Behavioral Interviewing Hiring Smart for Hiring Managers - PowerPoint Presentation

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Uploaded On 2018-09-30

Behavioral Interviewing Hiring Smart for Hiring Managers - PPT Presentation

Introduction Instructor Introduction M1 2 Introduction Program Objectives 3 M1 This program is designed to provide you with the knowledge and skills necessary to Describe your organizations talent philosophy how to hire the best candidates for an open position ID: 683131

interview behavioral module questions behavioral interview questions module job interviewing rating critical candidate analysis incidents interviews role skills conducting

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Slide1

Behavioral Interviewing

Hiring Smart for Hiring ManagersSlide2

Introduction

Instructor Introduction

2Slide3

Introduction

Program Objectives

This program is designed to provide you with the knowledge and skills necessary to:

Describe your organization’s talent philosophy (how to hire the best candidates for an open position)

Explain behavioral interviewing and your role in the process

Conduct a job analysis using the critical incident technique

Develop or update a job description using your job analysis findings

Develop rating expectations for the open position

Develop legally defensible lead and probing interview questions

Implement best practices for conducting a behavioral interview

Make a hiring decision based on the results of a behavioral interviewSlide4

Introduction

Agenda

Module 1

Introduction

Module 2

Talent and Your Organization

Module 3

Behavioral Interviewing Overview

Module 4

Job Analysis & Critical Incidents

Module 5

Behavioral Interview Questions

Module 6

Rating Guides

Module 7

Conducting a Behavioral Interview

Module 8

Making a Hiring DecisionSlide5

Introduction

LegendSlide6

Module 2 – Talent and Your Organization

6Slide7

Module Objectives

This

module is

designed to provide you with the knowledge and skills necessary to

Describe your organization’s talent philosophy

Articulate your organization’s goals to hire for KSAOs and cultural fit

M2Slide8

Module 3 – Behavioral Interviewing Overview

8Slide9

Module Objectives

This

module is

designed to provide you with the knowledge and skills necessary to

Explain the purpose of behavioral interviewing

Articulate your role, as a hiring manager, in the behavioral interview process

9Slide10

Behavioral Interviewing Overview

A structured form of interviewing

Focuses on a candidate’s past experiences, behaviors, knowledge, skills, and abilities

Involves asking candidates to provide specific examples of when he or she has demonstrated certain behaviors or skills

Serves as a means of predicting future performance of the candidate

What is Behavioral Interviewing?

10Slide11

Behavioral Interviewing Overview

Interview Techniques

11Slide12

Behavioral Interviewing Overview

Think back to our discussion regarding our organization’s talent philosophy.

Why might we, as an organization, want to use behavioral interviews for our talent acquisition?

Behavioral Interviewing and Us

12Slide13

Behavioral Interviewing Overview

Your Role in the Behavioral Interviewing Process

13Slide14

Module 4 – Job Analysis & Critical Incidents

14Slide15

Module Objectives

This

module is

designed to provide you with the knowledge and skills necessary to

Explain the role of j

ob analysis in behavioral interviewing

Define critical incidents for an open position within your organization

Develop or update job descriptions based on critical incidents

M4Slide16

Job Analysis & Critical Incidents

Behavioral Interviewing Process

16Slide17

Job Analysis & Critical Incidents

A j

ob analysis is

a systematic study of jobs to determine:

What activities (tasks) and responsibilities they include

The qualifications necessary for performance of the jobs

The conditions under which the work is performed

The reporting structure for the jobs

A job analysis helps you define the critical duties and functions of a position. What is a Job Analysis?Source: 2016 SHRM Learning System. (2016). Alexandria, VA: Society for Human Resource Management.

17Slide18

Job Analysis & Critical Incidents

A critical incident is a crucial activity or task that has special significance to the role in discussion.

May either make a positive or negative contribution to the job/role

Help to distinguish satisfactory performance from unsatisfactory performance

Are considered the “deal breakers” for a job

Are typically identified through interviews with the hiring managers or role incumbents

Critical Incidents

18Slide19

Job Analysis & Critical Incidents

Hiring manager interviews position’s incumbent employee to:

Investigate job-related events, incidents, processes, or issues

Discuss how these incidents were handled

Explore the outcomes or these incidents

Each incident should be shared as a story, and should include a:

Setting

Behavior (what happened)

Result (outcome)How to Identify a Critical Incident19Slide20

Job Analysis & Critical Incidents

What happened?

What lead up to the event?

Where did it take place?

Who was involved?

What was the outcome? Was it beneficial or detrimental to the role?

What did you do to influence the outcome?

What did others do to influence the outcome?

What did you learn from this experience/decision?

What might you do differently in the future?M4Guiding Questions20Slide21

Job Analysis & Critical Incidents

Ask your partner to tell you the following about their current position:

One

positive experience had

while in that role that led to great success

One

negative experience had

while in that role that resulted in problems which

negatively impacted their ability to carry out a crucial part of their roleAs your partner shares his/her stories, listen carefully to identify what themes are being presented in the stories and how these themes contributed to the individual’s success or failure in the role.Identifying Critical Incidents21Slide22

Job Analysis & Critical Incidents

Sample Job Description – Administrative Assistant

22Slide23

Module 5 – Behavioral Interview Questions

23Slide24

Module Objectives

This module is designed to provide you with the knowledge and skills necessary to:

Describe the types of interview questions used in a behavioral interview and when they are most appropriate

Develop

appropriate questions to explore a candidate’s past behaviors and their connection with critical job-related

KSAOs/competencies

24Slide25

Behavioral Interview Questions

Behavioral Interviewing Process

25Slide26

Behavioral Interview Questions

Lead and Probing Questions

Probing Questions

Lead Questions

Open ended

Use introductory statements like:

Tell me about a time when…

Provide a recent example of…Describe an occasion when…Walk me through…Should elicit a short story from the candidateFollow-up questions used when:Initial answers are vague or do not fully address the lead questionThe candidate’s tone changes drastically

The candidate seems to have difficulty forming and answerSlide27

Behavioral Interview Questions

What are some behaviors that you’ve witnessed in past interviews that would prompt you to probe for more information from a job candidate?

Probing for More Information

27Slide28

Behavioral Interview Questions

Where to Focus?

Individual Contributors

Supervisors

Focus questions around skills and how the candidate will perform in the context of the team

Will the candidate be able to perform the role effectively?

What in their past behavior indicates that the candidate understands the role and has the proper KSAOs?

Will the candidate interact with colleagues in a manner that supports the culture of the existing team?Focus questions more around organizational culture, leadership skills, and leadership potentialWhat inspires the candidate as a leader?What is the candidate’s typical leadership style?Does this leadership style match the culture of the organization?Does this candidate’s ethical behavior match that expected of organizational leaders?Slide29

Behavioral Interview Questions

Under Title VII of the Civil Rights Act of 1964, and a variety of other federal and state laws, it is unlawful for employers with 15 or more employees to discriminate against job candidates on the basis of:

Sex

Race

Color

National Origin

Religion

Avoid Legal Troubles

29Slide30

Behavioral Interview Questions

Avoid guiding language such as:

Tell me about a time when you successfully performed…

This type of activity or behavior doesn’t bother you, does it?

As an organization, we require this type of behavior. How do you feel about this type of behavior?

Do Not Lead

30Slide31

Behavioral Interview Questions

ituation

: What was the situation the candidate was in?

ask: What was the task the candidate needed to accomplish?Action: What were the actions the candidate took to accomplish this task?

esults

: What were the results of these actions?

M5STAR Model and Question Development31Slide32

Behavioral Interview Questions

Select two of the KSAOs that you identified.

For each KSAO, write one or two behavior-based lead questions.

Identify possible probing questions for each lead question.

Writing Behavioral Interview Questions

32Slide33

Module 6 – Rating Guides

33Slide34

Module Objectives

This module is designed to provide you with the knowledge and skills necessary to:

Develop a rating guide to support the implementation of the behavioral interview questions

34Slide35

Rating Guides

Behavioral Interviewing Process

35Slide36

Rating Guides

Rating Scales and Guides

Rating Guides

Rating Scales

Basis on which all candidates are evaluated

Should be easy to understand and well defined

Should identify criterion that ties suggested answers to each rating

Used to tie each level of your rating scale to behavioral examples/representative responsesUsed by interviewers to support their use of the rating scaleSlide37

Rating Guides

What does our organization’s interview rating scale look like?

Rating Scales

37Slide38

Behavioral Interview Questions

Select one KSAO for which you wrote a lead

question

Using the comments from the critical incident exercise and our organization’s rating scale, develop sample answers that would satisfy each of the rating criteria on

the scale.

Developing a Rating Guide

38Slide39

Module 7 - Conducting Interviews

39Slide40

Module Objectives

This module is designed to provide you with the knowledge and skills necessary to:

Develop training to prepare interviewers to conduct behavioral interviews

Coordinate behavioral interviews that meet your structural and legal needs

Implement key behaviors associated with strong interviewing practices

40Slide41

Conducting Interviews

Behavioral Interviewing Process

41Slide42

Conducting Interviews

Interview Formats

42Slide43

Conducting Interviews

Key Interview Behaviors

During an interview, it is imperative to follow these behavioral best practices:

Come prepared with a writing utensil and a place to capture notes

Look and act professional

Explain the interview process to candidates

Practice legally defensible behaviors

Ask the behavioral interviewing questions exactly as provided

Avoid leading questions when your probe for additional informationUse appropriate body languageAvoid non-verbal cues that could change a candidate’s behavior or responseUse active listening skillsTreat all candidates the same (practice fairness and objectivity)Do not give the candidate any unfair or unrealistic expectations43Slide44

Conducting Interviews

Maintain Eye Contact

Lean forward to indicate interest

Nod to demonstrate understanding

Mirror facial expressions to demonstrate empathy or sympathy

Allow the speaker to complete his/her thoughts completely (do not interrupt)

Remain neutral

Repeat and summarize information to clarify and ensure understanding

Tips for Active Listening44Slide45

Conducting Interviews

A crucial part of conducting a successful behavioral interview is being a

strong active

listener.

Pay attention to the interaction between the “interviewer” and the “candidate.” Identify what red flags the candidate is displaying. How might you respond to a candidate demonstrating these qualities?

Identify the Red Flags

45Slide46

Conducting Interviews

Use short-hand or key phrases to summarize the content and delivery of responses

Balance your note taking and your eye contact

Avoid judgment in your notes

Avoid rating a candidate’s response before they have left the interview

Rate the candidate’s responses as soon as possible after the interview has ended

Ensure that your notes support or justify your ratings

Note Taking Tips

46Slide47

Conducting Interviews