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Behavioral Interviewing & Competency Development St. Gabriel in Transition Charlotte, NC Thursday, August 20th Kind invitation of: Bill Conwell Presenter: Mauro “MAC” Calcano www.getmyprofile.com/mcalcano www.facebook.com/MAC.Calcano
Behavioral interviewing is a style of interviewing that was developed in the 1970's by industrial psychologists. Behavioral interviewing asserts that the accurate predictor of future performance is past performance in a similar situation.
Renewed use of B.I. (behavioral interviewing) is due to employers wanting to achieve “right hire” in terms of cost to the company. It is estimated that ‘the wrong hire” cost approximate 4 times the annual salary of a prospective candidate ( i.e. recruiting , lost productivity, training and importantly effect on the organization).
Behavioral interviewing emphasizes past performance and behaviors. As a consequence, candidates unprepared for the rigor of behavioral interviewing have not fared well. In a traditional interview, you will be asked a series of questions which typically have straight forward answers like
Tell me about yourself. What are your strengths and weaknesses?
Companies that employ this technique have predetermined the skill sets (competencies) that are required for the position. Therefore behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. The logic is that how you behaved in the past (your skills) will predict how you will behave in the future i.e. past performance predicts future performance.
These skills could include: decision making and problem solving, leadership, motivation, communication, interpersonal skills, planning and organization, critical thinking skills, team building and the ability to influence others.
The company determines the skill sets by doing a detailed analysis of the position. As an example:
What are the necessary skills to do this job?
What does a successful candidate look like?
What would make an unsuccessful candidate in this company?
demonstrates a strong commitment to organizational success
Works to do what is best for all stakeholders.
Understand the meaning and implications of key financial indicators
Manages overall financial performance
Leads sound financial processes tailored to maximize profitability
Assigns clear authority and accountability
Manage change, while maintaining operating effectiveness
Integrates efforts across units and functions,
monitors results, tackles problems directly and with urgency
The interview - Once you have landed the interview, keep in mind the following points. 1.) ALWAYS be detailed and specific. You should have developed three stories that illustrate your past performance for every question asked. Remember, it is about PERFORMACE in that the interviewer will be operating under the premise that "past performance in a similar setting is the best predictor of future performance." 2.) The best way to accomplish this is to use the three-step approach Explain the Situation or Task (Context) Action – what exactly did YOU do Result or outcome for the company (use figures, %, etc) The example - you might recount a time when communication within your work group had broken down (situation). To resolve the problem, you organized informal lunch meetings for people to discuss relevant issues (action). Morale then improved, as did the lines of communication (result).
Preparation: Research the Company . 40% of recruiters cite “lack of company knowledge” as the most-common interview mistake. The pitfall is being unprepared and the behavior is that if you come to an interview unprepared, you will do the same on the job. Know yourself . Think about a time when you felt successful and the challenges you overcame. What were the behaviors? You can use this information to answer situational or behavioral questions. Your research should also help you determine company expectations, the environment (cultural fit) and the opportunities you are looking for – BE CAREFUL OF CANNED RESPONSES. Know what to ask . Develop a list of probing questions to ask the interviewer. The level of questions will reflect your own depth and what is important to you. You may want to ask what is the organization‘s strategic plan? What is the best reason to work there? What are the major challenges and priorities in the position? Why is the position open? What challenges does the company face? What characteristics would a successful person in this position have? How frequently is the position evaluated? When will a decision be made?
Prepare answers to routine and common questions . Interviewers typically ask questions about your educational background, character traits, management ability, suitability for the job, salary history and requirements, experience and hobbies. Use your answers to these questions to enhance your abilities, skills and performance by emphasizing your work related experiences that match the employer’s needs and job fit. Rehearse your delivery. Practice interviewing with a friend or mentor. If possible, videotape your responses and review the result. Then, work to improve your performance. Rehearse before a mirror and check facial expressions, nervous gestures and body language. Smile confidently, hold your chin up, sit upright with your arms open and relaxed. Stick to your message . Choose major points (three good reasons why you are an outstanding candidate) that you want to communicate and stay on target. Be flexible to adapt to normal conversation. Jump in when appropriate and address the last speaker by name. Instead of “I guess I have a question,” use direct “who, what, when, where, why questions.” Use powerful succinct questions that demonstrate how you coach, analyze, solve, lead and listen. Always speak to the future. You didn’t leave a job because it offered little growth; rather, you’re moving on in search of new opportunities. Don’t blame others or criticize past supervisors or companies. Ask what happens next. Send a thank you note immediately after the interview.
Behavioral Interviewing – In order to understand behavior, these are the types of probes you should prepare for. Looking For Behaviors that Revolve Around Leadership: 1.) Tell me about a time when you accomplished something significant that wouldn't have happened if you had not been there to make it happen. 2.) Tell me about a time when you were able to step into a situation, take charge, muster support and achieve good results. 3.) Describe for me a time when you may have been disappointed in your work. 4.) Tell me about a time when you had to discipline or fire a friend. 5.) Tell me about a time when you've had to develop leaders under you. Looking For Behaviors that Revolve Around Initiative and Follow-through: 1.) Give me an example of a situation where you had to overcome major obstacles to achieve your objectives. 2.) Tell me about a goal that you set that took a long time to achieve or that you are still working towards. 3.)Tell me about a time when you won (or lost) an important contract. 4.)Tell me about a time when you used your political savvy to push a program through that you really believed in. 5.) Tell me about a situation that you had significant impact on because of your follow-through.