
The Manager's Guide to Conducting Interviews
Description
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Person
Stephen W. Walker has published numerous articles and speaks at various conferences. He has over 30 years of management experience in globally competitive sectors. He has interviewed and recruited dozens of people and shares his experience on how to choose the best candidate in this book. He co-founded Motivation Matters in 2004, which is a vehicle to deliver greater organizational performance, with his managerial behavior consultancy. He has worked for notable organizations such as Corning, De La Rue, and Buhler, and has been hired to help Philips, Lloyds TSB, and many others. His expertise is the managerial behavior that drives good team performance. Competent interviewing is a fundamental skill in the effective manager's portfolio of skills. Further information about him is available at www.motivationmatters.co.uk.
Content
- Cover
- Copyright
- Credits
- About the Author
- About the Reviewers
- Contents
- Preface
- Chapter 1: Before the Interview - Preparing and Practicing
- Determining the job specification
- Gathering information from Human Resources
- Managing the interview
- The interview structure
- Managing the timetable
- Keeping it legal
- Preparing yourself
- Preparing your opening speech
- Switching to performance mode
- Prepare the candidate
- Use your interview experience
- Building rapport
- Checklist
- Summary
- Chapter 2: Starting the Interview - Greeting and Settling
- Making introductions
- Your first impression
- Introducing the panel
- Introducing the organization
- Observing the candidate
- First impression of the candidate
- NLP and eye cues
- Body mirroring
- Checklist
- Summary
- Chapter 3: Conducting the Interview - Questioning and Scoring
- Hire for attitude, train for skills
- Active listening
- Avoid illegal notes
- Avoid thoughtless or unplanned remarks
- The Interview Simulator
- Job details
- The job skills specification
- The interview questions
- The score sheet
- The closing question
- Checklist
- Summary
- Chapter 4: After the Interview - Agreeing and Deciding
- Review your candidate scores
- Intuition says the scores are wrong
- Understand your intuition
- Review your scores
- Setting minimum acceptable skill scores
- Reaching a consensus with the panel
- Sharing your intuition's doubts
- Resolving ranking differences
- Reaching a consensus
- Making the shortlist
- Supporting evidence
- Special adjustments
- Checklist
- Summary
- Good luck!
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