Interview model design to make a hiring decision Application exercise: Based on

Question

Interview model design to make a hiring decision

Application exercise: Based on the case, you must design an interview model to make a hiring decision.

Instructions

You must design an interview model, taking into consideration the following aspects:

Job Analysis: Job analysis (you must do it from the position you have selected) helps you determine the knowledge, skills and abilities, as well as the important behaviors for job success in that position.

Questions: Determine what questions you are going to ask about the job in order to obtain the desired behaviors. (You must write at least 10 questions.)

Format: Develop a structured format for the behavior interview.

Remember to include the following as part of your questions: It presents a description of a challenging situation in which the candidate has to answer how they would resolve that situation. Present the response that candidate made to resolve that situation. The result of the actions of the candidate.

Case: As Managing Director of the Caribbean, Maria Perez has the final say in approving the hiring of any new supervisor who works for her. The human resources manager conducts the interview process of all possible supervisors and then sends the most suitable candidates to Maria to interview them. A few days ago, Maria received a call from Margarita Acosta, the human resources manager: "Maria, I just spoke with a young man that may be just what you were looking for to fill the position of line supervisor. He has some experience and seems like a focused person. It's here right now and it's available in case you had the chance to see it. " Maria hesitated for a moment before answering: "Well, Margarita. I'm very busy today, but I'll try to make room for it. Send it to me". A moment later Luis Ubiñas, the applicant, arrived at Maria's office and introduced himself. "Come in, Luis," said Maria. "I'll be with you after making some phone calls." Fifteen minutes later, Maria finished the calls and started talking to Luis. Maria was very impressed with the profile that Luis presented in the interview. After a few minutes, Maria's door opened and her supervisor yelled, "I have a little problem in the manufacturing line and we need your help." Maria got up and said: "Luis, excuse me a minute please". Ten minutes later, Maria returned and the conversation continued for ten more minutes, before a series of phone calls interrupted them. The same pattern of interruptions continued during the next hour. Finally, Luis saw his watch and said: "I'm sorry, Mrs. Pérez, but I have to pick up my wife." "Sure, Luis," Maria answered, while the phone rang again. "Call me later today."

Explanation / Answer

HRs are required to settle on business related choices about either standard errands or unforeseen circumstances once a day. For instance, originators may need to pick between two logos, engineers may need to choose which highlight to actualize first and employing directors may need to choose between at least two qualified competitors.

Choices – both great and awful – affect the whole organization. Great chiefs:

Assess conditions, consider options and measure advantages and disadvantages.

Utilize basic reasoning abilities to achieve target ends.

Can settle on choices under strain.

Decide on a "critical thinking" demeanor, rather than a "that is not my activity" approach.

Help groups defeat hindrances.

Basic leadership inquiries will enable you to distinguish potential contracts with sound judgment. Test how competitors examine information and foresee the result of every alternative before settling on a choice. Likewise, remember that sometimes an imaginative choice that breaks from the standard could turn out to be inventive and more compelling than a conventional methodology.

Models of basic leadership inquiries questions

Two workers are having customary clashes with one another and frequently exasperate the group's parity. How might you handle this circumstance?

Portray a period you settled on a disagreeable choice. How could you handle the criticism? How might you have taken care of the circumstance in an unexpected way?

Improve choices alone or with a gathering? Why? At the point when do you request help?

As far as you can tell, when you're dealing with a group venture, do you settle on the most choices or do you want to advance back and tail another person's rule?

Portray a period when you needed to settle on a quick choice on a basic issue.

While dealing with a group venture, you see that a portion of your colleagues are falling behind. What might you do to enable your group to meet the due date?

How might you manage a requesting outside partner who continues changing prerequisites about a particular undertaking you're chipping away at?

You need your director to purchase another product that will encourage your work and you're attempting to pick between two choices. The first is more costly, yet has better surveys and the second has less highlights, however is inside spending plan. Which one would you suggest and how?

Step by step instructions to assess competitors' basic leadership aptitudes

Test competitors with theoretical situations in which they need to achieve an imperative choice. Utilize sensible models to find their basic leadership abilities for circumstances that are probably going to happen at work.

Asking follow-up questions is an indication that your applicants need to have however much data as could be expected before hopping to an end.

Experts who achieve a choice after a careful investigation of upsides and downsides ought to have the capacity to display and clarify their decision. Decide on sure applicants who bolster their choices.

In most business related issues, we don't have boundless time to take care of an issue. The best chiefs strike a harmony between a decent and a fast choice.

Approach contender for models of circumstances when they have settled on compelling choices at work to find how they have moved toward issues in their past positions. Cooperative people will probably have utilized other representatives' info and guidance.

Warnings

Indeed/No answers. Competitors ought to have the capacity to clarify how they achieved a choice. Going just by their gut or picking one of the choices without advocating their choice are warnings for their judgment abilities.

Not aware of outcomes. Choices frequently convey little or greater dangers. Applicants who give shallow responses to speculative issues mightn't be set up to manage the outcomes of their choices.

Pushed/awkward. Workers in senior-level jobs will inevitably need to settle on intense choices, such as appointing undertakings, setting due dates or releasing individuals. Decide on applicants show's identity solid and sufficiently agreeable to take responsibility for their choices.

Uninformed of certainties. The basic leadership process includes taking all the important realities and data into thought. On the off chance that hopefuls answer your inquiries without focusing on the certainties, they're inclined to wrong choices.

Reputation of wrong choices. On the off chance that applicants battle to comprehend why they weren't right and continue rehashing similar mix-ups, they don't gain from their mix-ups and conceivably don't understand the effect of a terrible choice.

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