Making the Job Interview More Effective

 

d37c085a9bb189c8afd3f289ca266eb6Ask an HR professional which the most important tool for selecting a candidate is, and the pre-employment interview is likely to emerge as the overwhelming answer. Few other means get close to the interview as a tool for helping an organization with the hiring. No other method helps the organization’s HR assess the suitability of a candidate.

Despite the extreme importance of the interview, many organizations fail to derive the high value that it is capable of delivering. This is because they fail to understand that the interview can be a potent tool for helping the organization to assess the candidate, but only if it is structured properly. Most interviews fail to elicit the best from a candidate because they do not have the depth and incisiveness needed for doing this. A wily candidate could artfully trick the interviewer into mistaking what she wants to hear for real ability.

Is the interview per se to be blamed for this? No. It is not so much the interview itself, as much as the way in which it is done, that is responsible for this situation. Why this happens is that candidates can easily trick untrained and unskilled interviewers and can get ahead of them in guising what is undesirable in them and overplaying their attractive qualities. If an interview fails to get the best out of a candidate, its purpose if largely unserved. This is what an unstructured interview does. It is likely to select an unsuited candidate and end up hiring a bad resource for the organization.

A thorough understanding of the techniques for making the interview more effective

With some thoughtfulness and insight, interviews can become more effective. It is never impossible for organizations’ HR to learn this art and inculcate it into their interviewing practices. When the interviewer is armed with the right techniques, the interview becomes effective and impactful and results in the company finding the right fit, something that is of vital importance to it. A few principles need to be adapted and applied to help companies achieve this.

Want to know which these are? These will be taught at a webinar that TrainHR, a highly acclaimed provider of professional trainings in the areas of human resources, is organizing. Harold Brull, a senior HR professional and a licensed psychologist who has taught industrial/organizational psychology at the undergraduate and graduate levels for many years, will be the speaker at this session.

Please register for this learning session by visiting TrainHR

This course has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

Benefits for HR professionals across the board

This webinar is designed to help professionals, irrespective of whether they are new or are veterans, imbibe the right practices for interviewing. Harold will show participants the ways of using powerful and accurate means to conduct interviews. He will also give an understanding of how interviewers can increase the chance of selected candidates accepting the offer.

The following areas will be covered at this webinar:

  • The structure of competence
  • How to analyze a job’s requirements
  • Interview information categories
  • The best predictor of future behavior
  • Principles of good interviewing
  • Errors to avoid
  • Designing interview questions
  • Follow-up probing
  • Interpreting information
  • Using multiple interviewers.

This session is of high value to professionals who are involved in hiring, such as HR Generalists, HR Managers, Line Managers involved in Hiring, and Business Owners.

 

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Making onboarding successful and effective

Vendor-Onboarding

The onboarding process is the really important step for an employee, because this is the phase in which she get acclimatized to the new organization in which she has taken up employment. It is also a very important step for the employer, as it is the process through which it gets to know the new employee, her capability, potential, attitudes and behaviors.

There is a common misconception among many people, who think that onboarding and orientation are one and the same. This is not the case. Onboarding is a long process that starts before the employee joins the organization, and lasts for a few months after the joining date. Orientation is a small part of the onboarding process. It is just one of the steps of onboarding.

Costly turnovers result from poor onboarding

Given that onboarding is a long process that has a defined set of objectives and purposes; it is very important for organizations to get it right. The cost of wrong onboarding can be high for the organization: It is believed that hourly workers leave the organization four months on average after joining, and regular employees leave within eighteen months if the onboarding process goes wrong.

Why and how does an onboarding process go wrong? HR needs to understand the importance of onboarding as an efficient and powerful tool for welcoming the new hires into the organization. It should realize that this is an important method by which new talent is absorbed into the organization in terms of not just understanding the processes and business, but more importantly, that of the culture.

Understanding the cultural fit

The cultural fit is an intangible, yet most important element of the adaptation process for the new hire. This is the parameter that finally really seals the relationship between the employee and the employer. It is this emotional connect that gels the employee’s attitudes and behaviors with the organization’s thinking and image. A successful onboarding process brings this about.

This can happen only when HR shows a keen sense of understanding of human nature. It has to have a feel of the employee’s attitude and outlook towards the organization and life. It has to see how these fit into the organization and take it to a higher plane, while also helping the employee to grow.

Learn the ways of getting onboarding right

employees

The ways of doing this will be the content of a webinar that is being organized by TrainHR, a leading provider of professional trainings for the areas of human resources. Michael D. Haberman, co-founder of Omega HR Solutions, Inc. a consulting and services company and a consultant, speaker, writer and teacher, who has over 17 years’ experience in the class room teaching human resources fundamentals and certification preparation, will be the speaker at this webinar.

To gain intimate knowledge of how to make the onboarding process successful, please enroll for this webinar by visiting TrainHR.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Good onboarding is the difference between employee turnover and retention

Michael will emphasize the importance of good onboarding, by which is meant the ability of this exercise to help the organization tap into and utilize the skill and qualification that each employee brings. This is extremely important in these times, when employees play a stellar role in shaping and developing the organization’s intellectual property and helping the organization exploit it for its gain. Finding the right employees is important, but more important is tuning them to the organization’s culture and way of life. This is the learning this webinar will impart.

People in positions that involve onboarding will find this session particularly useful. These include HR Managers, Office Managers, Supervisors, Managers and Company Owners.

Michael will cover the following areas at this session:

  • The cost of turnover
  • The steps involved in onboarding
  • Before the hire
  • During the hire
  • The first day
  • The first week
  • The ongoing process
  • What potential activities are included?

Saving time and costs on hiring and remaining compliant

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Onboarding is a critical component of hiring, but considering the importance of the hire and this process, and considering the numerous steps that go into onboarding; it is usually a long drawn process. It can sometimes take months, when one considers the fact that onboarding starts with seeking out the candidate and ends technically only when the candidate comes in, reports to work and then gets acclimatized and confirmed a few months after joining in.

We have grown into thinking that all these are necessary steps for onboarding and hiring. But is there a way by which we can shorten the process, while retaining the effectiveness of the method? Do onboarding and hiring necessarily have to be this convoluted and long drawn out? Do they have to be the highly expensive exercises that they turn out to be? Is it possible to cut down on valuable resources such as time and money that go into the hiring process while remaining legally compliant?

A learning session on the ways of doing it

Yes, and this is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be offering. At this highly interactive, valuable session, the speaker is Jan Triplett, CEO of the internationally recognized Business Success Center. Jan is an entrepreneur, author, speaker and small business activist and a frequent keynote speaker on business growth models, funding and pricing strategies, alliance building, personnel management, and sales processes.

Want to gain insights into this valuable process of cost and time cutting for the hiring process and translate and realize its value into your organization? Then, enroll for this webinar by visiting TrainHR  . Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Avoid spending huge sums on hiring

The core of this learning that Jan will bring to this webinar is the ways by which organizations can avoid spending a huge sum on the arduous process of hiring, which could sometimes end up bringing the wrong person on the table. When this kind of hiring mistake is undesirable for big organizations; one can imagine its impact and futility on smaller ones that work on much tighter budgets. Avoiding being in this scenario calls for planning how to do the right stuff and being in compliance with the regulatory requirements relating to hiring so that the hiring process is transparent. Everyone involved in the process, from HR to the organization, to the new hire, benefits when the right processes are followed. This is the learning Jan will offer at this highly entertaining session.

Jan will show how HR can inculcate the time controls that go into the hiring process. These include:

  • Knowing “who” as well as “what” you need to accomplish current and future goals
  • Understanding the culture of your organization, its stakeholders, and influencers
  • Having a clear hiring message and process and onboarding system
  • Setting limits and rules and sticking by them when hiring

Everyone who is involved in the onboarding and hiring process or having an interest in it, such as owners of small businesses, top management staff (C- Level), Co-Founders, Marketing & Sales Directors with inside or outside Sales Teams, Operations Managers, vendors to larger businesses, and Presidents or CEO’s of non-profit organizations will gain immensely from this webinar.

Jan will cover the following areas at this webinar:

  • Identifying and profiling all the relevant characteristics of the employee you need and who will fit into your corporate culture
  • Arriving at a hiring budget as well as determining what you can afford to pay and offer as benefits
  • Creating a plan and process to hire that gets people working sooner
  • Knowing options to help you pay for new employees, train or retrain existing employees, more space or a better location
  • Getting buy in for the plan from the top to the bottom of the organization and the stakeholders
  • Putting the new hiring plan into action
  • Tracking and Evaluating the Plan.

Getting the Onboarding Right helps Organizations to keep Good Employees

onboarding

 

Onboarding is an extremely important function for an organization. It is the first step towards creating an impression about the organization in the mind of the new hire. Not getting the onboarding process right puts a stumbling block in the employee’s first step into the organization at the start of her employment. The onboarding process is the method by which the employee takes to the organization, which is why it has to be effective.

A common misconception in the minds of many people is that onboarding is the same as the employee orientation. Employee orientation is just the first step of onboarding. Orientation is about documentation and paperwork and presentations, because this is the session in which the employee gets to know about what the organization does in terms of its business, what it values are, what its position in the market is, and so on.

Onboarding, on the other hand, is an extension of orientation. It is the phase in which the employee gets to familiarize herself with the ways of the organization, the processes, the people, the benefits, and so on. More than anything else, the onboarding process is when the new hire gets to understand the organization’s culture, that most important intangible factor that eventually makes an employee stick to the employer or leave it and seek alternatives.

Period of adaption

It is during the onboarding phase that the new hire gets assimilated and integrated into the organization’s thinking. It lays the foundation to the behaviors expected of the new hire in her stint with the organization. Unlike orientation, which usually does not last more than a day; onboarding is carried out over a long period of time, usually three months, when the employee gets to adapt to the new organization.

This explains the importance of onboarding. This is why an onboarding program that goes wrong risks depriving the organization of good employees that could otherwise be assets of the future. Such an onboarding program is sure to create a less than favorable opinion with the new hire. When the first few weeks of the new employment appear boring and inept, how does one expect an employee to stay for the long haul?

Keeping the interest up is critical

The first signs of alienation emerge right then. Keeping the new employees idle without allocating responsibilities is sure to make them feel unwanted and bored. Feeding them with unnecessary information is another wasteful activity during an onboarding program.

An effective orientation program is one that should not only kick start the employee from day one at work; it should make her feel enthusiastic about doing so and create a feeling of belonging with the organization. It is actually more a process than a program.

Learning on how to get onboarding right

Business meeting

A webinar that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry, will show how to create and implement an effective onboarding program. The speaker at this webinar is Judi Clements, President of Judi Clements Training & Development, in Clifton Park, NY, and a New York State certified teacher, trained mediator, and qualified Myers Briggs® Personality Type expert.

Please enroll for this webinar by visiting TrainHR . This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Helping to avoid common mistakes of onboarding

Judi will show the ways by which organizations can avoid the common mistakes of putting ineffective onboarding in place. She will help them to put not just a program, but a process that can be used for future times. She will show how to make employees productive from the very start of onboarding, which will make them enthusiastic and eager to work. She will help employees to prepare, conduct, and evaluate effective new employee orientation programs, update existing programs and to reflect new technologies and learning styles of 21st century employees.

Judi will cover the following areas at this webinar:

  • Avoid traditional orientation mistakes
  • Define onboarding goals
  • Plan an orientation agenda
  • Avoid information overload
  • Put new employees at ease
  • Ease the transition of new employees into existing teams
  • Develop rapport between new employees & their manager
  • Communicate organizational culture & support
  • Utilize new technologies
  • Provide consistency to ensure legal requirements
  • Increase new employee retention
  • Help HR professionals work with all levels of the organization to improve the onboarding experience.

 

Behavior based interviewing for selecting the right candidate

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Many organizations make the mistake of basing the suitability of candidates purely on their skills and the knowledge they bring. This measure goes only half the way, and is incomplete, because many organizations fail to take into consideration the fact that behavior is a stronger and more reliable indicator of the person’s suitability to the organization than just academic qualification or skills.

Behavior indicates the cultural fit of the candidate more than these other criteria and even experience. It is an often overlooked parameter for judging the suitability of candidates, but this is more important than the other criteria mentioned here because many candidates appear very well qualified and skilled, but have gaps in their behavior.

Behavioral mismatch is a serious error

Candidates with a behavioral mismatch are more likely to leave the organization or create problems for it than others. They are most likely to get fired, because they are not able to bring or reflect the organization’s thinking in their work.

Attitudes and behaviors are more vital to perform at a higher level consistently than just skills and experience, which most candidates more or less gain over time anyway. Candidates with unsuited behaviors are likely to cost organizations millions of dollars. Yet, many organizations overlook this important aspect of selection.

Asking the right questions is the key

Hiring the candidate with the right behavior involves assessing them with relation to a set of behavioral patterns and predicting their response to it in real life situations. This will help the organization gauge the suitability of candidates from the behavioral perspective.

This involves framing and asking the right behavior-based questions and evaluating the responses. Of course, doing this accurately is important, because if the behavioral test is not framed rightly or is not implemented properly; it can misfire and can lead to a less than thorough or incomplete assessment, making the whole exercise futile.

Learn the ways of assessing candidate behavior

How do organizations get this right? How do they frame the right behavior-based questions that lead them to measure the candidate in the right way? This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be providing.

Grant Schneider, president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy, will be the speaker at this session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

To get a proper understanding of the ways by which your organization can implement the strategies needed for framing the perceptive questions needed to point to behavioral attitudes, please enroll for this session by visiting TrainHR. Grant will help participants understand the ways by which they can avoid costly errors in the future by hiring candidates without the right behavior sets needed for being the right fit.

Everyone involved directly or indirectly in hiring and dealing with its effects on the organization, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Directors, Managing Directors, Regional Vice President, Area Supervisors and Managers will gain important insights into this topic.

Grant will cover the following areas at this webinar:

  • How to create and ask open-ended questions
  • How to solicit examples of past behavior to predict future behavior
  • How to take useful interview notes
  • How to get beyond the rehearsed answers to find out what a candidate is really thinking
  • How to establish interview evaluation criteria
  • How to identify and evaluate skills objectively.

Stay Interviews Help to Retain Employees

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A stay interview is a potent tool for gauging employee moods and attitudes towards her work and the organization. It helps to understand employee thinking about her role and future in the organization. It is a powerful pointer to what an employee is planning to do in the near future in relation to her continuance or otherwise in the organization.

A stay interview is different from a joining interview, at which the employee is assessed for her suitability to the role and the organization. It is also different from an exit interview, at which the organization would like to know the reasons for which the employee has decided to quit the organization.  A stay interview comes somewhere between these two types of interviews.

A stay interview is done to assess the likeliness of the employee’s continuance or otherwise midway through her tenure. This kind of interview is needed because the employee may not have quit yet, but the HR and management determine that there is something about her behavior that suggests that she is likely to take this step in the near future.

Some of the reasons for which managements gets this feeling include:

  • The employee’s unhappiness at not being made part of a project that she has expressed her willingness to work in
  • Expressing lack of satisfaction with an appraisal
  • Open or tacit disagreement with her reporting manager or other colleagues
  • Showing signs that turbulence in her personal life is spilling over to work.

Stay interviews are also conducted during generalized situations. These may not be related directly to the specific employee, but could be triggered by events that have a direct bearing on the likeliness or otherwise of the employee’s continuance:

  • When the company is looking to retain core employees during an acquisition, takeover or merger
  • In times of general economic downturn or slowdown.

A stay interview is useful when the organization has to deal with employees who may be termed as fence sitters at a point of time. It helps the HR and the management to decide whether they have a stayer or a quitter on their hands. When done at the right time, stay interviews are more effective than exit interviews, because by the time an exit interview is carried out; the employee’s mind is almost certainly made up.

Stay interviews help to gauge the employee’s mind

Stay interviews are of immense help in serving the purpose of helping organizations keep its employees. It is all the more important for organizations to develop and utilize tools such as this, considering that a fourth of all employees are likely to quit their organizations over the next 12 months, according to a recent Harvard Business Review article.

A stay interview helps correct this to a large extent. A stay interview helps HR and the management to understand the mind of the employee and the plans she has for the near future. So, this one-on-one session becomes crucial. At this session, the managers have to ask the right questions to read the employee’s mind.

The intention of stay interviews is to get insights into what the employee is thinking at that point of time about whether to continue or not in the organization. For this reason, the stay interview should be pointed, specific and clear. The approach to stay interviews is that they should be well structured, specific and clear.

Benefits of stay interviews

Stay interviews carry many benefits. First of all, their very initiation fills the employees with a strong sense of motivation, because the feeling that management is thinking of them and wants to understand their decision gives a high feeling.

Stay interviews are also personalized and specific to the employee in question, where attention is paid to the individual employee. This is an opportunity to discuss matters of importance freely and without inhibitions.

Another important benefit of stay interviews is that they are likely to lead to actions from management in an inexpensive manner.

A training session on understanding the idea of stay interviews

When conducted properly, stay interviews are a very effective tool for retaining employees. The ways of doing this right will be imparted at a webinar on this topic that is being organized by TrainHR, a leading provider of professional trainings for the human resources industry. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach, who is the speaker at this webinar, will give an understanding of all the important aspects of stay interviews.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

The following areas will be covered at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach, interview formant and how to handle possible resistance.