Human Resource Management Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................6 What is Courseware? ................................................................................................................................ 6 How Do I Customize My Course? .............................................................................................................. 6 Materials Required ................................................................................................................................... 8 Maximizing Your Training Power .............................................................................................................. 8 Module One: Getting Started ........................................................................................................... 10 Housekeeping Items................................................................................................................................ 10 The Parking Lot ....................................................................................................................................... 11 Workshop Objectives .............................................................................................................................. 11 Pre-Assignment Review .......................................................................................................................... 12 Action Plans and Evaluations.................................................................................................................. 12 Module Two: Human Resources Today ............................................................................................. 13 What is Human Resources Today? ......................................................................................................... 13 Key Factors Influencing Human Resources Today .................................................................................. 14 Growth in Human Resource Management ............................................................................................. 15 Case Study............................................................................................................................................... 16 Module Two: Review Questions.............................................................................................................. 17 Module Three: Recruiting and Interviewing ...................................................................................... 19 The Job Selection Process ....................................................................................................................... 19 Get Good at Interviewing ....................................................................................................................... 21 Interviewing Fairly .................................................................................................................................. 22 The Best Way to Interview ...................................................................................................................... 23 Case Study............................................................................................................................................... 25 Module Three: Review Questions ........................................................................................................... 26
Module Four: Retention and Orientation .......................................................................................... 29 Getting Off on the Right Track ................................................................................................................ 29 Creating an Engaging Program .............................................................................................................. 31 Using an Orientation Checklist ............................................................................................................... 33 Case Study............................................................................................................................................... 35 Module Four: Review Questions ............................................................................................................. 36 Module Five: Following Up With New Employees ............................................................................. 38 Checking In.............................................................................................................................................. 38 Following Up ........................................................................................................................................... 39 Designing the Follow-Up Schedule ......................................................................................................... 40 Case Study............................................................................................................................................... 41 Module Five: Review Questions .............................................................................................................. 42 Module Six: Workplace Health & Safety............................................................................................ 44 Understanding Your Role and Responsibilities ....................................................................................... 44 Understanding Local and Industry Specific Rules ................................................................................... 45 Training for Managers ............................................................................................................................ 47 Case Study............................................................................................................................................... 49 Module Six: Review Questions ................................................................................................................ 50 Module Seven: Workplace Bullying, Harassment, and Violence ......................................................... 52 Definitions ............................................................................................................................................... 52 Costs to the Organization ....................................................................................................................... 53 The Manager’s Role ................................................................................................................................ 55 An Employer’s Responsibility .................................................................................................................. 57 Case Study............................................................................................................................................... 59 Module Seven: Review Questions ........................................................................................................... 60 Module Eight: Workplace Wellness .................................................................................................. 62
Wellness Behaviors ................................................................................................................................. 62 Wellness Trends ...................................................................................................................................... 63 The Case for Wellness ............................................................................................................................. 65 Case Study............................................................................................................................................... 67 Module Eight: Review Questions ............................................................................................................ 68 Module Nine: Providing Feedback to Employees ............................................................................... 70 Feedback Model...................................................................................................................................... 70 The Feedback Sandwich .......................................................................................................................... 72 Encouraging Growth and Development ................................................................................................. 74 Case Study............................................................................................................................................... 75 Module Nine: Review Questions ............................................................................................................. 76 Module Ten: Disciplining Employees................................................................................................. 78 The General Discipline Process ............................................................................................................... 78 The Progressive Discipline Process.......................................................................................................... 79 Having Discipline Meetings..................................................................................................................... 82 Following Up ........................................................................................................................................... 84 Case Study............................................................................................................................................... 84 Module Ten: Review Questions .............................................................................................................. 85 Module Eleven: Terminating Employees ........................................................................................... 87 Documenting Events ............................................................................................................................... 87 Making the Decision ............................................................................................................................... 89 Communicating the Decision .................................................................................................................. 90 Case Study............................................................................................................................................... 92 Module Eleven: Review Questions .......................................................................................................... 93 Module Twelve: Wrapping Up .......................................................................................................... 95 Words from the Wise .............................................................................................................................. 95
Parking Lot .............................................................................................................................................. 95 Action Plans and Evaluations.................................................................................................................. 95
Learning is a treasure that will follow its owner everywhere. Chinese Proverb Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
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Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your
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participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. 
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. John Quincy Adams Module One: Getting Started Welcome to the Human Resource Management workshop. As companies modify priorities and operations, human resources functions can move from a dedicated HR role, to that of the manager. Whether the majority of those important functions stays within HR at your organization, or is your responsibility as a manager, it is important that managers understand how much of their role is really about their people, as well as aspects of legislation, policy, and procedures that involve human resourcing issues.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning that the learning occurs more easily and rapidly. With that in mind, let’s review our goals for today. By the end of this workshop, participants will be able to:
Describe the implications of different aspects of Human Resource Management on their daily responsibilities
Define human resources terms and subject matter
Recruit, interview, and retain employees more effectively
Follow up with new employees in a structured manner
Be an advocate for your employees’ health and safety
Provide accurate, actionable feedback to employees
Act appropriately in situations requiring discipline and termination
Evaluate some of the strengths and opportunities for Human Resources in your own workplace
Identify three areas for further development within the Human Resources field as part of a personal action plan
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Pre-Assignment Review The purpose of the Pre-Assignment is to get participants thinking about the Human Resource Management strategies they are already using and where they need to improve. Have participants discuss their answers to the pre-assignment, which is presented here for easy access: Consider the best manager that you have ever worked with or reported to. What was it about their people skills that make them stand out from other, less effective managers? In three to four paragraphs, describe how they succeeded with people in activities such as managing meetings, handling discipline, or increasing employee engagement. If you are not sure what specific techniques or style they applied and they are available to you, give them a call, and do a quick interview to get after those answers.
Action Plans and Evaluations Pass out the participant action plans and evaluations, available in the activities folder. Ask participants to fill these out throughout the day as they learn new things and have ideas on how to incorporate the things we discuss into their lives.
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Nobody can prevent you from choosing to be exceptional. Mark Sanborn Module Two: Human Resources Today Human resources (HR) used to focus on very specific processes, and had narrowly defined terms such as “personnel manager” and “payroll.” As a discipline, HR has evolved to include areas which both complement and build on one another.
What is Human Resources Today? HR has certainly evolved over the past 30 to 50 years, and branched out into defined areas, or sub-disciplines, within the scope of human resources. These include recruitment, employee engagement, retention, organizational development, training and development, compensation and benefits, health, safety and wellness, strategic planning, and employee relations. Organizations arrange these areas in a way that works for them, sometimes keeping them all within the Human Resources department, and at other times broadening the scope into an area called Corporate Resources, of which Human Resources is one part.
Estimated Time
10 minutes
Topic Objective
Understand the terminology and responsibilities associated within the scope of human resources.
Topic Summary
The different areas of human resources are important aspects of running an organization. Flip chart paper
Materials Required Markers
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Ask the group to generate a list of the major facets of Human Resource Management. The list will generally look like this:
Recommended Activity
Recruiting & Retention
Performance Management
Compensation & Benefits
Health, Safety & Wellness
Employee (or Labor) Relations
Training & Development
The actual list may vary slightly according to the needs of a particular organization. You may also see topics such as Employee Engagement, Organizational Development, Strategic HRM, etc. Delivery Tips
This activity can be performed in large or small groups.
Key Factors Influencing Human Resources Today There are several key factors that have had an enormous impact on the development of Human Resources. These include:
Technology: which has had, and will continue to, have significant impact on the way we design and structure work. It also challenges the workforce to keep up with significant developments while organizations decide which changes are worthwhile adopting.
Globalization: as companies consider working in or expanding into foreign markets, and have employees working in different locations.
Demographics: as the core numbers of the workforce age and move into retirement, and the available talent pool becomes smaller. What do the older workers need to sustain themselves? What are younger workers looking for in employment?
Contingent workforce management: includes using part-time, temporary, and contract workers as a way to manage fluctuations in demand and to manage long term labor costs. One example of contingency use is companies bringing in retirees during busy periods, to cover staff vacations, and so on.
In order to best manage the workforce as it now exists, there is significant focus on training and development. Development (the long term process that facilitates strategic thinking) capitalizes on
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experience and aims to reach goals. Training is provided specifically to change behaviors or attitudes in order to meet job specific requirements. Organizations are now focusing on developing individuals and their careers rather than addressing immediate needs of the job, which has led to an entire industry around lifelong learning. Doing so seems to encourage employee retention and allows us to stay up to date with technological changes as well as shifting demographics.
Estimated Time
20 minutes
Topic Objective
To recognize the external factors that influence HR management.
Topic Summary
Several factors have a large impact on HRM. Flip chart paper
Materials Required Markers
Recommended Activity
Divide participants into groups of four to six. Ask them to discuss the key factors we have listed (technology, globalization, demographics, and contingent workforce management). Have participants suggest topics that they would like to add to this list and record them on flip chart paper.
Delivery Tips
This activity can be performed in large or small groups.
Growth in Human Resource Management As human resources evolved, so have the ways that we manage our workforce. We have the ability to create and maintain workplaces that are fair, safe, and engaging by leveraging the strengths of human resources skills within the organization, and ourselves. As the nature of organizations change, HR practices and theories will also evolve. No matter what they become, they will continue to enrich the organizations and people that they support. Currently, some human resources management trends include: 
Onboarding (the process of bringing new people into the company)
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Proactive recruiting (beginning the recruitment process years before they will actually join the company)
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Focus on work-life balance
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Introduction of Lean and Six Sigma methods, which encourage sustainable improvement
Estimated Time
10 minutes
Topic Objective
To understand how human resource management is a growing area.
Topic Summary
As human resources have evolved, so have the ways that we manage our workforce. Flip chart paper
Materials Required Markers Referring to the topics generated in the previous activity, call participants’ attention to the main areas also covered in the course. Discuss which areas they are the most interested in, so that you are certain to discuss them fully. Recommended Activity
If you completed the Icebreaker at the beginning of the course, ask participants to share their own areas of strength that they bring to the company created, and also to list what areas they would be looking to hire expertise.
Delivery Tips
This activity can be performed in large or small groups.
Review Questions
What is one recent trend in human resources?
Case Study Dylan and Tatiana were discussing ways to introduce better Human Resource Management practices into their company. Dylan was relatively new to the department and was overawed by the process, but Tatiana suggested they consider some recent HR trends to help them come up with ideas for the process. Dylan agreed and was eager to learn more about the field, and discussed Onboarding with his colleague, who explained that it was a new process of bringing people into the company. They debated the efficacy of Proactive recruiting and whether starting the recruitment process early, might advance the future of the company. Together, they laid out a plan for implementing the new trends and were excited to meet with the owner of the company and reveal their solutions the next day.
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Module Two: Review Questions 1. Which of the following is NOT part of the definition of Human Resource Management: a) b) c) d)
Recruitment Employee engagement Training Problem solving in general
2. Which of the following is a Key Factor influencing Human Resources today: a) b) c) d)
Technology Demographical Technology Globalization Contingent Workforce Management
3. Technology has a significant impact on HR because: a) b) c) d)
It considers the impact of the way work is designed and structured It considers working in expanding and foreign markets It considers the use of the work force to manage labor costs It considers the narrowing of the available talent pool
4. Globalization has a significant impact on HR because: a) b) c) d)
It considers the impact of the way work is designed and structured It considers working in expanding and foreign markets It considers the use of the work force to manage labor costs It considers the narrowing of the available talent pool
5. Which of the following statements is TRUE? a) b) c) d)
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Demographics addresses the issue of a smaller workforce due to retirement Demographics focusses on the management of labor costs Demographics focusses on managing the workforce None of the above
6. What is Contingent Workforce Management? a) b) c) d)
Bringing in retirees during busy periods Using contract workers to manage fluctuations in demand Using workers to manage long term labor costs All of the above
7. Which of the following statements if FALSE? a) b) c) d)
Human resources has evolved and so has workforce management We have the ability to create workplaces which are fair and sage We do not have the ability to maintain those workplaces Human resources leverages strengths of human resources with the organization
8. Which of the following is not a trend in Human Resource Management? a) b) c) d)
Increased Technological Applications Onboarding Proactive Recruiting Lean and Six Sigma Methods
9. What is Proactive Recruiting? a) b) c) d)
The process of bringing new people into the company Focusing on the balance between work and life Beginning the recruitment process years before employees join the company Encouraging sustainable improvement
10. What are Organizations focused on nowadays? a) b) c) d)
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Addressing the immediate needs for a job Encouraging employee retention Developing individuals and their careers Both b and c
Do you have awesome talent everywhere? Do you push that talent to pursue audacious quests? Tom Peters Module Three: Recruiting and Interviewing Essentially, recruiting and interviewing are about bringing the right people to your organization. The process of keeping those people with the organization is called retention. We will focus on the first two parts (recruiting and interviewing) in this module.
The Job Selection Process Organizations typically go through a formal or informal process when there is a vacancy to fill. In some organizations, simply getting permission to fill a vacancy can be a challenge. Once the process starts, the pattern is very similar from one place to the next. Although the steps seem straightforward, this is a very interactive process, so stages can overlap. Job Analysis: Here we will consider the KSA’s (knowledge, skills, and attitudes) that are required for the position, and make sure that they are included in a job description. Recruit: Attract the right candidates to the position. The best way to start this part of the process is to have a good idea where your candidates are. The most effective way to do so is to know what interests them, where they tend to congregate, and in a shrinking labor market, where they already work. Filter Candidates: It is not necessary to interview every candidate. By the same token, some folks do not interview well and yet can provide supporting and interesting information to you through screening and testing. For example, if you are hiring customer service representatives that will spend a lot of time on the phone, then conduct an initial, short interview over the phone. If they sound professional and confident, then you can consider a face to face interview.
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Interview: Structured, formal interviews will give you far more valid and reliable results than informal ad-hoc interviews. Know what you are interviewing for, be well prepared, and be ready for candidates to have plenty of questions for you. Select: Check references. Make an offer to the right candidate, and be prepared to negotiate, especially in a tight labor market. Introduce and Retain: Now that you have your new employee, prepare to introduce them to the team, and to build on the relationship that has been established during the recruiting process.
Estimated Time
15 minutes
Topic Objective
To understand the process that takes place to bring people into an organization.
Topic Summary
Job selection is about finding the right people for a particular position, at the right time. Flip chart paper
Materials Required
Markers Job advertisements or recruiting efforts
Planning Checklist
Review the material prior to the workshop. Assemble copies of interesting job vacancy advertisements, or unusual methods of recruiting.
Recommended Activity
In a large group, review the materials that you gathered. Discuss the pros and cons of each, how they fit into the process described in this module, and what lessons participants can take away from the examples.
Delivery Tips
This activity can be performed in large or small groups.
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Get Good at Interviewing
Get comfortable with asking open ended questions and probing. Set aside a room or interview space that makes for optimal conversation and open communication.
Make sure you have ample time and questions available that fit the complexity of the job. Write your questions ahead of time, and include a scoring matrix that will allow you to easily recognize when answers that you are looking for are being showcased.
Interview
Know what position you are hiring for.
Design
Prepare
Interviewing, as an interpersonal activity, is something that can be troubled by lack of consistency and standardization if you do not go about it well. Here is a model to assist in setting up ideal interviews, as well as some of the pitfalls and best practices.
Remember that candidates and interviews can both throw off an interview. Some people are better at sitting down to a conversation than others. It is the interviewer's job to: •Put the candidate at ease •Maintain control and flow of the meeting •Listen
Estimated Time
10 minutes
Topic Objective
To understand how to execute a dynamite interview.
Topic Summary
Interviewing with skill is what helps to find the right people. Flip chart paper
Materials Required
Markers Favorite interview questions
Planning Checklist
Assemble a list of your favorite interview questions before the workshop.
Recommended Activity
Discuss the three-step model presented below.
Stories to Share
Job interviews have been around since at least the 16th century!
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Interviewing Fairly It can be easy for an interviewer to succumb to bias or stereotype. Be aware of the following issues, so that they do not thwart your efforts at the interview.
We used to think that if people sat with their arms crossed, they were being “closed” or “standoffish.” Sometimes, however, people are nervous and maybe trying to keep their hands still or perhaps they are simply more comfortable with their arms crossed. Reading body language is not always simple; a tendency to pay more attention to non-verbal cues means you may miss what someone actually says.
Remember, too, that if an interviewer and applicant are of similar gender, race, or share other physical characteristics, this can (and does) influence interview results.
Women, people who are overweight and visible minorities are typically paid less than Caucasian men working in the same roles. Be aware of this in terms of employment equity.
The halo effect is seen when a personal attribute is presumed to reflect some kind of truth. For example, a person who is perceived as physically attractive is frequently considered more intelligent and sociable than someone who is less attractive, even in the absence of proof.
Contrast effects surface when the characteristics of one candidate are compared to candidates who have already been interviewed, rather than against established behavioral criteria.
Estimated Time
10 minutes
Topic Objective
To understand some of the biases that an interviewer can have.
Topic Summary
It can be easy for an interviewer to succumb to bias or stereotype. Flip chart paper
Materials Required Markers
Recommended Activity
Divide participants into groups of four to six. Ask each group to make a list of body language that could be construed as negative, and what the interpretations could be. Some other common biases include:
Stories to Share
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The bandwagon effect (doing things because others are doing them)
The exposure effect (liking something more because you are familiar with it)
Von Restorff effect (focusing on something that sticks out)
Wishful thinking
Delivery Tips
If there is time, bring the group back together, and have them share their responses.
Review Questions
What is the halo effect?
The Best Way to Interview Interviews alone are not a great indicator of job performance, especially unstructured, informal interviews. The correlation between effective hiring decisions (a good choice) and a poor choice are improved by the use of behaviorally based questions. Otherwise, you can almost skip the interview and draw straws to select the right person. This is also why testing, accurate references, and use of portfolios (actual examples of work) are so helpful.
During the interview, ask questions that are job specific. To improve reliability and validity of the selection process, ask questions that are relative to the job. Concentrate on job knowledge and skills related to performance, and increasing your ability to forecast success on the job.
Interview questions must be fair, and not lead to bias. Questions that pertain to the work as well as decisions that have been made are typically the best questions. (Behaviorally based questions, which often start out as “Tell me about a time when…” is an example.)
When you ask questions, the best information comes from those that are “open.” An open ended question encourages the interviewee to say more than just yes or no, and to explain their answers. If you need to ask closed questions (such as “Do you have a valid driver’s license?”), then do so, but also plan to get detailed, active input from your open ended questions.
During the interview, score responses using a systematic, structured approach to evaluate their responses. If you require specific answers, build them in to your scoring.
Finally, train interviewers in listening, questioning, and evaluation to get consistency in the interview process and consequently make better hiring decisions.
Some examples of common questions and fairer options are listed below.
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Common Question
Better Question
This job requires a lot of walking. Can you do it?
This job requires you to be on your feet for most of the day. Do you have any physical conditions that we should know about in considering you as a candidate?
We would like a photo to attach to your application because of the number of applicants. Would you mind supplying us with one?
All staff has their picture on our internal Web site so that we can recognize one another easily. If you are hired, would you mind having your picture taken for that purpose?
(This could lead to bias during the recruiting process, based on physical attractiveness.)
You have an unusual name. What nationality is it? (Again, leading to or even highlighting, bias.)
Did I pronounce your name correctly when I met you?
Have you ever been arrested?
This job requires that you secure a high level security clearance, including a criminal records check. Will you have difficulty providing us with that clearance?
Are you American?
If you are hired, we require proof that you are entitled to work in the U.S. Can you provide us with a work permit or proof of citizenship?
Estimated Time
5 minutes
Topic Objective
To develop strong skills as an interviewer.
Topic Summary
Using the right types of questions is the key to getting the answers you want. Prepared flip chart paper
Materials Required Markers
Planning Checklist
Have examples of straightforward open and closed questions pre-written on flip chart paper. An easy example:
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“How are you today?” (Open)
“What time is it”? (Closed)
A more difficult example:
“Can you tell me about a time when you were trying to decide what jobs to apply to next?” (Open)
“Can you describe the process for inserting a name field into a Word document?” (Closed)
In a large group, ask participants to identify the open and closed questions in your prepared list. Recommended Activity Discuss the power and purpose of using open questions most of the time and closed questions some of the time.
Case Study Elizabeth was having trouble understanding the interview process, and had asked Isaac for help prior to the series of interviews she would have to conduct the next day. He was the head of the HR department and had experience in recruiting and interviewing employees, and suggested they review techniques for interviewing fairly. Elizabeth agreed and was pleased when he explained that certain body language cues may interfere with the interviewers interpretation of what was said, and that ethnic favoritism should be avoided. Isaac pointed out that Elizabeth should try to avoid bias when interviewing potential candidates and should focus on what was said and avoid comparing candidates with each other. Elizabeth used the techniques she had learned the next day and was happy when she hired the candidate most suitable for the position.
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Module Three: Review Questions 1. Recruiting and Interviewing focus on: a) b) c) d)
Keeping people in your occupation Attracting applicants Attracting and selecting the right applicants for the job None of the above
2. The following is NOT a step in the Job Selection Process: a) b) c) d)
Interview Select Job Participation Filtering Candidates
3. Filtering Candidates entails: a) b) c) d)
Attracting the right candidates for the position A structured formal interview Interviewing every candidate Not interviewing every candidate
4. The following is a part of the Model for an efficient Interview: a) b) c) d)
Prepare, Interview, Design Prepare, Design, Interview Prepare, Design, Anticipate, Interview Anticipate, Prepare, Design, Interview
5. Design is best defined as: a) b) c) d)
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Making sure you have ample time and questions available Putting the candidates at ease Listening Maintaining control of the interview
6. The following statement is TRUE with regards to bias: a) We tend to think people who have their arms crossed are open to questioning b) When someone is perceived as attractive, they are perceived as more intelligent and sociable c) Paying attention to non-verbal cues is important d) None of the above 7. When interviewing, one should: a) b) c) d)
Succumb to bias Succumb to stereotype Be aware of stereotypes and bias to avoid them Be aware of stereotypes and bias to employ them
8. The following statement is FALSE: a) b) c) d)
During the interview, ask as many questions as possible. Interview questions must lead to bias. Closed questions are best when interviewing potential candidates. All of the above
9. Interviewers should be trained in: a) b) c) d)
Listening Bias Questioning Both a and c
10. Which of the following is not a common question which can be improved? a) This job requires a lot of walking. Can you do it? b) Have you ever been arrested? c) If you are hired, we require proof that you are entitled to work in the U.S. Can you provide us with a work permit or proof of citizenship?
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