Intv Behavioral Fac

7/23/2019 Intv Behavioral Fac

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Behavioral InterviewingandThe Faculty Hiring Process

Selecting the best facultycandidate for a specific openposition.

Welcome to a slideshow and notes on Behavioral Interviewing.While this course was developed with faculty hiring in mind, itsbasic principles will carry across to other positions within theUniversity as well.


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Todays Agenda

Define Successful Job Applicants

KSAs and CSFs

Diversity

Interviewing

Establishing Critical Success Factors

Establishing an Interview ResultsGuide

Utilizing a Decision Criteria Matrix

Reference Checks

Today were going to talk about several topics.

By the end of the session, you will be able to define what theKnowledge/Skills and Abilities-Education-Experience for the

position which is open, and the Critical Success Factors for anindividual hired into that position.

Were going to discuss how diversity fits into that picture.

For the interview itself, well talk about how to establishCritical Success Factors, how to personalize an InterviewResults Guide for the position at hand, and why a DecisionCriteria Matrix is important.

Well also talk about Reference Checks. These are importanttools, but they can also be a source of litigation. So they mustbe done right!


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Hire the Best, Because

Selecting the right candidate will: Increase excellence

Decrease unwanted attrition &turnover;

Decrease performance issues;

Decrease lawsuits and employeerelations litigation;

Increase morale among faculty, staffand students;

Other reasons?

Why work so hard to get just the right person? I listed a fewreasons here, and want to talk about some of them.

Increasing excellence Id like us to be a top ranked school

in every subject we choose to explore. Top ranked faculty willhelp us get there.

Turnover is costly. What percentage of an exitingemployees salary is the cost of a replacement?

Surveys range from 35% to 150% Why might this be?

Advertising

Processing CVs, screening, interviewing, referencechecks a lot of TIME and dollars

RelocationOrientation

Other costs maybe even alumni donations!

Do bad selections cost more than good selections?


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Selecting Successful Faculty

Critical Success Factors based onKnowledge, Skills and Abilities and otherkey factors

Before we can hire successful faculty, we need to be clear onthe characteristics of the job. Youre all faculty, we have acouple different areas represented here. But there are somethings well find are the same across departments, others that

are very department specific.


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Defining success

What characteristics makes a facultymember successful? Consider

KSAs = Knowledge, Skills andAbility/Experience/Education

Motivational factors

Personality factors

Diversity the best candidate often doesnot look like the rest of the department.

What constitutes diversity?

Why is diversity important?

What are the characteristics that make one person shine andanother be asked to or decide to leave after a year or two?

Knowledge and experience surely are part of it

What about motivation? Does the environment here lend

itself to a certain type of motivation on the part of a facultymember? Do individuals who are differently motivated haveless success?

Personality

Diversity how does it fit in? The best candidate may be the onewho looks like NO one else in the department in terms of his/herrace, religion, socio-economic background, and so on. Why mightit be important to seek out someone who adds that diverseelement?

Diverse student body

Diverse viewpoints

Cultural enrichment

Adds to the transformative experience perhaps?

Other reasons?


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Behavioral Interviewing

This has all been leading to the key issue were talking abouttoday how to interview a candidate using behavioralinterviewing techniques as one of your tools.

My hope is that after this session youll be able to

Plan a logical structured interview including preplannedquestions to control the interview and get the best information

Recognize the importance of developing an interview planbased on a thorough knowledge of the job

Use behavioral interview techniques and open endedquestions to control the interview and get the best information

AND realize the importance of documentation!


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Behavioral vs. Traditional

Traditional:

What would you do if

Behavioral:

What did you do when

Is past performance & behavior the

best indicator of future performance& behavior? What do you think?

Behavioral interviewing may be a new term to some of you.The word behavioral may not be used in the same context asit might be for Social Work or Psychology, this is a humanresource/business definition.

What do you think, is past performance and behavior ON THEJOB the best indicator of future performance and behavior ONTHE JOB?

Again, I realize that people can and do change. But in theiroverall work life, they probably exhibit skills throughout theircareer that have a great deal of continuality: if they are

ambitious, or research focused, or hate meeting one on onewith students, you can rest reasonably assured that this willbe a continuing factor in their career.


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Definition of BehavioralInterviewing

A thorough, planned, systematicway to gather and evaluateinformation about whatcandidates have done in the pastto show how they would handlefuture situations.

(Herbert G. Henneman III, Professor ofBusiness, University of Wisconsin)

Thats what Dr. Henneman is talking about in this quote. Thefact that there are certain characteristics that carry across.


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The Key Assumption

Job candidates who previouslydemonstrated a particular behaviorto address a situation will repeatthat behavior in the future whenconfronted with a similar set ofproblems.

A person gains experience and abilities over time, at least wehope they do, but some core elements will carry across.

A person may not have dealt with a difficult student acting outin class, but theyve probably handled some difficult situationin the past that may give you a clue as to how they will react.


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Behavioral Interviewing Model

OpenPosition

IdentifyCSFs

DevelopInterview

?s

ConductInterview

Scorecandidateresponses

DecisionCriteriaMatrix

CandidateSelection!

This is the overall flow after the position is approved, weshould advertise based on the critical success factors, thendevelop our interview questions,

After which we interview

Score the responses formally decide how each candidateranks

Plug the numbers into the decision matrix

Discuss the outcomes and determine if you have selected whois the best candidate for the position

Thenselect the new faculty member.


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Behavioral InterviewingInvolves:

Identifying the KSAs (Knowledge, Skills &Abilities), behaviors, and competenciescritical for successful job performance;

Developing interview questions based onthe Critical Success Factors (CSFs);

Asking each candidate the same set ofquestions (follow-ups could vary based oncandidate response);

Scoring candidate responses & assigning

rank (Decision Criteria Matrix).

Expanding that flow, we can see that Behavioral Interviewinginvolves several steps.


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Using Behavioral InterviewingTechniques

Behavioral interviewing involvesasking for examples of how acandidate has handled givensituations in the past.

Example -

Please tell me about a time when youhad to give constructive feedback to astudent. What was the situation, and

how did you handle it? In retrospect,would you do anything differently now?

This was the most obvious example I could think of. Im sureit would apply to all faculty positions.

Well talk about questions some more in a few minutes, butfirst we need to talk about the critical success factors of thejob.

Remember, we need to keep those in mind when werecreating the questions.


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Critical Success Factors

While some questions, like the one on the last slide, areobviously linked to being a successful faculty member ingeneral,

before you can develop all your behavioral interviewquestions, you have to be clear on the critical success factorsof the job.


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Establishing Critical SuccessFactors

Critical Success Factors (CSF) arethose skills, abilities, behaviors &competencies critical to successful

job performance.

CSFs are established based on:

Position description

Analysis of job duties and theincumbents in the position currently.

CSFs are the essential competencies critical to being asuccess in a position.

We establish the CSFs based on the job description. Youvegot a cc of a general FACULTY job description in your packet.

When your search committee meets, youll want to discussCSFs in light of the job description and in light of an in depthdiscussion of what success looks like for your department andthe University as a whole.

Look at job duties what does it take to do those well? Lookat current incumbents are there other skills that wouldcomplement the existing team?


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Critical Success Factors:Faculty Position

Possible CSFs: Knowledge &

Ability/Education/Experience

Scholarship

Communication / Interpersonal Skills

Problem Solving / Decision Making

Others?For each CSF,

establish a clear &succinct definition.

Lets discuss this a bit.

Taking a term like scholarship. It is important for a facultymember to exhibit scholarship. But, what do you mean bythat term? Be sure your team is very clear on what each CSFmeans.

Decision making define what you mean. Is a successfulperson one who makes every decision with input from peersand Dean? Or is the successful person one who makes alldecisions on his/her own? Or is it somewhere in the middle?

And so on


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CSF vs. Competencies:

Critical Success Factors can beCompetencies, but they are notnecessarily the same thing - e.g.:

Is Scholarship a competency or aCSF?

Is Communication Ability acompetency or a CSF?

Or are they both?

How does scholarship fit in, anyway? CSF? Competency?

Same with Communication Ability. You need to think throughthese issues and be sure the team is all on the same page.


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Connecting CSFs to theInterview

Develop questions that focus on thekey competencies (CSFs) for the job.

Determine which behavioral orsituational questions elicit the desiredbehaviors for each particular job.

Think of an occasion when

Can you give me an example of

I suggest that you design a flowing series of questions for theinterview process.

This doesnt mean that you ask the questions in 1-2-3-4-5order for every candidate, the flow of the conversation maydictate otherwise in some cases.

The important thing is to ask the SAME questions over thecourse of the interview of all candidates.

How a candidate answers will determine where you go. With

some questions and some candidates, you may not probe asdeeply, as there may be no need. With others, 3 or 4 followup questions might be needed based on their initial response.


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Validity and Reliability inInterviewing

Federal guidelines an interview is atest Reliability are we getting consistent

info for decision making even withdifferent interviewers? Structured process

Preplanned questions tied to job

Validity does the interview measureskills/predict performance?

Base on job analysis Questions relate to job skills for specific job

Federal guidelines concerning the evaluation of selection instrumentsconsider interviewing as a test. Thus, if we are challenged on anycandidate search, one thing that WILL be reviewed is the interviewprocess.

Thus we need to consider validation criteria. The issue? It is almostimpossible in a situation such as ours to develop true validity andreliability indicators. So we need to do what we can.

As far as reliability, interviews must generate consistent information fordecision making even though different interviewers may be part of theprocess. That is why a structured interview is so helpful it gives uspreplanned questions based on the job requirements, not on gutfeeling, which could lead to legal problems.

Validity the interview needs to measure a persons skills for the specificjob or predict job performance. Difficult to measure, but if we can showthat the interview process is

Based on Job Analysis

Contains questions that provide evidence about important job skills

Systematically relates interview information to the specific job

We have a solid chance of proving our case.


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Hiring Criteria

Must be: Measurable or Observable;

Clearly understood by each interviewer;

Related significantly to the open job;

Identified as a Must or a Want

Must - applicant must possess to beconsidered;

Want - remaining criteria used to

determine best candidate; Written in behavioral terms

Thus, hiring criteria need to be.

The more of this you have documented before the interviewprocess begins, the better. It helps you decide betweencandidates, all of who might look similar on paper.

Written in behavioral terms? Not a good teacher but definesome of the characteristics that make up that good teacherstatus such as

(examples?)


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The Interview

Putting Together the Pieces for

a Successful Hire

OK, weve done our homework, weve determined what werelooking for in a candidate and the questions were going to askto see how candidates measure up.

Its time to talk to people.


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Conducting the Interview

Typical structure: Opening & building rapport;

Obtaining / Scoring information;

Job-relevant data to make hiringdecision;

Giving information;

Information about AU, this position, etc.

Closing the interview

Informing candidate of next steps,timeline, etc.

I suspect youve all seen this information. This is the basicinterview structure. I thought Id tuck it in here as a quickreview, we dont need to spend much time on it unless youdlike to.


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Conducting the Interview

Panel vs. Individual:

Panel has advantages over individualinterviewing formats:

Different viewpoints on candidatestrengths/weaknesses;

Better record keeping / note taking;

Varying opinions on the best candidate -come to consensus during DecisionCriteria Matrix (DCM) conversation

We do a lot of panel interviews here if you havent been partof one, you may not realize the advantages.

As far as taking notes do so! And if the candidate decides totake notes as well, thats just fine.


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Interview Results Guide

Allows you to: Ask each candidate the same set of

questions - follow-ups may vary basedon candidate responses;

Review answers for consistency ofresponses / things that are comparablebetween candidates;

Score answers and transfer to Decision

Criteria Matrix (consensus betweeninterviewers)

I usually use two forms: one for the interview and one forevaluating. The training program Ive pulled much of this classfrom used one form for both. It is up to your committee as towhich way youll decide to go.

With one form, youll need to put down the questions that will beasked so that youre sure to hit all the questions with everycandidate. Youll need space to make notes about the candidatesresponse and behaviors exhibited during the interview. Youll alsoneed room for scoring on that same form.

With two forms, you can separate out some of the analysis to aseparate form, on our website and in your packet we have a

sample Applicant Assessment Sheet that has a lot of potentialareas of analysis. So in a two form setup youll have one forquestions and notes, one for analysis and scores.

Either method is perfectly acceptable. The important thing isconsistent documentation.


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Interview Results Guide

KSAs Meets minimum

qualifications

Factor 1

Meets/exceeds

Factor 2

Meets/exceeds

Factor 3

Meets/exceeds

Comments

CSFs Factor 1

grade

Factor 2

grade

Factor 3

grade

Comments

Things youll want to consider when analyzing the results ofthe interview.

Again, the form available online doesnt hit the details, it justgives some overall criteria. YOUR form should end up morespecific. Having some overall is fine, but be sure to get thespecific KSA/CSFs into the process.

ALL members of the university community who will interviewthe candidate should fill out a sheet and submit it back to thechair of the committee. As far as a housekeeping detail youll want a CV to go to every interviewing party, along with

an Applicant Assessment Sheet of some format so that youcan get information from many sources in order to make yourfinal decision.


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Decision Criteria Matrix

Use as a tool to help you rank allapplicants;

Come to consensus with interviewpartners on assigned scores;

Assists with candidate selection /de-selection process;

Maintain documentation!

Once youve got your information back from the Committeeand from the others whove talked with the candidate, youneed to put it all together.

A tool that will help is a decision criteria matrix. OK, its aspreadsheet. Nothing too fancy, just a way to pull everythingtogether.


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Decision Criteria Matrix Sample

TotalRefsFactor:Factor:Factor:Dateintv.

CandidateName

Faculty Position: ________

Decision Criteria Matrix

Yours will vary depending on how you set up the scoring. Youmay have two levels of scoring that from your committee,which is probably the most important piece, and that from theother interview participants.

Talk about red flags that come up when and if they come up if a person on or not on the committee has strong reservationsabout a candidate that the rest of the committee favors,discuss that. It may be a stopping point. It may not.

The decision matrix should not be a strictly numerical form,but numbers do add to the reliability of the process. Weighted

numbers that lead to the selection of the best candidate wouldbe the best situation. But that isnt always realistic.


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Reference Checking

OK, youve interviewed. Youve figured out who your top 3 or4 candidates are based on those interviews.

Now its time to reference check those top candidates.

I know some here have reference checked BEFORE theinterview, this isnt optimal. Well talk about why.


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Reference Checking

Why reference check?

Verifies CV

Verifies interview

Protects against negligent hiring charges

Why ask for written consent beforereference check?

State/Fed guidelines including FRCA

Release of information

We reference check for a lot of reasons.

We may have picked up hints of an issue in the interview,the reference check allows us to check it out.

It allows us to ask people that know the candidate some

pointed and specific questions that could help protect usagainst negligent hiring.

It allows us to check facts as well

WRITTEN Consent is VITAL. Thats another reason to check AFTERthe interview. At the interview process (probably while theyre inHR) we can get a release/consent form. It heads off problemslater if we decide not to hire based on references for us and forthe person who gave the reference.

We comply with state and federal laws, including FRCA FairCredit Reporting Act dictates some of the language on the form.


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What information?

Persistence pays off

Who else do you think I should talk to?

Listen listen listen.

How it is said

What isnt said

Keep written records

Dont release information to applicant

Persistence pays off. Some tips

Ask the person on the list is there anyone else you think Ishould talk to about this candidate? Our release form lets ustalk to more people than just those the candidate provided.

LISTEN WHAT is being said? HOW is it being said. WhatISNT being said? Read between the lines if those lines areslapping you in the face.

Keep written records. The reference is an interview ask thesame question of all references, take notes. Keep the notes!

We never EVER release reference materials to an applicant.Did you know that even after hire you dont have an absoluteright to see that part of your file?


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What information? (slide 2)

Information must relate to positionKSAs and CSFs

Information re arrests/convictions

In Illinois arrest and expunged recordscannot be considered

Conviction is not automatic disqualifier

HR performs sex offender checks (thatWOULD BE an automatic disqualifier!)

You do need to remember that the information does need torelate to the job, of course.

Information regarding to arrests and convictions can besticky. If you find out someone has an arrest record, pleaserealize that arrest records CANNOT be considered against theindividual in Illinois or Wisconsin. Neither can sealed orexpunged conviction records.

A conviction does not automatically disqualify an individual itdepends on several factors including how long its been sincethe conviction, subsequent employment history, what the

conviction was for, and so on.

A definite disqualifier? Being listed on a Sexual Offenders siteas a convicted sex offender. We do check that in HR, by theway.


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Documentation

Interview guides, notes, referencecheck notes, and decision matricesmust be sent to Human Resources atconclusion of process

HR keeps this data for 2 years forlegal purposes

Extra copies of CVs should be

shredded

Any one count how many times Ive talked aboutdocumentation?

We need the information.

A few years ago, we did have a case where a candidatedecided we didnt hire him because of his national origin.Because the hiring supervisor kept such fabulousdocumentation, we easily won that case before an arbitrator,it never went to court.

Documentation can absolutely make or break the Universityscase.


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Interview Dos & Donts

Do: Make the candidate

feel comfortable /provide information;

Allow for moments ofsilence during theprocess;

Take control of theinterview in the eventthe candidate begins to

ramble.

Provide a timeline;

Ask if candidate hasany questions.

Dont: Go unprepared;

Make a hiring decisionbased on gut instinct;

Lead or guide thecandidates answers;

Use body languagewhich indicatesdisinterest in thecandidate or his/heranswers;

Make any promises of

employment, benefits,etc.

This is just a refresher. I think you know most or all of thisalready. Are there any of the above that youd like to discussa bit?


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In Closing ...

Behavioral interviewing is the bestavenue for using past behaviors topredict future performance.

Interviewing is a skill that requirespractice the interview tool youchoose can make your decisionmaking process easier.

Success!

As you all know, practice may not make perfect, but it doesmake you better and more skilled.


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HR - Early & Often!

Utilize HR to assist in:

Developing Critical Success Factors;

Developing interview questionsconnected to the CSFs;

Utilizing the Decision Criteria Matrix;

Making the hiring decision.

Terri Hoehne x 3866 AUR

Susan Brown x 5260 AUR

Kristan Smith x 8508 GWC

Were here to assist you through the process.

Our goal is that the incoming class of faculty will truly shine,and that well end up with a group that will stay with us,increase the excellence of the University, and add value to ouroverall faculty.

So please feel free to work with us every step of the way.

Intv Behavioral Fac

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