1. How to Ask the Right Questions Interview for Success

2. Why Bother? Interviewees are much better prepared than interviewers for the interview. Internet search: Tips on being interviewed: 10,300,000

3. Traditional Interviews Traditional Interviewing: Situational Interviewing Hypothetical questions “How would you respond if….” They will tell you what you want to hear!

4. Reliability of Hiring Techniques Using Traditional Interviews US Dept of Labor statistics say there is a 52% likelihood of success

5. Reliability of Hiring Techniques Using Traditional Interviews You might as well as flip a coin! 52% success rate??!! Is that as good as it gets?

6. Behavioral Based Interviews Behavioral Based Interviewing: Based on past behavior Reality based questions “How have you responded when…” Past behavior predicts future behavior!

7. Behavioral Interviewing “Describe a time when you had an idea – something that was aimed at streamlining or improving work processes. What was your actual involvement from start to finish?” “Give me an example of a time when you went above and beyond what was required of you to provide excellent customer service.”

8. What You REALLY Want to Know… CAN THIS PERSON DO THE JOB? Does s/he want to do the job? Will s/he fit with the rest of the team? Will s/he be satisfied in this position for our company? Can I rely on her/him for quality work?

9. What You Need to Know First: What is the Job? What does this person do? (Responsibilities, duties) What skills are required to perform the duties? What competencies are required of a top performer? What behaviors would be exhibited with each competency?

10. Sample Competency for Customer Service Interpersonal Communication – Communicating clearly and effectively with people inside and outside or the organization

11. Interpersonal Skills Uses tact and diplomacy to handle difficult or delicate interpersonal problems “Tell me about a time when you had to handle a very difficult problem. What were the circumstances and how did you handle it? Relates well to all kinds of people: peers, subordinates, customers, upper management “Tell me about a time when you built strong relationships where none existed before.” Target BehaviorsInterview Questions

12. Is Candidate a Good Match for the Job? Listen for concrete, specific situations, behaviors and outcomes. Evaluate past behavior with what is required for a top performer in your job.

13. Behavioral Based Interviewing Tools to Complement

14. Behavior Attitude Motivation Beliefs Tip of Iceberg Core

15. Why Assessments? To help you determine if the candidate can do the job, wants to do the job, will fit in with the team, be satisfied in the position and provide you with quality work.

16. Recommended Assessment Types Screening: –Tools that identify which candidates to avoid. –Used for hourly level positions. –Typically decrease turnover by a minimum of 20%.

17. Recommended Assessment Types Selection: –Tools that identify which candidate is the best fit. –Used for mid- to upper-level, salaried positions.

18. Screening Assessments CLUES –CandidClues Attitudes and Integrity –Core scales: Hostility, Conscientiousness, Integrity –Optional scales: Substance Abuse, Sexual Harassment, Computer Misuse –JobClues Cognitive Personality –Benchmarked against over 50 positions Includes follow-up behavioral interview questions

19. CandidClues Sample

20. JobClues Sample

21. Selection Tools for Professional/Management TotalView –Abilities, Interests, Personality ( provides behavioral interview questions.) DISC –Behavior Style Business Values & Motivators –Motivators

22. *Job Matching – 87.5% Reliability TotalView plus DISC and Business Values & Motivators enable you to: Identify the candidate who has the “knowledge, skills, abilities, and other characteristics required to perform” the “tasks, duties, responsibilities and working conditions associated with a job.” * Source: The US Department of Labor Testing and Assessment: An Employer’s Guide to Good Practices 2000

23. The right hiring tools enable you to hire “dynamic people” who want to be part of a growing organization and who are committed to contributing to the efforts of a winning team. Bottom Line: Increase your bottom line by hiring the right people!

24. For more information regarding HR issues, hiring techniques, and/or candidate assessments: Contact Information Paula Poole HR Director, Superior Walls of America, Ltd. 1-717-351-9736 ppoole@superiorwalls.com Or: Lisa Plank Executive Assistant/HR Assistant 1-717-351-9743 lplank@superiorwalls.com