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15 Cards in this Set
- Front
- Back
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List and explain each of the 10 most impactful errors in candidate interviewing |
1. Somethings shouldn't be measured in Interview. 2. Interviews are misleading. 3. Interviews are not directly related to needed job skills 4. No script/No plan 5. No weights 6. Inconsistent questions 7. No agreement on good answers 8. No agreement on what's a passing score 9. Non-job related factors influence decisions 10. Lack of future view
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How can you avoid/minimize that "Some things shouldn't be measured in Interview" |
*Give a work sample/test in specific field. *Ask “How will you identify problems and opportunities on the job?” [The best new hires rapidly seek to identify problems that must be quickly addressed in their new job.] |
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Questions to ask to create consistency in interview process - Sullivans recommended questions |
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How to avoid/minimize: Interview questions not being related to job skills needed |
*Create a script or plan to ensure the right topics are covered. *Ask” How will you identify problems and opportunities on the job?’ *Ask “Can you identify the likely problems in this process?” [It’s important for employees to quickly identify problems in existing processes.] *Hand them single page showing existing process that you already know has flaws. |
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How can you minimize/avoid the fact that there's *No script or plan: There is no interview "script" prepared for most interviews, so that the same questions are not asked of each candidate, which causes serious comparison and reliability issues. Also, no scoring sheet, |
Create the script before hand. Plan for your interviews using the a standard list of questions/scores and record them as you go. |
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How can you avoid/minimize the fact that there are no weights and most interview questions aren't weighted so that the most important ones have the most influence on the final interview score? |
*Create weights beforehand. Review their actual work by asking for a profile. *Use job content simulation to see who will be able to actually solve the problem. This is more strategic than creating weights. |
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How can you avoid/minimize Inconsistent questions?
The same questions are not asked of each candidate which causes comparison/reliability issues. |
*Create a script before hand. Pre-test this script using top performers to learn the ideal answers and compare each candidate's response with that of top performers. *Ask the following questions recommended questions by Sullivan: |
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How can you minimize/avoid that there's no agreement on good answers? |
*Look at real problems that employees face daily, and ask candidates to “Solve a real problem they will face” - because we need to know your capability for solving the actual problems you will face in this job. *Hand them a half sheet with bullet points outlining existing problem”
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How can you avoid/minimize the fact that interviews are inherently misleading? From the start, the basic foundation of the interview is based on the premise that during the interview, candidates are acting "normally", which is unlikely because most candidates are scared to death before, during and after interviews. The interview situation is by definition "unreal". It is not "the job" and therefore what happens during the interview might not be representative of what one would actually do on the job. The entire interview process is ill-conceived in that it is designed to find "faults" in the candidates, as opposed to finding their positive aspects |
*PUT INTERVIEWS LAST!! *Give an on-the-job skill based test i.e have them perform in the position they are interviewing for. Example: Ask an artist to paint a picture. This will immediately help you recognize the quality of their work. Also, giving tests based on on the job performance will help narrow down candidates immediately. *Give them actual on the job tryouts because the ability to work with a team might be a critical success factor for the job. |
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How can you minimize/avoid the fact that there is no agreement on what is a passing score? Every interviewer asks different questions and determines what is a good answer to each one is. As a result, there is not a defined passing score for an interview. Without a defined passing score, some individuals that would fail the interview under one manager would pass under another. Because the assessment does not include a numerical or percentage rating, there is no way to easily compare good versus great interview performance |
To minimize/avoid: *Create a numerical rating system/scorecard to easily compare good vs great interview performance. *Use current top performers answers to determine the quality of interview answers. *Create the defined passing score for the interview |
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How can you avoid/minimize the fact that non- job related factors influence decisions?
Numerous subjective factors like body language, accent, height, handshake, dress, coming late may distract from a focus on the answers provided. Because of stereotypes, it is also true that demographic factors (race, sex, age, national origin) may also impact the results. |
*Train managers in hiring process, accuracy check by one other manager would help. Train them in legal vs illegal questions *Minimize illegal questions, and have interviewer create a written record. If speaking is not a major job requirement, candidate should not be assessed on this skill alone.
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2. List and explain why you would use at least 10 of the most impactful criteria for assessing whether to recruit at a management program. |
Look for a school that is ranked in top 100 of magazine rankings that Fortunes composite list combines the five most influential business school rankings in the world such as U.S. News & World Report (undergrad), Forbes, Bloomberg Businessweek, The Financial Times, and The Economist. Look for a school that uses hiring success measures in which the salaries of grads are tracked and posted Look for a school which is attractive to recruiters, this shows that this program is competitive and that others are looking. Look for a school that has an overall program for success metrics. This program identifies and measures the key goals and success indicators of the program. Look for a school where there is active student involvement in faculty meetings or they are represented in department committees. Look for a school with STRONG external fundraising, this shows that part of the budget comes from outside sources, showing its competitiveness, that investors are interested in the program and want it to thrive to produce quality candidates. Look for a school which has a competitive analysis, so that their standing can be compared to competing programs, hopefully showing that they are top ranked. Look for a school whose department gives formal career guidance, specifically for giving program members career advice throughout their tenure Look for a school that gives students an individual trained academic advisor to ensure their success. Look for a school with a STRONG internship program, this ensures that students have experienced real-world scenarios and networking. 11. Look for a school with a strong mentorship program that helps students acquire peer and external mentors. Look for business programs that recruit the top students/ accept the top students, this shows that it has a strong acceptance criteria and that it is competitive to get in if the best are trying to apply/be accepted. |
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List and fully explain at least 10 metric driven steps that you would take to improve your offer acceptance rates. |
1. Personalize your offer acceptance letters - If they already have a job… they will probably require a 20% better offer – remember you must beat their boss’s counter offer 2. Ask recent hires what’s their competing offers look like 3.Make the best “non-monetary” offers 4. Ask for Deal breaker factors- If they already have a job… they will probably require a 20% better offer – remember you must beat their boss’s counter offer 5. Ask recent hires what worked and what didn’t in the offer process. 6. Ask recent hires what’s their competing offers look like 7. Buy offer letters from those that quit your firm and buy offer letters from those that accept the take the job and have the offer letters from the competition. 8. Ask recent hires what worked and what didn’t in their offer in the offer process. 9. Call and ask turn downs “what did you get”- 10. Determine the best person to make the verbal offer in person or on the phone 11. Avoid hiring people that put money first
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Elevator speech |
-My name is Shay Wolfe, and I am a co-owner, as well as the marketing manager at C’est Si Bon Bakery. -My focus is to efficiently manage staff to successfully operate and consistently innovate within the industry. -I create outstanding marketing solutions by anticipating the future and innovating product processes to withstand the changes to come. -My goal is to help your company improve their bottom line by organizing sales and marketing processes to increase daily revenue. -In less than 12 months, I have grown my current project from 440k to 650k; a 148% improvement by using social media, employee productivity measures, and an organized process of calculating costing for all items. -By implementing my innovative ideas and productivity program, I can help grow your business and increase exposure to new market segments, opening up doors to previously unexplored customer groups. -I am seeking a mentor group to inspire and challenge me to be a better business person and role model for others. -If you would be willing to share some of your time with me so we can learn from one another, please contact me at wolfe.shay@yahoo.com or by phone at (408) 838-0212. |
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Which elements would you put in a recruiter scorecard and for each one, sell me on why they are a best indicator of performance (if the goal is to improve quality of hire). |
Quality of hire – this is the most important of all measures because it can also be used to “validate” your recruiting sources and approaches. Although most use the term “quality of hire”, a better title is “the on-the-job performance of new hires”. The easiest way to measure it is by tracking the average performance appraisal rating of new hires after 6-12 months and then compare it to the average for new hires in that job or job family (Note: a superior but more difficult approach is to measure new hire employee output directly). An alternative but more subjective measure of quality is to survey a recruiter’s hiring managers in order to determine their satisfaction rate with the quality and the fit of their new hires (or alternatively, the percentage of new hires that met their expectations). A quality hire can also be reflected in a high retention rate, so also consider tracking the average turnover rate of a recruiter’s new hires within the first year and compare it to the average Number of new hires -- track the volume of new hires produced by a recruiter to ensure that they are carrying their part of the load. % of key / hard to fill positions - because the impact of the job and the difficulty of hiring should considered, for an individual recruiter, track the percentage of all of their new hires that were in designated “key or hard to fill" positions. Number of hires from target firms – if your firm identifies high-talent firms to recruit from, track the number or their percentage of new hires that came from “targeted” competitors or high talent firms. Percentage of hires by "need date" - measure whether managers are getting their needed talent “on time” by surveying hiring managers and asking them “what percentage of your hires started on or before your needed starting date?” It should be a recruiter’s responsibility to work with hiring managers to identify their “real” need dates. Diversity hiring % - because diversity hires may be harder to land and because they may have a high impact, track their diversity percentage out of all of their new hires. An alternative approach is to survey a recruiter’s hiring managers on their level of satisfaction with the diversity in applicants, interview slates and hires. It is probably not necessary to track an individual recruiter’s EEOC statistics. Percentage of new hires that must be terminated – a new hire that must be terminated or asked to resign must be considered as a hiring failure, so the % should be tracked. Revenue loss due to vacant days –there is a direct and measurable dollar loss for every day that revenue jobs are vacant. As a result, track the number of days that revenue generating jobs under this recruiter are vacant. If possible, work with managers to estimate the dollar loss due to each vacancy day in these positions. $ of external search spend - because the excessive use of external search may be unnecessary, track the percentage of this recruiter’s hires that required the use of outside agencies and their total dollar spent on agency costs. Recruiter ROI – an individual’s ROI is extremely difficult to measure. However it is possible if you work with the CFO’s office to prioritize jobs and to quantify the dollar impact of both vacancy days and of high quality hires. |
