Best Practices for Successful Interviews: Training Module

The hiring process is very crucial in a company or organization. Managers and Supervisors are mainly involved in the interviews and mostly end up making mistakes that lead to mis-hiring. They often don't know how to phrase a question that may help them obtain what they are looking for in the candidates. With training, it is expected that these issues will be addressed, and people can quickly learn to do better interviews leading to improved hiring choices. This training module will cover the best practices during interviews.

Training Objectives

Upon completion of the training program, participants are expected to have the ability to:

1. Explain interviewing impacts and hiring the best applicants
2. Practice six best practices before interviewing a candidate
3. Reproduce a specific interviewing process that erases mistakes
4. Use a variety of questions to form a comprehensive picture of the interviewees.
   
   

Training Workshop Outline

This is a highlight of the key learning points.

1. Introduction: The Six Unbreakable Laws of Interviewing

In this stage, the participants will discuss the value of systematic interviewing and will explore the six important elements for consideration before posting a job opening.

2. Knowing what

In this segment, participants will learn how to target candidates based on expertise, desired skills and compatibility with the company's culture.

3. Finding Talent

This course segment will cover nine simple to execute techniques for finding talent. There will be the practice of identifying new areas of exploring talent and their go-to sources.

4. The Interview Process

In this part of the training, the participants will discuss ten best practices to form a consistent and repeatable process for screening applicants. The topics to be discussed in this segment include; establishing interview teams, reviewing resumes, phone screening, practising exclusion versus inclusion, and using knock-out questions.

5. How to Get the Truth

The main practice in this segment is a series of roleplays, where group members will practice a procedure of discovering the real person in the candidate. Many applicants read interviewing books and say what they think an interviewer wants to hear; thus, interviewers fail to get the reality about the candidate.

6. Questions That getting Results

In this stage, participants will review several questions that help get truthful and substantial answers. Participants will also learn how to organize questions in order, how and when to ask and double back.

7. Keeping the Interview Legal.

Certain questions usually expose companies to potential litigation and are illegal. Also, some questions may seem benign; for example, questions like, "Are you married" "What year did you graduate from high school?"

8. Handling different Types of People

Interviewers usually encounter different kinds of people, some of whom surprise us. At this stage, participants will learn solutions to handle different situations.

9. Training Objectives

   References Checking

This is the final segment of the training program, where participants learn best practices for asking previous employers or referees about their experiences with the candidates in the interview. This stage is a necessary part of a good interviewing process.

This training module is in line with the theory of the identical elements since the environment that t the training takes place is identical to the job environment. The main participants are the managers and supervisors; the training will occur in a setting similar to a job interview setting.

Pre-Training

In the Pre-training period, the trainer begins by coming up with a job advertisement with the details about the job position and the qualification requirements. Also, the trainers identify the managers and supervisors involved in interviews and include them as participants of the training. The trainers also gather information about the job interview process usually used in the company. They also analyze the process results, that is, whether the best candidate was selected and if the requirements were fulfilled. In the pre-training period, trainees are involved in providing information about the job interview process that they are used to. Also, they provide questions that they commonly use in interviews. Therefore, in a job interview setting, these similar pre-training activities can be applied: job advertisements, collection of applications, selection of qualifying candidates for the interview, and coming up with a job interviewing process.

During Training:

During the training, the participants enter into a discussion forum with the trainers of interviewing processes to learn about the better strategies for interviewing, the illegal and bad practices, and the best steps to follow. The trainers are engaged in the teaching of the segments of the course. The trainees practice the new strategies they learn in training. They engage with people who act like interview candidates and ask them the questions they have been taught. They engage in practices using a different kinds of candidates. Therefore, the same applies in the Job. The questions they learned are used in real job interviews during a job interview. The managers and supervisors will use the ten best practices learnt in training.

Post Training: After training, trainees are engaged in a question and answer session to evaluate their understanding of the lessons passed during the training. Trainers gather data about how the participants have acquired the skills being taught. A demonstration interview exercise is done to put the skills to practice. After the exercise, the trainers will check if a suitable candidate will be picked. Transferring these to Job, the supervisors and managers should check the suitability of the process by checking whether the candidate selected meets the expectations.

Training Workshop Outline

Reaction

Firstly, we will evaluate the participants' reactions during the training program. During the discussion sessions, we will evaluate the participants' reaction by the rate at which they interact in the discussions. The frequency of questions they ask regarding the training topic. The mood of the participants throughout the training period will also be a factor for evaluation.

Learning

There are different ways to evaluate whether the participants learn the intended skills and knowledge. Firstly, it is through the answers they give in the question and answer questions that will be done orally or through questionnaires. Through demonstrations, the participants will show that they are learning using the skills being taught. For example, in identifying the true personality, it is expected an interviewer can locate participants that have read interview questions and give answers that don't define them. Instead, they give answers that they think interviewers want to hear.

Behavior

Behaviour change is expected in the interviewing Job after the training. This can be evaluated by changes in the managers' and supervisors' behaviour towards conducting interviews. It is expected that they will be more dedicated towards the interviewing process learnt during the training. Also, changes are expected in the behaviour of failing to complete the whole interview process. For example, managers and supervisors fail to contact the referees in the applicant's resume; thus, it is expected that this step will become compulsory during job interviews.

Results

Evaluating the interviewing skills training results will be done by reviewing the successful candidate with the objectives and requirements of the job description. Also, the success of the hiring process will show if the interviewing process learnt in training is beneficial.

Location of Training: The training will be carried on site to ensure that the resources and tools used for training are similar to those of the job environment. Also, onsite training will reduce the costs incurred. The facility is the conference room where the interviews will be carried out.

Special Considerations: A survey on the previous hiring practices and processes will be carried out and analyzed to identify the weaknesses. The results of the survey will show us the interviewing process used in the organization and the gaps in the process. Another special consideration is that the training will be for the managers and supervisors mainly involved in the hiring process. Still, other employees will take part in the training. During demonstrations, they will be used as applicants or candidates.

References

6 Important Theories of Transfer of Learning. Psychology Discussion - Discuss Anything

About Psychology. (2022). Retrieved 22 March 2022, from https://www.psychologydiscussion.net/educational-psychology/6-important-theories-of-transfer-of-learning/1827.

Interviewing Skills Training Course | Business Training Works. Business Training Works.

(2022). Retrieved 22 March 2022, from https://www.businesstrainingworks.com/onsite-courses/interviewing-skills-training-course/.

Kurt, S. (2018). Kirkpatrick Model: Four Levels of Learning Evaluation - Educational

Technology. Educational Technology. Retrieved 22 March 2022, from https://educationaltechnology.net/kirkpatrick-model-four-levels-learning-evaluation/.

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