This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
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Objectives….
Know the core principles and concepts of
behavioural interviewing
Know the types of behavioural questions
and when to use them
Avoiding discriminatory questioning
Gain knowledge, skills and tools to conduct
optimum interviews
Confidently hire top talent!
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Select the statement that best describes your top challenge:
a.I’m getting similar responses from each candidate
and don’t know how to differentiate them.
b.I am not comfortable relying on interviews to make
selection decisions.
c.I don’t want to make the candidate feel
uncomfortable so I avoid asking some questions.
d.We’ve hired individuals who did not meet objectives
and this disrupts the team(s).
Your Input
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Productivity
Turnover
Morale
Success
Poor Selection Leads to:
“She’ll have to do; we don’t have
other good candidates”
“If he has a pulse, hire him!”
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To consistently hire the best candidate available
To meet your organization’s objectives by
having the right people in the right job
Align candidate values with your org’s culture
and values
More than ‘qualifications’, hiring for overall fit
To avoid mis-hires (costly, challenging)
Recruiting Objectives
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Technical
WHAT a candidate needs to know: knowledge,
skills and abilities gained through education and
experience.
Technical abilities are typically examined
through knowledge tests, assessments, references.
Technical and Behavioural = role
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Behavioural
HOW they to perform the work. Observable
abilities, attitudes, and values required to perform
effectively.
Our time today focuses primarily on assessing
candidate proficiency in behavioural (the HOW)
aspects of the role.
Our Focus
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“Past behaviour is the best predictor
of future behaviour”
Interviewer’s objective is to assess and predict
future performance based on the candidate’s past
performance.
To assess their Knowledge, Skills, and Abilities
applied through their experiences
Principle of B. Interviewing
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They are intended to elicit a more honest
response from candidates. Realistic view.
To give you insights about each candidate’s
skills, abilities and interests that are important
to the role and your specific company culture.
To best predict future performance.
Why Behavioural
12. Module 1
Summary
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1. Source behavioural
information about the
candidate’s experiences.
2. Use a behavioural selection
process to best predict
future performance.
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Vacancy Preparation
What first step do you take when a vacancy is
identified?
a. We advertise using our standard job posting.
b. We discuss the requirements of the role considering
our organization’s future plans.
c. We consider our top performers, their skills and
attributes.
d. We develop a selection profile that defines the
technical and behavioural competency required.
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1. Assess the role.
2. Determine the ideal candidate.
Telephone and in-person interview questions
Develop an exercise to assess current skills
References using behavioural questions
Assess the candidates and make the decision
Preparation Steps
*Resource
Document
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Develop a Selection Profile*:
Part 1: Technical Competency
• Education
• Knowledge
• Experience
• Skills
Define the Ideal Candidate: Part 1
*Resource
Document
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Part 2: Behavioural
• Motivation and Initiative
• Change/Adaptability
• Openness
• Empathy, Personable
• Self-management
• Organization Culture/Values
Define the Ideal Candidate: Part 2
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Selection Profile
Education and Experience C 1 2 3
Diploma, 2 years related experience
Has completed 2 fundraising courses
X
--
Technical Knowledge and Skills
Proficiency: databases, MSOffice,
spreadsheets; Raiser’s Edge an asset
X
--
Abilities
Ability to build and maintain trusting
relationships
X
Ability to make informed decisions X
Personal values/interests alignment X
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Through all touchpoints with a candidate:
1. Enquiry questions from the candidate
2. Telephone screening
3. In-person interviewing
4. Team meeting
5. Follow-up emails
6. Reference checks
Behavioural Touchpoints
20. Module 2
Summary
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1. Assess the role
requirements; define the job
requirements for your ideal
candidate
2. Develop a Selection Profile
that will be your guide
developing questions and
assessing candidates.
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Select the process your organization uses for
developing questions.
a.We have a set of standard questions for all
vacancies, then add additional ones based on the
vacancy.
b.We use a more informal process and don’t have
a formal set.
c.I haven’t been involved in developing questions
Your Input
23. Question Principles
To elicit behavioural information
about past experience and
accomplishments.
To understand more than just
‘previous actions’.
Curiosity…hearing their story
Tell me more…
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Situation they were involved in
Tasks they were assigned
Action(s): What were the specific actions they
actually took?
Results: What was the result of their actions?
Were they successful?
Behavioural S.T.A.R.
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Develop questions for each role requirement.
Open
Closed
Leading
Situational
Probing
Types of Questions
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Used to get the candidate talking and to cover the
topic in depth.
Usually begin with “what, why, how, please explain,
and when”.
Examples:
“Why are you looking to leave your current position?”
“Tell me about the responsibilities of your current job.”
“What process did you go through to decide on your
current career path?”
Open Questions
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To solicit specific information through a definitive
response.
Examples:
“ Are you able to work the full shift and each day of the
schedule?
“ Are you currently a member of the Association of
Professional Fundraisers?
“Do you have a current driver's license?
◦ What class of license do you have?
◦ Do you have any driving restrictions?
Closed Questions
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Leads and encourages a candidate to provide the
answer you want to hear.
Does not allow for the candidate’s preference.
Candidates want the job, not necessarily the ‘best fit’
job.
Examples:
“You enjoy working with budgets don’t you?”
“We’re very team focused. Do you prefer working alone
or as part of a team?”
Leading Questions – Avoid!
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Asks how they would handle a particular situation:
“How would you deal with a difficult client?”
Behavioural version:
Tell us about a time you dealt with a difficult client this
past year? Probing: What do you think provoked
them? What did you say to the client? Did you ask
anyone else for support? What was the outcome?
Situational are often done as an exercise to assess
how they would deal with a situation
Situational / Hypothetical
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Follows any question type
Sources more information for a clearer picture of the
past.
Includes clarifying, reflecting and paraphrasing
Example:
“Of the responsibilities you just mentioned, which did
you most enjoy?” Which was your least favorite? Why
was that?
Probing Questions
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You mentioned you were part of a team that wrote the
newsletter:
What were your specific responsibilities as a writer?
What were some of your article ideas that were elected
for publication?
Are you able to provide us with copies of 2-3 of those
articles?
What strengths did you bring to the team – were you
primarily a writer; did you edit others work, etc?
Probing Questions
33. Discriminatory Questions*
Race, ethnicity, color, religion,
age, sex, marital/family status,
disability, pardoned conviction,
sexual orientation.
“Do you have childcare
responsibilities?”
“How old are you?”
“Where were you born?”
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*Resource
Document
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“This role requires travelling twice per month,
often unplanned.”
Do not ask: Do you have children?
Ask: This role requires one or two
overnight trips per month, often
with only 24 hours notice. Are you
able to fulfill this requirement?
Avoiding Discriminating Questions
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Confusing to the candidate to
remember all questions.
It is difficult to sort out what’s being asked.
“Can you tell me how you dealt with an angry
customer. What was the situation; what did you do,
and what was the outcome. What did you learn
from this experience?
Multiple Questions – Avoid!
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1. Introductions, Setting the stage
2. Overview of their education, work experiences
Questions:
Motivation, technical skills aligned to our role
Strengths, development, accomplishments
Interpersonal, teamwork, conflict, stressors
Aspirations, final questions
Closing, their questions, next steps, reference list
Ordering of Questions
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Motivation
What is it about our this role that caught your eye and
prompted you to apply?
How would you describe the services our organization
provides?
If currently working: What are you looking for in a new
job that you aren’t getting in your current role?
What will you need from our organization in order to
be fully satisfied and productive in the role?
Some key questions
38. Module 3
Summary
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1. Develop structured sets of
behavioural questions to
address all criteria on your
Selection Profile.
A. Telephone Screening Set
B. In-person interviewing Set
C. Reference Checks
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Behavioural Interviews
Structured behavioural
questions with 2+
interviewers is the most
reliable interviewing
process.
Allows for listening, note
taking, probing, discussion,
finding consensus
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Interview Perspectives
Interviewers Objectives
Predict Future
Performance:
Assess their knowledge,
skills, abilities and fit
Best represent your
organization
Provide the candidate an
opportunity to showcase
their strengths
Candidate’s Objectives
Provide a positive
impression of their skills and
abilities
To find out more about the
job, responsibilities, duties,
and a typical day/week
To secure a job
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1. Maintain professionalism
2. Be open to hearing their full
story; avoid quick judgments.
3. Candidate talks 80%, interviewer
20%
4. Obtain sufficient information to assess the
candidate against the selection criteria.
5. Provide the job overview, expectations, what’s
important--near the end of the interview
Interview Processes
43. Some I/View Process Details
Introduction
Thank them for their interest
Setting the stage
Beverage; establish rapport and
comfort level
Advise them of the interview process
in a general way
Ask if they have any questions before
proceeding
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Questions
◦ Begin asking questions.
◦ You are directing the candidate and process; candidate
is telling you their story.
◦ You’re using the STAR technique for each question.
◦ Probing questions will differentiate candidates.
Interview Processes
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Ask the formal question: “Tell us about a conflict you had
with a colleague or manager.”
Listen to what they say, not what you think they might
say. Based on their answer:
Probe (as relevant)
◦ How did the conflict arise?
◦ What were your views and their views?
◦ How did the situation resolve?
◦ Looking back, do you wish you had handled it differently?
◦ What did you learn from this situation?
Skilled Questioning
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During the interview, a candidate may:
Keep asking for clarification about the role and our
organization.
Get off track in their answer
Begin providing too much detailed information
Not provide enough input
Seems introverted and uncomfortable
Interviewer Challenges
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Sourcing their knowledge, experience
and skills aligned to what you require
in the role.
They provide more real information
and can clarify your findings from
the interview.
Gain a full picture of their current
abilities as they relate to your needs.
Exercises and Assessments
48. Using “gut instinct”
Ranking candidates
Making hasty decisions
Getting stuck on one perceived negative answer
Failure to evaluate beyond competencies
Depending too much on the interview itself
Interviewer skill
Interviewer bias
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Common Interviewing Mistakes
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Selection Assessment
Education and Experience C 1 2 3
Diploma, 2 years related experience
Has completed 2 fundraising courses
X
--
Technical Knowledge and Skills
Proficiency: databases, MSOffice,
spreadsheets
X
Behavioural Competencies
Ability to build and maintain trusting
relationships
X
Ability to make informed decisions X
Personal values/interests alignment X
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Probe further on areas you want more information on, either
for clarification, to confirm positive or negative views.
Example
After the interview, you aren’t fully clear about the level of
decision making the candidate had in the previous role.
“We’d like to know what types of decisions she made.”
“Was she an effective decision maker for complex issues?”
References Checks
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References
1. Source candidate authorization
2. Source candidates’ direct managers (even
if they have left the company).
3. Confirm role and responsibilities
4. Have a core set questions to better understand
Knowledge, Skills, Abilities and Motivations
5. Ask questions in areas you may have had concerns; or,
to verify the candidate’s input.
References
52. Module 4
Summary
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1. Use a structured formal
interview process.
2. Create an environment for
the candidate to
comfortably provide input.
3. Listen well and ask probing
questions.
4. Build skills through practice.
5. Confidently hire top talent!
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Resources
1. Charity Village
2. “Recruitment and Selection in Canada”, Victor Catano
3. Input for top theme questions
4. Webinar resources:
Sample Recruitment Plan and Selection Profile
Avoiding discrimination in your recruitment
practices.
5. Follow-up questions? gayle@hadfieldhr.com
Additional Resources