|
Korean Job Discussion Forums
"The Internet's Meeting Place for ESL/EFL Teachers from Around the World!"
|
| View previous topic :: View next topic |
| Author |
Message |
periwinkle
Joined: 08 Feb 2003
|
 Posted: Mon Oct 23, 2006 11:41 pm Post subject: Question for ppl who conduct interviews |
 |
|
Do you have any good methods for weeding out ppl you don't want to work with, or think wouldn't be a good match for your school/company? It's easy to be dishonest in an interview, and say what you think the employer wants to hear. I think giving a sample lesson is a good idea, but that doesn't show what that person is like to work with, per se. My father had an interview with a hospital chief of staff for a residency position. He said the guy was a complete ass, and kept baiting him. My dad kept his cool and said something to the effect of, "I think we got off on the wrong foot, and I'd really like to start over so we don't have any misunderstandings". My dad passed the test, as it ended-up being an interview tactic- the interviewer wanted to see how my dad handled pressure. However, I'm not sure using tactics like that would go over well with the Korean staff on the interview panel, you know? Might be too extreme.
Any ideas for weeding out bad apples? If you don't want to reply on a public forum, I'd appreciate a PM if you have a tried-and-true method! |
|
| Back to top |
|
 |
ajuma
Joined: 18 Feb 2003
Location: Anywere but Seoul!!
|
| Posted: Tue Oct 24, 2006 8:43 am Post subject: |
|
|
I don't think that I can tell you exactly what interviewers are looking for, but I'll tell you what I look for in a prospective candidate. I'm not looking for "right" answers to questions like "Why do you want to change your place of employment?", but the WAY you answer the question...not blaming...just explaining, makes a difference.
Do you come across as low- or high-maintenance? (Low is good, high is bad!) Do we think you will "fit" with the current teachers? (We currently have 30...from mid-20's to upper 50's...so we're not biased by age, gender or whatever!!) Will you cause problems for the Korean staff? (This is a biggie!!!)
Did you show up on time, or call and tell us that you were lost and would be there ASAP...or were you late and didn't call? (Late is ok if you call...we're kind of hard to find!) Did you bring all of your documents?
Do YOU have any questions? The questions you ask give me a good indication of where your mind is. Of COURSE you ask about vacation time, schedule and days off!! But do you also ask about teaching resources and what will be expected of you?
I've interviewed quite a a few canditates, and can only say that even though a few people have given the "right" answers, we KNOW that they will be a problem for us in some way, so we give them the polite "We'll get back to you" instead of the "Would you like to sign the contract today?". |
|
| Back to top |
|
|
laogaiguk
Joined: 06 Dec 2005
Location: somewhere in Korea
|
| Posted: Tue Oct 24, 2006 2:24 pm Post subject: |
|
|
| ajuma wrote: |
I don't think that I can tell you exactly what interviewers are looking for, but I'll tell you what I look for in a prospective candidate. I'm not looking for "right" answers to questions like "Why do you want to change your place of employment?", but the WAY you answer the question...not blaming...just explaining, makes a difference.
Do you come across as low- or high-maintenance? (Low is good, high is bad!) Do we think you will "fit" with the current teachers? (We currently have 30...from mid-20's to upper 50's...so we're not biased by age, gender or whatever!!) Will you cause problems for the Korean staff? (This is a biggie!!!)
Did you show up on time, or call and tell us that you were lost and would be there ASAP...or were you late and didn't call? (Late is ok if you call...we're kind of hard to find!) Did you bring all of your documents?
Do YOU have any questions? The questions you ask give me a good indication of where your mind is. Of COURSE you ask about vacation time, schedule and days off!! But do you also ask about teaching resources and what will be expected of you?
I've interviewed quite a a few canditates, and can only say that even though a few people have given the "right" answers, we KNOW that they will be a problem for us in some way, so we give them the polite "We'll get back to you" instead of the "Would you like to sign the contract today?". |
I've never totally trusted employers who immediately offered a contract after an interview  Not that it has stopped me though! |
|
| Back to top |
|
|
ajuma
Joined: 18 Feb 2003
Location: Anywere but Seoul!!
|
| Posted: Tue Oct 24, 2006 4:02 pm Post subject: |
|
|
| Well, we know what we're looking for, and if we feel you've got "it", we'll hire you then and there...not because we're desperate, but because we want to be done with the interviewing ASAP. I'm pretty sure that the guy who does the pre-screening phone interviews lets the person know that they may be asked to sign the contract at the interview. |
|
| Back to top |
|
|
thegadfly
Joined: 01 Feb 2003
|
| Posted: Tue Oct 24, 2006 6:40 pm Post subject: |
|
|
I agree with Ajuma about the question part -- in fact, when I conduct interviews, I START with the person's questions. The order of the questions will often tell me a lot about the person.
For example, first questions about pay. Then, a bunch of questions about the schedule -- days, times, how much prep time is "required", how much vacation time, schedules for vacation time, number of sick days, number of personal days. Then, more questions about pay. Then questions about giving notice. The end. Easy to judge a person's motivation from that.
Second example: first, questions about class size and frequency of class meetings. Then questions about textbooks used, curriculum followed, and the school's attitude toward teachers that want to try other things. Next, questions about discipline methods used at the school, and if contacting other teachers at the school by phone or email was possible. THEN the schedule, vacation, pay, sick day, notice questions. Also easy to judge this candidate.
Of the people I felt were good candidates, I never hired a midnight runner (granted, I only hired about 18 people in my time in the position, but 0 runners for 18 seems pretty good). One person gave notice prior to his 1 year contract (the 9/11 attacks occured in his 10th month, and hit pretty close to home (literally) so he gave noticed and returned to his family in month 11 of his contract...even the Korean boss could understand that reason...). More than half of folks stayed a few years at the school, and two of my hires moved up the ladder in the school....
Of course, there were folks that we hired that did not work out -- but in all of those cases, I knew we were just hiring "the best of a bad lot," and my boss knew it too. It is possible to have effective screening practices and still not get a decent teacher, simply because the pool of talent is so shallow at a given time.
Good luck! |
|
| Back to top |
|
|
Hotpants
Joined: 27 Jan 2006
|
| Posted: Tue Oct 24, 2006 7:37 pm Post subject: |
|
|
If it's a really big issue for you to find the right 'match' is there anyway you could take that person out for a coffee or lunch/dinner outside of the interview? That would surely provide a sufficient naturalistic setting to see if you could get along with that person in the long run. You only need do this with the shortlisted candidates.
I would also ask some direct questions such as why did they leave their last job, what's the specific reason they are applying for your school... Do their answers simply feel 'genuine'? |
|
| Back to top |
|
|
periwinkle
Joined: 08 Feb 2003
|
| Posted: Tue Oct 24, 2006 9:27 pm Post subject: |
|
|
| thegadfly wrote: |
I agree with Ajuma about the question part -- in fact, when I conduct interviews, I START with the person's questions. The order of the questions will often tell me a lot about the person.
For example, first questions about pay. Then, a bunch of questions about the schedule -- days, times, how much prep time is "required", how much vacation time, schedules for vacation time, number of sick days, number of personal days. Then, more questions about pay. Then questions about giving notice. The end. Easy to judge a person's motivation from that.
Second example: first, questions about class size and frequency of class meetings. Then questions about textbooks used, curriculum followed, and the school's attitude toward teachers that want to try other things. Next, questions about discipline methods used at the school, and if contacting other teachers at the school by phone or email was possible. THEN the schedule, vacation, pay, sick day, notice questions. Also easy to judge this candidate.
Of the people I felt were good candidates, I never hired a midnight runner (granted, I only hired about 18 people in my time in the position, but 0 runners for 18 seems pretty good). One person gave notice prior to his 1 year contract (the 9/11 attacks occured in his 10th month, and hit pretty close to home (literally) so he gave noticed and returned to his family in month 11 of his contract...even the Korean boss could understand that reason...). More than half of folks stayed a few years at the school, and two of my hires moved up the ladder in the school....
Of course, there were folks that we hired that did not work out -- but in all of those cases, I knew we were just hiring "the best of a bad lot," and my boss knew it too. It is possible to have effective screening practices and still not get a decent teacher, simply because the pool of talent is so shallow at a given time.
Good luck! |
This is EXACTLY why we are hiring now. Someone was hired because he was the "best" of a bad lot, and it just hasn't worked out. I think I'd accept an increased workload to prevent something like this from happening again. All good ideas- thanks everybody! The idea about taking someone out for coffee is good, too. Our team is very small, and if we don't get along with someone, it causes ALOT of problems. |
|
| Back to top |
|
|
Sina qua non
Joined: 20 Jun 2006
|
| Posted: Tue Oct 24, 2006 10:59 pm Post subject: |
|
|
| periwinkle wrote: |
| ...if we don't get along with someone, it causes ALOT of problems. |
Not "getting along" with someone seems like a pretty lame reason to dis a coworker/employee. After all, having a successful relationship is a two way street. Is there something you could do to improve your half of the relationship?
It sounds like the clique takes precedence there. |
|
| Back to top |
|
|
periwinkle
Joined: 08 Feb 2003
|
| Posted: Wed Oct 25, 2006 12:35 am Post subject: |
|
|
| Sina qua non wrote: |
| periwinkle wrote: |
| ...if we don't get along with someone, it causes ALOT of problems. |
Not "getting along" with someone seems like a pretty lame reason to dis a coworker/employee. After all, having a successful relationship is a two way street. Is there something you could do to improve your half of the relationship?
It sounds like the clique takes precedence there. |
*Edit* As for dissing him, he got himself fired (well, contract not renewed). My workplace wouldn't decide not to renew someone's contract because of personality conflicts. His lecturing/rambling teaching style, attitude, classroom management skills (or lack thereof), inflexibility, failure to complete work on time (or REFUSAL to do work), etc., etc. are some of the many reasons his contract is not being renewed- I could site many examples of inappropriate behavior, as well.
How do you have a successful relationship with a narccissitic (sp?), dysfunctional person who cares only about themselves? Stress due to poor workplace relationships causes a lot of problems- there have been numerous studies done about it. I think it's only natural to try to find someone who is a good fit with your organization. Who wants to work with someone they don't like? It's not fun picking up other people's slack and cleaning up their messes. If you've ever worked with anyone as negative as this guy is, trust me, you'd be wishing for a better screening process, as well....
Last edited by periwinkle on Wed Oct 25, 2006 2:02 am; edited 1 time in total |
|
| Back to top |
|
|
Sina qua non
Joined: 20 Jun 2006
|
| Posted: Wed Oct 25, 2006 1:34 am Post subject: |
|
|
| periwinkle wrote: |
How about someone who:
1. Acts inappropriately at work (one day on the company shuttle, when no one would sit next to him, he sniffs his 'pit and says, "Do I smell? Is that why no one will sit next to me?" It was embarrassing. I have other examples).
2. Is extremely inflexible, and a chronic complainer.
3. Has depression/OCD but doesn't acknowledge it (here's an example: we have to be at work everyday at 8:30. He came late- 9am- because he found some mold growing on his veranda and decided to clean it. He has a stay-at-home wife who does all the cleaning, btw).
4. Teaching style is ill-suited to the kind of teaching he should be doing. Poor classroom management, a rambler and a lecturer, etc., etc., etc.
|
Now, I can kind of see where you're coming from, but reading your post, your points seem pretty personally judgemental.
If the K people all spoke English, sometime when I might ride the subway and all of them would avoid me (as you seemed to indicate in your post had happened), I would facetiously ask the same rhetorical question to those in hearing distance (you probably have had a similar experience where empty seats next to you were conspicuoulsy avoided by K people, just because you're--assumed to be--a honky). It's awkward, also, for everyone to avoid sitting next to a person.
Also, diagnosing someone as depressive/OCD is a professional judgement. What is your training in psychology?
"He's a chronic complainer"? That's a whole moral judgement of the person, and it's a pretty rude comment. Would you say this to this person directly?
And, "his teaching is ill-suited to the kind of teaching he should be doing" seems like a value judgement, though I am sure there are situations in which this could be a valid point. Like I said, I can kind of see where you're coming from.
I would say that you would be as likely to get a better employee in the future by merely becoming less self-righteous--hop down off the high horse, so to speak--and by becoming more accomodating, compared to implementing any new hiring tips in the hiring process. |
|
| Back to top |
|
|
periwinkle
Joined: 08 Feb 2003
|
| Posted: Wed Oct 25, 2006 2:37 am Post subject: |
|
|
| Sina qua non wrote: |
Now, I can kind of see where you're coming from, but reading your post, your points seem pretty personally judgemental.
If the K people all spoke English, sometime when I might ride the subway and all of them would avoid me (as you seemed to indicate in your post had happened), I would facetiously ask the same rhetorical question to those in hearing distance (you probably have had a similar experience where empty seats next to you were conspicuoulsy avoided by K people, just because you're--assumed to be--a honky). It's awkward, also, for everyone to avoid sitting next to a person.
Also, diagnosing someone as depressive/OCD is a professional judgement. What is your training in psychology?
"He's a chronic complainer"? That's a whole moral judgement of the person, and it's a pretty rude comment. Would you say this to this person directly?
And, "his teaching is ill-suited to the kind of teaching he should be doing" seems like a value judgement, though I am sure there are situations in which this could be a valid point. Like I said, I can kind of see where you're coming from.
I would say that you would be as likely to get a better employee in the future by merely becoming less self-righteous--hop down off the high horse, so to speak--and by becoming more accomodating, compared to implementing any new hiring tips in the hiring process. |
I just edited my post, but I was too late- oh, well. As far as the value judgements, I've worked with this guy for 2 years. I'm pretty good at assessing character, and everything I've judged has been agreed upon by fellow co-workers. As for becoming more accomodating, this guy has been accomodated like you've never seen. For example, even though his contract doesn't expire 'til the middle of next month, he's basically been given free-reign. He can come and go as he pleases (so he can do interviews, but he is abusing this, having lunch with his wife and not coming back, etc.. Also, he has a class scheduled for next week, but if he has interviews, I have to cover his classes. He was also given 195 pages of editing and told it's his job to do it because he doesn't have anything else to do right now. He's already said he's too busy looking for another job, so if he gets to it, he gets to it. If he doesn't, guess who picks up the slack?). Honestly, I have been helping this guy out for 2 years, and I can't get anymore accomodating- even helped him with his F2 stuff last week. He had EVERYONE helping him with that. Personally, that's something I would have my spouse handle, or research myself on the net. Also, not something you should be bothering co-workers with, IMO.
As for getting off my high horse, I'm just tired of dealing with him and his problems and the problems he has created. It's normal to make value judgements, especially when someone's behavior is abnormal, you know? Or diametrically opposed to one's own behavior!! I've tried to help him, and I've felt sorry for him sometimes, but there are limits to one's endurance, and he's done things that have just gone too far beyond those limits.
As for as my, ah, psychological assessment, I've dealt with depression and OCD myself and have been educated enough as to the signs. Sure, only a qualified psychologist can make that assessment, but it's obvious to me and our co-workers that he needs help. I've suggested he see a psychologist/ try meds, so I've tried to help (although I know some won't agree with me), but the thing is I tried.
As for the chronic complainer comment, if I said it to him, he may agree- he's acknowledged he's negative. Every single day I hear complaints from him. Taking a taxi with him, he complains about the driver's driving, he complains about the taxi fare, he complains abut other drivers, etc., etc. My co-workers agree. Why do you think it's rude? It's a negative quality, and I'm pointing it out, that's all.
As for the shuttle bus thing, the thing is is he did that in front of all of our co-workers. He's also been on the company bus and shouted at people because they were crowding his space, which is normal on the bus, and not something he should've taken personally. The point is is that it was unprofessional, inappropriate behavior. After 5 yrs. here, he shouldn't freak out over ppl crowding him on the bus.
How do you suggest I stop making value judgements? It's something ppl do all the time: e.g. Would I do this, or wouldn't I? Is this right, or wrong? Anyway, I've tried to tolerate his behavior, and I have been EXTREMELY tolerant, but there are limits, especially in a professional environment. He's leaving, and I'm happy. I just don't want to have to deal with someone like him again, hence the reason for my post. |
|
| Back to top |
|
|
Homer
Guest
|
| Posted: Wed Oct 25, 2006 3:39 am Post subject: |
|
|
| Quote: |
| Do you have any good methods for weeding out ppl you don't want to work with, or think wouldn't be a good match for your school/company? |
When I conduct interviews, it is usually by commitee. Last time there were 3 of us. Myself, another Foreign teacher and a department administrator (Korean).
I used a method that worked very well back home. We all got to ask questions on varying themes and had a detailed grid. While one person asked a question, the others observed the responses of the applicants. These questions ranged from professional experience, classroom management to problem solving and the ability to work with others.
We also used situational questions (what would you do if...). They key with these is to present the problem, let the applicant answer and then ask 1-2 follow up questions. These would be along the lines of "the problem is still not solved what else could you do...". That allows you to observe the real reactions of the applicant as opposed to the rehearsed response.
We also use a 3 phase interview: warm up, formal interview and writing test.
Finally we contact at least two references per applicant.
This has allowed us to hire quality people.
The advantage of the committee approach is you get different perspectives on each applicant. Some notice things others do not.
Reference checks serve as a security measure and we have weeded out a few bad apples by simply calling references (most of the time these ended up being phony references or simply exagarated references).
Once we have verfied that the applicant is qualified to teach with us, we focus more on the personality and approach of the applicant than on his or her knowledge.
Hope this helps you out peri. |
|
| Back to top |
|
|
laogaiguk
Joined: 06 Dec 2005
Location: somewhere in Korea
|
| Posted: Wed Oct 25, 2006 3:56 am Post subject: |
|
|
Just go for the hot blond (male or female).  |
|
| Back to top |
|
|
ajuma
Joined: 18 Feb 2003
Location: Anywere but Seoul!!
|
| Posted: Wed Oct 25, 2006 6:32 am Post subject: |
|
|
| Homer wrote: |
| Quote: |
| Do you have any good methods for weeding out ppl you don't want to work with, or think wouldn't be a good match for your school/company? |
When I conduct interviews, it is usually by commitee. Last time there were 3 of us. Myself, another Foreign teacher and a department administrator (Korean).
I used a method that worked very well back home. We all got to ask questions on varying themes and had a detailed grid. While one person asked a question, the others observed the responses of the applicants. These questions ranged from professional experience, classroom management to problem solving and the ability to work with others.
We also used situational questions (what would you do if...). They key with these is to present the problem, let the applicant answer and then ask 1-2 follow up questions. These would be along the lines of "the problem is still not solved what else could you do...". That allows you to observe the real reactions of the applicant as opposed to the rehearsed response.
We also use a 3 phase interview: warm up, formal interview and writing test.
Finally we contact at least two references per applicant.
This has allowed us to hire quality people.
The advantage of the committee approach is you get different perspectives on each applicant. Some notice things others do not.
Reference checks serve as a security measure and we have weeded out a few bad apples by simply calling references (most of the time these ended up being phony references or simply exagarated references).
Once we have verfied that the applicant is qualified to teach with us, we focus more on the personality and approach of the applicant than on his or her knowledge.
Hope this helps you out peri. |
Homer, could you PM me or post here your grid and questions? Sound like a system we could use!! |
|
| Back to top |
|
|
Homer
Guest
|
| Posted: Wed Oct 25, 2006 7:40 am Post subject: |
|
|
Will dig around and ask if we are allowed to share that info Ajuma!
If not I can supply a blank sample..would that do?
As for posting it here or via pm I don't know if it would look good format wise...
Regardless I am on it! |
|
| Back to top |
|
|
|
|
You cannot post new topics in this forum
You cannot reply to topics in this forum
You cannot edit your posts in this forum
You cannot delete your posts in this forum
You cannot vote in polls in this forum
|
|
FAQ
Search
Memberlist
Usergroups
Register
Profile
Log in to check your private messages
Log in
