The Art of Behavioral Based Interviewing

Transcription

1 The Art of Behavioral Based Interviewing If you have a smart phone please go to: on its browser. We will be using it in our program. Do not leave the webinar. Wesley Pruett

2 Objectives Cite steps for preparing for an interview Identify job related behavioral competencies Create behaviorally anchored interview questions 2

3 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? 3

4 Cost Per Hire % of annual salary 4

5 Cost Per Hire Society Human Resource Management; $3, Coca-Cola Retailing Research Council; $3, supermarket cashier American Management Association; $4, % of annual compensation Hotel and Motels Association; $2,500 direct and $1,600 for indirect costs Cornell Hotel School; $5, front desk employee Superb Staff Services; $8, call center employee 5

6 Cost and Impact of a Bad Hire? Before Presentation vs. reality After 6

7 Turnover Total resignations Average number of employees 23 = 23% 100 X 100 = Turnover Assume $20.00/hr 50% Cost/hire $478,4000 7

8 Staffing Management Current and anticipated needs Growth and attrition Succession planning Supply and demand Gap Planned vs. reactive 8

9 Talent requirements Job description Want vs. need Train to fill gap? 9

10 Goodness of fit What is your culture and values? Who tends to succeed? Attributes, values, style 10

11 Corporate values 11

12 Competency Model 12

13 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 13

14 Key characteristics and competencies Text

15 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 15

16 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 16

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19 Handouts Acceptable and Unacceptable Inquiries 19

20 Common Rating Errors 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 20

21 The solution Structured interviews Behaviorally based Standardization Time and information More participants Awareness and education 21

22 Interviewing 22

23 Interview Process 1. 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 23

24 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 24

25 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. 25

26 Criminal background checks Consideration of Arrest and Conviction Records in Employment Decisions ction.cfm Some states prohibit discriminating based on criminal conviction unless substantial relationship to the job. 26

27 Criminal background checks State laws job application Fair Credit Reporting Act (FCRA) 27

28 Interview Questions If it is job related it is probably okay Use your job description 28

29 Behavioral Interviewing 29 29

30 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 30

31 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 31

32 Traditional vs. Behavioral Interviewing (traditional/hypothetical) What would you do if... (behavioral) Tell me about a time when you... 32

33 Behavioral Interviewing What is your theory of leadership? Give an example of how you have lead people? How do you create a strong team? Have you ever lead a team? Specifically what did you do to have everyone work cooperatively? 33

34 Behavioral Interviewing What would you do if you had a tough problem? Tell me about a situation where you had to solve a specific type of problem. Give an example of when you had to make a quick decision. Tell us about a time when you had to make a decision but all of the options were undesirable. 34

35 Behavioral interviewing quiz True or False 35

36 Describe a situation where you demonstrated clear thought, patience, and control in the face of persistent and irrelevant questioning. 36

37 37

38 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? 38

39 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? 39

40 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? 40

41 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? 41

42 Create an Example Write 2 examples of behavioral questions relevant to your work situation. 42

43 338 Questions 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. Integrity Introducing 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 43

44 Behaviorally Anchored Rating 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. 44

45 Probing/follow-up questions What steps/action did you take? What was your role? What happened after that? What obstacles did you face? 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 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? What did you learn from that? Why? How? When? Where? 45

46 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 46

47 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? 47

48 Getting References Specific contact information Business not personal Direct supervisor not HR Have candidates contact references for you Document 48

49 Applicant Tracking Notification Reference Initial Interviewed Application Application Resume Phone Name Y/N Check Screening Y/N Received Y/N Sent Y/N Y/N

50 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 50

51 Candidate Rating System Total Score Weight Score Education and Training 3 15% 45 Related Experience 2 10% 20 Technical Ability 2 15% Unsatisfactory 2- Below average 3- Average 4- Above average 5- Outstanding Communication 4 15% 60 Professional Demeanor 4 15% 60 Problem Solving 2 10% 20 Working with Others 5 20% 100 OVERALL RATING 100%

52 - 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. 52

53 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 53

54 Thank You Wes Pruett

55 Bio Wes Pruett is owner of HR Advisors LLC, a consulting practice that provides service to clients who seek to align their business and employees creating successful outcomes and excellent work environments. After 20 years in senior leadership within the Mayo Health System he founded HR Advisors. Mr. Pruett provides solutions to companies for a wide variety of HR issues including compensation, compliance, policy development, performance management, and employee relations. Mr. Pruett regularly facilitates employee training related to communication, leadership, coaching and strategic planning. He is a certified business coach credentialed by the International Coach Federation. Wes earned a Masters in Healthcare Administration at the University of Minnesota Carlson School of Management and an M.S. in psychology. He can be reached at Wes@HRadvisors.biz or