Selecting new employees is one of the most important but oftentimes difficult tasks that a business owner, manager or Human Resource professional has to do. This new CD-Rom training program provides proven interviewing techniques and strategies that will make the job of selecting new employees easier, more efficient and less costly. This becomes particularly important in view of the fact that many firms are cutting back on their selection procedures because of the tight labor market. Consequently, the interview becomes the most important step in the selection process.
THE PROGRAM CONTAINS:
- One Hour of Videotaped Illustrations of Interviewing Techniques
- Over 60 Pages of Written Material (printable from the CD-Rom) That Details the Techniques and Strategies That are Taught in the Program
- Guidelines on How to Verify the Accuracy of Information
- on the Job Application
- A List of Questions that All Applicants Should Be Asked
- Tips on How to Recognize When an Applicant is Withholding Information or Not Telling You the Truth
- A Sample Introduction Statement to the Applicant that
- Will Facilitate Truthful Answers
- A Series of Techniques to Employ to Develop the Real Reasons
- Why the Applicant Left Their Last Job
- A Practice Session
And much, much more.
The program is broken down into four primary segments:
INTRODUCTION: OVERVIEW OF PRE-EMPLOYMENT SCREENING
PART I - DEVELOPING AN INTERVIEW STRATEGY
In this section we discuss traditional screening measures; the proper interview room setting; the most effective way to take notes; the best way to start the interview and the introductory statement that should be used to create an environment conducive to getting truthful responses from the applicant; and, developing a list of direct questions.
PART II - EVALUATING THE APPLICANTS BEHAVIOR
In this segment of the program we discuss and illustrate how to recognize from the applicant’s verbal and nonverbal behavior when they may be withholding relevant information; direct v. evasive answers; on time v. delayed responses; direct eye contact v. breaks in eye contact; and, spontaneous v. guarded delivery.
PART THREE - ASKING FOLLOW-UP QUESTIONS
In this segment we discuss how to develop and use probing questions; assumptive questions; corroborative questions; and how to develop information when the applicant says they left a job for any of the following reasons – "I quit"; "Because of the low salary" (or "poor benefits" or "no advancement"); "For a higher paying position"; "I was laid off"; and, "It was a temporary (seasonal) position." The segment closes with a practice session.
PART FOUR - THE ENTIRE INTERVIEW
In part four you will see the entire interview of the applicant illustrated in the practice session, and you will be able to compare your answers and suggested follow-up questions with the ones actually asked in the interview. You will see all of the above lessons "come together".