Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,LOGO,Interviewing Techniques,Interviewing Techniques,Hints&Tips,Objectives,An Interview is a 2-way process to meet the following objectives:,Agilents assessment of candidate,Candidates assessment of Agilent,Responsibility,You are responsible for DECIDING whether or not the,candidate becomes an AGILENT EMPLOYEE-,you need to get it right!,You represent Agilent to the candidate.,You need to present yourself consistent with Agilent values&policies.,As Hiring Manager you,must produce a summary report,of the,interview.The candidate has a,legal right to view the report,.,(suggest using the scorecard,),Preparation,Remember the candidate has already been through a screening process,-build on what you already know,Review your ESSENTIAL requirements for the job,assess how well,the candidate already meets these requirements.,Choose Structure and Format focused on filling in your gaps in knowledge about,the candidate.,Start with the,assumption that the candidate will be hired,.,Look for evidence that supports this assumption,Identify risks against assumptions.,Pre Interview Briefing Session,Discuss candidate with 3rd Party prior to interview,Salary details&expectations,-Red Flags(Highlighted concern areas or issues that may need further clarification),-What will it take to get this candidate on board?,-Candidates concerns,If salary is a potential issue,discuss with Section Manager and possibly HR if relocation is a factor prior to interview-understand your degrees of freedom,.Structure and focus interview&Team to explore key areas-dont waste time going over what you already know,Interview Format,Introduction-explain objectives,format&timescales,Ability work experience session-,Mgr,+Engineer,Ability skills session-,Engineer,+Mgr,Motivation+Fit Session+Candidate Needs-,Mgr,Tour/Break-use someone out with Interview Group,Assessment Session-Interview Team,Benefits Session-HR or Mgr,If undecided after assessment session,schedule additional interview sessions,Time Schedule Questions,Agilent Assess Candidate,This is assessed on three main areas:,Ability-to do the job now&future potential,Motivation for Job/Agilent,Manageability-“Fit”,Ability Assessment,Ability consists of:,Skills,Which are Learned,Experience,Which is Gained,Talent,Which is How Theyre Wired,Cannot be changed!,Talent,DRIVES MOTIVATION,and PERFORMANCE,Assessing Ability-SKILLS,Skills,Easiest to assess,For Engineering skills use,TESTS appropriate to the job,For Problem Solving skills,:,Focus on METHOD rather than answer,-logical,pragmatic approach?,Note:SKILLS CAN BE LEARNED,Assessing Ability-Experience,Use,discussive questions,on recent work/project experience,Ask for,SPECIFIC EXAMPLES,that focus on:,Results Achieved/Personal Contribution,Individual Responsibility,Level of business/project understanding,Level of Personal Decision Making,Environment Technology,team size,Project timescale,design scope&scale,quality processes,tools.,Note:,Match level of experience to our job needs in terms of complexity/scale,level of responsibility,technology.,YOU control the interview-make sure time isnt wasted on irrelevant detail.Move candidate on when necessary.,Focus on Individuals specific experience,Assessing Talent,Should be searched for throughout interview process,Recognise what causes them to Light Up,What do they speak passionately about?,Consistent themes throughout career,Ask what their strengths and weaknesses are,What do they enjoy doing&what dont they enjoy and why?,Note:Talent is an indicator of POTENTIAL ability to LEARN,to do the job well.,Motivation,Aspirations&Goals,Immediate&long Term,Look for evidence of working towards them,Search for key drivers,e.g.Does the candidate want to work for a company like Agilent?,Ask Why?,Explore in Depth,Note:Can Agilent Deliver on Candidates Primary Drivers?,If NOT,we need to be honest with the candidate,but SELL what,we can provide.,Manageability-Fit,Assess Candidates Ability to,Take direction-level of expected/required supervision,Work within a team,Use initiative,Self starter,Use Behavioural Questions,Previous behaviour strong indicator of future behaviour,Ask for,specific examples focusing on the individuals actions,Avoid looking for clones of yourself&colleagues-be diverse!,Decision Making,Identify,Essential,requirements-score evidence of existence fit at end of each interview session,Have Assessment Session to discuss/score all factors affecting hiring decision,Include Talent&Potential Estimates,Identify any hiring risks reasons why not to hire the candidate?,Candidate Needs,Part when candidate assesses Agilent-,Fit Session,Understand their needs(linked to motivation section),Job Content,We need to be open and honest about the job content,Goals&Career Progression,Can they reach their goals at Agilent,How quick can they develop and again is this something that Agilent can offer(,Employer of Choice,),Genera