AIM–   A 2-day workshop on competency based interviewing skills for senior managers.

  • Key Areas
    • Management is presented with few opportunities to exert greater impact on organizational results than through selection of employees. Post selection remedial training is an expensive way to make up for a bad hiring decision.
    • The various spheres to be addressed in good selection are as follows
      • Job Fit assessment
      • Company Fit
      • Skills match
    • Interviewing is only one aspect of selection. The holistic selection process is made up of following interdependent steps-
      • Selection criteria
      • Initial screening
      • Interview – design and technique.
      • Candidate evaluation
      • Candidate selection, risk analysis, employability recommendation and reference checks.
    • Within an interview, most assessors are not clear of –
      • What to look for.
      • How to look for it – i.e design of workshop and questioning technique therein.
      • Having found the required information, how to use that to best effect.


  • Selection Criteria – Job analysis, Job requirements in terms of competencies (knowledge, skills and personality requirements). Knowledge requirements further sub-categorized in terms of concepts, techniques, methods, technology etc. Finally –
    • List each functional area and key results expected in each.
    • Identify key barriers and obstacles
    • Identify success factors for that job.
  • Preparation of
    • Sample Work profile
    • Sample candidate profile
  • Initial screening procedure – using Application blanks
  • Interview Design
    • Behavioural interviewing
    • Situational interviewing to include – mini assessment centre and online simulation exercises.
    • Biographical interviewing
  • Basic Interview Techniques – Open ended questions, one and two step probes, pause and echo, comparison and contrast, compliment and self disclosure, situational questions, push and pull factors.
  • Questions to check motivation, cultural compatibility and work environment compatibility
  • Interview sequence
  • Candidate evaluation
    • Evaluation form
    • Assigning weighting factors
    • Interview rating
    • Overall summary and employment recommendations
  • Risk analysis and Reference checks


1. Intro Intro Intro 20 mins
2. Importance of good interviewing skills Establish that

  • A bad hire is an expensive proposition
  • Everyone, even a departmental interviewer, actually assesses the whole personality.
  • In assessments, perception is as important as cold facts.


  • Exercise ( Ex ) – Cost of a bad hire
  • Ex- Your role analysis of job of a departmental interviewer


40 mins
3. CV Analysis and CV-Job matching. Establish that it is important to analyse a CV beforehand, so as to make best use of interview time. Discuss plans made by candidates for interviewing the 3 CVs sent to them beforehand. Then confront them up the real inconsistencies of the CV (internal inconsistencies, as well as gaps against position requirements ) and have them design an approach specific to this analysis. 50 mins
4. How not to interview Present a bad interview and ask them to make notes of faults in it- some basic faults.
  • An interview conducted by trainer- in front of candidates
  • Interview taped for later replay. Video or audio taping.
30 mins
5. What aspects to look for in the interview Emphasize the linkages between job description ( in functional as well as behavioral terms), organizational ( specific team/department ) profiling and profile of ideal candidate 2 exercises  ( on actual job descriptions) and discussion 50 minutes
6. Customized pre-interview screening Bring out the possibility of a customized application format, such that the filtering criterion set by the organization gets immediately noticed. Helps greatly in initial screening and saves time of interviewers Exercise 45 minutes
7. Interview design Emphasize the need of strategizing the interview, so as to get all desired answers. Discussion 40 minutes
8. 10 Commandments of good conversations Introduce participants to the 10 Commandments of good conversations in interviewing – how to get the interviewee to open up.
  • Discuss examples of 10 basics of productive conversation techniques, covering most eventualities
  • Provide illustrations of each and get them practiced by  participants


1 hour
30 minutes
9. Review of the bad interview Application of the teaching points
covered thus far
Now that all teaching points have been completed, the bad interview will be replayed and each problem area discussed. 40 minutes
10. Assessment Centre approach – Situational interviewing. Emphasize the need to provide opportunities to the candidate to display his/her skills rather than explain them. Also, the dictum that
‘past performance in a specific context is the best predictor of future performance in similar context’.
 Discussion and exercise 1 hour
11. Behaviour Event Interviewing The dictum that
‘past performance in a specific context is the best predictor of future performance in similar context’.
Discussion and exercise 1 hour
12. Integrated practice sessions 4 practice sessions for participants ( progressively spread over the 2 days, suitably interspersed in the program) Opportunity to practice all skills in an interview. Others to observe and comment later. Each interview practice to bring out separate specific points. 4 hour 30 minutes overall (  for preparation,
actual interviews and subsequent discussions)
13. Post interview actions e.g.
allotting weightages to ratings of interviewers, suitability for other jobs, reference checks etc
Emphasize the need of a quantified system of ratings which takes into account the actual weightages of each aspect considered in the interview. Also, various methods of ranking.  Discussion/ Practice  45 minutes
14. Summary Summary points of all aspects of a good interview Presentation, Discussion 45 minutes
15. Conclusion Conclusion Conclusion 20 minutes
      TOTAL TIME 15 hours  approx


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