Search Course Catalog (21 Courses Found)

Based on Best-Selling More Than a Gut Feeling IV! Let’s be honest… a lot of hiring gets done based on nothing other than a gut feeling. Assumptions. Intuition. And a lot of employee turnover results because that gut feeling, that assumption, that intuition just wasn’t very accurate. If you’re like most managers, one of your greatest fears is that you’ll hire the wrong person. You want to hire the person who, ultimately, will be the most successful in the job. You know that your operation will function more smoothly and will be more productive if the right person is in the right job.

New Micro-Learning! In order to properly evaluate a candidate for an open position, it is important that you maintain control of the job interview. Establishing and maintaining control requires, in addition to good questioning techniques, effective listening skills to know when to redirect the conversation. This is an important component of behavior-based interviewing.

New Micro-Learning! In a behavior-based interview this is achieved by using a structured interview that organizes questions under job skills, or competencies. The clarifying actions and outcomes strategy should be used when a candidate provides an answer that involves team effort or uses the word “we.” Asking for clarification on specific actions that the candidate had taken and the outcomes or results of those actions is important for getting the whole picture.

New Micro-Learning! Past behavior is the best indicator of future performance! This means asking focused questions that prompt the candidate to talk about past job experiences in very specific detail. Asking the right questions is your single best way to get the right kinds of information during the interview—the kinds of information that will lead you to the best hiring decision.

New Micro-Learning! Effective behavior-based interviewing is all about creating a process. Probing questions are the ones to ask when you need more specific information or more focused information. Always keep in mind that your probing questions need to be directly related to the technical and performance skills you previously identified in the interview.

New Micro-Learning! What many successful interviewers have found is that the way in which a person handled a specific situation in the past gives you valid information about how that person will approach a similar situation in the future. This is the foundation for behavior-based interviewing. Once you understand this concept, you can plan to ask the kinds of questions that will give you the information you need to make good hiring decisions.

New Micro-Learning! Hiring the right person the first time takes more than a gut feeling. It takes planning and preparation. The result? You will be able to interview and evaluate candidates in such a way that you get the information you need to identify the right person for the job.

Keeping interviewers up to date on legal interviewing practices is invaluable to your organization. Court costs and legal fees as well as time off the job can cost your organization both money and bad publicity. This course is designed to educate you on how to create and ask legally defensible pre-employment questions based upon a structured behavioral based interview that will help you hire the right person and stay out of court.

Hiring employees can be an expensive and lengthy process. Managers are often in a hurry to fill vacant positions in order to maintain the productivity of their departments. They are usually so focused on getting the position filled, they may not realize they have asked an inappropriate interviewing question. Keeping interviewers up to date on legal interviewing practices is invaluable to your organization. Court costs and legal fees as well as time off the job can cost your organization both money and bad publicity.

New Micro-Learning! When an interviewer begins to get a one-sided impression during a job interview, they tend to ask questions that will further confirm that impression. The reverse is also true. When an interviewer thinks a candidate has all the wrong skills or behaviors, they tend to ask questions that confirm the impression. To prevent these common interview issues, the interviewer needs to ask for contrary evidence.