When conducting an interview to collect data, a structured checklist should be used
The virtual stack of resumes in your inbox is winnowed and certain candidates have passed the phone screen. Next step: in-person interviews. How should you use the relatively brief time to get to know — and assess — a near stranger? How many people at your firm should be involved? How can you tell if a candidate will be a good fit? And finally, should you really ask questions like: “What’s your greatest weakness?” What the Experts Say Prepare your questions Reduce stress Involve (only a few) others Assess
potential Further Reading
Ask for real solutions Consider “cultural fit,” but don’t obsess Sell the job Principles to Remember Do:
Don’t:
Case study #1: Provide relevant, real-life scenarios to reveal how candidates think Even though Deborah was a favored candidate, she again went through the company’s three-step interview process. The first focused on skills. When Four Kitchens interviews designers or coders, it typically asks applicants to provide a portfolio of work. “We ask them to talk us through their process. We’re not grilling them, but we want to know how they think and we want to see their personal communication style.” But for the account manager role, Todd took a slightly different tack. Before the interview, he and the company’s head of business development put together a job description and then came up with questions based on the relevant responsibilities. They started with questions like: What are things you look for in a good client? What are red flags in a client relationship? How do you deal with stress? Then, Todd presented Deborah with a series of redacted client emails that represented a cross-section of day-to-day communication: some were standard requests for status updates; others involved serious contract disputes and pointed questions. “We said, ‘Pretend you work here. Talk us through how you’d handle this.’ It put her on the spot, but frankly, this is what the job entails.” After a successful first round, Deborah moved on to the second phase, the team interview. In this instance, she met with a project manager, a designer, and two developers. “These are an opportunity for applicants to find out what it’s like to work here,” says Todd. “But the biggest reason we do it is to ensure that everyone is involved in the process and feels a sense of ownership over the hire.” The final stage was the partner interview, during which Todd asked Deborah questions about career goals and the industry. “It was also an opportunity for her to ask us tough questions about where our company is headed,” he says. Deborah got the job, and started earlier this month. Case study #2: Make the candidate comfortable and sell the job About two months ago, Mimi opened a requisition for a new member of her team. She was particularly interested in one of the applicants: a person who had previously run talent operations at several top companies in the Bay Area. We’ll call him Bryan. Before the interview, her team communicated with Bryan about the kinds of questions Mimi planned to ask. “I don’t believe in ‘tough interviews,’” she says. “If candidates perceive a hostile environment, they go into self-preservation mode.” And when Bryan came in for the interview, she did everything she could to make him comfortable. She started by asking him questions about his hobbies and interests, and Bryan told her about recent trips he had taken to Nepal and Australia. “It told me that he was open and intrigued by different cultures”— a characteristic she deemed critical for the recruiting role. Mimi then moved on to past professional experience. Her aim, she says, was “to find out what inspired him to move from one job to the next.” She also asked behavioral-based questions. “I wanted to see how he identified patterns and problems, how he has managed difficult personalities in the past, and how he worked cross-functionally,” she says. As the interview progressed, Mimi became more and more convinced that Bryan was the right person for the job. She shifted from asking questions to detailing “how special this company is.” She explains, “I wanted him to walk away from the interview thinking: ‘I want to work at Criteo.’” Mimi offered the job to Bryan; he accepted but later had to retract for personal reasons. Which of the following methods can be used to collect job analysis data?c) Observation method. Was this answer helpful?
Which method of collecting job data involves the activity of testing the reliability?5. Questionnaire Method: This is one of the methods used by organization to collect job information.
Which data collection method is most frequently used in conjunction with direct observation?56) Which data collection method is most frequently used in conjunction with direct observation? A) interview B) questionnaire C) electronic log D) survey Answer: A Explanation: A) Managers frequently combine direct observation with personal interviews to gather job analysis information.
Which method for collecting job analysis information is considered best for quantifying the relative worth of a job for compensation purposes?Which method for collecting job analysis information is considered best for quantifying the relative worth of a job for compensation purposes? Explanation: Questionnaires are particularly useful for quantifying a job's worth for the purpose of compensation.
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