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View Live Stats View ReviewsSuccessful Recruitment Interviewing - Training course
London and UK
Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £495 List price £650
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
This course is designed for managers and supervisors with responsibility for hiring new talent. It is suitable for anyone looking to understand or review how the recruitment process works.
Benefits
- Conduct recruitment interviews confidently
- Make effective selection decisions
- Understand the responsibilities of recruiting managers
- Present your organisation and the role positively
- Handle challenging interview situations
Course Syllabus
Preparation
Prepare effective interviews
Working with Job Descriptions and Person Specifications
Equality and Diversity
Predictive Validity
Organise the interview and its setting
Building Rapport
Connect with your candidates
Introduction Stage
Questions and Competencies
Question types
Competencies
Design and use competency-based questions
Reviewing and Selection
Active listening
Build strong active listening skills
Understand and interpret body language
Note taking
Handling challenging situations
Interviewer bias
Unhelpful candidate behaviour
Giving feedback
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Online training
Regular breaks throughout the day.
Learning tools
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
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Testimonials
Zain Group Iraq
Raghad Bannai,
Head Of Performance, Reporting And Auditing
It was a good short training to cover the panel interviewing
Successful Recruitment Interviewing
Potter Raper Partnership
Joanne Humphrey,
Partners Secretary
Wasnt what i expected, was made to think about the impact of what i would be doing and talking through that process with Andrew has really helped.
Successful Recruitment Interviewing
Thought Provoking Consulting
Shoshanna Mitchell,
People And Development
A lot of the course felt like us doing the talking which can work well but usually when the group is bigger (there was only two of us!). I'd of liked a few more approved/best practices, facts rather than the content more coming from the students.
Roberta and Andrew were lovely!!! At times Roberta seemed to get a little lost going to and from topics which weren't in the order of the powerpoint which was a little confusing but she's lovely!!
Successful Recruitment Interviewing
Learning & Development Resources
Soft Skills Blog
- Add Value through Effective Interviewing - Part 2
- Add Value through Effective Interviewing
- Recruiting based on Attitudes and Personality
Infographics
Training manual sample
Below are some extracts from our Successful Recruitment Interviewing manual.
Prepare Effective Interviews
What is the purpose of the interview?
As part of the selection process, the interview supports our
goal of finding the best candidate based on the knowledge, skills, abilities,
qualifications and experience.
How can we ensure fairness?
We can ensure fairness by:
·
Using consistent interview structure and
criteria
·
Treating all candidates fairly and equally
·
Acting to remove bias from the interview
·
Using a pre-selected range of questions to
assess each candidate’s competencies and experience
·
The interview is also an opportunity to present
our organisation and its values positively
Central to the success of the interview is ensuring that the
questions are mainly competency based and support the criteria derived from the
job and person specifications. All this work must take place before the
interview itself.
The CV / Resume
When working with CVs and covering letters, the candidate
will be ready to answer questions about the points raised on their CV. But, the
problem here is that their structure is now directing the flow of the
interview.
Since interviewing to the CV is not aligned with the
interview plan, some organisations send a supporting form asking for standard
information to ensure all candidates provide information that can be directly compared.
Before the Interview:
Check the CV for gaps, inconsistencies and changes in career
path. Be clear on their application basics so the interview can focus on your
questions. Also, consider what the candidate may ask of you.
When reviewing CVs, evaluate the following points:
·
a well-organised, concise cover letter
·
organised presentation of facts
·
experience as it relates to the open position
·
skill competencies
·
career progression and development
·
large gaps in work chronology
·
results orientation and accomplishments
Be
sure to acknowledge all written inquiries in a timely fashion.
Working with Job Descriptions and Person Specifications
The
biggest mistake made by employers is not investing time in creating or re-evaluating
the role that they will interview for. It is important to produce a thorough,
detailed and accurate Job Description and Person Specification before the
recruitment process takes place so that the interview will be effective.
Too
many employers produce a standard job description which has remained on file
and unaltered for a long period of time. An updated job description will
provide an excellent basis for the recruitment process, defining the Person Specification
for creation of the competency question creation and indeed for ongoing
assessment/ training of the new hire.
Putting
together the Person Specification enables the employer to profile the ideal
person to fill the job. It is important that the skills, experience and
knowledge included are relevant so that the panel can fulfil the criteria. If
criteria are not being met or fulfilled, every person will have a chance to
interview and would become exhausting for the interview teams.
Any
criteria which are essential must be directly related to the job and must be
applied equally to all groups irrespective of age, sex, race, age, nationality,
religion, belief or disability.
Equality and Diversity
Equality and diversity is a term used in the United Kingdom to
define equality, diversity and human rights as defining values of society. It
promotes equality of opportunity for all, giving every individual the chance to
achieve their potential, free from prejudice and discrimination.
Equality in the workplace simply means that all
employees are treated equally, and none are discriminated against.
Diversity in the workplace means that the company
actively welcomes people from a variety of backgrounds and reflects this
attitude in its hiring policies and workplace
culture. Equality is
about ensuring everybody has an equal opportunity and is not treated
differently or discriminated against because of their characteristics.
Diversity is about taking
account of the differences between
people and groups of people and placing a positive value on those differences.
However, the headings of age, disability, gender reassignment,
race, religion or belief, sex, sexual orientation, marriage and civil
partnership, and pregnancy and maternity are now to be known as 'protected
characteristics'. To learn more, research Equality
Act 2010 in a google search.
Employment Law Differences in Northern Ireland and
GB
In practical terms most employees’ entitlements and obligations will be the same in Northern Ireland as in Great Britain. However, although the general employment rights will often be the same, the legal references may be different due to Northern Ireland’s specific legislation. For example, a reference in a contract of employment should be to the Employment Rights (Northern Ireland) Order 1996 and not to the Employment Rights Act 1996. Care needs to be taken with compromise agreements, because a failure to refer to the appropriate legislation may affect the validity of the agreement. More information on compromise agreements can be found in this factsheet: