[Virtual Presenter] Good morning! Today we will look at how to hire the best employees. We will examine ways to develop and execute an effective recruitment process, including the use of the 7C method, structured techniques to conduct interviews, and sample interview questions. We will also discuss the importance of onboarding new employees, and how to use an interview feedback form to ensure they are set up for success. Let's get started!. 

Scene 1

Our Expectation from Candidates 7C method in hiring the best Structured technique to conduct interview Behaviors and situation interview flow Sample interview questions Interview feedback form and Probation period 30-60-90 days on onboarding program Interview flow for different level of hiring

[Virtual Presenter] We will be discussing how to hire the best candidate for your organization using the 7C method. The first C is Collaborative - ensuring that the person hired is able to get along well with their co-workers. The second C is Capable; the employee should be able to complete not just the basic tasks but also be creative and come up with new solutions when needed. The third C is Competent; having the necessary skills and experiences to complete the tasks expected of them. The fourth C is Compensation; ensuring their pay is in accordance to the market rate. The fifth C is Culture; based on values, expectations and procedures that help form the behavior of the leader and employees. The sixth C is Character; the person should have values that align with the company, and be honest, selfless and a team player. The seventh C is Commitment; considering whether the person is serious about working long term and if they stay with a job for a long period of time.. 

Scene 2

Can this  person get along with colleagues , A critical component to also remember is the person’s willingness and ability to be harmonious with you, his or her boss

Will this person complete not only the easy tasks, find ways to deliver on the functions that require more effort and creativity. Capable means the employee has  potential for growth and the ability  and willingness to take on more responsibility.

Does the potential candidate have the  necessary skills, & experiences   to successfully complete the tasks you need to performed

Ensure the person you hire is  paid accordance to the market rate

Is based on certain values, expectations, policies and procedures that influence the behavior of a leader and employees. Workers who don’t  reflect a company’s culture  tend to be disruptive and difficult.

Does the person have  values that align with yours ? Are they honest ;Are they above reproach? Are they selfless and a team player?

Is the  candidate serious about working for the long term ? Or is he or she just passing through, always looking for something better? A history of past jobs and time spent at each provides clear insight on the matter.

[Audio] I'll be discussing the STAR Interview Technique - a structured approach to conducting interviews. It consists of four parts: Situation, Task, Action, and Results. This technique encourages the candidate to explain the challenges they faced and objectives they had to meet. For the Situation part, they are asked to share an example of a recent work challenge. The Task part is where they describe what they had to do to achieve their goal. During the Action part, they are required to explain how they went about it. The Results part is where they should explain the outcome of their actions and if they met the objective. In summary, the STAR Interview Technique is a great way to gain insight into the candidate's abilities, behaviours, and experience. It's a great tool for interviewers to find the right candidate for the job.. 

Scene 3

Introduction:  Set the candidate at ease with a couple of small talk. Explain about the interview process. Explain about your role that being interviewed. Ask the candidate to share working background.

Skill Assessment  Question:  Ask question to validate the skillset of the candidate, such as technical level, process, knowledge of the field applied for.

Behavioral Questions:  Ask hypothetical situations to explore how candidate has demonstrated behaviors in their previous work experiences.

Situational Questions:  Structure hypothetical question based on information gathered from behavioral and skills assessment.  Ask candidates to describe how they would react and address work related scenarios or situation.

Wrap –up:  Allow candidate to ask questions. Describe  the next steps of interview process and how the result will be notified.

Situation:   Candidate is asked to give an example of a recent work challenge/objective set. Task:   What did they have to achieve?  Action:   What did they do to achieve the objective? Results:   What was the outcome and did they meet the objectives? Apply STAR technique when you perform behavioral and situational interview.

[Audio] In this session, we will delve into a vital aspect of hiring the best leaders - how to evaluate divergent qualities in a prospective candidate. We will center on two types of assessments - Behaviors and Situational Interviews, and Fundamental Assessments. When it comes to Behaviors and Situational Interviews, we will go over a variety of attributes and capabilities such as management and supervisory experience, planning, decision-making, motivation, teamwork and communication skills, cultural fit, problem-solving and interpersonal skills, organizational skills, retention, financial acumen, attention to detail, creativity, and innovation. As for Fundamental Assessments, we will examine the methods for selecting between the various qualities when assessing candidates. By the end of this session, you will possess all the resources needed to distinguish the best leader in a candidate.. 

Scene 4

Management & Leadership Skill  -  Management and supervisory skills and experience are required for certain jobs Planning Skill  - assess the planning skills of the candidate.  Decision Making  - to determine his or her experience and competency in making decisions at work. Motivation Job  - allow you to understand what motivates your candidate to apply for the role.  Team & Team work  - assess your candidate's skill in working with teams Communication Skill  - aspect of your candidates' interaction that you can observe during the interview Cultural Fit  - The purpose of this interview is to assess how the candidate can fit into our culture. Problem-solving skills  – can candidates come up with an creative solution to a problem related to the role Interpersonal skills  - assess your candidate's skills in interpersonal relationships. Organizational Skill  - how do candidates prioritize their work and respond when stressed? Retention  – Asses the probability of employee commitment/loyalty to company. Financial Acumen  – for leadership role, does the employee have experience of managing budget.  Attention to detail  – Check if the candidate pay attention to detail or general type of person. Creativity and innovation  – Will this person bring innovative solution to the organization

[Audio] We'll be talking about successful interviewing techniques and techniques for evaluating prospective employees. Using the right techniques, you can get the best out of any candidate and find the best fit for your organization. We'll discuss how to assess cultural fit, motivation, management and leadership skills and team and teamwork. Questions you can ask such as 'Describe the work environment or culture in which you are most productive and happy?', 'How do you ensure that your personal level of motivation is high on a daily basis?' and 'What actions and support, in your experience, make a team function successfully?'. We'll also look at successful interview processes and the role of probation periods and how you can use the 7C method to hire the best for your leaders.. 

Scene 5

Cultural Fit  - The purpose of this interview is to assess how the prospective employee will fit within the culture of your organization. Describe what you believe are the most effective roles that a good manager plays in his or her relationship with reporting staff members What are the three to five expectations that you have of senior leaders in an organization where you will work successfully? How does employee empowerment impact a work culture or environment for employees? Describe the work environment or culture in which you are most productive and happy. Motivation Job  - allow you to understand what motivates your prospective employee.  How would you define  success  for your career? At the end of your work life, what must have been present for you to feel as if you had a successful career? How do you ensure that your personal level of motivation is high on a daily basis? Management & Leadership Skill  -  Management and supervisory skills and experience are required for certain jobs Give me an example of a time when you played a leadership role in an event, an activity, a department or work unit, or a project. Describe how you led the efforts. If I were to ask your reporting staff or your peers to comment about your leadership style, your leadership strengths, and your leadership weaknesses, how would they respond? What would this discussion tell me about you as a leader? One of the jobs of a manager or supervisor is to manage performance and perform periodic performance reviews. Tell me how you have managed employee performance in the past. Describe the process you have used for performance feedback Team & Team work  - assess your candidate's skill in working with teams What actions and support, in your experience, make a team function successfully? Share a time when you experienced working with a difficult coworker on a team. How was the coworker difficult and what did you do to resolve the situation to encourage the team's ongoing progress? Give an example of a successful project that you were part of. What was your role? What made the project successful in your view?

[Audio] We will be discussing the 7C method to hire the best leaders and a structured technique to conduct an interview. This technique will involve behaviour and situational questions as well as sample questions. We will also be discussing the interview feedback form and probation period, and the 30-60-90 day onboarding program. To assess interpersonal skills, you can ask the candidate about times when they disagreed with their manager or supervisor and the approach they took to resolve the issue. As for communication skills, ask the candidate to rate their skills from 1 to 10 and provide examples from their work experience to back up their rating. To assess planning skills, ask them to outline the steps they took or would take to get a project on track. Lastly, for decision-making skills, ask them to describe their approach when faced with a choice between multiple qualified candidates and also walk you through the process they followed to make a decision that had the best chance of a positive outcome. Following these steps will ensure you hire the best leaders for your organization.. 

Scene 6

Interpersonal skills  - assess your candidate's skills in interpersonal relationships. Tell me about a time when you disagreed with the actions or decisions of your manager or supervisor. How did you approach the situation? Was the situation resolved to your satisfaction or did nothing change? Describe a conflict you were involved in at work. How did you resolve the conflict? What happened next with that coworker or team? Communication Skill  - aspect of your candidates' interaction that you can observe during the interview Rate your communication skills on a scale of 1 to 10 with 10 representing excellent communication skills. Give me three examples from your past work experiences that demonstrate the selected number is accurate What's surprised you about our interview process so far? Planning Skill  - assess the planning skills of the candidate you are interviewing. You want to assess planning skills in your candidate's approach to his or her job. Assigned to lead a new project, outline the steps that you have taken in the past, or would take in the future, to get the project on track and moving What is your plan for your career? How would you define “success” for your career? Describe the process that you used to develop a strategic plan for your department, section, or overall organization Decision Making  - to determine his or her experience and competency in making decisions at work. Faced with a choice between qualified candidates for a promotion, a lateral move, a project leader, or a new hire, describe how you made your choice Think about a time when you had a number of different choices or directions you could choose for a project, to solve a problem, or to hold an event. Walk us through the process you followed to make your decision about the appropriate direction to choose that had the best chance of a positive outcome

[Audio] We will discuss the structured technique of conducting interviews and how to identify the right candidate based on their skills and background. Assessing the applicant’s conflict resolution skills and their creative solutions to challenging problems will be looked at, as well as asking sample interview questions and preparing a feedback form. Onboarding programs and the interview flow for different hiring levels will also be discussed. Let us get started.. 

Scene 7

Conflict – level of skill in conflict resolution and disagreement Tell me about a time when you disagreed with an idea your coworker wanted to pursue. How did you approach the disagreement? How comfortable are you, in general, with dealing with differences of opinion and disagreement? Can you provide a work-related example that illustrates your comfort level Unusual –  Describe a situation when you took a risk professionally. What was the outcome? Tell me about a time others disagreed with your recommended course of action. How did you persuade them to your plans and what were the results? Describe a situation where you worked effectively as part of a team to accomplish a goal on time and within budget. What was your role? What did you learn? Describe a situation in which you worked as part of a team but your team failed to accomplish the goal on time and within budget. What was your role? What did you learn? How would your current boss or a team member describe you? What would he/she say are your greatest strengths and weaknesses? Describe a complex problem you had to solve and walk me through your thinking as your solved it. Tell me about a creative solution you developed for a challenging situation or problem. Describe a situation working in a group or team where there was interpersonal conflict. Describe how you approached the conflict. What worked and what didn't? How did you manage the outcome? Describe a situation you feel you should have handled differently. Describe a situation in which you aspired to reach a goal. What obstacles did you confront along the way? What did you do to overcome them? What is the most stressful situation you have handled and what was the outcome? Tell me about a time when you had to win someone over to your way of thinking. How did you accomplish this? What was the outcome?

[Audio] Assessing and managing the performance of staff members is essential for any manager. Creating a productive environment and culture that bring out the best of your team's capabilities is also important. This session will assist in developing the skills needed to evaluate employees and make effective hiring decisions. We'll explore the 7C Method of hiring, techniques for conducting interviews, sample interview questions, and an interview feedback form. Additionally, we'll look at how to set up onboarding programs for 30, 60, and 90 days. Moreover, how to develop an effective interview flow process for different levels of hiring will be discussed. Acquiring and mastering these methods will help make the hiring process more successful, efficient, and structured.. 

Scene 8

If I were to interview your reporting staff members, how would they describe your strengths and weaknesses as a manager and supervisor? Give me an example, from your past work experiences, about a time when you had an underperforming employee reporting to you. How did you address the situation? Did the employee’s performance improve? If not, what did you do next? Rate your management skills on a scale of 1 to 10 with 10 representing excellent management skills. Provide three examples from your past work experiences that demonstrate your selected number is accurate. Describe the work environment or culture in which you have experienced the most success. Describe the management style of your manager that would bring out the best in your work—your capabilities, ability to contribute, and your daily engagement. Tell me about a time when you had a reporting employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time. Describe three components of your philosophy of management that demonstrate what you value and add, as an individual, to an organization’s culture and work environment. What factors are crucial within an organization and must be present for you to work most effectively? Tell me about a time when you reorganized a department or significantly changed employee work assignments. How did you approach the task? How did the affected employees respond to your actions? One of the jobs of a manager or supervisor is to manage performance and perform periodic performance reviews. Tell me how you have managed employee performance in the past. Describe the process you have used for performance feedback. When you have entered a new workplace in the past, as a manager or supervisor, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff. As a manager or supervisor, one of your jobs is to provide direction and leadership for a work unit. Describe how you have accomplished this in the past. What are the three to five most significant contributions of the role of a manager in the workplace? How have you demonstrated these in your past jobs as a manager? If you had to pinpoint the most significant contribution needed from a manager in the workplace, what would you identify as the key contribution? Please describe the significance of your three most important core values to the role of the manager in the workplace.

[Audio] To familiarize you with our hiring process, we will cover the 7C method, structured techniques for conducting interviews, different types of interview questions and the importance of an effective onboarding program. All these points are to help you understand what is expected from candidates when we hire them and how to get the best out of our resources in finding the right person for the job. We will also look at interview feedback forms and probation periods. As a hiring manager, it is essential to use interview feedback forms to assess the top two to three finalists and make the decision based on factual data. Probation evaluation forms should also be used for all employees after their probation period, which helps track their development and identify areas that need improvement.. 

Scene 9

Expectation for hiring manager: Interview feedback form  must be used to asses top 2-3 finalized candidate. This will help the manager to rank and finalize the candidate with factual data in hand. This information also handy for Staffing in case candidate being KIV. Probation Period form  should be used effectively, all employee past probation period should be given probation evaluation form. This is the evidence of how the employee has progressed and what development area for the employee to focus.

[Audio] We will be discussing the importance of the New Hire Care Program, as well as the 30-60-90 day program it includes. We will look at why the Welcome Letter and Welcome Pack are important to the onboarding process, and we'll explore the process of integrating the new hire into the organisation. Evolving from an individual to a team member will be explored, and how job fit, team motivation, and career development are related to the onboarding program will be explained. Logistics of onboarding and training, as well as the role leadership support and environment fit play in the process will be discussed.. 

Scene 10

Welcome Letter AIG Welcome Pack Welcome Pack Employee Onboarding

30 Days   Integrating in to  organisation (Group Orientation Session )  60 Days Evolving from “ME”  to “TEAM”  (1 to 1 with TA) 90 Days I am part of the organization  (1 to 1 with HR)  Onboarding, Logistic, Training Team Motivation, Leadership Support, Environment Fit Job Fit, Goals, Career Development

30-60-90 Days Program Employee Onboarding

[Audio] As we hire the best leaders, it is important to understand the 7C method we use to identify desirable traits in candidates and assess their suitability for the role. Then, to conduct the interview, we use a structured technique that comprises of asking behaviors and situational questions related to the role. Sample interview questions are also provided for different levels of hiring. Moreover, an interview feedback form and a probation period for those selected are in place. To ensure that our candidates become operational from day one, we provide a 30-60-90 day onboarding program which includes integration into the organization, group sessions and surveys, and training that is timely and relevant to their role.. 

Scene 11

30 days – Integrating into  Orgnization Group session & Survey

Onboarding Did you attend New Employee Orientation Program on your 1 st  month of employment? Logistic I had all the necessary access and equipment to start my job on the first day at operations floor (EID, phone, Email ) I had clear briefing from TA on  who to meet on day 1, where to go and  other activities  Training My team/manager welcomed me to the team  Were you given timely training on all procedures and processes applicable to my job. Talent Acquisition team briefed me about the benefits on my first day. I was given a buddy trainer to train me. The trainer was knowledgeable and a SME  of  the training topics. My team lead/manager briefed me on what is expected of me in my new role and in the organization ( do’s and don’ts)  The training was sufficient and relevant to ensure  I would be operational  from day 1

[Audio] Candidates are expected to possess leadership qualities, motivate and assist team members, and become part of the company's culture. We apply a 7C method and structured technique to assess these qualities in the interview process. This involves situation-based questioning, sample interview questions, and an interview feedback form. Additionally, a 30-60-90 days plan is implemented in our onboarding program. At the 60-day mark, group interviews are held to understand team dynamics, motivations, relationships, and the leader's capacity to work with them. Furthermore, we assess the working environment in the department to ensure a healthy workplace for our employees. Lastly, we evaluate the individual's motivation for joining the team and establish performance goals with measurement matrix. We also seek our new employee's help in recommending AIG as a good place to work to their friends and family.. 

Scene 12

60 days – Evolving from  ME  to TEAM ! ( Group interview)

Team Motivation Leadership Support The leaders work hand in hand with the team to create healthy and admirable  working environment.  Environment Fit The company strives to provide good working environment for employees?  Is the working environment healthy  in your team/department'?  How would you  rate  the relationship between your team members How i s your working relationship with your colleagues/team members? I can depend on my team members to deliver our team goal  What is your motivation to be in this team My manager clearly defined my performance goals and objectives and measurement matrix. Would you recommend AIG to your friends and family as a god place to work?

90 days – I am Part Of the Organization ! (1-2-1 interview). 

Scene 13

90 days – I am Part Of the Organization ! (1-2-1 interview)

Job Fit Goals Improvement/ Others Would you recommend AIG as an employer to your friends and your network.   I have the right level of knowledge to excel  in my current role I understand the mission and goals of my department?  I get guidance and support from my line manager to deliver my goals Is there anything else that you would like to share with us regarding your satisfaction/improvement on your first 90 days. I am clear on my roles and responsibilities  I understand what does operations excellence  means to my team Do you think your immediate  manager demonstrate  the vision and live the values of AIG TS KL Playbook  I have my manager’s mandate to perform stretch roles My manager encourages me to speak up

[Audio] I hope you found this session useful. We discussed how to use the 7C method in hiring the best candidates, along with a structured technique to conduct an interview, the behaviors and situation interview flow, sample interview questions and an interview feedback form. We also highlighted the importance of a 30-60-90 days onboarding program for a successful interview flow for different levels of hiring. Thank you for your participation.. 

Scene 14

Hire The Best for leaders

Scene 0

I'll be discussing the STAR Interview Technique - a structured approach to conducting interviews

This technique encourages the candidate to explain the challenges they faced and objectives they had to meet

For the Situation part, they are asked to share an example of a recent work challenge

The Task part is where they describe what they had to do to achieve their goal

During the Action part, they are required to explain how they went about it

The Results part is where they should explain the outcome of their actions and if they met the objective

In summary, the STAR Interview Technique is a great way to gain insight into the candidate's abilities, behaviours, and experience

It's a great tool for interviewers to find the right candidate for the job.

avatar

In this session, we will delve into a vital aspect of hiring the best leaders - how to evaluate divergent qualities in a prospective candidate

We will center on two types of assessments - Behaviors and Situational Interviews, and Fundamental Assessments

When it comes to Behaviors and Situational Interviews, we will go over a variety of attributes and capabilities such as management and supervisory experience, planning, decision-making, motivation, teamwork and communication skills, cultural fit, problem-solving and interpersonal skills, organizational skills, retention, financial acumen, attention to detail, creativity, and innovation

As for Fundamental Assessments, we will examine the methods for selecting between the various qualities when assessing candidates

By the end of this session, you will possess all the resources needed to distinguish the best leader in a candidate.

We'll be talking about successful interviewing techniques and techniques for evaluating prospective employees

Using the right techniques, you can get the best out of any candidate and find the best fit for your organization

We'll discuss how to assess cultural fit, motivation, management and leadership skills and team and teamwork

Questions you can ask such as 'Describe the work environment or culture in which you are most productive and happy?', 'How do you ensure that your personal level of motivation is high on a daily basis?' and 'What actions and support, in your experience, make a team function successfully?'

We'll also look at successful interview processes and the role of probation periods and how you can use the 7C method to hire the best for your leaders.

We will be discussing the 7C method to hire the best leaders and a structured technique to conduct an interview

This technique will involve behaviour and situational questions as well as sample questions

We will also be discussing the interview feedback form and probation period, and the 30-60-90 day onboarding program

To assess interpersonal skills, you can ask the candidate about times when they disagreed with their manager or supervisor and the approach they took to resolve the issue

As for communication skills, ask the candidate to rate their skills from 1 to 10 and provide examples from their work experience to back up their rating

To assess planning skills, ask them to outline the steps they took or would take to get a project on track

Lastly, for decision-making skills, ask them to describe their approach when faced with a choice between multiple qualified candidates and also walk you through the process they followed to make a decision that had the best chance of a positive outcome

Following these steps will ensure you hire the best leaders for your organization.

We will discuss the structured technique of conducting interviews and how to identify the right candidate based on their skills and background

Assessing the applicant’s conflict resolution skills and their creative solutions to challenging problems will be looked at, as well as asking sample interview questions and preparing a feedback form

Onboarding programs and the interview flow for different hiring levels will also be discussed

Assessing and managing the performance of staff members is essential for any manager

Creating a productive environment and culture that bring out the best of your team's capabilities is also important

This session will assist in developing the skills needed to evaluate employees and make effective hiring decisions

We'll explore the 7C Method of hiring, techniques for conducting interviews, sample interview questions, and an interview feedback form

Additionally, we'll look at how to set up onboarding programs for 30, 60, and 90 days

Moreover, how to develop an effective interview flow process for different levels of hiring will be discussed

Acquiring and mastering these methods will help make the hiring process more successful, efficient, and structured.

To familiarize you with our hiring process, we will cover the 7C method, structured techniques for conducting interviews, different types of interview questions and the importance of an effective onboarding program

All these points are to help you understand what is expected from candidates when we hire them and how to get the best out of our resources in finding the right person for the job

We will also look at interview feedback forms and probation periods

As a hiring manager, it is essential to use interview feedback forms to assess the top two to three finalists and make the decision based on factual data

Probation evaluation forms should also be used for all employees after their probation period, which helps track their development and identify areas that need improvement.

We will be discussing the importance of the New Hire Care Program, as well as the 30-60-90 day program it includes

We will look at why the Welcome Letter and Welcome Pack are important to the onboarding process, and we'll explore the process of integrating the new hire into the organisation

Evolving from an individual to a team member will be explored, and how job fit, team motivation, and career development are related to the onboarding program will be explained

Logistics of onboarding and training, as well as the role leadership support and environment fit play in the process will be discussed.

As we hire the best leaders, it is important to understand the 7C method we use to identify desirable traits in candidates and assess their suitability for the role

Then, to conduct the interview, we use a structured technique that comprises of asking behaviors and situational questions related to the role

Sample interview questions are also provided for different levels of hiring

Moreover, an interview feedback form and a probation period for those selected are in place

To ensure that our candidates become operational from day one, we provide a 30-60-90 day onboarding program which includes integration into the organization, group sessions and surveys, and training that is timely and relevant to their role.

Candidates are expected to possess leadership qualities, motivate and assist team members, and become part of the company's culture

We apply a 7C method and structured technique to assess these qualities in the interview process

This involves situation-based questioning, sample interview questions, and an interview feedback form

Additionally, a 30-60-90 days plan is implemented in our onboarding program

At the 60-day mark, group interviews are held to understand team dynamics, motivations, relationships, and the leader's capacity to work with them

Furthermore, we assess the working environment in the department to ensure a healthy workplace for our employees

Lastly, we evaluate the individual's motivation for joining the team and establish performance goals with measurement matrix

We also seek our new employee's help in recommending AIG as a good place to work to their friends and family.

We discussed how to use the 7C method in hiring the best candidates, along with a structured technique to conduct an interview, the behaviors and situation interview flow, sample interview questions and an interview feedback form

We also highlighted the importance of a 30-60-90 days onboarding program for a successful interview flow for different levels of hiring