February 18, 2019Read More
Judging people within the small window of opportunity that is the interview process is a skill that improves with time and experience. Regardless of the industry you work in or that you made the wrong decision. When recruiting people for key positions within your company, you may well have to make an important decision in a relatively short space of time. A CV can only tell you so much; it is the interview process which often determines the crucial decision. But how do you make the right choice within such a limited space of time? The key is to plan and manage the interview correctly to make the most of the time that you have. This short tips have gone through the initial shortlist process either yourself or by using a reliable recruitment company such as Precision People. Needle in a haystack Choosing the wrong person can cost a business dearly in terms of time, productivity and money. Being able to match the right candidate to the right position is a real skill - developing an instinct for making the correct decision does come with time and experience. However, if you have the responsibility for selecting personnel for your company, there are many simple, practical things you can do to make the process a productive one. Getting to know the candidate The interview process isn't just about firing questions at the person sitting opposite you. It takes preparation, planning and skill to draw out the best in a nervous candidate within the time limitations of an interview. The key thing to remember is that you are trying to get this person to talk about themselves, what they have done in the past and what they want to do in the future. The more detail you have, the easier it is to make an informed decision. Here are 24 Interview Tips to Make Sure You Hire the Right Candidate. Planning 1. Planning is the foundation of so many things so plan the interview carefully. After all, you only have a short time to gather all the evidence you need, so make the most of the time that you have. Go through CVs thoroughly, make notes and highlight questions. Ensure that you have decided what information you want to get from the interview and devise a structure that will help you get it. Feedback 2. People behave differently with different people, so ask your receptionist for their feedback. How did the candidate behave in the reception area? Were they polite to you and reading the company literature or were they talking loudly on their mobile phone to a friend? Ask any of your trusted colleagues who may have come into contact with an interviewee for their thoughts. . Privacy 3. Set the scene by preparing the environment for privacy. You need to ensure that you won’t be interrupted so divert your phone and put a notice up on the door ‘interview in progress’ if you need to. Think about how the room will be laid out – will a desk between you create a barrier and how will chairs be arranged to create the atmosphere that you are aiming for? Be punctual 4. Punctuality is important and both a sign of punctuality and respect so try not to keep the candidate waiting. This will usually only make them more nervous, which in turn means you might not get the best out of them at the interview. Overly nervous people rarely perform at their best. Don't forget to smile! 5. An interview is an intimidating experience for many people. If you want to get to know the candidate, you need to put them at their ease. The best way of doing this is to smile. Smiling goes a long way and usually people will mirror what you do, so sit back, relax - and smile. Make eye contact 6.Make frequent eye contact- but don’t eye ball the candidate and make them feel uncomfortable! Looking Looking people in the eye creates a feeling of trust and rapport. Attention 7. Give the candidate non verbal encouragement. Look interested in what they are saying and maybe nod to showthat your attention is with them. Don't keep checking the time or become too absorbed in your papers – it is very distracting! Read the CV thoroughly again before the interview 8. The CV is an important document. As you are aiming to get to know as much about the candidate as possible, make sure you read through their CV before you start the interview – not half way through. If properly used, this document will greatly enhance the interview process. Try to listen more than you talk 9. Listening is an under valued skill and surprisingly difficult. However, in an interview, you should aim to listen for roughly 80% of the time and talk around 20% of the time. You want the candidate to open up but if you do all the talking they won’t have the opportunity to demonstrate their skills and personality. Check your body language 10. Check your body language and consider how you appear. Try not to cross your arms or legs as this can look defensive. On the other hand, don’t be too laid back and slouch. You need to lean slightly forwards to show interest. Crossing your legs loosely is fine if it makes you feel happier, especially if you’re wearing a dress or skirt, but if you can ‘point’ at the candidate with your knees or your feet it shows you’re focused right in on them. Non verbal clues 11. Look for non verbal clues by reading their body language. Crossing of arms can make a candidate appear defensive, nervous or negative, whilst touching the face can sometimes imply discomfort, suspicion or a lack of truthfulness. Many candidates will be nervous, so the signs may be subtle, but they are there if you know what to look for. Instant Rapport 12. Breaking the ice. An interview is an artificial situation so if the candidate appears nervous start the interview by chatting something informal, such as their hobbies. Everybody should be able to talk about something that interests them – this way you put the interviewee at ease and create an instant rapport. Take notes 13. Note taking is a difficult thing to get right. You may well need t
September 17, 2018Read More
Why Do Some People Achieve Their Goals in New Jobs and Others Do Not? Statistics indicate a worrying trend that many people fail in new jobs despite the initial promise they show in their interviews. Businesses take a gamble every time a new employee is hired even with apparently good interviewing, selection and training policies. Understanding the main reasons why new employees are dismissed can help you avoid this happening to you. The only comprehensive study of employee failure is by Leadership IQ. Their report found that: • 46% (just under half) of all newly hired employees fail within 18 months and only 19% achieve unequivocal success. • Most surprisingly this research shows that when new hires fail 89% of these are for reasons relating to attitude. Contrary to popular expectation, the primary reason for failure is not a lack of technical skills. When assessing hiring failures it is found that people don’t underperform because they lack technical skills. People underperform because they lack soft skills. What Are Soft Skills? Soft skills can be acquired but cannot be specifically taught or evaluated. Examples of soft skills are: Strong and professional communication skills Time management Organisational skills Reliability, sense of responsibility and job commitment Motivation and teamwork While hard skills are necessary for any position, soft skills are crucial in the successful utilisation of hard skills in achieving employment goals. Most employers value mind set or the ability to think critically and make logical decisions. These skills shape how you respond to situations. Many employers set great store by employees who are determined, dependable, innovative, and collaborative. Soft skills are subjective and are associated with personal attributes and character. Soft skills are often described as people skills or interpersonal skills revealing how one relates and interacts with other people. What Are Hard Skills? While, in contrast, soft skills are a complete collection of our social, communication and self-management ability that enable us to work and integrate into a work place. Soft skills are the capabilities that enhance or emphasise the hard skills. It is not that technical skills are unimportant; just that they are much easier to assess and that is why attitude (mindset) is the most important predictor of a new hire’s success or failure. Hard skills are specific technical skills based, and these are teachable. Some examples of hard skills are: • Academic qualification such as a degree • Proficiency in computer programming • Customer Service experience • Speaking a foreign language • Operating a type of machinery Most companies do a good job of judging candidates’ technical skills. Some conduct day-long interviews focused on complex manufacturing methods, project management skills, and data analysis. Then, in the last half an hour, the interviewer will ask some non technical questions, often as an afterthought. Hard skills are usually related to professional knowledge, tools or techniques that allow us to work within our profession. Most Interviewers Find Soft Skills Difficult To Assess Some of these could be: Repeatedly completing high-quality work on time Persuading others to consider different technical points of view Coaching and being coached on technical and non-technical matters Working successfully for a variety of managers, each with their own individual style Remaining flexible enough to handle rapidly changing design requirements, yet still hitting deadlines Making tough decisions with limited information and often dealing with ambiguity Challenging conventional wisdom and authority Helping team members who are struggling Taking over without being told that a project is in trouble Managing multiple projects to a timeline Meeting budget restraints and their implications Prioritising with little direction. Most companies find that these all-important questions are not asked, and, with hindsight soft skills are almost always to blame for a person failing to deliver. When asked what makes the best manager in their business, it’s usually that their soft skills make the real difference. If soft skills are not discussed, you could easily find that some candidates with extraordinary soft skills have been excluded because they didn’t meet the company’s benchmark for technical standards. These are the people who could have become your best managers. To assess the area of soft skills, the role has to be reviewed in order to list the soft skills relevant to reduce the probability of job failure or under performance. How To Identify Candidates’ Soft Skills Some headlines that could be assessed are: Planning - How do you work out what your top priorities are? Initiative - Describe the most recent situation where you found you had a work related problem. What did you do to resolve it? Communication - Have you ever given instructions that someone didn’t follow? If so, why do you think that happened? Integrity - Have you had to deal with a coworker who wasn’t pulling his or her weight? If so, what did you do about it? Leadership - Did you ever need co-operation from a group over which you had little authority? If so, how effective were you? Persuasiveness - What strategies have you found work best when trying to sway someone to your point of view? Sales - Describe the main types of people you target. What approach do you use for each group? At Precision we have embedded soft skill assessments into our client hiring processes by identifying the non-technical skills required for a position. These non-technical skills and assessments are integrated into the interview process. The interviewer introduces the measurement of non-technical skills early in the interview process, rather than leaving this critical area to the end. By using this strategy, potentially great hires wouldn’t be inadvertently excluded. One of the best ways to tell if applicants have the skills to perform specific tasks is to directly ask how they’ve used those skills in the past. To find out more please contact us for an informal discussion of how you can lower your hiring failure rate and make a real difference to your business on 0116 254 5411 today.
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