The Art of Behavioral Based Interviewing
Transcript of The Art of Behavioral Based Interviewing
The Art of Behavioral Based
Interviewing
Wesley Pruett
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Objectives
Cite steps for preparing for an interview
Identify job related behavioral competencies
Create behaviorally anchored interview
questions
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Why Selection Matters
Employees fulfill mission
Continuity of service
Employee and client satisfaction
Minimize future problems
Expense
What is the cost and impact of a bad hire?
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Cost Per Hire
25–200% of annual salary
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Cost Per Hire Society Human Resource Management; $3,500.00
Coca-Cola Retailing Research Council; $3,637.00 supermarket cashier
American Management Association; $4,000.00
25 - 200 % of annual compensation
Hotel and Motels Association; $2,500 direct and $1,600 for indirect costs
Cornell Hotel School; $5,688.00 front desk employee
Superb Staff Services; $8,000.00 call center employee
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Cost and Impact of a Bad Hire?
Before After
Presentation
vs. reality
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Turnover
Total resignations X 100 = TurnoverAverage number of employees
23 = 23%100
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Assume $20.00/hr
50% Cost/hire $478,4000
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Staffing Management
Current and anticipated needs
Growth and attrition
Succession planning
Supply and demand
Gap
Planned vs. reactive
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Talent requirements
Job description
Want vs. need
Train to fill gap?
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Goodness of fit
What is your culture and values?
Who tends to succeed?
Attributes, values, style
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Corporate values
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Competency Model
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Competencies for Job Descriptions
and Interviewing
1. Dependability and
reliability
2. Communication skills
3. Teamwork
4. Initiative
5. Judgment
6. Adaptability
7. Role modeling
8. Quality
9. Creativity
10. Attendance
11. Perseverance
12. Cooperation
13. Productivity
14. Organization
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Key characteristics and
competencies
Text 507-399-1240
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http://nctc.fws.gov/courses/roadmaps/competency-model/
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Recruiting Plan
1. Anticipated hires (staffing management)
2. Requisition process
3. Qualifications based on job descriptions
4. Job posting – internal/external
5. Market sourcing (recruiting)
6. Applicant tracking
7. Applicant screening & testing
8. Interviewing and selection
9. Reference and credential check
10. Offer & onboarding
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Legal issues: Equal Employment
Federal, State, Local
Age
Color
Disability
Genetic information
National origin
Pregnancy
Race
Religion
Sex
Creed
National origin Marital status
Status with regard to public assistance, disability
Membership in a local commission
Local laws (sexual orientation)
Family and medical leave usage
Military service
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Handouts
Acceptable and Unacceptable Inquiries
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Similar-to-me/Different-from-me
Using self as the yardstick
Varying standards
Use different standards for different people, vague and
ambiguous
Bias & prejudice
Personal bias affects ratings
Halo/horn
One employee characteristic (positive or negative) overly
influences rating of other characteristics
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Common Rating Errors
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The solution
Structured interviews
Behaviorally based
Standardization
Time and information
More participants
Awareness and education
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Interviewing
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Interview Process1. Welcome and Introduction
2. Explain process to applicant
3. Ask questions and record responses
4. Explain information about company, job, benefits, hours, compensation
5. Give candidate opportunity to ask questions.
6. Request references
7. Explain next steps
8. Complete 2+ reference checks
9. Extend offer and negotiate details, verify with letter
10. Notify all candidates©2016 HR Advisors LLC
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Interviewer Tips
1. Be prepared and organized
2. Structure the interview, write out questions.
3. Treat candidates like customers, welcoming, no interruptions
4. Put the interviewee at ease
5. Share job description
6. Listen 90%, talk 10%
7. Involve others
8. Spend adequate time with candidate
9. Gently probe for answers
10. Answer candidate’s questions©2016 HR Advisors LLC
Criminal background
Arrest vs. conviction
Must be clearly job related
Individual assessment recommended:
(1) the nature or gravity of offense;
(2) the time elapsed since the conviction and/or
completion of the sentence; and
(3) the nature of the job sought or held.
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Criminal background checks
Consideration of Arrest and Conviction
Records in Employment Decisions
http://www.eeoc.gov/laws/guidance/arrest_convi
ction.cfm
Some states prohibit discriminating based on
criminal conviction unless substantial
relationship to the job.
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Criminal background checks
State laws – job application
Fair Credit Reporting Act (FCRA)
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Interview Questions
If it is job related it is probably okay
Use your job description
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Behavioral Interviewing
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Behavioral Interviewing
Behavior-based interviewing is an approach
that looks at past behavior as the best
predictor of future performance.
Prediction of on-the-job behavior
Traditional interview – 10%
Behavioral interview – 55% Janz, Hellervik, & Gilmore
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Behavioral Interviewing
Create interview questions to identify the presence of desired competencies.
Predict future job performance based on previous specific behaviors
Job-related and realistic
Actual behavior vs. hypothetical
What have you done? vs. what would you do?
Separates action from knowledge
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Traditional vs. Behavioral
Interviewing
(traditional/hypothetical) “What would you do
if...”
(behavioral) “Tell me about a time when
you...”
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Behavioral Interviewing
What is your theory of leadership?
Have you ever lead a team? Specifically what did you do to have everyone work cooperatively?
How do you create a strong team?
Give an example of how you have lead people?
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Behavioral Interviewing
What would you do if you had a tough problem?
Tell us about a time when you had to
make a decision but all of the options were
undesirable.
Give an example of when you had to make
a quick decision.
Tell me about a situation where you had to
solve a specific type of problem.
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Behavioral interviewing quiz
www.Kahoot.it
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True or False
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Describe a situation where you
demonstrated clear thought,
patience, and control in the face of
persistent and irrelevant
questioning.
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Situation – What was the situation?
Obstacle/opportunity – What were the
challenges, opportunities, or obstacles?
Action – What did you do? How did you
respond?
Results – What was the outcome?
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Situation – Tell me about a team that you
were a part of.
Obstacle – Give an example of a time when
there was conflict.
Action – What did you do?
Results – What impact did it have?
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Situation – Tell me about a difficult customer
you dealt with.
Obstacle –What made them a challenge?
Action – How did you handle it?
Results – What was the end result?
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Situation – Give me an example of a time
when you were assigned a project…
Obstacle – and you didn’t have enough
resources (time, skill, money, equipment).
Action – How did you handle it?
Results – What was the end result?
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Create an Example
Write 2 examples of behavioral questions
relevant to your work situation.
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338 Questions [email protected]
1. Adaptability
2. Ambition
3. Analytical Thinking
4. Building Relationships
5. Communication
6. Conflict Resolution
7. Customer Orientation
8. Delegation
9. Detail-Oriented
10. Flexibility
11. Follow-up and Control
12. Initiative
13. Innovation
14. IntegrityIntroducing Change
15. Leadership
16. Listening
17. Motivation
18. Negotiating
19. Organizational
20. Performance Management
21. Personal Effectiveness
22. Planning and Organization
23. Problem Solving
24. Scheduling
25. Self Assessment
26. Selecting and
27. Developing People
28. Setting Goals
29. Setting Performance Standards
30. Setting Priorities
31. Strategic Planning
32. Stress Management
33. Teamwork
34. Time Management
35. Values Diversity
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Behaviorally Anchored Rating
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Collaboration - Tell me about a time when you collaborated with colleagues in different
departments.
Rating
1 Unacceptable Demonstrated a lack of interest in working with others, may blame others for problems,
unresolved or escalated conflict,
2 Poor Lacks self-awareness or awareness of the needs of others, lacks understanding of teamwork
skills, willing to learn skills but has beginning level of skill or understanding of collaboration
3. Average Generally helps others if asked or directed to do so, may lack understanding of when and how
to collaborate, has experience working on teams and interfacing with other departments or
units
4. Good Has experience with working with work teams, has understanding of benefits of collaboration,
cites examples of working effectively with others, demonstrates good conflict resolution skills
5. Excellent Significant experience working with cross-departmental teams, demonstrates leadership and
effective role modeling, expresses specific examples of optimizing collaboration, and
effectively leverages conflict.
Probing/follow-up questions What steps/action did you take?
What happened after that?
How did he/she react?
How did you handle that?
What was your reaction?
What was the outcome/result?
Were you happy with that
outcome/result?
What could you have done
differently?
What did you learn from that?
What was your role?
What obstacles did you face?
What were you thinking at that
point?
Lead me through your decision
process.
How did you prepare for that?
How did you resolve that?
What was the outcome of that?
What was your logic/reasoning?
Why? How? When? Where?
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Slippery Answers
Hazy statement - Sounds true but have little or no specifics on what the candidate actually did. (“we” vs. “I”)
Opinions - Contain personal beliefs or views
Hypothetical - What they “would do” or “would like to do” or even “would have done”
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Honest Reference
Candidate sign waiver for references
Obtain list of past supervisors
Ask, “We place a high value on a person’s
awareness of how they’re perceived by others.
What type of reference do you think your
former boss will give you when I call? “
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Getting References
Specific contact information
Business not personal
Direct supervisor not HR
Have candidates contact references for you
Document
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Nam
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Ap
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Inte
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Y/N
Se
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/N
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Y/N
Y/N
Sc
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Ch
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Y/N
1
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Applicant Tracking
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Candidate Rating System
Education and Training
Related Experience
Technical Ability
Communication
Professional demeanor
Problem Solving
Working with others
OVERALL RATING
1 - Unsatisfactory
2 - Below average
3 - Average
4 - Above average
5 - Outstanding
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Candidate Rating System
Score Weight
Total
Score
Education and Training 3 15% 45
Related Experience 2 10% 20
Technical Ability 2 15% 30
Communication 4 15% 60
Professional Demeanor 4 15% 60
Problem Solving 2 10% 20
Working with Others 5 20% 100
OVERALL RATING 100% 335
1- Unsatisfactory
2- Below average
3- Average
4- Above average
5- Outstanding
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- Tips for Interviewers
1. Take time to plan and be organized.
2. Structure the interview, write out questions.
3. Plan the environment – welcoming, privacy,
no interruptions.
4. Questions for goodness of fit (cultural &
values)
5. Ask behavioral based questions.©2016 HR Advisors LLC
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Top 10 - Tips for Interviewers
6. Realistic job previews
7. Listen 90%, talk 10%
8. Involve others
9. Spend adequate time with candidate
10. Check references
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BioWes Pruett is owner of HR Advisors LLC, a consulting practice that providesservice to clients who seek to align their business and employees creatingsuccessful outcomes and excellent work environments. After 20 years in seniorleadership within the Mayo Health System he founded HR Advisors.
Mr. Pruett provides solutions to companies for a wide variety of HR issuesincluding compensation, compliance, policy development, performancemanagement, and employee relations. Mr. Pruett regularly facilitates employeetraining related to communication, leadership, coaching and strategic planning.He is a certified business coach credentialed by the International CoachFederation.
Wes earned a Masters in Healthcare Administration at the University ofMinnesota Carlson School of Management and an M.S. in psychology. He canbe reached at [email protected] or 507-399-1240.
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