What Is Your Interview Identity , livre ebook

Andrews UK - Chris Delaney

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88 pages

English

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Helping career professionals to be successful in a job interview.How an interviewer views an applicant, due to their ability to communicate competencies confidently, affects the job interview outcome.Each applicant conforms to one of 16 interview identities based on the candidate's perceived level of knowledge/experience and their level of interview confidence. The interview identity acts as a filter that an employer uses before making a hiring decision.The interview identity book will help readers to be seen as more skilled, more knowledgeable and more hireable.TAKE - the interview prediction grid testCHOOSE - one of sixteen interview identitiesLEARN - how an employer views you based on your interview identityUNDERSTAND - the three rules for a successful interview outcomeIMPROVE - your ability to create high-scoring answersINCREASE - confidence in the job interviewRESULT - in an increase of job offersReaders will improve their job interview performance by learning about:- Unconscious bias- The structured job interview process- The hiring managers' decision-making processThis book is for anyone who consistently fails to win job offers during the job interview.

Sujets

Gestion et management

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Publié par	Andrews UK
Date de parution	28 septembre 2021
Nombre de lectures	0
EAN13	9781787058163
Langue	English

Informations légales : prix de location à la page 0,0374€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

What is Your Interview Identity
A Personality Type Test for the Job Interview
Chris Delaney

Published in 2021 by
MX Publishing
www.mxpublishing.com
Digital edition converted and distributed by
Andrews UK Limited
www.andrewsuk.com
Copyright © 2021 Chris Delaney
The right of Chris Delaney to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988.
All rights reserved. No reproduction, copy or transmission of this publication may be made without express prior written permission. No paragraph of this publication may be reproduced, copied or transmitted except with express prior written permission or in accordance with the provisions of the Copyright Act 1956 (as amended). Any person who commits any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damage.
The views and opinions expressed herein belong to the author and do not necessarily reflect those of MX Publishing or Andrews UK Limited.

Foreword
First and foremost, I would like to thank everyone that contributed to this book: the HR professionals and interview personnel who were willing to share their limitations and previous errors when interviewing, including the barrier of unconscious bias.
The career professionals who told me anecdotes of their interview successes and failures, as well as their lessons learnt – some very humorous exploits! And for the various research authors whose work has helped me to create the ‘Interview Prediction Grid’ (IPG) ©2020 model.
Collectively, I hope our combined work will help job applicants with the successful outcome of a job interview and their continued career progression.

Dedicated to Klara

What Is Your Interview Identity
A personality type test for the job interview

Introduction
Why are highly skilled and experienced applicants overlooked for positions, for which on paper, they are well suited?
A large body of research has been undertaken based on the job interview process: the applicant’s behaviour, unconscious bias, and interview performance vs job performance. The advice taken from the findings is embedded into the recruitment process to help the employer to recruit the most suitable applicant.
Research is ongoing and new findings are tested in newly designed recruitment processes. With this in mind, no two interviews are the same. Even if the perfect interview system could be found, each job interview would be unique as each employer requires a particular set of criteria. And even if two employers from the same industry asked the same job interview questions, the outcome from each job interview would differ due to the employer’s personal perception filters.
How can interviewees benefit from the vast amount of recruitment research?
Much research shows that job roles are offered to candidates who are perceived to be the best fit for the organisation, not the most suitable applicant. The interviewees’ ability to communicate their related competencies influences, positively or negatively, the employer’s decision-making process. Research highlights how excessive filler words, mumbling, diction, the referencing of job criteria, the number of words per answer and the level of emotive language can result in an increase or decrease of points on the interview scorecard. Many highly skilled and experienced industry experts miss out on high-paying job roles due to a lack of interview confidence or their inability to frame the interview answer in a way that showcases, to the employer, the value of hiring them.
The book is based on the ‘Interview Prediction Grid’ test (IPG) ©2020 – a personality type test for the job interview and is split into two sections. Section one delves deeply into the interview process and how the interviewer’s behaviour affects the performance of an interviewee and the impact of biases. In section two, readers will take the ‘Interview Prediction Grid’ test, producing 1 of 16 ‘Interview Identities’. In addition, readers will understand which requirements create high-scoring answers, with several chapters delving into the psychology of decision making, explaining how language, framing, word choice, and non-verbal communication affect the interview outcome. Furthermore, readers will understand the three rules to a successful job interview and how to reframe an employer’s negative opinion to create a positive ‘interview identity’ that will result in an increased number of job offers.
The advice in this book, taken from a large body of research, hundreds of interviews with hiring managers and the author’s extensive experience of coaching career professionals to be successful in a job interview, is designed to guide candidates to make slight changes to their interview performance to be viewed as more hireable. Small tweaks, such as the structure of the interview answer, confident communication, and a slight shift in non-verbal communication, as well as stating essential criteria assertively, all help to improve the employer’s perspective of the candidate.

Part 1: The Interview
Can Job Performance Be Predicted?
The structured interview process is the principal intervention for recruiters when deciding on which applicant to offer the advertised position. It is the asking of standardised questions, referencing job-relevant criteria, and a numerical scoring mechanism of the interviewee’s answers, that results in the assumption that the best candidate is offered the advertised role.
The structured interview is viewed as a fair recruitment process, as each candidate receives an individual score for each interview question, which is asked by the same interviewer(s) in the same order. The scores, allocated to each answer, are rated, as an example between 1- 4; 1 = negative, 2 = good, 3 = effective, 4 = expert, with all employers having their own numerical scoring system.
The rationale for the structured job interview is that interviewees will answer questions by giving information relevant to the advertised job role. This relies on the applicant being able to identify the job criteria. Being able to identify criteria allows an interviewee to predict the scoring evaluation standards and therefore embed specific criteria into their interview answers. The result of this process, in most cases, creates, either, a 3 = effective or 4 = expert score.
Being unable to identify the job criteria, due to a low level of sector knowledge and experience, results in low-scoring interview answers. The scoring system ensures, in an ideal situation, that only suitable applicants are offered the advertised position as a scoring benchmark has to be met for an applicant to even be considered for the role.
Research has shown that an applicant’s ability to predict the job criteria, due to possessing a high level of sector knowledge/experience, results in the interviewer being able to accurately predict the job performance (the objective of the interview process) of each candidate. But not always.
An employer giving too much away prior to the job interview, in terms of explicitly explaining the job criteria, or an applicant undertaking in-depth research, allows an interviewee to prepare an expert answer, even if their industry knowledge/experience is low.
It has been argued that in the job interview, the interviewees will present the ‘best’ version of themselves, whereas the interview process is actually designed to understand an applicant’s ‘true’ competencies. This distinction between a hiring decision being made based on an applicant’s ‘best’ or ‘actual’ perceived performance, once employed, has an impact on an organisation’s output. It is for this reason, much research is completed on the recruitment process.
Structured job interviews focus, in the main, on competencies (knowledge/experience) more than an applicant’s characteristics (work ethic, motivation, working to deadlines, etc.). The structured interview, therefore, is asking candidates what they are ‘likely’ to do, not what they will ‘actually’ do once employed. When characteristic questions are asked, it is likely that an interviewee, again, will give a ‘best’ not ‘actual’ answer. What employees ‘actually’ do in the workplace comes down to their level of motivation on the day in question. In real life, rather than the fictional interview scenario, employees make choices based on their current level of motivation. Once employed, the employee’s level of motivation to perform a task varies due to internal and external forces; company culture, office distractions, global events, stress, working conditions, and leadership styles.
In the job interview, the applicants will state their competencies as ‘typical’ day-to-day approaches, but in reality, they are often examples of the candidates when highly motivated, working in a productive culture that suits their temperament. For the applicant, this self-promotion is required to receive a high-scoring answer.
To counter the distortion, created by interviewees presenting ‘best’ performing examples, some recruitment campaigns hold all-day interviews which include: structured interviews, assessments to test knowledge/experience, group work activities to observe interactions and communications, and informal discussions to view temperament. The proposed idea of an all-day recruitment event is that an applicant can’t hide under a false identity – the mask must slip at some point , allowing the hiring managers to view the candidates as they would act once employed. However, tasks are timed with short breaks between each interview activity that allows the interviewee to recess. The break results in a recharge of energy