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Taking Interview Is An Art and Not Everyone Can Take An Interview .

The document discusses the art of conducting interviews. It emphasizes that interviewers should carefully review candidates' resumes before interviews and ask purposeful questions. Effective interviews involve preparing questions in advance, ensuring a comfortable environment, clearly explaining the role and process, and focusing on candidates' experiences, strengths, and goals. Interviews should conclude by addressing any questions and next steps. Mistakes to avoid include not guiding the discussion, whitewashing job details, ignoring cultural fit, and overlooking negatives due to positives.

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Jarna Mehta
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62 views

Taking Interview Is An Art and Not Everyone Can Take An Interview .

The document discusses the art of conducting interviews. It emphasizes that interviewers should carefully review candidates' resumes before interviews and ask purposeful questions. Effective interviews involve preparing questions in advance, ensuring a comfortable environment, clearly explaining the role and process, and focusing on candidates' experiences, strengths, and goals. Interviews should conclude by addressing any questions and next steps. Mistakes to avoid include not guiding the discussion, whitewashing job details, ignoring cultural fit, and overlooking negatives due to positives.

Uploaded by

Jarna Mehta
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Taking interview is an art

and not everyone can take


an interview…..
The art of interview..

 Many times I see interviewers


don’t even care to scan the
resume of the resume before
sitting across “the interview
table”. They just ask the
questions as it comes to their
mind, without even knowing the
purpose of the question.
The art of interview

In this presentation we will try to


explore this art for the benefit of
the interviewers.
What do you understand by
the term “Interview”?
 An interview is a conversation
between 2 or more people where
questions are asked to obtain
information about the interviewee.
 We can divide interview broadly in 2
categories:
 Interviews of assessment
 Interviews for information
 Also if the candidate is a very senior
professional, we don’t interview him.
Infact we only have a discussion for
mutual growth and benefit.
Before starting for the
interview….
 Prepare for the interview. Take some
time to go through the profile of the
candidate.
 Try to understand his role and also
prepare a list of questions to be
asked.
 Don’t schedule more than 1 person
at a given time. In case of a delay,
inform the candidate and do
apologise before starting the
interview.
Environment for the
interview…
 Don’t take the interview at a
place which is too noisy or
congested.
 Ensure that the lights are proper
and the person sitting there is
comfortable. Offer water and
tea/coffee.
 Write down the proceedings of
the interview.
Begin the Interview….
 Start the interview with your introduction
 Introduce and talk about the organisation
you are representating.
 Discuss about the profile for which you are
interviewing the candidate.
 Discuss about the career growth of the
position for which you are taking the
interview.
 Explain the recruitment process and how
many rounds of interview he has to go
through if shortlisted. Don't make false
commitments.
Concentrate on the following:
 Now smartly put the ball in his court by asking him
to give a brief about his family, followed by his
education.
 His role
 Organisational Hierarchy
 Major achievements & challenges
 Why is he looking out for a change?
 His strengths and personal achievements.
 Goals and aspirations. Where he sees himself in
the next 5-6 years?
 What is his purpose in life? What are his dreams?
“ Make him comfortable and provoke him to
speak as much as he can.”
Closing the interview…
 Ask the candidate if he has any
questions to ask about the role and
the organisation.
 Tell the candidate it was a pleasure
to talk to him and you are through
with the interview.
 Tell him that you are in process in
meeting more people for the role and
either you or someone from the team
would get in touch with him for the
future course of action.
Conclusion….
 During the interview…don’t frown at
the candidate. Carry a smiling face.
 In that cabin, you are selling the
company image and vision. Always
remember that the candidate will be
doing the advertisement for the
organisation.
 As you are the unofficial brand
ambassador for the company, you
have to behave in a proper and a
professional behaviour.
INTERVIEW MODEL
Interview Model….

A standard 30 minute interview can be structured like


this:
 Introduction (5 mins)
 Build rapport
 Opening question
 Competency gathering Stage (10 mins)
 Behavioral
 Situational
 Probing
 Functional Skills (10 mins)
 Test candidate’s specific job knowledge.
 Closing (5 mins)
 Answer/Question about the organisation
 Company next steps
 Sell when appropriate.
Types of Interview Questions

 The reasons that you interview


is to get behind the resume, to
figure what the candidate has
really done.
Opening/Warm Up Questions
 The introduction or rapport building section
uses opening questions to break the ice.
Opening questions are used to cover a
broad topic or time period in the
candidate’s background. These are only
the starting point – you must probe further
for more information.
 Some examples are:
 Take 5 mins and take me through your resume,
A typical day, The highlights of your career……
 Tell me more about your current role, your
education, why you find the financial industry
appealing…..
COMPETENCY GATHERING
Competency Gathering
 Behavioral interviewing is based on the premises
that past behavior is the best indicator of future
behavior and therefore if you can identify the job
specific behaviors that are needed to be successful
and you can find a person exhibiting such behavior,
you will be able to predict future success in a job.

 Sample Questions:
 Give an example of a time when you had to be
relatively quick in coming to a decision. What was the
outcome?
 Give me an example of when you had to show good
leadership skills. How did the situation turn out?
 Give me an example of a time when you had to go
beyond the call of duty to get your job done.
Competency Gathering
 Probing Question enables you to continue asking for more
information until you are certain that you have the entire
answer from the candidate.
 Having a question answered completely means:
 Understanding the details of the problem or situation the
candidate is describing.
 Understanding the results of the candidates efforts.
 Understanding whether the candidate has learnt from past
experiences.
 Once the candidate has fully answered a question, you
will be prepared to draw conclusions about their answers.
 Sample Questions:
 What did you do for your last job, when you had a tough
problem to solve, when you were presented with new
material to learn…..
 How did you use the resources available to you, decide to
let the final date slip by, decide to implement what you
did……
Competency Gathering
 Sample Situational questions are :
 How do you handle a situation if
some disagreed to your
recommendation?
 Describe a situation where your
manager took credit for you work?
 Tell me about the time when you had
to do a very important presentation
on your own in very short notice.
How did you handle such a
situation?
MISTAKES
Mistakes we tend to make…

 Going with the flow:


 Don’t let the candidate lead the
interview. Don't let the interview
become a free form.
 Solution:
 Ask everyone the same set of
questions. You will be able to
compare the candidates correctly.
Mistakes we tend to make…

 Whitewashing the job:


 You may have an excellent candidate
and you would want him to accept the
offer. There maybe some inherent
challenges or downside to the job. If you
don’t tell the candidate about it earlier,
we may lose the candidate in the first
week only.
 Solution:
 Be candid about the challenges in the
job or within the organisation.
Mistakes we tend to make…

 Ignoring the question of “fit”:


 Every organisation has its own culture.
Even if the candidate is very good, if he
is culturally misfit, he may leave the
organisation very early.
 Solution:
 Always ask questions whose answers
will demonstrate the candidate’s
personality and character, their attitude
towards work.
Mistakes we tend to make…

 Letting a candidates one


positive blind you to the
negatives.:
 A candidate who has attended
some major university or has
worked with a major competitor.
 Solution:
 When recording notes on the
candidate, make sure you record
his negative qualities too.
Thank You

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