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New behavorial interviewing techniques to increase long term hires

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Direct from the 2012 International Alert Users Association Conference, Tom Ross, Chairman/CEO of Alert Management Systems, shares with members of the IAUA a presentation on behavioral interviewing techniques that will increase long-term hires. This is an essential presentation for members of the IAUA, users of Alert Easy Pro Management Software, and executives seeking to improve the quality of their workforce.

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New behavorial interviewing techniques to increase long term hires

  1. 1. Behavioral Interviewing to Increase Long Term HiresInternational Alert UsersAssociation ConferenceNovember 8-10, 2012Tom Ross, Chairman/CEO
  2. 2. 2012 Copyright Alert Management Systems All rights reserved. Printed in United States of America.No part of this document may be reproduced in any manner whatsoever without written permission from Alert Management Systems
  3. 3. My goal todayShare with you a great technique that will dramatically improve your success rate in hiring new people.
  4. 4. Agenda• Good people• Time-tested hiring process• Problems with traditional interviewing process• Unique approach• 7 easy steps• Live re-enactment
  5. 5. Hiring good people is critical to all organizations.
  6. 6. Winners • Will work hard • Help keep current customers • Help win new customers • Preserve our assets • Help find better ways of doing things • Net: Increase our profits
  7. 7. Losers • Drag the whole team down • Hurt customer relationships • Create hard feelings in work place • Require lots of management’s time – Remedial efforts – Terminating • Net: Depress our profits
  8. 8. Getting it right the first timeis worth the time and effort to do it right.
  9. 9. Traditional hiring process• Write job/company descriptions• Gather résumés• Phone interviews• In-person interviews• Probe claimed experiences/skills• Reference checks• Hiring decision
  10. 10. Conclusion: Great candidate
  11. 11. Then what happens, all too often?
  12. 12. Crash landing!
  13. 13. Why?(Generally unskilled without prior experience!)
  14. 14. Behavioral problems!• Work ethic• Careless• Can’t earn trust and confidence of customers• Teamwork issues• Slow learner• Can’t work independently• Integrity• Etc., etc.
  15. 15. Advertising example: Keebler Cookies & Crackers• Cookies Account Executive – Just promoted into job• New Products Account Executive – Doing a great job• Crackers Account Executive – Senior executive – Promoted into another position; needed to find his replacement
  16. 16. Example:Cracker AE Finalists
  17. 17. My new hire
  18. 18. Why?I had not determined hisbehavioral characteristics.
  19. 19. Direct questions don’t work• Are you a hard worker?• Are you a careful worker?• Are you customer oriented?• Are you a good team player?• Are you a quick learner?• Can you work on your own?• Are you honest?• Etc.
  20. 20. Why?• The questions reveal the answers desired.• The candidate will give us the answers we seek.
  21. 21. Need to understandbehavior before we hire, but how?
  22. 22. The answer: behavioral interviewing Robal Johnson
  23. 23. Robal’s advice• Be clear about your desired behaviors before starting the search• Put less emphasis on experience and skills specific to your business• Put more emphasis on behavior• Put more emphasis on basic intelligence/talents/attitudes
  24. 24. Example: counter person, skills & experience desired• Familiarity with rental business• Equipment knowledge• Computer literate• Local knowledge• Able to lift 65 (?) lbs.
  25. 25. Example: counter person, needed behavior• Build customer relationships• Build peer relationships• Inspire manager’s confidence• Get the work done quickly & efficiently• Suggest better ways of doing things
  26. 26. If these are the behaviors we want, what are the characteristics we should be looking for?
  27. 27. Desired Behavioral Characteristics• Strong work ethic• Ability to earn trust and confidence of customers• Strong team player• Able to work independently• Knows when to ask for help• Quick learner, responsive to supervision• Strong Initiative• Safety conscious• Protective of company assets• Integrity
  28. 28. Stage of Hiring Process• Write job/company descriptions• Gather résumés• Phone interviews• In-person interviews• Probe claimed experiences/skills• Reference checks• Hiring decision
  29. 29. Robal Johnson’s Approach: Behavioral InterviewingGet the candidate to reveal normal behavior during the interview
  30. 30. How?Seven simple and easy steps !
  31. 31. Seven Simple and Easy Steps Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  32. 32. Step One Great indirect questions Make the candidateLook for completely comfortable 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  33. 33. What’s wrong with this picture?
  34. 34. Step Two Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  35. 35. Explain why you set the resume aside • “You appear to be fully qualified for this job.” • “I just want to get to know you better.”
  36. 36. Step Three Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side “Please tell me a little about yourself.” 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  37. 37. Step Four Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  38. 38. What does this accomplish• Serves to further relax candidate – As candidates relax they will start to exhibit their normal behavior• Get candidates to tell their life story, starting early in life
  39. 39. Step Five Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, 4 Critical startingindirect probes question After a minute or two interrupt
  40. 40. Question samples• Interesting, then what?• Why?• How did you decide that?• How did you cope with that?• What did that feel like?• Etc.
  41. 41. Step Six Great indirect Questions Make the candidate completely comfortableLook for 7 1behavioral cluesin interviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  42. 42. Behavioral Clues• Speech patterns - Direct? Detailed? Energetic? Other?• Self image• What a person likes to talk about• Specific contributions• How treats others
  43. 43. Step Seven Great indirect questions Make the candidate completely comfortableLook for 7 1behavioral clues ininterviewing 6process 2 Set resume side 5 3Thereafter, ask onlyquick, short, indirect 4 Critical startingprobes question After a minute or two interrupt
  44. 44. Sample Questions• Last job. Likes, dislikes• Contributions• Attractions of this job• Admired people• Proudest achievements• Career goal. How to achieve.
  45. 45. More Samples• “Ruling passion”• Reading habits• Life goals• Work area• How decisions reached• Reactions to setbacks/criticism• Dealings with unreasonable clients
  46. 46. End Result a Great indirect questions Make the candidate is t completely comfortable atLook for 7 h m fi n 1behavioral clues ininterviewing t r ire -te atio 6process t H ng niz 2 Set resume side rea Lo rga G at e ur O r o G y 5 or 3Thereafter, ask onlyquick, short, indirectprobes f 4 Critical starting question After a minute or two interrupt
  47. 47. Additional Key Considerations• Reference Checks• Legal Considerations
  48. 48. Reference checks• At least one reference not supplied by the candidate• Give the reference “permission” to tell the truth
  49. 49. Legal Considerations• Be mindful of legal restrictions• Advantage of this approach – don’t ask specific questions• Link http://humanresources.about.com/od/ interviewing/a/interview_quest.htm
  50. 50. Interview re-enactment: Kara Lawrence• Prior – 69 resumes reviewed – 20 phone interviews – 50-75% of in-person interview already conducted with Kara • All with probes, no direct questions• Now – Time for some important specific indirect questions
  51. 51. Re-enactment
  52. 52. Summary1. Make the candidate comfortable2. Set résumé aside (verify later)3. “Please tell me a little about yourself…”4. Interrupt! “Great, but go back to your early life…”5. Indirect probes. “Then what?” “How come?” “How did you arrive at that decision?”6. Look for behavioral clues in life story7. “Indirect” questions: Ruling passion, reactions to setbacks, etc.
  53. 53. How can we be sure thatwe are doing a good job of interviewing?
  54. 54. Make certain that thecandidate does 90% of the broadcasting
  55. 55. Same approach for all contacts • Phone screening • In-person interview
  56. 56. Closing Thoughts• Fire fast; hire slowly• Beware of immediate impressions• Have more than one interview• Have more than one interviewer• Put more emphasis on behavior• Put less emphasis on experience and current skills• Hire for basic intelligence/talents/attitudes• Be willing to invest in training
  57. 57. Suggested additional step: drug testing• Inform up front• Test at end of process• Test everyone• $30 to $40 per test
  58. 58. Background Checks• Ready sources – Sentrylink, Lexisnexis• Inexpensive ($20)• Potentially very important – Felonies – Misdemeanors – Sex offenses – Credit checks & more
  59. 59. Truism“Never time to do it right, but there is always time to do it over.”
  60. 60. Questions? Comments? Discussion?
  61. 61. Thank You.
  62. 62. Possible additional step: Personality testing• Management Resource Group – (800) 249-2443, www.mrgpeople.com• Career Partners International – (800) 686-5999, www.cplworld.com• Buros Center for Testing – (402) 472-6203, www.uni.edu/buros• American Psychological Association – (800) 374-2721, www.apa.org
  63. 63. Personality Testing• Determine ideal characteristics• Don’t shop on price• Pre-test with successful employees• Professional interpretation• Validation
  64. 64. 2012 Copyright Alert Management Systems All rights reserved. Printed in United States of America.No part of this document may be reproduced in any manner whatsoever without written permission from Alert Management Systems

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