Behavioral Interviewing

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1 Behavioral Interviewing Presented by Tom Darrow Founder and Principal, Talent Connections, LLC and Career Spa, LLC SHRM-Atlanta HR Conference March 13, 2012

2 Tom Darrow Founder and Principal: Talent Connections, LLC/Career Spa, LLC Talent Connections: Inc. 500 company two years 23 years in HR/Recruiting, 10 with Price Waterhouse and Accenture BBA in Accounting, University of Notre Dame Past President, SHRM-Atlanta ( ) SHRM Foundation Board member Founder and President, Atlanta HR Prayer Breakfast, Inc. Board of Advisors: Metro Atlanta Chamber of Commerce, Inward Bound Center for Nonprofit Leadership Past Board member of SHRM-Atlanta, Big Brothers Big Sisters of Metro Atlanta, the Technology Association of Georgia (TAG) and the Partnership Against Domestic Violence (PADV) For Fun: Resides in Murphy, NC and Smyrna, GA with wife Anne Performed at The Punchline in 2004 Minority owner of the 13-time World Champion Green Bay Packers

3 Agenda How to Identify Competencies Asking Behavioral Questions Assessing the Candidate Legal Implications

4 Why do Behavioral Interviewing? What are the essential success factors? Does this person have the demonstrated skill to perform the job? Do they fit the organization?

5 Why do Behavioral Interviewing? Inability to assess competencies has been shown to cause: 98% of voluntary turnover 80% of first year performance issues (University of Michigan)

6 The BEST way to predict future behavior/performance is to analyze a pattern of PAST behavior/performance.

7 Competencies Definition: A category of related behaviors that you do in a job Examples: negotiating, analyzing spreadsheets, leadership, establishing plans, fostering teamwork, effective speaking, building relationships

8 Identifying Competencies in a Position Conduct a Job Analysis Interview Incumbent, supervisor, expert panels Observation Questionnaire Structured, task inventories, check lists, open ended questions

9 Identifying Competencies in a Position What to Do with the Data? Create a Job Description Include a list of Competencies to be assessed during the Interview Process

10 So, how do we assess the candidate s fit with the required competencies of the job?

11 PRO Competency Interview Obtain specific examples of past behavior: Problem/Situation Response (or actions taken) Outcome (results of actions)

12 PRO Technique Problem/Situation Question intro. Tell me about a recent situation when you or Tell me about a time when you. Give me an example of a situation when you Question focus tied to competency to assess had a change in work procedures had a demand made by a manager or customer had to deal with an irate customer or client had a scheduling problem had a difference of opinion with another co-worker

13 PRO Technique Response Questions: What did you do?, What did you say? What were you thinking? What action did you take? Looking for (focus on the individual s action): What they said or did (ACTIONS TAKEN) Steps they took to complete the project or task How they planned or organized How they interacted with others Sometimes have to Re-Focus them on what they did (and not other members of team)

14 PRO Technique Outcome Question: What was the final outcome? How did it turn out? PROBE and re-question if needed for more details What kind of feedback did you receive? Assess: Was the outcome a direct result of their response? What was the impact of the outcome? Was the outcome positive or negative?

15 PRO Technique Assessing/Scoring ASSESSING - SCORING: Did their answers show they have this competency? If yes, to what degree? SCORING 5 - Significantly above what is required for successful performance 4 Generally Exceeds what is required to be successful in this position 3 Meets criteria relative to the quantity and quality of required behaviors 2 Less than Acceptable doesn t meet criteria of required behaviors 1 Much less than Acceptable Significantly below criteria

16 False PRO s Hypothetical vs. Real? Vague Most of the time I would.. In those situations I usually Usually I.. Future Directed Next time that happens I ll I will be able to. Feelings I thought I was. I would have.

17 PRO Warm-Up Exercise Read each example Determine if the PRO is complete or incomplete If incomplete, determine what is missing

18 Candidate Assessment Evaluate the Candidate on whether they can do the job, based on the competencies, not on how well they interview. Candidate Evaluation Form Compare competency requirements to results of the PRO questioning Rate competencies on scale Note additional comments Make your recommendation offer or pass Consensus decision-making

19 Candidate Assessment Not gut feel EVIDENCE -- What did they DO? (past behaviors) Consistency of answers -- Did they tell same story to each interviewer? Documentation Candidate Evaluation Form, -- Destroy Miscellaneous Notes Need consensus agreement -- Composite scores on each competency If possible, meet to discuss -- Each interviewer discusses scores / reasons

20 Legal Considerations

21 Interviewing and the Law Points to Remember Ask only job related questions Understand employment legal guidelines Use a structured interviewing format Avoid questions, answers, and dialogue that might lead a reasonable person to suspect discriminatory intent. Recognize and minimize biases Legal compliance is everyone s responsibility

22 EEOC Requirement All company and personnel decisions must be based upon individual merit and capabilities and without regard to race, color, religion, national origin, sex, marital status, age, disability, or veteran status.

23 Test Your Legal Awareness? Legal Exercise

24 Thank you! Tom Darrow Founder and Principal Talent Connections, LLC and Career Spa, LLC

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