{"id":18366,"date":"2023-08-03T05:37:35","date_gmt":"2023-08-03T05:37:35","guid":{"rendered":"http:\/\/projects.rapidmind.in\/navgati\/?p=18366"},"modified":"2023-08-04T07:55:20","modified_gmt":"2023-08-04T07:55:20","slug":"interviewing-for-wonderland-best-practices-at-navgati","status":"publish","type":"post","link":"https:\/\/projects.rapidmind.in\/navgati\/interviewing-for-wonderland-best-practices-at-navgati\/","title":{"rendered":"Interviewing for Wonderland: best practices at Navgati"},"content":{"rendered":"<div id=\"Interviewing\">Navgati turns 25 years old soon and over the years, we\u2019ve evolved our own unique ways of assessing who would be happy being a <a href=\"http:\/\/projects.rapidmind.in\/navgati\/the-characters\/\">Citizen of Wonderland<\/a> . That\u2019s the designation that all of us at Navgati carry. If this reference seems utterly bemusing, please stop and go take a look at our website <a href=\"http:\/\/projects.rapidmind.in\/navgati\/\">www.navgati.in<\/a> (modeled on the book Alice in Wonderland).<\/div>\n<p><\/p>\n<p>Years of helping organizations develop robust, humane and fair <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#Interviewingblog\">interviewing<\/a> practices has to rub off on how we interview for our team so here are some of our learnings over the years. I rejoice in the team we\u2019ve built over the years (including the people who\u2019ve moved on to do their own things) so this is a post I\u2019m very happy to write.<\/p>\n<p>To start with, I want to clarify that we practice what we preach \u2013 we have a set of competencies we\u2019re looking to assess and have STAR questions designed to elicit data on how the person has demonstrated these behaviours in the past. The best practices I\u2019m talking about here are above and beyond those.<\/p>\n<h3>Really, really listen<\/h3>\n<p>I like to start by asking \u201cTell me about yourself&#8221;.<\/p>\n<p>I know, I know, this sounds like a total waste of precious interview real estate if the person doesn\u2019t stop or launches into a rehearsed litany of their past. You could fine tune the question by saying \u201ctell me about the last role you were in\u201d or \u201ctell me about who you are in a nutshell\u201d<\/p>\n<p>Asking the question can allow the person to ease into the conversation (remember you can always interrupt and say \u201ccan you give me an example of that\u201d and move straight into your set of questions)<\/p>\n<p>Most importantly, if you\u2019re really listening, it can reveal a lot more about them than what\u2019s on the resume.<br \/>\n<br \/>\n <strong>When I ask this question, I\u2019m watching for a host of things:<\/strong><\/p>\n<ul>\n<li>       What aspects of their lives are they choosing to focus on and what does that say about them?<\/li>\n<li>       Is the level of detail they provide appropriate to the conversation? Do they use ten words when one would do?<\/li>\n<li>       Are they paying attention to my responses or are they absorbed in their own narrative?<\/li>\n<li>        How much vulnerability and authenticity do they demonstrate \u2013 are they presenting a glossy, smooth version or also describing missteps and stumbles?<\/li>\n<li>        How articulate and expressive are they?<\/li>\n<li>      Do they make it easy for me to understand them or do I have to keep interrupting them with questions?<\/li>\n<li>        Is there warmth in how they communicate?<\/li>\n<\/ul>\n<p>\n<strong>All the behaviours I\u2019m paying attention to are core to success as a facilitator (and if you\u2019ve encountered a Navgati workshop you would have seen these in action)<\/strong><\/p>\n<ul>\n<li>       Establishes warm connections quickly<\/li>\n<li>      Pays close attention to the needs of learners and responds to them<\/li>\n<li>       Explains themselves in a clear and crisp manner<\/li>\n<li>      Demonstrates authenticity and vulnerability<\/li>\n<\/ul>\n<p>I\u2019m reasonably sure that for most leadership roles, all these would be important as well and you would benefit from assessing them.<\/p>\n<p>In Behavioral Event Interviewing, there is a lot of emphasis on data from the candidate\u2019s past \u2013 the point I\u2019m making here is that there is a lot of information that can also be collected from how the person is in the here and now. Provided the interviewer knows what they are looking for and pays close attention.<\/p>\n<h3>Get the individual to demonstrate the skills you\u2019re looking for in a simulated environment<\/h3>\n<p>There is no substitute for being able to watch the person actually perform the skills you\u2019re looking for. At Navgati we:<\/p>\n<ul>\n<dl>&#8211;        Ask prospective facilitators to facilitate two 30-minute sessions \u2013 one on any topic of their choice and one on material we provide them<\/dl>\n<dl>&#8211;        Ask people who\u2019d like to join our assessments and development centre team to listen to a recording of an actual assessment and write a sample report (on one competency)<\/dl>\n<dl>&#8211;        Ask accountants to work with our system and generate invoices or account for expenses<\/dl>\n<\/ul>\n<p>It\u2019s important here to be very sharply focused on the competencies you want to assess and be clear about what level they need to be demonstrated at. For example, with our facilitators, we are not expecting someone to have a beautifully designed session, but we are looking to understand how they apply their understanding of facilitation.<\/p>\n<p>I would strongly recommend having one component of your interviewing process be a demonstration of skill. These need some effort to design but once set up, can help you easily differentiate between candidates and reduce the potential bias that strong communication skills could create. Here are some examples:<\/p>\n<ul>\n<dl>\n&#8211;        If you\u2019re looking for a manager who needs to take on a challenging team, give them a situation in which they need to have a conversation with you playing the team member<\/dl>\n<dl>&#8211;        If you\u2019re looking for a leader who can coach, ask them to coach you on an issue that commonly comes up in the organization<\/dl>\n<dl>&#8211;        If you\u2019re looking to hire an HR business partner, give them a situation where they have to negotiate expectations with a business stakeholder and have them play out that conversation with you<\/dl>\n<dl>&#8211;        If you\u2019re looking to hire a PR person, give them a profile of a leader and ask them for the PR strategy they would devise to build that leader\u2019s visibility<\/dl>\n<\/ul>\n<p>If any of this sounds interesting to you, please <a href=\"http:\/\/projects.rapidmind.in\/navgati\/contact-us\/\">ping us<\/a>  and we\u2019d be happy to brainstorm with you on this.<\/p>\n<h3>Pay attention to how the person is in all your interactions with them<\/h3>\n<p>Human beings are hard wired for honesty and consistency so how the person acts in all interactions can provide valuable data<\/p>\n<ul>\n<dl>&#8211;        Does the person find their way easily to the interview or do they need a lot of support (eg a candidate who asks \u201cwhat is the nearest metro station\u201d when given the address)?<\/dl>\n<dl>&#8211;        Do they show up on time without confusion? (I once met with a candidate who forgot that the interview was scheduled)<\/dl>\n<dl>&#8211;        How responsive are they when it comes to email?<\/dl>\n<dl>&#8211;        How articulate are their mails to you?\n <\/dl>\n<\/ul>\n<p>Important here to note that we\u2019re not looking for reasons to reject and this is certainly not a recommendation to plunge deeper into bias (\u201cshe wasn\u2019t wearing formal clothes so she\u2019s not taking the interview seriously\u201d).<\/p>\n<p>What I am saying here is that our patterns of thinking, feeling and acting tend to be remarkably consistent. Paying close attention, especially interactions where they are not feeling assessed, can yield a lot of data about how they are likely to be on the workplace. Take this information as one input along with all the other data you are collecting about the person.<\/p>\n<h3>Get multiple viewpoints to minimize bias<\/h3>\n<p>Atleast four people from Navgati meet a facilitator before they come on board. The two questions we pay attention to are<\/p>\n<ul>\n<dl>&#8211;        What strengths will this person bring to our team?<\/dl>\n<dl>&#8211;        What support will we need to provide them to perform at their best?<\/dl>\n<\/ul>\n<h3>Assess the conditions under which the person works best<\/h3>\n<p>Some of my favourite questions for this are<\/p>\n<ul>\n<dl>&#8211;        Tell me about a project you really enjoyed<\/dl>\n<dl>&#8211;        Tell me about a time you felt you were working at your peak<\/dl>\n<dl>&#8211;        What is one environment you did not enjoy?<\/dl>\n<dl>&#8211;        What exemplifies the best and the worst manager you\u2019ve had?<\/dl>\n<dl>&#8211;        What is your favourite way of sabotaging yourself? How do you get in your own way?<\/dl>\n<\/ul>\n<p>In all these, there\u2019s a lot of probing that follows \u2013 there are no right or wrong answers; we\u2019re trying to see if there is a match between what this individual needs to thrive and what we can provide them.<\/p>\n<h3>Make sure the process is reflective of the culture of your organization<\/h3>\n<p>In our case, the culture we\u2019re constantly trying to build is a warm, welcoming and <a href=\"http:\/\/projects.rapidmind.in\/navgati\/diveristy-and-inclusion\/#Interviewingblog\">psychologically safe<\/a>  one so our attempt is to make sure our interviewing process reflects that. The most important reason for this is that we want people to make a decision to join us with complete awareness of what they are getting into. A secondary benefit is that even people who have not been hired\/have chosen not to join us have gone on to recommend us to friends\/colleagues because the process has been a supportive one.<\/p>\n<p>If you\u2019d like to know more about our processes or how we can support you in strengthening your interviewing practices, I\u2019d love to chat.  <\/p>\n<p>To know more about our Interviewing Skills program please click here &#8211; <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#Interviewingblog\">http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Navgati turns 25 years old soon and over the years, we\u2019ve evolved our own unique ways of assessing who would be happy being a Citizen of Wonderland . That\u2019s the designation that all of us at Navgati carry. If this reference seems utterly bemusing, please stop and go take a look at our website www.navgati.in [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":18388,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[28,1],"tags":[],"class_list":["post-18366","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-all","category-leadership-development"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Interviewing for Wonderland: best practices at Navgati - Navgati<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/projects.rapidmind.in\/navgati\/interviewing-for-wonderland-best-practices-at-navgati\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Interviewing for Wonderland: best practices at Navgati - Navgati\" \/>\n<meta property=\"og:description\" content=\"Navgati turns 25 years old soon and over the years, we\u2019ve evolved our own unique ways of assessing who would be happy being a Citizen of Wonderland . 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