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SESSION 3: The Value of Behavorial Interviews: learn how to interview to …


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You have probably read a lot about interviewing and how important it is to “get to know” the candidate face-to-face. The problem is that most interviews turn out to be a conversation rather than a fact-gathering activity. In this session, learn how to create questions that really get to the heart of what you need to know to make a hiring decision.

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SESSION 3: The Value of Behavorial Interviews: learn how to interview to …

  1. 1. AffintusThe Value of Behavioral InterviewsOctober 19, 2012 | Paula A. Soileau, CPA ©2012 Affintus, LLC
  2. 2. The Lunch and Learn Talent Series  The Value of Talent – Costs of Hiring  The Limits of Education and Experience  The Value of Behavioral Interviews
  3. 3. Challenges  Most interviews are conversations  Many companies interview too many people  Many interviews are too long, hard to manage  Managers often not trained on behavioral interviews  Managers settle for “good enough”  Process is long, hard to differentiate between “good” and “great”  People have biases  we are drawn to what is most familiar, what is most like us which does not always reflect what is best in certain jobs  Often rely on subjective “data” (i.e., resume, LinkedIn profile)
  4. 4. Behavioral Interviews  A dynamic approach to the interview  An interview process to learn about candidate’s past behavior at work  Understand what they “did” not “would do”  Specific questions for specific jobs  Focus on important aspects in this job  First-impression management
  5. 5. Step 1 Understand the job  Review the job description  Decide what the job requires  Focus the interview questions only on critical aspects of the work
  6. 6. Step 2 Write behavioral questions  Describe a job-related scenario that relates to a critical aspect of the work.  Describe in detail actual events that have occurred on the job, or  Describe in more general terms situations that routinely happen on the job.
  7. 7. Step 2 Typical Interview Question Please tell me a little about how you would handle several projects at one time.
  8. 8. Step 2Behavioral Interview Question This job requires the employee to manage several projects during the same time frame. Tell us about a time when you were required to complete multiple assignments in the same time period. How did you handle the situation? Please be specific about the number of assignments, the actions you took, and the result.
  9. 9. Step 2 Typical Interview Question How do you handle conflict at work?
  10. 10. Step 2Behavioral Interview Question As in most organizations, sometimes conflicts come up with a customer or with a co-worker. Please tell us about a time when you encountered a conflict at work and you helped to resolve it. What was the conflict, how did you address it, and what was the outcome?
  11. 11. Step 3 Create a rating scale 1- 5 scale and define criteria for each rating Rating of 5 assigned when candidate’s response shows extensive aptitude for resolving differences. Key behaviors included should include:  Directed discussion toward identifying common interests and possible solutions;  Involved all parties in development of alternatives that fulfilled their interests and needs;  Helped all parties understand the key issues from others’ perspective; and,  Resolved the differences in a way that each person felt his or her concerns were respected and addressed.
  12. 12. Step 3 Create a rating scale 1- 5 scale and define criteria for each rating Rating of 3 assigned when candidate’s response shows adequate aptitude for resolving differences. Key behaviors demonstrated should include:  Listened to all parties and impartially re-stated and acknowledged all positions,  Clearly identified areas of agreement and disagreement, and focused on those issues in need of resolution,  Identified and collected all necessary information relevant to the differences, and  Identified circumstances necessary for a successful resolution to occur.
  13. 13. Step 3 Create a rating scale 1- 5 scale and define criteria for each rating Rating of 1 assigned when candidate’s response shows little skill or success in resolving differences. Key behaviors demonstrated may include:  Does not appear to have considered all positions equally;  Made little attempt at unbiased mediation of the differences in opinion; and/or,  Allowed differing parties to “work it out among themselves.”
  14. 14. Step 4 Educate Interviewers  Teach the interviewers about the advantages of behavioral interviewing  Use the same interviewers for all interviews in a job  Make sure the interviewers take notes  Compare candidates to the scale, not to each other
  15. 15. Structure the Interview  Use behavioral interview questions  Rate each answer using a scale  Train interviewers to take notes  Remember the limits of an interview
  16. 16. Week 1 - High Costs of Hiring –Pressure to “get it right” SAMPLE CALCULATION a) Number of Employees 2011 100 b) Estimated placements in 2011 # of hires or placements 15 c) Average Turnover Rate 15% =b/a d) Average Annual Salary $ 40,000 e) Average cost per placement 25% % of salary f) Cost of Placements 2011 $150,000 = (.25 X d) X b
  18. 18. Week 1 – Costs of Hiringimpact business results  Turnover rate  Number of hires in a year  Time to learn job / ramp up  Time to hire / time positions vacant  The hiring process itself (efficient vs. inefficient)  Average salary
  20. 20. Don’t Believe EverythingYou Read! MANY RESUMES CONTAIN ERRONEOUS INFORMATION
  21. 21. … even on LinkedIn!  46% Profiles out of date  10% Career info embellished  30% Don’t know people in their network
  22. 22. TRUE or FALSE?DECISIONS BASED ON Validity Source of candidate information INTERVIEWS HAVE 1.0 ABOUT THE SAME 0.9 SUCCESS RATE AS 0.8 FLIPPING A COIN 0.7 Cognitive Ability + Behavioral / Personality .67 Cognitive Ability + Structured Interview .63 0.6 Cognitive Ability + Work Sample .60 Work Sample Tests .54 0.5 Cognitive tests .51 Structured Interviews .51 Job Knowledge .48 0.4 Personality Test .40 0.3 References .26 Unstructured Interviews .18 0.2 Years of Job Experience .18 0.1 Years of Education .10 Interests .10
  23. 23. Week 2 Trust me… Experience ≠ Success on the Job
  24. 24. Better (and Faster) Hiring  Clarify requirements and needs of the job  Be clear on what the job is and is not (don’t use a moving target or “figure it out later” approach)  A Job Description is useful!  Analyze top performers  Apply objective process first, then more subjective criteria later  Reduce reliance on the resume - self-reported, subjective  Understand limitations of resumes and interviews  Look for “natural” talents and abilities; skills can be taught  Structure interview  Behaviorally-based questions – example of when candidate did X  Take notes, rate responses  If there are personality “quirks”, don’t think you will change or “fix” the person later – consider how important or unimportant - be honest ** Bonus – when hiring, help managers plan entire process (schedule upfront) – use key human capital metrics to improve results
  25. 25. Think like Southwest and Apple… even if you are small. Figure out what makes your stars shine Select people with star skills and abilities Train employees Companies with formal training programs financially outperform their competitors Create an “agile” workforce
  26. 26. Instead of experience…  Use technology to save time and money  Add science to the process  Pay attention if your gut says, “No!”  Dig deeper if your gut says, “Best ever!”  Use data, not self-reports
  27. 27. Week 3 Structure the Interview  Use behavioral interview questions  Rate each answer using a scale  Train interviewers to take notes  Remember the limits of an interview
  28. 28. Better Hiring ImpactsBusiness Results 50% 10%
  29. 29. AffintusGreat people data. Great business | Paula A. Soileau, CPA | 866-429-4351 #affintus Please Visit Our Blog! ©2012 Affintus, LLC