanced Expert

•Expresses views openly •Interacts with other •Utilizes business • Creates a culture of
•Demonstrates functions/ teams relationships for new collaboration through
sensitivity to others by •Harmonizes opportunities advantage specific reward
listening without relationships within own • Leads initiatives for mechanisms
interrupting, team by surfacing and breaking organizational •Leads integration
acknowledging etc resolving conflicts silos activities in
•Discusses to resolve •Leverages •Creates teaming mergers/acquisitions
issues partnerships in awareness and role clarity • Creates “early
•Networks with peers increasing HR across the organization warning” systems and
and team effectiveness •Establishes contacts and mechanisms like
•Does not defend/attack • Participates in cross relationships at regular surveys and
in meetings functional projects industry/functional forums company wide indexes
to spot relationship
breakdowns
•Able to influence
policy decisions by
leading industry forums
 GENERIC BEHAVIOURIAL
CHANGE ORIENTATION

Ability to diagnose, design and deliver change processes for organization culture transformation and
individual development
Basic Competent Advanced Expert
•Understands the core • Leads change •Enlists support for new •Creates blue print for
business processes and initiatives at the initiatives from top organization change
need for change departmental level management management
•Demonstrates •Questions status quo •Effectively manages
familiarity with change for team processes resistance to change •Constantly tracks
management principles •Encourages teams to •Encourages out-of –box inflection points in the
and concepts proactively identify creative thinking through environment like sudden
•Demonstrates issues instituting forums for dip or upsurge in people
willingness to change at •Equips teams with brainstorming etc demand, legal
a personal level problem solving tools •Nurtures new ideas and requirements etc
•Re-orients self quickly and techniques steers them from vested
to new situations •Exhibits tolerance for interests to prevent •Creates self-aligning
errors in new endeavors infantile mortality and quick correcting HR
systems and processes
 GENERIC TECHNICAL

FINANCIAL PERSPECTIVE

Ability to understand and demonstrate financial acumen in all HR and business transactions

Basic Competent Advanced Expert

•Participates in •Focuses on value •Participates in

•Has a feel for budget exercises for creation organizational
numbers HR. •Translates HR scorecard exercise
•Spends within budget •Has good policies as value •Creates top line
•Understands understanding of drivers. impact through HR
financial terms used financial parameters •Compares industry policies
in business •Does cost-benefit benchmarks for •Sets industry
analysis for employee costs benchmarks in
discussions employee costs
 GENERIC TECHNICAL

BUSINESS KNOWLEDGE
Ability to understand business including customers , markets and business models
Basic Competent Advanced Expert

•Understands markets •Articulates the markets •Understands the •Helps create

catered by business and rationale behind competitive pressures competitive advantage
•Shows an overview •Understands the operating in the market for the firm
knowledge of products business logic behind •Differentiates the value •Facilitates
& services the choice of products proposition behind the understanding of firm’s
•Names a handful of & service portfolio products & services strategic intent behind
key customers serviced •Recognizes the portfolio vis-à-vis what product portfolio.
by the firm complete customer competition offers •Participates in
•Demonstrates a base being serviced by •Understands business customer-related
limited or no the firm needs of customers as business reviews
understanding of the •Understands the relevant to firm’s •Influences moving up
business model business model business the value chain along
adopted by the firm •Supports business the business model
model effectively
COMPETENCY MAPPING
Employee 1
Required competency level Existing competency level

3
Knowledge of target group
3 3
3
Knowledge of structure & procedural
Leadership
guidelines service rules
2.5
2 2
2
3
Knowledge of educational
Reporting ,Documentation,Drafting 1.5 curriculum design and delivery
2 2
1

0.5
Communication( both english &
malayalam)
People Management
3 0 2 3
Presentation,persuasion and
listening

2 2
Monitoring & Evaluation Decision making
3

2 2
2 Organisng ,coordination ,liasoning
Time Management
and networking
3 3
IT skills

3
COMPETENCY MAPPING
Employee 2
Required competency level Existing competency level
3
Knowledge of target group
3
3
Knowledge of structure & procedural
Leadership
2 guidelines service rules
2.5
2 2
2
3
Knowledge of educational
Reporting ,Documentation,Drafting 1.5
1 curriculum design and delivery
2
1

0.5
Communication( both english &
malayalam)
People Management
3 2 0 2
Presentation,persuasion and
listening

2 2
Monitoring & Evaluation Decision making
3

2
2 Organisng ,coordination ,liasoning
Time Management
and networking
3 3
IT skills

3
Thank You

40