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© 2014 CareerBuilder © 2014 CareerBuilder Presented by: Keith Hadley, Practice Leader, Employment Branding, CareerBuilder Jennifer Way, President, Way Solutions THE ART OF STRATEGIC INTERVIEWING #hrconnect

The Art of Strategic Interviewing

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What is strategic interviewing, and how can you use it to more quickly and effectively select and hire the right candidates? We take a deep dive into prescreening, interviewing and selection to bring you actionable tips on how to use these tools to take your hiring process to the next level.

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Page 1: The Art of Strategic Interviewing

© 2014 CareerBuilder© 2014 CareerBuilder

Presented by:

Keith Hadley, Practice Leader, Employment Branding, CareerBuilder

Jennifer Way, President, Way Solutions

THE ART OF STRATEGIC INTERVIEWING

#hrconnect

Page 2: The Art of Strategic Interviewing

© 2014 CareerBuilder

OUR SPEAKERS

2 |

Keith HadleyPractice Leader, Employment BrandingCareerBuilder@keithhadley

Jennifer WayPresidentWay Solutions@waysolutions

#hrconnect

Page 3: The Art of Strategic Interviewing

© 2014 CareerBuilder

INTERVIEW EFFECTIVENESS

3 |

What makes one interview more effective than another?

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Page 4: The Art of Strategic Interviewing

© 2014 CareerBuilder

JOB SEEKERS SAY

4 |

Source: CareerBuilder 2013 Candidate Behavior Study

of candidates agree that their experience during the hiring process impacts their offer decision.

70%

#hrconnect

Page 5: The Art of Strategic Interviewing

© 2014 CareerBuilder

COMPETITION FOR TALENT

5 |

40%of employers say they have difficulty retaining critical-skill employees

70%of Americans are not engaged at the workplace

59%of hiring managers are concerned about the growing skills gap.

5 in 10H.R. managers say they have open positions for which they cannot find qualified candidates.

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Page 6: The Art of Strategic Interviewing

© 2014 CareerBuilder

SUPPLY AND DEMAND MATTERS

6 |

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Source: CareerBuilder Supply & Demand Portal

Page 7: The Art of Strategic Interviewing

© 2014 CareerBuilder© 2014 CareerBuilder7 |

Prepare to Leverage

Interview Time

Design an Experience that Drives Results

Design High-Value

Pre-Screens

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Page 8: The Art of Strategic Interviewing

© 2014 CareerBuilder

QUALITY OF INTERVIEWS

8 |

Strategic Tactical

Efficient use of time Lack focus; may take longer

3 interviews / 2 visits max Many interviews / many visits

Assigned interviewer roles Unprepared interviewers

Invest time in the interview plan Prep consists of resume review

Defined question/answer expectations Ill defined questions/answers

Leverage prescreen Remedial prescreen

Value HR Support Over/under dependent on HR support

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Page 9: The Art of Strategic Interviewing

© 2014 CareerBuilder

3 KEY ADVANTAGES

9 |

Strong Pre-

Screens

Assigned Interview

Roles

Quality Questions & Answers

Relevant Information Improves Selection.

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Page 10: The Art of Strategic Interviewing

© 2014 CareerBuilder

USE METRICS

10 |

Where does the greatest number of candidates come

from? (QUANTITY)

What source provides the

greatest number of hires?

(QUALITY)

Ensure a diverse candidate slate.

What is the average number of

interviews to offer?

#hrconnect

Page 11: The Art of Strategic Interviewing

© 2014 CareerBuilder

LOOK AT TALENT DIFFERENTLY

11 |

Don’t ignore the long-term unemployed

Don’t look for past job titles

only on resumes

Resume

John Smith

Job TitleLorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis.

Special SkillsLorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis.

Set realistic expectations on job descriptions

Help Wanted

Data Corp.

Job DescriptionLorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis.

SkillsLorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis.

Hire for potential –

and train them

#hrconnect

Page 12: The Art of Strategic Interviewing

© 2014 CareerBuilder

KNOWLEDGE/SKILLS

12 |

#hrconnect

Source: EMSI

Page 13: The Art of Strategic Interviewing

© 2014 CareerBuilder

SKILLS – KNOWLEDGE & ABILITY

13 |

#hrconnect

Source: EMSI

Page 14: The Art of Strategic Interviewing

© 2014 CareerBuilder

STRONG PRESCREENS

14 |

Invest Time with

Hirable Candidat

es

Consistent Questions

Identify Top Talent

Reduce Candidate

Pool Fatigue

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Page 15: The Art of Strategic Interviewing

© 2014 CareerBuilder

PRESCREENING CALL CONTENT

15 |

• Opportunity to engage candidate interest

• Ask key differentiator questions

• Set process expectations

• Gather salary information

• Briefly explain role

• Gather competitive intelligence

• Determine interest in moving forward

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Page 16: The Art of Strategic Interviewing

© 2014 CareerBuilder

CHANGE PRESCREEN QUESTIONS

16 |

Tactical Pre-Screen

• “Tell me about your sales experience.”

• “Do you have Microsoft Office experience?”

• “Tell me about a time when you handled a frustrated customer.”

Strategic Pre-Screen

• “What percentage of sales was new business?”

• “How did you use Excel in your last position?”

• “Tell me about your best/worst customer experience.”

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Page 17: The Art of Strategic Interviewing

© 2014 CareerBuilder

REINFORCE CANDIDATE DECISIONS

17 |

“Would you be interested in moving

forward?”

“We’ll call you if we’re interested.”

“This may or may not be the right role for you.”

“Here is the next step…”

“Would you be interested in having a conversation with

our hiring manager?”

“Follow our process.”

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Page 18: The Art of Strategic Interviewing

© 2014 CareerBuilder© 2014 CareerBuilder18 |

Design an Experience that Drives Results

Prepare to Leverage Interview

Time

Design High-Value Pre-Screens

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Page 19: The Art of Strategic Interviewing

© 2014 CareerBuilder

PREPARE CANDIDATES TO PERFORM

19 |

Provide Directions and

Dress Code

Declare Experience of

Interest

Avoid Revealing

Areas to be Screened

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Page 20: The Art of Strategic Interviewing

© 2014 CareerBuilder

PREPARE THE HIRING MANAGER

20 |

Reinforce Manager Values.

Interview Plan

Prioritize Interview

Questions

Assign Roles to the Team

Provide a Consistent

Story

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Page 21: The Art of Strategic Interviewing

© 2014 CareerBuilder

ASSIGN INTERVIEW ROLES

21 |

Assess Cultural Fit Assess Technical Skills

Sell Value PropositionReduce Redundancy and Increase Breadth of Information.

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Page 22: The Art of Strategic Interviewing

© 2014 CareerBuilder

DESIGN STRONG QUESTIONS

22 |

Questions

• Avoid direct or leading questions

• Elicit revealing answers• Focus on the “how” –

Beyond the tasks

Answers

• Anticipate possible answers• Rate range of answers –

Excellent, good, neutral, poor• Note answers that are an

immediate flag

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Page 23: The Art of Strategic Interviewing

© 2014 CareerBuilder

ADDRESSING CULTURAL FIT

23 |

Vs.

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Page 24: The Art of Strategic Interviewing

© 2014 CareerBuilder

Age

Race

Religion

Family Status

Residence

Disability

Citizenship or Nationality

Arrest or Conviction

APPROPRIATE VS. INAPPROPRIATE

24 |

Avoid Protected Classes.

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Page 25: The Art of Strategic Interviewing

© 2014 CareerBuilder

Contrast Effect • A strong candidate appears more

qualified when interviewed after a weak candidate

Halo/Horn Effect• One element overshadows all

others

o Halo Effect: A candidate’s benefit

o Horn Effect: A candidate’s detriment

INTERVIEW BIASES

25 |

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Page 26: The Art of Strategic Interviewing

© 2014 CareerBuilder

MORE CANDIDATES?

26 |

Reasoning Reality Impact on Candidates

Someone better might come along

More candidates won’t change market conditions

Longer process = increased drop off

Looking for an “A” player Is a solid player good enough?

Interviewing more people fosters candidate desire to continue interviewing

Lack enough info to make decision

Reevaluate the priorities of the role

Wasted time with ineffective interviews

Fewer interviews means a “lack of thoroughness”

Fear making wrong decision Damages limited candidate pool over time

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Page 27: The Art of Strategic Interviewing

© 2014 CareerBuilder© 2014 CareerBuilder27 |

Design High-Value Pre-Screens

Design anExperience that Drives

ResultsPrepare to Leverage

Interview Time

#hrconnect

Page 28: The Art of Strategic Interviewing

© 2014 CareerBuilder

CRAFT A POSITIVE EXPERIENCE

28 |

Every interaction affects future performance.

#hrconnect

Page 29: The Art of Strategic Interviewing

© 2014 CareerBuilder

CANDIDATE PERCEPTIONS

29 |

#hrconnect

Source: CareerBuilder 2013 Candidate Behavior Study

Perceptions When Working with the Hiring Manager/Recruiter During the Hiring Process

Page 30: The Art of Strategic Interviewing

© 2014 CareerBuilder

IMPACT OF POOR CANDIDATE CARE

30 |

#hrconnect

Source: CareerBuilder 2013 Candidate Behavior Study

Action Taken After Having a Bad Experience with a Company During the Application

Process

Number of People Told About the Bad Experience

Page 31: The Art of Strategic Interviewing

© 2014 CareerBuilder

WHAT’S THE OPPORTUNITY?

31 |

of candidates feel companies have been responsive during the job search process.

candidates say they would accept less than their minimum salary requirement from an organization that provided a good impression during the hiring process.

Source: CareerBuilder 2013 Candidate Behavior Study

15%

68%

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Page 32: The Art of Strategic Interviewing

© 2014 CareerBuilder

OF CANDIDATES WHO HAD A GOOD HIRING PROCESS EXPERIENCE…

would tell others to apply.

would be more likely to purchase products or services.

would seek employment with the company again.

37%

Source: CareerBuilder 2012 Applicant Experience Study

23%

56%

32 |

#hrconnect

Page 33: The Art of Strategic Interviewing

© 2014 CareerBuilder

KEY TAKEAWAYS

33 |

Conduct quality prescreens:

Use questions that differentiate fit and use them consistently.

Leverage interview time:

Define key questions and rank potential answers. Assess technical skills, cultural fit, and sell the value proposition.

Positive candidate experience:

Build an experience to attract high quality talent and create strategic advantage.

#hrconnect

Page 34: The Art of Strategic Interviewing

© 2014 CareerBuilder© 2014 CareerBuilder34 |

Keith HadleyPractice Leader, Employment BrandingCareerBuilder@keithhadley

Jennifer WayPresidentWay Solutions@waysolutions

#hrconnect