Interview Skills for Chair & Panel Members Recruitment - PowerPoint PPT Presentation

Interview Skills for Chair & Panel Members Recruitment Services

About you • Name • Your role and time at the University • Experience of recruitment and selection • Have you undertaken unconscious bias training? • Specific expectations from the course

Recommended extra support Online training and further information for all panel members: • Unconscious bias training • The end to end recruitment process explained • Guidance and tools available on workspace • Building a Culture for Success • examples of behaviour-based interview questions • Please also see our guide to behaviour-based interviewing • Updated our benchmark role profile library Podcasts for further information about recruitment services being developed Q4 2019 • Talent attraction • Assessment services • Legislation

Learning Outcomes • By the end of the session you will have a greater awareness of: • Organisational expectations for recruitment interviews • How to create the best candidate experience • Chair / panel member responsibilities • A structure and technique for effective interviewing • Problems that may occur with interviewing • Expectations for notetaking • Evaluating candidate performance and decision making • Providing candidate feedback

Organisational expectations

Diversity in Recruitment “The University of Nottingham aspires to create an environment for its staff, which is not only free from discrimination, but celebrates and values diversity.”

Strategic objectives 1. The University of Nottingham must clearly articulate in our external messaging our commitment to attracting, recruiting and retaining a diverse workforce • Deliver visible institutional commitment to EDI through our recruitment attraction tools and practices • Enhance understanding of the impact of Right to Work on international conversion rates • Raise visibility of support for disabled staff 2. Recruitment training for all Chair and panel members should be mandatory • EDI considerations • Unconscious bias • Panel behaviour • Chair responsibilities • Behavioural competency based interviewing • Assessments framework 3. Improve visibility of staff career development opportunities • Promote opportunities • Increase diversity of candidates recruited for secondment opportunities 4. Build on existing success of anonymised recruitment application forms • Anonymisation of application data 5. Clear expectations articulated to external recruitment agencies • Diversity and inclusivity targets for executive search

Core behaviours at UoN: ‘Building A Culture for Success’ 5 Behavioural Areas 3 Perspectives The behaviours that the University wants to Valuing People foster from our people at work are detailed in the ‘Building a Taking Ownership Culture for Success’ guide for staff. Forward Thinking Professional Pride Always Inclusive All 3 perspectives ‘Core are equally Attributes’ important

Why is the University focussing on behaviours in its people? ‘How’ we approach our work and others is as important as ‘what’ we do… The approach helps people to… ➢ Explore how well they apply their skills, knowledge and experience to their work ➢ How they reflect the culture and values of the University through their behaviour and attitude . “Consistent expectations and behaviours that become part of our day-to-day working will result in a sense of purpose and a more motivated work force and ultimately happier students, enabling us to achieve our goals and vision.” ( Building A Culture for Success , p.5)

Recognising and managing bias

Activity Discuss in groups where bias might occur in the recruitment process: • In what way? • What can we do to minimise this?

Research has identified bias within processes • Role profile • Attraction • Selection criteria • Interview questions • Note-taking • Deliberation and appointment decision (key area!) • Candidate feedback • References

What is unconscious bias? https://www.youtube.com/watch?v=dVp9Z5k0dEE&feature =youtu.be&utm_source=Equalitylink&utm_campaign=0143 2cfd7a- Equalitylink_December_201512_21_2015&utm_medium=e mail&utm_term=0_366d93105f-01432cfd7a-427126853

Unconscious Bias • Bias is natural – we are all biased; • Bias is influenced by our socialisation; • We make judgements about people based upon our bias; • Our bias influences our attitudes, beliefs and resulting behaviours; • Bias is often ‘ingrained’ and as a result we may be unaware of our bias . I like the look of them; they’ll be a good member of this team. They look fun/ organised/ clever. I’m not too sure about them, they might be difficult. They don’t look like they’ll fit in. What Assumptions do you Make? What Behaviours do you Notice? How Well do you Listen? What Descriptions do you Use? How might bias affect or influence the decisions we make?

Sources of bias • Personal prejudices and stereotypes • Like me/us effect • Personal liking bias • Non verbal bias • Halo effect • Horns effect • Primacy/Recency effect • Contrast effect • Confirmation bias • Accuracy of recall - NOTES, NOTES, NOTES! • Listening…we only hear what we want to hear…

Candidate experience

Activity Discuss in groups: What makes a positive candidate experience? What might impact negatively on the candidate experience?

Tips for a positive candidate experience Be Prepared! • Plan the room layout and waiting area, including any refreshments • Make sure all panel members are prepared and have read the panel pack • Agree which panel members will ask which questions • Make sure any staff involved in meet and greet ‘know the plan’ e.g. a departmental tour or engagement activity First Impressions • Meet and greet – offer refreshments, show facilities (e.g. toilets, fire exits) • Be punctual! • Give clear introductions with names and titles. • Explain the process (e.g., what candidate will be asked to do, how long this will take, etc.) • Start with ‘ice breaker’ questions to put the candidate at ease.

Tips for a positive candidate experience During the Interview • Ask each question in turn, probe as necessary • Allow candidate time to answer - remember 80/20 rule. • Keep interviews running to time • Don’t interrupt the candidate (unless to bring them back on track or they've answered fully) • Don’t allow any interruptions to the interview At the end (goodbye…for now) • Allow the candidate to ask any questions • Tell the candidate what will happen next - give a realistic time that the candidate can expect to hear the outcome • Thank them for taking the time to come in – but avoid providing immediate feedback

Effective interviewing

Structured interviewing Designed to gain information/clarify understanding of experience for example or check credentials For example: Competency based The purpose is to align your past behaviours with specific competencies which are required for the position Q Give me a specific example of when you have demonstrated your leadership skills to drive performance Behavioural The purpose is to objectively measure past behaviours as a potential predictor of future results Q How did you approach this? Q Why did you take that approach? Q What obstacles did you encounter? How did you overcome these? Q What else did you need to take into consideration? Technical Questions are designed to test technical ability or knowledge Q What is the coding for X? Q What are the protected characteristics under the Equality Act?

Benefits of a structured interview • A systematic approach, with each question targeting a specific skill or competency • Places emphasis on past experience rather than theoretical questioning • Questions based on past experience are more likely to elicit more truthful answers and opportunity to probe for behavioural indicators • Better indicator of future job performance • Focus on job-related criteria which avoids decisions based on superficial and personal characteristics • Requires deeper exploration of candidate answers • Makes generic behavioural indicators more precise so that they become measurable • Elicits in depth evidence making it less likely that a candidate is able to fake it • Provides the evidence to justify a decision and/or give feedback to a candidate

Other interview question types Situational Judgement questions The purpose to assess your judgement in specific situations, sometimes used to gain insight for cultural fit Q A scenario is given and you are asked what the best course of action will be Hypothetical These questions subjectively assess how you might handle certain situations / tasks Q What would you do if…..? Q Tell me how you would approach X Nonsense questions The purpose is to get past pre-programmed responses and test creativity and original thought Q If you were a kitchen utensil which one would you be? Q What kind of animal would you like to be? Q What colour best describes you?

Break