STRATEGIC RECRUITMEN

THiring Interview Tips UP, Diliman – Feb 22,

2012

Hiring Interview Tips Program Outline

I. Applications & Resumes a) The Do’s & Don’t’s b) Cycle of Recruitment II. Expectations vs Applicant Expectations a) Personnel Requisition b) Hard Skills vs Soft Skills c) K-A-S-H III. Types of Interviewing a) 10 Types of Interview b) Behavioural-based Interview c) Competency-based Interview

Program Outline

IV Building Rapport with Interviewer

V Dyadic Activity a) Mock Interview

VI Stress Interview – Short Video Clip

VII Q & A - Arch Jerome Ilagan Head, Stateland Architectural

Department

Applications & Resume

Resume is a marketing tool to sell your skills, knowledge and experience

• stimulates interest of interviewer

• ER not interested in position but what

EE can offer Average span of attention : 20 seconds to scan resume

RESUME

• Visual appeal- easy to read lay-out and high quality reproduction

• Highlights of strengths and links to ER needs

• Presents most important info first• Free from typo, punctuation and

grammatical errors• Succinct, organized, does not exceed

two pages

•Chronological Resume – job history is organized chronologically, job titles and organizations emphasized, job duties and accomplishments are detailed.

recent ER/job titles are impressive staying in the field recentlyjob history shows progresstraditional job search (govt/educ)

changing careershave changed ERs recently if you want to de-emphasize ageyou have been absent from job market

Advantageous when Disadvantageous when

•Functional Resume – skills and accomplishments thru work, academic. Lack of experience and work history gaps de-emphasized.

you want to emphasize capabilities/ personal qualities relevant to jobyou focus experience than length of timeyou have variety of work experiencefree-lance, consulting, tempo

you have little experienceyou want to emphasize promotion/ carrer growth where ERs should be highlightedworking in traditional field (teaching, politics)

Advantageous when Disadvantageous when

Recruitment Cycle Needs Assessment

PRF Job Specs

Screening

Selection Job AdShortlist

Requesting Dep’t

Invitation/Phone Interview

Test & Interview

Expectations

ER EE

Highly TrainableHighly Trainable

High Potential High Potential

Right Mix of Skills Right Mix of Skills

Expresses self well Expresses self well

Positive Attitude/Mature Positive Attitude/Mature

Relationship Relationship

BenefitsBenefits

Professional Trainings Professional Trainings

Salary Salary

Career GrowthCareer Growth

Long Term employment

Promotion

PRF

BS Interior DesignBS Interior Design

Proficient in AC & other graphic software

Proficient in AC & other graphic software

Creative, hardworking, honest, patient

Creative, hardworking, honest, patient

From design firm /Preferably real estate co

From design firm /Preferably real estate co

22-28 years old, min of 1 yr 22-28 years old, min of 1 yr

Highly prof in excel Highly prof in excel

Applicant 1 Applicant 1

Applicant 2 Applicant 2

Applicant 3Applicant 3

Applicant 4 Applicant 4

Background Check

Character Reference CheckingCharacter Reference Checking

Medical Medical

Pre-employment RequirementsPre-employment Requirements

Pote

nti

al Em

plo

yee

Employment Verification

Transcript/School Confirmation

Neighborhood Checking

Credit Investigation

Background Check

Character Reference CheckingCharacter Reference Checking

Medical Medical

Pre-employment RequirementsPre-employment Requirements

Pote

nti

al Em

plo

yee

1

Employment Verification

Transcript/School Confirmation

Neighborhood Checking

Credit Investigation

Pote

nti

al Em

plo

yee

2

Hard Skills & Soft Skills

Technical Skills

People Skills

K-A-S-H

Skills Skills

Right Brain Left Brain

Why are you hired

Hard Skills Soft Skills

Inter/intra personal

Disposition

Art of listening

Art of feedbacking

Engaging in dialogue

Designing/Drawing

AutoCad/STAAD,

Sketch Up, Google, 3D

Studio Max, Corel Draw

Materials/Cost

estimation

experience

It is a set of skills, abilities, knowledge needed for a particular job to do

• Hard competencies/soft competencies

COMPETENCIES

THE KEY INGREDIENT: Hard S cartography/ surveying/land assessment/drawing/ designing/project management/purchasing

Soft S personal skills, customer service, probing, interviewing, communicating, listening, engaging in dialogue, giving feedback, contributing in meetings cooperating as a team member, Leaders : setting as an example encouraging, innovation, solving problems, making decisions, PLOC, encouraging motivating, instructing, observing, facilitating meetings,

• Left Brain Dominant

People who are left brained may find out why working with the public might not be the career for them.

• Right Brain Dominant

People who are right brained may find that working in a research laboratory is not the career for them.

• Left Brain Type The left side of the brain is verbal, analytical, literal, linear, mathematical, sequential, concrete, rational, skeptical, closed, and cautious.

Logical Random Sequential Intuitive Rational Holistic Analytical Synthesizing Objective Subjective Looks at parts looks at wholes

• Right Brain Type The right side of the brain is creative, musical, artistic, holistic, nonverbal, metaphoric, playful, emotional, intuitive, spontaneous, symbolic, and enjoys working with people.

• the right brain represents the feminine attribute of the mind – creativity, imagination and intuitive while the

• left brain is the masculine and logical and intellectual aspect which analyzes everything

K A S H PRINCIPLE

Knowledge

Ability

Skills

Habits

THE KEY INGREDIENT

KNOWLEDGE Interior Design

Financial Analysis, AP, AR

Importation (Indent/LC/FOB/CIF)

Prop Management (Acquisition/licenses/permits)

Engineering (Cost, QC)

Advertising/Designing/Profiling

Messengerial/Errand/Cleaning

Selling/Networking/

THE KEY INGREDIENTManage time to deliver resultsStrategize to handle multi tasksMeet commitments DiscernInterpret procedures, methodsRise from pressuresSuperviseOverseeAssertOrganizeLeadMaintain disciplineTeachConfigure defects

ABILITY

THE KEY INGREDIENT: Hard S cartography/ surveying/land assessment/drawing/ designing/project management/purchasing

Soft S personal skills, customer service, probing, interviewing, communicating, listening, engaging in dialogue, giving feedback, contributing in meetings cooperating as a team member, Leaders : setting as an example encouraging, innovation, solving problems, making decisions, PLOC, encouraging motivating, instructing, observing, facilitating meetings,

THE KEY INGREDIENT

• Attendance• Conversation Style • Deadlines • File Management• Saying jargons• Saying thank you• Handing of docs• Looking straight in the eyes• Cuing on background music• Tossing papers/flipping pen• Wriggling hands on pockets•

HABIT

Types of Interview

• Screening Interview Phone Interview, Batch interview• Group Interview (panel/ career fair)• Site Interview• Technical Interview • Video Conference Interview • Stress Interview• Formal/Informal

Stress InterviewPurpose • find out how the candidate behaves in a stressful

situation. • whether the candidate gets angry or gets

confused, or gets frightened or gets nervous, or remains cool in a stressful situation.

candidate who keeps his cool in a stressful situation is selected for the stressful job.

Interviewer tries to create a stressful situation during the interview. This is done purposely by asking the candidate rapid questions, criticizing his answers, interrupting him repeatedly, etc.

Behavioral-Based Interview

Structured interview a type of interview that is utilized by many larger organizations.

• asked of same question, standard.

• each question is designed to test one or more specific skills.

• Pre-deciced criteria

Competency-Based Structured interview is a type of interview

that is utilized by many larger organizations.

• asked of same question, standard.

• each question is designed to test one or more specific skills.

• pre-decided criteria

• dig further into the examples by asking for specific explanations about the candidate's behaviour or skills.

• Targetting specific competency

Interviewees are

STAR

• Situation• Task• Action• Relevance

Your keys to RESPONDING well to these types of

questions are:

Be specific, not general or vague!

Don’t describe how you would behave. Describe how you DID behave. If

you later decided you should have behaved

differently, explain this. The interviewer will see

that you learned something from experience.

Skills and competencies for competency-based

interviews 

• Adaptability• Compliance• Communication• Conflict management• Creativity and

Innovation• Decisiveness• Delegation• External awareness• Flexibility• Independence• Influencing

 

• Integrity• Leadership• Leveraging

diversity• Organisational

awareness• Resilience and

tenacity• Risk taking• Sensitivity to

others• Team work

Competency-Based STAR

• How do you ensure that you maintain good working relationships with your senior colleagues?

• Give us an example of a situation where you had to deal with a conflict with an internal or external client.

• How do you influence people in situations where there are conflicting agendas?

• Tell us about a situation where you made a decision and then changed your mind. How do you manage upwards?

• Give us an example of a situation where you had a fundamental disagreement with one of your superiors.

•

Building Rapport

• Dress appropriately for the industry. When in doubt, go conservative.

• Arrive 10 minutes early. • Treat other people you encounter with

courtesy and respect. Their opinions of you might be solicited during the hiring process.

• Offer a firm handshake, make eye contact, and have a friendly expression when you are greeted by the interviewer.

• Listen to be sure you understand your interviewer’s name and the correct pronunciation.

• You are on the minute you entered the building

• Don’t make excuses. Take responsibility for your decisions and your actions.

• Don’t treat the interview casually, as if you are just shopping around or doing the interview for practice. This is insulting to the interviewer and the organization.

• Don’t give the impression you are only interested in salary.

• Don’t act as though you would take any job or are desperate for employment.

• WAT CH OUT FOR YOUR BODY LANGUAGE

Dyadic Activity

thank you….

“Learning has not taken place until

behaviour has changed.”

Pike’s Law