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Behavioral Interviewing - Using Company Culture and Values to Make or Break a Hire
 

Behavioral Interviewing - Using Company Culture and Values to Make or Break a Hire

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  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
  • Use of competencies in Executive Bonus Plan, and merit increases plan for all employees Core Competency Award – known as their Customer First Award. Nominated Based on exemplifying a core competency
  • banglalink vision department vision personal vision File a flight plan Check the airplane is airworthy Fill up with fuel Obey the rules

Behavioral Interviewing - Using Company Culture and Values to Make or Break a Hire Behavioral Interviewing - Using Company Culture and Values to Make or Break a Hire Presentation Transcript

  • Joe Sommers President See Clearly Consulting “ Engage – Develop – Optimize” Behavioral Interviewing Using Company Culture and Values to Make or Break a Hire (And ‘Get a Grip’ with Your Hiring Managers!) DFW TRN December 6, 2011
  •  
    • “ Applicants are learning more about getting a job than interviewers are learning about hiring.”
            • EMA Reporter
  • What is Behavioral Interviewing?
    • Past behavior is the best predictor of future performance
    • Past attitude is the best predictor of future attitude!
  • What is Behavioral Interviewing? A process to identify a candidate’s actual behaviors and choices A strategy to uncover behavior specifics in important success situations A means to assess a candidate’s competencies and values against company values and culture
  • Comparison of BI to Traditional Interviewing
    • Behavioral is based on facts
    • The facts relate to actual behavior
    • Behavioral can substantiate your gut feel
    • Behaviors uncovered are likely to be used again
    • In traditional interviews - opinions often exaggerated
    • Behavioral Interviewing has little or no adverse EEO
  • To organize the world's information and make it universally accessible and useful. To serve the needs of the communities in which 7-Eleven® stores operate. Dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
  • What are Competencies?
    • Characteristics - related to outstanding performance
    • What superior performers will more likely do, more often, and more completely
    • Knowledge, skills, abilities, attitude, values - & EI
    • Generic & relevant, effective for a variety of tasks
  • Common Core Competency Examples
    • Effective Communication
    • Team Work
    • Leadership
    • Achieving Results
    • Customer Service
    • Innovation
    • Adaptable
    • Commitment
    • Problem Solving
    • Forward Thinking
    • Coaching/Mentoring
    • Quick Study
    • Stewardship
  • Defining Critical Competencies
    • The “Discovery Meeting”
  • Defining Critical Competencies “ How would you evaluate a person in this role as a ‘top performer’ a year from now?” Can Do Will Do How Fit
  • Defining the Process
    • Company Values
    • Critical job analysis
    • Competencies / values defined
    • Standard lead questions
    • Discretionary probing
    • Taking notes
    • Rating and selection
    • Four Keys to Success
    • Knowing where you’re going
  • Getting Started
    • Commitment
    • Create the process & tools
    • Training, training, training – and practice!
    • Just do it – even small steps can make a difference
    • Four Keys to Success
    • Knowing where you’re going
  • Making the Process Work
    • Utilize the tools and techniques – ‘seek professional help’
    • Your managers become sleuths
    • Peal away the layers
    • Identify the ‘high performers’ and drive business!
    • Four Keys to Success
    • Knowing where you’re going
  • Question a Candidate About Attention to Detail
    • How do you like working with very detailed tasks?
    • Describe the last project in which you had to make sense out of a mass of complex or difficult information.
    • How would you approach a task that involved really detailed information?
    • Four Keys to Success
    • Knowing where you’re going 2. Is the candidate talking past tense?
  • Competency Example
    • Detail Oriented
      • Expresses concern that things be done right, thoroughly, and precisely
      • Provides accurate information in a usable form on a timely basis
      • Captures important details in messages or communication for future reference
      • Completes all documents according to procedures and standards
      • Develops appropriate systems/procedures to manage information
    • “ Describe a recent project when you had to make sense out of a mass of complex or difficult information.”
    • “ Give me an example when you developed a set of procedures or standards to assist in managing some critical information.”
  • The CSI Approach
    • Listen for the clues
      • Key event
      • Points of interest
    • S ituation
    • T ask
    • A ction
    • R esult
    • Probe, then probe again
      • Role
      • Beginning
      • Next steps
      • Do, Say, Example
      • Think, feel
    Four Keys to Success 1. Knowing where you’re going 2. Is the candidate talking past tense? 3. The success is in the details
  • Four Keys to Success
    • Knowing where you’re going
    • Is the candidate talking past tense?
    • The success is in the details
    • A fair and consistent evaluation
  • Coaching Your Candidates
    • Interests +Abilities = Strengths
    • Key Accomplishments
    • Story telling
    • Solve the manager’s problem / challenge
    • Core Competencies (Values)
            • Accountability
            • Customer Service
            • Effective Communication
            • Integrity/Ethics
            • Winning Attitude
    • “ Focused on our Employees' Success ”
    • Recruiting & Selection
    • Employee Development
    • Succession Planning
    • Retention
    • Culture Building (examples)
    • “ Best Places to Work in Rhode Island” third consecutive year!”
  • Ericsson Telecommunications
      • Competency-based Hiring, Evaluations, and Development
    • Human Competence
      • Communication
      • Creativity
      • Leading Change
      • Teambuilding
      • Decision Making
    • Business Competence
      • Customer Orientation
      • Entrepreneurship
      • Finance
      • Strategic Thinking
      • Operational Dev.
    • Technical/Professional Competence
      • Specific to role
      • Planning/Organization
      • Project Management
    • Individual Capacities
      • Self Esteem
      • Results Oriented
      • Intellectual Ability
  • Where are you going? See Clearly Consulting “Engage – Develop – Optimize”
  • Thank You! Joe Sommers President See Clearly Consulting “ Engage – Develop – Optimize” 214.538.0742 [email_address] www.linkedin.com/in/joesommers