EFFECTIVE INTERVIEW TECHNIQUES

EFFECTIVE INTERVIEW PROCESS

Recruitment often starts from ad posting, resume gathering, resume screening, then followed by the interview and testing.

Most of the time testing alone does not give the whole view of the applicant’s qualification hence the need to interview. However, oftentimes interviews were not done seriously but done only for the sake of formality. That should not be. Interviews are an essential part of the selection process.

WHAT TO CONSIDER BEFORE THE INTERVIEW

Some well-established HR Department has their own Recruitment planning prior to posting the job ads. Such planning is equally important before doing an interview. In recruitment planning, following are considered: job specification of the vacant position; how much manpower is needed to fill up the position; a ranking of the most important qualities, characteristics, skills and education that a successful candidate should possess.

HOW SHOULD WE INTERVIEW?

A talented interviewer tends to get or draw more information from the candidate through a sharp and intellectual probing. Listening skills is not to be taken for granted, too. Once an interviewer listens carefully from what the candidate is saying, he/she may be able to prepare the next question in mind.

A great interviewer should be able to extract extremely predictive and accurate data from the candidates. ( In case , you have forgotten what to draw from them – go back to your recruitment planning – what is it that you want for the candidate to have  in order to perform the job effectively? )

INTERVIEWING TECHNIQUES

Below are the skillful techniques in interviewing:

·         Behavior – centered –It is about what he did , said and thought after a certain work relate incident; about what he felt or simply about the candidate , himself or herself.

·         Experience – centered – concentrates on what actually happened. How did he/she performed his job in the last employment.

PHASES OF AN INTERVIEW

1.       First Phase – Putting the candidate at ease or building up a rapport with the candidate. This is an important phase in order to move the interview into a free-flowing mode.

2.       Second Phase – involves a brief introduction about the company and the position.

3.       Third Phase – is the chance to know more about the candidate; the time to ask a make or break questions coupled with follow-up probing to dig more about the candidates. In this phase, which is more focus, the interviewer could get the chance to know the suitability of the candidate for the position.

4.       The Final Phase – this phase closes the interview. It’s now time to let the candidate ask their questions. The chance for them to verbalize their internal inquiries .

These are just a few of the techniques in interviewing. It works and it’s worth practicing. 

HR and Line Managers Must Work Together

HR and Line Managers Must Work Together

Line Managers are the Heads of the Departments or the one who manages the staff in a department. It is important that they work hand in hand with the HR Department for the achievement of the vision / mission of the organization. Both must work together to ensure the success of the company they are working with. It will be easier for the HR Department to implement the strategic plans if all managers understands this new trend in leading an organization.

HR must show full support to the Line Managers in order to expect the latters awareness of their responsibility to implement HR policies and procedures among their staff.

Recruitment

In the recruitment process for example, HR must inform the Line Managers about the prevailing processes and the accompanying forms to be used in fulfilling their manpower needs. In this procedure, the recruitment system will surely become smooth flowing and fast moving. From the filling-in of the Personnel Requisition Form up to the Selection Process, Line Managers and HR are often seen in the limelight. Hence, both parties are involved in the most critical process of choosing the right candidate for the vacant position.

Performance Management

Fair and the same approach must be applied by both HR and Line Managers when doing the Performance Evaluation most especially in giving feedbacks to the employee concerned. You can imagine the chaos it may produce if HR gives a different opinion about the result of the Performance rating given by the superior or most especially the Line Managers themselves. HR must provide a training program that would intend to educate the Line Managers on how to effectively and consistently implement the Performance Management System.

Conflict Resolution

You cannot get away with this. In every Organization there is a conflict or a dispute that needed to be resolved immediately. Hence, the importance of having a positive relationship between HR and Line Managers. If both parties are in good harmony then immediate resolution of the prevailing conflicts within the organization could be achieved.

STRATEGIC HUMAN RESOURCE MANAGEMENT - WHAT IS IT?

Human Resource Management , on its plain and simple text is managing the most important asset of the organization. From its definition, one can sense its being a routinary job and more of a paperwork department.

Nowadays, gone are those old adage about managing the Human Resources. It is not just a simple ordinary job. It is very complicated but when handled expertly, it would be a successful department that will lead the organization to the achievement of its goals, vision and mission.

The Strategic Human Resource Management is the talk of the HR circles nowadays. So what is it? It is  designed and formulated to help companies satisfy their needs while encouraging the achievement of their goals. In other words, it is best to start with a goal aligned with the company vision and mission and influencing the employees to achieve it by being proactive in leadership and management. Setting up goals and plans is like thinking ahead in order to place the company strategically to its future location. It can affect all the processes being done from hiring, developing employees through trainings, assessment of performance techniques and discipline.

Strategic Human Resource Management supports long term business goals and its outcome. With this, companies work hard to meet the need of their employees. It can cultivate productivity because the employees are being guided by the set goals and objectives. With that goal in mind, aligning the processes involved to get it done follows. And yes, Human resource management is the best way to achieve it. By thinking and planning ahead, it can improve employee performance and retention rate.

ON LEADERSHIP - WHAT KIND ARE YOU?

What is Leadership?

Leadership is about encouraging others to maximize their efforts in order to achieve the goals.

Being a Leader and Being a Manager – What is the Difference?

A Manager is not always a leader yet a Leader has the potential to become a good Manager. Being a Leader and Being a Manager is a totally different thing. What makes the difference is the way they execute things. A manager just plans and organize while a leader has that innate ability to motivate and inspire people to work together at their best in order to arrive at a common goal.  

A manager becomes more effective when he is a good leader. Or is it more correct to say that a leader should also possess a managerial qualities in order to become a good one that executes, inspires and motivates.

Indeed, in a professional setting , a successful manager should have both a combination of the qualities of a manager and a leader. Both of them works with people. The only difference is that a manager sees people as the means to achieve something while a leader sees people as the reason or the cause from which a vision is carried on.

According to my research there are 6 leadership and management styles, but there is a need to bear in mind that these styles should be adapted depending on the demands of the situation, the requirements of the people involved and the challenges facing the organization.

1. The DIRECTIVE (Coercive ) style fosters immediate compliance from the employees:

·         It closely controls employees.

·         “Do it the way I tell you”

·         Motivates by threat and discipline

·         This one becomes effective when there is a crisis and when deviations are risky.

·         It is not effective when employees are not that knowledgeable or underdeveloped. There is no much learnings from this style.

·         Also not effective when employees are highly skilled. They would end up frustrated and not agreeable with micromanaging.

(From Wikipedia: In business management, micromanagement is a management style whereby a manager closely observes or controls the work of subordinates or employees.)

2. AUTHORITATIVE – provides long – term direction and vision for employees.

·         Firm but fair manager

·         Gives employees clear direction

·         Provides persuasion and feedback to motivate

·         It is effective to use when there are clear directions and standards needed and of course, when the leader is credible.

·         When employees need thorough guidance on what to do, then this approach is not effective.

·         It is not effective too, when the leader is not credible.

3. AFFILIATIVE – loves to create harmony among employees and between manager and employees.

·         People first, Task second

·         Emphasizes good personal relationships among employees and always try to avoid conflicts.

·         Keeps people happy to motivate

·         Becomes effective when used in combination with other styles but if performance is not satisfactory, it is not effective.

4. PARTICIPATIVE – builds commitment and consensus among employees.

·         Gets inputs from everyone and motivates by rewarding a team effort.

·         It is effective when all works as a team and there is a good working environment.

·         It is not effective when there is a lack in competency among team members.

5. PACESETTING – gets the task done to a high standard of excellence.

·         A do it myself as in performs task personally and expects others to follow

·         Setting high standards and expectation of self-direction is the way of motivation.

·         It is only effective when one is managing a group of experts and when there is little guidance required.

6. COACHING – long term professional development of employees is the primary objective.

·         It helps and encourages employees to develop their strengths and improve their performance.

·         It concentrates on developing the employees’ abilities and strengths.