Behavioral Interviewing: - PowerPoint Presentation

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Behavioral Interviewing: Selecting the right person for the right job!

HR Modernization Project

July 2010Slide2

By the end of this session, the successful learner will be able to:Define behavioral interviewing

Explain the benefits of behavioral interviewing for organizations and candidates

Identify the steps in preparing and conducting behavioral interviews and behavioral reference checksIdentify and write behavioral interview questionsDevelop tools to evaluate candidates

Learning ObjectivesSlide3

What is a behavioral interview?

Interviews in which questions are designed for the candidate to give specific information on how he/she has handled or reacted to situations in the past that are likely to come up in the job for which you are recruiting.

Based on the premise that past behavior is the best predictor of future behaviorSlide4

Behavioral Interviewing QuestionsAre objective

Relate specifically to knowledge, skills, abilities, or work qualities needed to be effective in the position being filled

Require the interviewee to provide examples of their experience and background in a specific areaSlide5

“Describe a situation where you had to defend or explain an idea or proposal. Who was the audience, what were the issues, and what was the outcome?”“Describe a situation where you had to complete work with little or no direction from supervisors or colleagues?”

Sample Behavioral Interview QuestionsSlide6

For employersHire the best person for the jobMore productive more quickly

Less initial training and development

Greater chance of retentionIndividual performance is linked to organizational performanceFor candidatesBetter application of one’s skills to jobMatching people to jobs leads to increased satisfaction, self-esteem, self confidence

Can immediately see their direct contribution to organizational goals

Sees organization as a place to build a career

Benefits of Behavioral InterviewingSlide7

Preparing for a Behavioral Interview

Think strategically

Identify the knowledge, skills, abilities, and on-the-job behaviors (KSABs) and training needed for successful performanceReview and, if needed, update the job descriptionMake a list of behavioral questionsDevelop a rating scale to evaluate candidatesSlide8

See your HR Office as your strategic partnerWhat are your organization’s workforce and strategic plans?How does your division, unit, etc. contribute to organizational goals and objectives?How does the specific job you will be recruiting and interviewing for contribute to organizational goals and objectives?

1. Think StrategicallySlide9

Must be detailed as to what you are looking for in YOUR position—now and in the futureConsider personal/interpersonal as well as technical skills

Don’t forget the organizational environment

Goal: Good job-person match2. Identify the KSABs needed for successful performanceSlide10

Make sure it reflects the KSABs needed for successful job performanceClear, up-to-date job descriptions helps candidates decide if they want to apply for the job and tells them exactly what you expect of the person you will select.

3. Review and, if needed, update the current job descriptionSlide11

Zero in on the KSABs that are needed to perform successfully in the jobFocus on what the person has done in the past, NOT what they think they might do in the future.

Always remember what is important to the job and the organization

. 4. Develop a list of behavioral questions that focus on the essential elements of your jobSlide12

Examples

If you are looking for accountability:

“Tell me about a time that you had too much work to complete by the deadline.”“Give me an example of a time when you were unable to meet your goals. What did you do?”If you are looking for the ability to resolve conflict:

“Describe how you successfully handled a situation with a particularly difficult customer or coworker.”Slide13

Other examplesIf you are looking for the ability to analyze:

“

Tell me about a recent work problem you encountered. How did you analyze the situation and come to a decision?”“Can you provide an example of when you had to make an important decision about your work when little data was available.”Slide14

Describe a time….Tell us more about….What is an example of when…

When have you…

What were…What (how, where, why, when) did you….Behavioral questions are open-ended questions that may begin with such phrases as: Slide15

“Describe a time when a project you worked on received organizational recognition.”“Tell us about a time when you made a mistake, what were the consequence, and what you learned from the incident.”

Seek both positive and negative examples of behaviorSlide16

Question PitfallsGeneral non-behavioral questions

“What are your strengths? weaknesses?’

“Why should we hire you?”Theoretical or situation questions

“How would you handle an irate customer?”

Leading questions

“We need people who are team players. Are you a team player?”Slide17

Questions that could be considered illegalIrrelevant questions

“If you were a tree, what kind of tree would you be?”

Other pitfallsSlide18

Resources for Behavioral QuestionsSupervisors Virtual Help Desk

Search the internet

List of books, articles, videosHR Mod Resource Tool PageSlide19

Quiz: Which of the following are behavioral questions?

What is your ideal job?

In this position, you would be part of a virtual team. How would you develop relationships with your colleagues in such a setting?Tell us about a time when you had multiple priorities and how you prioritized them.What is your experience in writing research papers?Describe a situation when a leader should not involve staff in a decision.What are your three most important work values? Why?

(See Note Page for Answers)Slide20

Exercise: Your turn!For each of the following, write a behavioral question:

Ability to write

Ability to communicateIntegrity

(See Note Page for Sample Answers)Slide21

5. Develop a rating scale to evaluate candidatesRating – a comparison of a candidate’s education, experience, awards, and performance against a set of job-related evaluation criteria to assess his/her ability to successfully perform in the position being filled

Set in advance

Check with your HR Office for any departmental policies or guidance on rating job applicantsSlide22

Make sure it focuses on what is critical to YOUR jobKeep it simpleSome people give a weight to critical job elements or use numerical scores

Leave room for notes –document your selection

A rating scale is effective if interviewers are consistent in how they rate candidates.Rating System GuidelinesSlide23

Sample #1: Rating ScaleSlide24

Sample #2: Rating ScaleSlide25

Sample #3: Rating ScaleSlide26

Parts of the interviewSlide27

Create a positive tone; make the person feel comfortable Introduce the interviewers

State the objectives of the interview

Establish the timeframe so the candidate can judge how in depth to go when responding to questionsOpening the InterviewSlide28

Tell candidates you will be taking notesTell the person about the job and dutiesTips: Tell candidates in advance you are conducting a behavioral interview and want them to provide specific examples of accomplishments and results

Consider giving them the questions in advance

Opening the Interview ContinuedSlide29

Body of the interviewAsk questions

Use the 25/75 rule (interviewer talks 25% of time; candidate talks 75% of time)

Start with open-ended questions that encourage candidates to talk (your prepared behavioral questions)Use closed questions to confirm a pointSlide30

Body of the Interview ContinuedUse follow up questions to delve deeper into an area or to clarify a point

Tell us more about….

Can you give us another example of…Can you give more specificsCan you elaborate on exactly what your role was in….Slide31

End on a clear and positive note by:Summarizing key information you heard

Asking candidates if they have questions or additional information they want to share

Providing clear follow-up informationStaying neutral: don’t discourage or create false expectations.Closing the interviewSlide32

Make notes:Focus on specifics Use quotes when possible Make sure notes are objective and job related

Immediately after the interviewSlide33

ContinuedRate candidate against the selection criteria

Use the scale you have developed

Rate separately and then discuss and come to consensus on the ratingEvaluate your own performance: How did you do? Slide34

You are not done yet…two more stepsReview Official Personnel Files

Conduct behavioral reference checksSlide35

Ask for specifics by using behavioral questionsAsk about examples the candidate gave during the interview

Stumped as to what to ask—Check out the

Reference Question Bank on the Virtual Help DeskCapture the information you obtain using the Reference Check Form on the Virtual Help DeskBehavioral

Reference

ChecksSlide36

Writing“ This job requires writing and editing papers with minimal supervision. Does Mary perform this type of work in her current position? If so, what is your assessment of her writing and editing skills? What types of documents has she written and edited?”

Change Leadership“Did Jordan deal with any major change or upheaval while he was with your organization? What was the change and how did he deal with it?”Examples of Behavioral Reference Check QuestionsSlide37

Support your selection or non-selectionCheck with your HR Office as to what is required, or

Don’t forget to notify all candidates about the results

Document your selectionSlide38

Celebrate and …

Start planning the new employee’s on-boarding process!Slide39

Thank you

Thank you for taking this training!

Send feedback or questions to

HRModFeedback@dpa.ca.gov

For more information,

visit the

HR Modernization website

.