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Category: recruitment and selection

3D Juggling 578: Disfluency

Claire writes:  “When we were writing the Great Appointments book, Su and I invented the word disfluency.  We notice that really good and competent professionals are disfluent when it comes to talking about themselves and their skills and experience in an interview or assesment centre.

If you can’t describe yourself, the interviewers will not have enough information to be able to decid whether you are the right person for the role.

Here are some tips

  • Prepare your data on yourself as much as you research the data on them.  And then make the connections between the two
  • Make sure that you use a voice where you are confident – people are often fluent and articulate in meetings or presentations or in a public arena and inarticulate talking about themselves.
  • Stand in the role you are being interviewed for when you answer so that you are using their language and making the connections from your story into their context so that they can imagine what it will be like to have you in role.

Disfluency, unexplored will mean that they don’t meet the real you.  Think about it…”

If you want some help preparing for interview, give us a call on 01462 483798.

© 2012 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

The Power of Introverts

Introverts need to watch this – and so do extroverts who are interviewing or working with introverts!

3D Juggling 485: Change the question

Jane writes: “What are the most useful questions that you can ask when interviewing somebody for a role in your organisation?  Recruitment interviewing – for paid staff or volunteers – is a huge responsibility. The chances are that a fair chunk of money has been invested in the recruitment process, including this day of interviewing, and you’re under pressure to select the right person.

We ran a Career Makeover Masterclass a few weeks ago and were thinking about what it was like to be the job applicant at an interview. Someone commented that years ago she found that interviewers would ask hypothetical questions. Questions that started with ‘What would you do if …?’ and ‘How would you …?’ Now, she said, they were more likely to ask her to talk about things she had actually done rather than how she might do them. This makes lots of sense.

What do you really need to find out when you’re interviewing somebody for a role in your organisation? Is it about what they would like you to think they would do, or what they can do? Your organisation may provide you with extensive guidelines around recruitment, and there is a risk that you may end up asking each candidate the same carefully prepared questions.

Instead of focusing on the questions, try focusing on the competencies that you need the role holder to demonstrate. Then ask each candidate questions that provide them with an invitation to tell you about situations they have been in where they would have needed to demonstrate these competencies.  Then ask them what they did. For example, if you need them to be able to communicate confidently and effectively with a wide range of stakeholders, ask them to give you an example of when they have had to do this. Then be prepared to ask follow-up questions, such as ‘What resistance did you meet?’, ‘How did you deal with that?’ and ‘What happened?’

By asking a candidate to talk about something that they’ve actually done you begin to gather evidence about their competence, how they apply their skills and knowledge. This also gives you clues about their behaviour, how they work with others and the impact this has. If they are unaware about the impact of their behaviour this is also likely to be apparent. Hearing about one significant thing a candidate has done can provide you with lots of evidence.  You may only need to have a few ‘prepared’ questions to get them started, allowing yourself time to ask follow-up questions that help the candidate to tell you what you really need to know.

The candidate should do most of the talking at an interview; your role is to ask a few incisive questions to ensure that what they say is relevant and useful.

What do you really need to find out? How could you change your questions?”

Love this? If you need some help in your organisation to change your approach to recruitment interviewing, come out for a cup of coffee with us to talk about how we can help you.  We’ll pay!

© 2010 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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