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InterviewingTechniquesHints&TipsObjectivesAnInterviewisa2-wayprocesstomeetthefollowingobjectives:–Agilent’sassessmentofcandidate––Candidate’sassessmentofAgilentResponsibilityYouareresponsibleforDECIDINGwhetherornotthecandidatebecomesanAGILENTEMPLOYEE-youneedtogetitright!YourepresentAgilenttothecandidate.YouneedtopresentyourselfconsistentwithAgilentvalues&policies.AsHiringManageryoumustproduceasummaryreportoftheinterview.Thecandidatehasalegalrighttoviewthereport.(suggestusingthe‘scorecard’)PreparationRememberthecandidatehasalreadybeenthroughascreeningprocess-buildonwhatyoualreadyknowReviewyourESSENTIALrequirementsforthejob,assesshowwellthecandidatealreadymeetstheserequirements.ChooseStructureandFormatfocusedonfillinginyourgapsinknowledgeaboutthecandidate.Startwiththeassumptionthatthecandidatewillbehired.LookforevidencethatsupportsthisassumptionIdentifyrisksagainstassumptions.PreInterviewBriefingSession•Discusscandidatewith3rdPartypriortointerview–Salarydetails&expectations-RedFlags(Highlightedconcernareasorissuesthatmayneedfurtherclarification)-Whatwillittaketogetthiscandidateonboard?-Candidate’sconcerns•Ifsalaryisapotentialissue,discusswithSectionManagerandpossiblyHRifrelocationisafactor–priortointerview-understandyourdegreesoffreedom.Structureandfocusinterview&Teamtoexplorekeyareas-don’twastetimegoingoverwhatyoualreadyknowInterviewFormat•Introduction-explainobjectives,format×cales•Abilityworkexperiencesession-Mgr+Engineer•Abilityskillssession-Engineer+Mgr•Motivation+FitSession+CandidateNeeds-Mgr•Tour/Break-usesomeoneoutwithInterviewGroup•AssessmentSession-InterviewTeam•BenefitsSession-HRorMgrIfundecidedafterassessmentsession,scheduleadditionalinterviewsessionsTimeScheduleQuestionsAgilentAssessCandidateThisisassessedonthreemainareas:1.Ability-todothejobnow&futurepotential2.MotivationforJob/Agilent3.Manageability-“Fit”AbilityAssessmentAbilityconsistsof:–Skills–WhichareLearned–Experience–WhichisGained–Talent–WhichisHowThey’re‘Wired’Cannotbechanged!TalentDRIVESMOTIVATIONandPERFORMANCEAssessingAbility-SKILLSSkills–EasiesttoassessForEngineeringskillsuseTESTSappropriatetothejobForProblemSolvingskills:FocusonMETHODratherthananswer-logical,pragmaticapproach?Note:SKILLSCANBELEARNEDAssessingAbility-Experience•Usediscussivequestionsonrecentwork/projectexperience•AskforSPECIFICEXAMPLESthatfocuson:–ResultsAchieved/PersonalContribution–IndividualResponsibility–Levelofbusiness/projectunderstanding–LevelofPersonalDecisionMaking–Environment–Technology,teamsize,Projecttimescale,designscope&scale,qualityprocesses,tools.•Note:Matchlevelofexperiencetoourjobneedsintermsofcomplexity/scale,levelofresponsibility,technology.YOUcontroltheinterview-makesuretimeisn’twastedonirrelevantdetail.Movecandidateonwhennecessary.FocusonIndividualsspecificexperienceAssessingTalent•Shouldbesearchedforthroughoutinterviewprocess•Recognisewhatcausesthemto‘LightUp’•Whatdotheyspeakpassionatelyabout?•Consistentthemesthroughoutcareer•Askwhattheirstrengthsandweaknessesare•Whatdotheyenjoydoing&whatdon’ttheyenjoyandwhy?Note:TalentisanindicatorofPOTENTIALabilitytoLEARNtodothejobwell.Motivation•Aspirations&Goals–Immediate&longTerm•Lookforevidenceofworkingtowardsthem•Searchforkeydrivers–e.g.DoesthecandidatewanttoworkforacompanylikeAgilent?-AskWhy?-ExploreinDepthNote:CanAgilentDeliveronCandidatesPrimaryDrivers?IfNOT,weneedtobehonestwiththecandidate,butSELLwhatwecanprovide.Manageability-Fit•AssessCandidatesAbilityto-Takedirection-levelofexpected/requiredsupervision-Workwithinateam-Useinitiative,Selfstarter•UseBehaviouralQuestions-Previousbehaviourstrongindicatoroffuturebehaviour-AskforspecificexamplesfocusingontheindividualsactionsAvoidlookingforclonesofyourself&colleagues-bediverse!DecisionMaking•IdentifyEssentialrequirements-scoreevidenceofexistencefitatendofeachinterviewsession•HaveAssessmentSessiontodiscuss/scoreallfactorsaffectinghiringdecision–IncludeTalent&PotentialEstimates•Identifyanyhiringrisks–reasonswhynottohirethecandidate?CandidateNeeds•PartwhencandidateassessesAgilent-FitSession•Understandtheirneeds(linkedtomotivationsection)•JobContent–Weneedtobeopenandhonestaboutthejobcontent•Goals&CareerProgression-CantheyreachtheirgoalsatAgilent-HowquickcantheydevelopandagainisthissomethingthatAgilentcanoffer(EmployerofChoice)-GeneraliseRegardingsalaryandbenefits(DONOTDISCUSSSPECIFICSFORCANDIDATES)-Note:QualifytheirneedsandsellthemBackClosinganInterview•Makesuretheyareclearabouttheroleandyourexpectationofthem•Askthemiftheyhaveanyconcernsatthismomentintime•Revisitanyareasofremaininguncertainty•Ifyoufeelthecandidateisahirethenfinishonapositivenotee.g.‘Weareveryinterested,Inowneedtohaveadebriefthemycolleaguesandyourconsultantwillbeintouch.’•Unsuitablecandidates-feedbackvia3rdparty-neutral,non-committalclose.