Interviews can be just as stressful for interviewers as the interviewee. In our four part series on interview tips for interviewers we will look at how to plan an interview; how to structure an interview; interview questions and topics to cover; and following up after an interview. In this post we look at planning an interview.
Part 1: Planning
Good planning will reduce anxiety and therefore enable panel members to give their full attention to the actual interview. Before the interview, the panel needs to take time together to sort out the following:
1. Clarifying and agreeing selection criteria
The selection criteria should be taken from the person specification. The panel need to take time to ensure that they are all agreed on these criteria with a common understanding of what they mean. Develop an interview marking form for each member of the panel with the names of the candidates and a list of the criteria. The panel should assess each candidate against each criterion. They usually do this individually directly after the interview.
2. Planning questions
From their agreed understanding of the selection criteria then develop a limited set of specific questions pertaining to the essential duties and responsibilities of the position to probe for the candidate’s strengths and weaknesses. The interview is for a limited time so it is essential that each question is focused and purposeful. The questions should be designed to make sure that the panel gets the information needed to assess whether this person will be the most suitable for the position.
Interview questions should only relate to the job requirements. When framing questions employment and equality legislation should be borne in mind. Care should be taken to avoid questions whose content or wording might be perceived as giving rise to unequal treatment of one candidate compared to another of a different age, gender, marital status etc. Questions should deal with a candidate’s skills, talents, qualifications and help him or her demonstrate their capacity to do the job.
The panel should decide in advance who will ask which questions and in what order. The panel also needs to clarify what information they should give to the candidates during the course of the interview, for example:
– Terms and conditions: It is important that the panel is clear about the range of terms and conditions being offered. Be clear about the period of probation, if there are unsocial hours to be worked, the nature of the contract, permanent or fixed term, and the salary scale.
– Making the decision: It is good to be explicit about the timing of the decision-making and how the decision is to be communicated to the candidates.
3. Interview practice
If one or more members of the interview panel have not interviewed before it is helpful to practise agreed questions to check that they are clear and well communicated. Role plays are very useful for practising interview skills.
4. Roles on the interview panel
The panel needs to allocate roles, responsibilities and question areas. It is important not to stereotype members of the panel in the process. It is advisable to have a chairperson of the panel. The four key tasks of the chairperson are:
– To facilitate the panel in planning the interview process together
– To facilitate and direct the interviews according to the agreed structure and timing
– To ensure that the panel reflects on how they are working as a team throughout the day as necessary and make changes accordingly
– To facilitate the panel discussion and decision making process
5. The panel as a team
The panel needs to work together as a team so it is very helpful for members to consider in advance how they will deal with potential problems and disagreements. They also need to ensure that they have shared understanding of what equal opportunities interviewing entails. It is advisable to discuss how they can interrupt each other if they think it is necessary. It helps to take time after the first interview to evaluate how it went and how the panel are working together.
6. Structure of the interview
The interview should be planned so that it relates directly to the job description, the person specification and the candidate. If it is a large panel it is important to ensure that the interview is not just a series of short, superficial exchanges with each member. It is useful to tell each candidate the plan for the interview at the outset.
7.Timetable for the interviews
It is wise not to cram too many interviews into one day, six to eight at maximum. To make the best selection and to be fair to all candidates the interview panel needs to be able to maintain attention and remember all the interviews with equal clarity.
There should be a copy of the timetable for the day, with the timing and spacing of interviews, breaks and running order with the candidates’ names, for each member of the panel and for the person working on reception. The length of interviews depends on the job and is usually from half an hour up to an hour. It is essential to give the panel adequate time to ascertain fully the interviewee’s skills and experience in each of the requirements specified in the person specification. If there are two sets of interviews for a position the first is usually shorter and the second is longer, giving the panel an opportunity to explore areas in greater depth.
8. Venue and physical environment
The physical environment for the interview and for candidates waiting to be interviewed is very important. The furniture in the interview room should be arranged to help both the candidates and the interview panel concentrate, feel comfortable and be at ease. Put up notices that indicate the interview and waiting rooms are in use and ensure that there will be no interruptions during the interviews. Make sure that there is somebody to let the candidates in, get them a cup of tea or coffee and show them where the bathroom is.
9. Agreeing a decision-making procedure
The panel also needs to agree in advance how they will make a decision. It is recommended that the panel takes time after each interview to score candidates individually according to each of the selection criteria and then to have a short collective discussion. Members should be reminded that in order to ensure fairness their assessments must be made on the basis of evidence from the interview rather than gut reactions or intuition. It is essential to have time for reflection and note-taking after each interview as people forget things easily. At the end of all the interviews, the panel should take time to make their decision by comparing their assessments and discussing each candidate. If the panel have used an interview marking form, the final decision may be on the basis of this.
The following official records should be kept for six months after the interviews are completed in order to be able to deal with any subsequent complaints:
- Job description
- Person specification
- Job advertisement
- Application forms
- Shortlisting procedure
- Selection criteria
- General framework for questions as planned in advance and where possible particular questions that arose during the interview
- Interview assessments for each candidate
- Any correspondence with candidates
- Final decision and the reason for making it.
It is important to clarify in advance what status will be given to references and at what stage in the selection process they will be sought. Generally references are not seen as a source of objective information so they should be weighted accordingly. References are most useful for checking out factual information, e.g. qualifications, length of service, sick leave record, attendance record, terms and conditions and reasons for leaving a job.
It is advisable to plan what information is required of referees and not to ask for more than is necessary.
It is important to consider the possibility that a negative reference may be due to personal bias. In the case of a negative reference about a candidate who the panel considers very suitable, it may be necessary to check it out further by discussing it with the candidate to get his/her version of events. One of the referees should be the candidate’s current or last employer.
Posted by Recruitment Consultant, Sigmar on 7 December 2017
How To Beat The January Blues
How To Beat The January Blues
Here are small, yet effective, measures you can take to improve your wellbeing in the workplace that can spread into your personal life in a positive, affirming way. Work/Life Balance Sir Ken Robinson noted in his keynote speech at Talent Summit 2018 that, although the invention of emails was promised to save us time, we have since found that, if anything, we are less and less able to leave work behind in the workplace. It is now part of most people’s routines to check their phones first thing in the morning and reply to work-related emails at all hours of the day, always thinking about what needs to be done. It’s important that you ‘work smart, not long.’ This means actively leaving work behind in the office, working efficiently during the day so you don’t feel compelled to continue with it after hours. If the quantity of work you are being expected to complete within working hours is too much to do so successfully, be sure to speak up and discuss the manageability of your workload with your supervisor. Communication is key – they’re going to keep piling on the work as long you stay quiet about how overwhelmed you are, so make sure you speak up and be heard before it becomes too much to handle. Employers won’t know where the pressure lies unless you tell them. If you’re unsure of how much your work life spills over into your personal life, why don’t you try keeping a log for a month? Jot down in a diary how many hours you work every day – not just when you’re sitting at your desk, but when you’re thinking about work at home, composing emails and returning calls out of hours. It may build a more objectively troubling picture than you can see currently from the inside. Make The Most Of Your Breaks Don’t be afraid to make the most of the breaks you are allotted at work. Once you’re on a roll, it’s tempting to power through lunchtime and eat at your desk, one eye always on your computer screen. Try and avoid doing this when you can. Take a walk, practise mindfulness or meditation, experience new places to eat, socialise with co-workers or friends who work nearby. “But I don’t have time to meditate!” I hear you exclaim. Yes, you do! ‘Meditation’ is not always synonymous with pulling on yoga pants, lighting up a stick of incense and adopting the lotus position. You can meditate absolutely anywhere – in a local park, at a café… even sitting at your desk! If you’re not confident leading your own meditation, you can find five-minute guided sessions free online, like this one here. There are also some great customisable apps you can get on your phone, such as Timer and Headspace. It is impossible to overvalue the importance of taking time to relax, clear your head and focus on your own wellbeing. You’ll find this re-energises you for the rest of the day, as well as provide an invaluable opportunity to assess your current state of mind and mentally address any emotional concerns or anxieties. You may also be pleasantly surprised at how easily solutions pop into your head when you take just a few minutes to collect your thoughts. Communication This one works both ways for employers as well as employees. Communication is the key to destigmatising conversations about mental health. In his TEDx talk on workplace mental health, Tom Oxley says ‘you don’t make people unwell by talking about mental health – you give them the opportunity to speak out sooner’. There’s a flawed unspoken terror that speaking out about mental illness will somehow worsen the problem, as if it’s contagious or seem as if you conjured it up into existence within your own mind. The reality is that many sufferers don’t feel able to speak up due to the prejudice surrounding mental health, and the fear that their workplace would not be supportive of them if they did so. The best way an employer can foster an atmosphere of positivity, health and wellbeing is to ensure that their workers know that they are free to talk openly about any feelings of stress, anxiety or depression and won’t face indirect penalisation for doing so. The first reaction of many employers is to offer a struggling staff member limited time off to recover, then expect them to return to work and continue as usual. While time off may be a solution for some employees, bosses should also consider the advantages of offering flexible working hours to affected workers. Tom Oxley strongly advocates for good communication practices between employers and employees to ensure that no one ever feels alienated from their place of work, and that anxieties don’t build up over time into uncontrollable crises. In turn, employees should communicate to their employers about their feelings on mental health in the workplace, as far as they feel comfortable to do so. Being transparent about how you’re feeling and what you need from your job to help you recover will give your boss the tools to help you in the way that’s most beneficial for you. If you are worried that taking time off would only serve to isolate you from the company, voice that concern. Your employer should want to get the very best out of you – they hired you for a reason. It’s in their interest to give you the support you need. Create a Healthy Routine Studies have consistently proven a strong link between mental health and physical health, and specialists are adamant that one of the best ways to maintain good mental wellbeing is to look after your physical welfare. Your job can be intellectually demanding, with long hours and difficult tasks taking a toll on your mental health. Your job is also more than likely sedentary. Indeed, scientists have connected the rise in global obesity to the increasing number of jobs that don’t require any form of physical activity. It can be hard to find the time to exercise during a busy work week, but it’s important you look after your body – the injection of endorphins from exercising can only beneficially impact your mental wellbeing. Take a stroll during your lunchbreak, do 30 mins of yoga before work, or even try training for a half marathon over the course of a few months. The same can be said for your diet, avoid that pastry to go with your coffee and instead be sure to stock up your desk drawer with nutritious snacks rather than sugary ones, such as nuts, fruit and protein bars. Snacknation has published an extensive list of delicious office snack ideas if you’re dry on inspiration. These are just a few ways you can work to improve your mental wellbeing in the workplace, which will in turn hopefully boost your productivity, energy happiness and eliminate the possibility of coming down with the January blues. While mental health is something we can’t always necessarily control, we can impact the way in which we talk about it, breaking down the harmful social barriers that currently ruin constructive discussions on preventative measures.
Sir Bob Geldof Announced as Keynote Speaker for Talent Summit 2020
Sir Bob Geldof Announced as Keynote Speaker for Talent Summit 2020
Political activist, humanitarian, philanthropist and rock icon, Sir Bob Geldof is confirmed as the keynote speaker for Talent Summit 2020. Talent Summit, Europe’s largest HR & Leadership Conference, which is run by Sigmar Recruitment, will take place on Wednesday March 4th, 2020 in the Convention Centre Dublin. Keynotes from over 20 national and international expert speakers will be given on talent; attraction, development, leadership, performance and transformation strategies. There will be real life case studies from successful global and local brands, as well as panel discussions and audience Q&A. The central theme of Talent Summit this year is The Human Renaissance - The Rise of the Humanity in the Workplace. Key topics covered on the day will include: The Future of Work is Human: How do we redeploy human intelligence to supplement artificial intelligence Hire for Human Instinct: Recruiting hacks in a hyper competitive market. How the Working World is shaping The World: Social activism is increasingly becoming the pride in organisational purpose, with leaders expected to actively affect what truly matters in order to engage. The Evolving role of the CHRO: Shaping strategy through hearts and minds. Future of L&D: Digital learning and human skills development The Power of Team: Unleashing performance through people Leading Through Compassion & Empathy: Insights from humanitarianism Corporate Action v. Climate Action: Corporate citizenship is fast becoming the strategy of choice to attract and keep the best. Welcoming the announcement, Robert Mac Giolla Phádraig, Sigmar CCO and founder of Talent Summit (pictured above with last year;s keynote Monica Lewinsky) commented: “We are delighted to announce Sir Bob Geldof as our keynote speaker for Talent Summit 2020. Widely recognised as one of the leading global humanitarians of our time, Bob has always looked to promote sustainability and wellbeing of those less fortunate through his activism. “In an era of digitisation, shifting demographics and corporate citizenship, aligning what truly matters to people in their working world and the world at large matters more than ever before. Sustaining the impact of people and their wellbeing in the workplace and our impact on the world requires a resurgence of humanity in all we do. We look forward to hearing insights from Bob’s activism and humanitarianism to gain a deeper understanding of how we can lead with more compassion and empathy. Now, more than ever before, it is crucial for talent leaders to gather to debate and share strategies for how we can adapt, transform and lead as global/corporate humanitarians with more compassion, kindness and empathy. We are the first generation of talent leaders to experience this rate of change and the last to affect that change for the better.” Early bird tickets for Talent Summit are now available for purchase until Jan 31st. Please see www.talentsummit.ie for further details
How to Organise Yourself in 2020
How to Organise Yourself in 2020
A new year is a time for new beginnings and fresh starts. Are you back in work this week with the best of intentions to start on the right foot, but you're finding it hard to get started? We have made a list of things to help you start your new year by being more organised and help you to have a very productive 2020. Start Your Day Right If you're overrun with many different tasks at the one time and find it difficult to know how to structure your day in the most productive way possible, don't worry, you're not alone. A simple solution is to try coming into work 10 - 15 minutes before you are due to start and use that time to make sure your desk is tidy and you lay out all the tasks you need done on that day and during the week in a notebook or use an online tool such as Google Tasks or Google Calendar. Write a list of what you need to do today and a list of the deadlines you have for the week. Taking the time to do this in the morning before emails start flying in and your phone is going off will start you off on a productive path and it should help to keep you on that path throughout the day. Prioritise Once you know what you want or need done in your day/week, the next step is to learn what tasks are the most important. One of the key elements to being organised is being able to prioritise the important stuff and know what needs your time first. A handy way to decide this is by using the below table. For every task you need to complete, you should evaluate each one by placing it in the below table. You should never have more than two priorities that fall in the box of ‘urgent and important’. The rest fall under the other categories of ‘important and not urgent’, ‘urgent but not important’ and ‘not urgent and not important’. Always structure your time around the urgent and important things. This short film about prioritising might inspire you... Ask For Help Most days you will handle your workload just fine on your own, but every now and then when you see your to-do list is particularly long, sometimes the best (and only) way to get things done is to ask a colleague for help. If you have too many urgent and important items on your to-do list, you should go to your boss to look at delegating some of your workload or see if some deadlines can be adjusted. Missing a deadline is much worse than letting someone know in advance that you need some help to get something done. Being organised doesn't mean you must manage everything yourself, it's being able to look at your workload and know how it will be done and when it will be done. Being organised is a skill, but it is one we can all learn very easily. Setting aside time every day to get organised is half the battle. Why not start this year by settng your new years resolution to give yourself time every day to get organised and prioritise? You'll see it makes all the difference to your day!
Doing These 10 Things will make you the Best Boss in the World – According to Google
Doing These 10 Things will make you the Best Boss in the World – According to Google
Today, 16th October is officially known as Boss’s Day. It’s a significant day considering we all have a boss or we are a boss, but what we want to know is makes a great one? You can go to great lengths to hire the best team but without a great manager the team will ultimately fail. Google is acutely aware of this, so for the last 10 years they conducted extensive research on this topic under the code name Project Oxygen. The goal? Figure out what makes the perfect manager, so companies like Google could train its leaders to be the best in the worlds. The research has paid off, as over the years Google has seen improvement in employee turnover, satisfaction, and performance. Want to know what make the perfect boss? It all comes down to these 10 behaviours… 1. A Good Coach A great boss allows their employees to solve their own problems. Rather than doing everything themselves, they teach others to do the work so they can be responsible for their own tasks. Taking the time to teach staff and encouraging them to upskill makes for a more empowered staff. A great boss allows their employees grow and guides them as much as they can. 2. Empowers Team and Does Not Micromanage Giving staff the freedom to do their job is key to being a great boss. Employees need to be trusted in order for them to succeed. Robert Gibbs, Chief Human Capital Officer of NASA is an advocate for this. During Robert Gibbs keynote at Talent Summit he explained how NASA’s raison d'être boils down to the flourishment of human kind, giving NASA the ultimate competitive advantage. Robert believes in “the power of presuming positive intent”. Belief goes a long way and sometimes to get the best out of people the best thing a boss can do is to just believe in them. 3. Creates an Inclusive Team Environment, Showing Concern for Success and Well-Being Putting emphasis on building social capital in the workplace is a trait of a great boss. Margaret Heffernan is an entrepreneur, CEO, writer and keynote speaker who understands that social capital takes time, focus and energy, but if the ingredients are right, can bind human capital to achieve success beyond measure. A great boss will know that loyalty, friendship and comradery in the workplace create a shared commitment to success, something we may struggle to replicate in the gig economy. In short, being trusting and trustworthy is the basis of creating a just work culture that inspires success. 4. Is Productive and Results-Oriented The best type of boss will motivate and inspire their team purely by just working hard at their job. If a manager is lazy and their team doesn’t really see them doing much it really just encourages the staff to do the same. Having a boss who is not afraid to roll their sleeves up and get stuck in to any given task is the type of leader that inspires their staff. 5. Is A Good Communicator — Listens and Shares Information A great boss shares information from their staff. Having a transparent boss means staff learn more and are encouraged to be transparent themselves. A great boss is a good communicator but an even better listener. 6. Supports Career Development and Discusses Performance A great boss will always encourage their staff to develop, praise them when they do well and constructively criticise when it’s needed. Sir Ken Robinson is a believer in the importance of a culture that gives us the opportunity to engage in creativity and how creativity should be encouraged in our businesses. Humans are born with endless capacities but they need to be adapted in order to become abilities. Sir Ken uses a clever anecdote about learning to play guitar to explain his theory. We are all born with the capacity to play guitar, but we don’t have the ability until we learn to play the instrument. We need to open up our employees to new opportunities to learn and adapt skills and unlock talents they didn’t even know they had. Criticism is also very valuable to employees. A great boss will always praise their staff on doing a good job but will have the capacity to explain in a constructive way when work isn’t at it’s highest standard. This kind of behaviour encourages learning and development which is a key behaviour of a great boss. 7. Has A Clear Vision/Strategy For The Team A great boss had a plan. They know where their team is, where they are headed and what is needed to reach their end goals. A great boss needs to be catalyst for the team/companies vision. When the team loses motivation or drive, the boss needs to be there to remind everyone of the strategy and keep things in motion. 8. Has Key Technical Skills to Help Advise the Team Understanding every staff member’s job is crucial to being a great boss. A great boss will appreciate the work that goes into completing tasks and is on hand with useful advice when needed. If a boss has unrealistic expectations because he/she doesn’t understand their staffs role, employees will only ever feel like they are underdelivering and when they need advice they feel their boss doesn’t quite understand the problems at hand. A boss who has the technical skills will welcome their staff seeking guidance. 9. Collaborates Across Effectively A great manager always sees the big picture. They work for the good of the company as a whole and encourage their teams to do the same. A great leader will promote camaraderie and integration and encourage everyone to come together and work on goals that benefit the company as a whole. 10. Is A Strong Decision Maker A great boss is decisive and not impulsive. They are confident in their knowledge and make decisions that they stick to. Being a leader means being brave in your actions to lead and guide others. You need to be courageousness to lead beyond the odds, stick to your decisions to be a great boss. Google have really hit the nail on the head with these behaviours. If you can promote these behaviours and train your leaders using these 10 points from Google, you’ll build teams that will trust and inspire one another to achieve success beyond measure.