Selection is the process of choosing the right talent - individuals with the right skills, competencies, attitude, qualifications. It is about assessing three key aspects - · Can the individual do the job · Will he/she do the job · How well will the person fit in "Hire tough, manage easy." - It is true that the amount of time, effort and energy that you put into the hiring process may make management of your new employees much less difficult because many problems will be eliminated up front during the selection process. We need to remember that selection decisions are an important part of successful talent management - a very critical and important part.
A. WHAT TO DO BEFORE THE INTERVIEW
• Be clear what kind of people the organization is looking for
o This will be clear from the manpower budgets / vacancy positions
o Key elements of the Job Description
o Have a broad understanding of career paths
• Be aware what candidates look for in their jobs
o The company profile and track record
o Quality of the job - based on what the person will learn, do and become
o Contributions that can be made to the organization
o The type of the of persons / panel interviewing the candidates
o Quality of the interviewing process
STEP 1 – SETTING UP THE INTERVIEWS
STEP 2 – PREPARE FOR THE INTERVIEWS
B. WHAT TO DO DURING THE INTERVIEW
STEP 3 – BEGINNING THE INTERVIEWS
STEP 4 – EXTRACTING VALUABLE INFORMATION
• Structure the interview
• Conducting the interview - Five key and essential aspects
KEY INTERVIEWING TECHNIQUES
• Key is to focus on 3 Fit aspects :
o Job Skills and Competencies Fit - focus on high priority competencies
o Motivational Fit – Interest for the Job and Career Preferences/Plans
o Environment / Culture Fit
o Making the selection decision - Panellists coming to a decision in assessing the candidates
o Looking at any possible errors in assessment
o Putting candidates in order of suitability
o Putting candidates on wait list if required
o Active listening
o Probing and Questioning
o Behaviour based questioning
o Assessing core competencies and values
o Assessing technical job capabilities
o Open and closed ended questions
o Non-verbal clues / body language
STEP 5 – MANAGE THE CANDIDATES’ INTEREST
STEP 6 – END THE INTERVIEWS PROPERLY
C. WHAT TO DO AFTER THE INTERVIEWS
· ACTION PLANNING and Q & A
· PITFALLS AND WHAT TO WATCH OUT FOR
· Role plays – undertaking a selection interview
· Simulations and Discussions
Robin Robbins has extensive senior management experience in people development and has worked across all disciplines and in a wide range of sectors including consumer goods, research and development, chemicals, the beverage industry and engineering.
He is currently a principal consultant of a consultancy focusing on helping organisations succeed through effective people strategies. His previous HR positions include being the Head of Human Resources for the Research Laboratories of Unilever, India, and Head of Sales Training for Hindustan Lever, the largest multi-national business in India with a turnover of US$ 2.5 billion, employing over 24,000 people.
With over 16 years experience in business, Mr Robbins has developed particular expertise in the areas of performance management, career and succession planning, leadership development, aligning people strategies to market realities and conducting development and assessment centers.
He has created sales and customer management training programmes and aligned shop floor operations to focus on safety, quality and productivity. He has extensive experience in recruitment, including that of leading business and technical schools.
He has a passion for dramatics and has directed and acted in several plays. He has applied the teambuilding and leadership skills acquired in dramatics to organisational realities.
Ms Wong Sheau Yann started her career in the HR Training & Development Team with TECH Semiconductor - one of the largest volatile DRAM (Dynamic Random Access Memory) manufacturers in Singapore. Subsequently she expanded her portfolio into the field of Leadership Development, Performance Management, Organisation Effectiveness and Change Management in Micron, one the world's leading semiconductor companies. She then joined REC, a leading global provider of solar electricity solutions, leading the OE and OD roles.
Ms Wong designed, developed and delivered training workshops extensively and she has an authentic style of communication that engages participants. Her forte is the area of culture building for teams and organisations and leadership development.
As a Consultant for CPP Asia Pacific, Ms Wong delivers in-house and public training, and certification programs in the Myers-Briggs Type Indicator (MBTI®), FIRO®, Strong Interest Inventory®, Work Engagement Profile, TKI Conflict Mode Instrument and Parker Team Player. She also provides HR consulting and facilitates leadership & team development programmes.
Ms Wong graduated from the National University of Singapore (NUS) with a Bachelor in Chemical Engineering. Her desire to work with people and her ability to relate to others led her to embark on a career in Human Resources upon graduation.