319 lines
8 KiB
Org Mode
319 lines
8 KiB
Org Mode
:PROPERTIES:
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:ID: 93027c33-dcf8-4bda-8aee-60f507e0ff4a
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:END:
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#+TITLE: interview certification
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#+Author: Yann Esposito
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#+Date: [2021-10-20]
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- tags ::
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- source ::
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* Probing
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** Get Specific
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- Who? Why?
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- Differential Exposure vs Expertise?
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- Participant vs Owner/Leader?
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- Involved at Start vs End?
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Digging, if people don't like to dig, that's a good indicator of not
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showing the complete truth.
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* Predict on the job Succes
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** Applying our Interview Techniques
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How to get evidence?
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Skills & Knowledge
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Attributes
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Achievements
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Motivation
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*** Do not ask
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"Are you good at X? Oh great."
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or
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"I see you you've got 4 years of xp using X, so you're good. Yes?"
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*** Instead
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- Value your expertise on this skill.
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- How X works?
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- Why did you choose to use X?
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.
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*** Question beyond behavorial
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Tell me about a time...
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** Using Situational Technique to learn Skills
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*** the key
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Get them to demonstrate their skill or knowledge for you.
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Not talk about it, but show you!
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* Biases
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** Do's and Don'ts
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** Some Biases Show up Well before Interview
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- profile bias (consulting, military, gaps in employement)
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- job descriptions
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*** Typical
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- first impression
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- Halo effect (find it friendly)
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- Contrast error (totally different from the guy you fired)
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- Cultural unfamiliarity (eye contact in US, we vs I)
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- Gender bias
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.
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** Overcoming bias
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*** How to overcome bias?
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1. don't make assumptions
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2. focus on evidence gathering not gut feel
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3. try to screen people in, not out
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4. compare this candidate to your hiring standard, not other candidates
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5. be aware of cultural issues - team confidence, open disagreement/respect
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.
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** Best practice for keeping bias at bay
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*** out of your process
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1. phone screens
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2. structured, multiple interview process with diversity
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3. weight problem solving/situational question more heavily
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4. defined attributes (not "culture" fit)
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5. trained interviewers and interviewing tools/guides
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* Are these question legal?
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** Pop Quiz
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-"most countries"
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1. can you pronounce your last name for me.
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2. Where are you from? *Illegal*
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3. What's your favorite book? *dangerous*
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4. Are you able to work late and travel for more than 3 days? ok
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5. You look pretty healthy, but you never know - any chronic illnesses? *Illegal*
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6. Yes, those are pictures of my 2 kids - do you have kids? *Illegal*
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7. When did you graduate from university? *dangerous*
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* Illegal Questions
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** Do not allow discrimination
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- race
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- age
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- gender
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- religion
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- national origin
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- marital status
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- pregnancy/child status
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- political (in France)
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.
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** Disparate Treatment
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*** Be careful with age and gender
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- If Age = old, then Test = yes
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- Make sure we ask women about their ability to travel.
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** Lunch-time interviewing
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You are still interviewing; NO
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Still not appropriate to ask about religious background, personal life, etc...
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** Personal Story
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- Vlastelica
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People tried to break me.
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2-days of interviewing.
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Head of global recruiting.
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I was really excited about the interview.
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An HR guy, really understood the legal/illegal.
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What kind of name is Vlastlica anyway?
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Its Croatian.
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It happens.
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So don't do this. It's illegal.
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** Focus on the hiring criteria
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*** Bottom Line
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If it is not job related, don't ask it.
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* Creating Great Interview Process
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** How long is a typical interview process?
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Alignment & Sourcing/ phone interview/ onsite interviews/hiring decision.
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Week 5
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*** Getting aligned with your recruiter/HR Rep
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Candidate profile/process/roles/timing
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*** Candidate Experience
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- too fast
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- too slow
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- just right
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*** Personal Preparation
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**** know before you go
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- job criteria
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- candidate background
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- prepared questions and techniques
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.
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**** Hiring Criteria
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- Skills & Knowledge
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- attributes
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- achievemnts
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- motivation
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.
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**** Candidate background
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- review CV/Resume
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- Identify areas to explore
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- achievement/claims
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- skills/expertise
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- red flags
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- source (referral?)
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**** Prepared Questions
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- Behavioral Interview Questions
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.
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**** How many interview rounds?
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- phone interview
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- onsite interview (1 day)
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- decision debrief
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.
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**** How long an interview last?
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- Generaly 30-45 min for phone screen
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- 45-60 for an onsite interview
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- longer for hiring manager
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- shorter for HR
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- certain techniques take longer
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- case studies, presentations, demonstrations
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.
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**** How many interviewers?
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- 12 people? difficult to agree.
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find the right number (generally about 4 to 5)
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.
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**** Focus area for on-site interviews
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***** Get depth and breadth from your process
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Skill
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***** Focus area
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- Investing time - upfront -defining interviewing structure
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schedule faster
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Do this per job opening, not per candidate.
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***** Who should interview
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**** Alignment meeting with interviewers
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***** Know before you go
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Discuss about the process, what we are looking for responsibilities of
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everyone.
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- performance expectation
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- hiring criteria
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- interview process
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- selling
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.
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* Making Great Hiring Decision
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** Making Evidence Based Decision
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** Comparing Candidates
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*** How many candidates should I see?
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- how many candidates do I need to see to make a decision?
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- compare to hiring bar, not candidate bar
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.
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*** Comparing candidate
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Make sure you don't just hire the best of the worst.
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Compare to the bar. Must meet the bar.
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*** Compare candidate by category
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skill/achievement/motivation
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** Rating your candidate
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*** 4 point scale.
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Strong hire, hire, no hire, strong no hire.
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- Strong Hire: 75th percentile, raises the bar
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- Hire: 50th percentile, meets the bar, qualified, good match
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- no hire: unqualified, lack key skills, below 50th percentile
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.
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** Making tradeoffs
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- Skills & Achievements
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- Attributes & Motivation
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What's trainable?
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Why do people quit?
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Why do people get fired?
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*** Case for Hiring imperfect candidates
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- why would someone who's perfect qualified want this job?
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- WIIFM? (What's in it for me?) new things to learn? career move?
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.
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** Decision Making Models
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*** Decision Making Models
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- team-based vs hiring manager decision
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*** Debrief Meeting - Making a team decision
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- they schedule
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- remember your candidate's expectations on next steps
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- debrief discussion brings a quality decision
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- calibration and learning
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Cancel if decision already made, or post-mortem.
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*** Who should be included?
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- hiring manager
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- hr and recruiter
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- interviewers
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- direct reports?
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- Phone screener?
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- referrer?
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.
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*** Who ultimately decides?
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Hiring manager ultimately decides.
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- not necessarily a democratic vote.
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No surprises: let interviewers know the rules before they interview.
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* Selling Candidates
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** Intro to Selling Candidates
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What do you emphasize when you sell your job to a candidate.
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What should you emphasize?
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- Influence and Education.
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- What they want to buy?
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- not all candidates are motivated by the same things.
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- not all candidates will be a good match for your company "this place is
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not for everybody"
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*** Compelling Offering
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What can you offer a top performer?
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- anything better/different than what they have now?
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- Why?
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- What is it for me?
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.
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*** Know before you go
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Don't be naive or delusional!
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Not everyone is dying to work at your company
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Top performer have lots of options.
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** Motivators of top-performers
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*** What do top performers want?
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- what brought you here?
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- what keeps you here?
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- what might lure you away?
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*** What do you think top performers would say?
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- why did they join?
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- what keeps them engaged?
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- what might bring them away?
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*** Recuiting toolbox hierarchy of top candidate needs
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- A-Player talent hierarchy of needs money, retirement contributions, free cokes.
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- nice colleagues, work-life balance
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- Challenge / Learning / Impact
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*** Not all candidate want the same things
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Money, recognition, job purpose, management, work-life balance, stability, etc...
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** Selling a specific candidate
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*** Selling THIS candidate
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- you need to know more than just general
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- what's important for them
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*** Sample Questions and Signals
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**** Questions
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- what do you hope be the same or different?
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- what you want to learn?
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- achieve your career goals in next 2 yrs
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- problem do you love to solve?
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**** Signals
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- alive during the interview?
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- examples from the past. Real impact.
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- When you described the job problem, culture, how did they react?
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- did they ask questions? good sign.
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** Your Turn
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