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Training Workshop -The Art of Interviewing
Behavioural Event Interviewing / Targeted Selection
Workshop Ground Rules
During the workshop, remember to:
• Share openly
• Respect the other’s contribution
• Keep an open m...
Why Focus On Interviewing?
• Effective interviewing / selection helps identify people
who can and will do the job over a p...
Interviewing – Why Is It So Hard?
You have one hour or less to evaluate someone who:
• You probably have never met before
...
Interviewing – Why Is It So Hard?
You, as the interviewer:
• May be short on time
• May be occupied with tasks
• May not h...
Absence Of Effective Interviewing
Organization’s challenges:
• Hiring people that do not meet the organizational fit
• Hig...
Consequences Of A Poor Hiring Decision
Higher Cost:
• Recruitment Fees
• Separation Costs
• Training Fees
Disruption:
• Ti...
Cost of Poor Selection
A hiring mistake costs 40% - 60%
of the position’s
annual compensation.
……as per study.
Exercise -
What Makes An Effective Interview
• For the interviewer, what makes an effective interview ?
• For the intervie...
For the Interviewer, What Makes An
Effective Interview
• Preparation : the candidate’s resume is read thoroughly and
quest...
For the Interviewee, What Makes An
Effective Interview
• The interviewer is confident, enthusiastic, approachable
• The ca...
Common Selection Problems
• Lack of preparedness by the interviewer: has not read
the resume, not prepared questions
• Lac...
A Solution ...
Targeted Selection / Behavioural Event Interviewing
Aims to help hire the best fit candidate by :
• Buildin...
Behavioural Event Interviewing:
What Is It?
An interviewing technique that is based on
three fundamental principles:
• Eva...
Behavioural Event Interviewing
• First Principle:
It is essential to identify the required capabilities for the
job, and e...
What To Look For In Candidates – Functional
Capabilities
Functional capabilities are specified in Job Descriptions:
• Key ...
What To Look For In Candidates – Behavioural
Capabilities
• Behavioural capabilities are linked directly to the job/ role
...
Behavioural Event Interviewing
• Second Principle:
Past behaviour and achievement is the best predictor of
future behaviou...
Past Behaviour Is The Best Predictor Of Future
Behaviour
If a candidate makes the following statements in an
interview, wo...
Behavioural Event Interviewing
• Third Principle:
Ask the right questions:
• Questions must generate specific examples of ...
Behavioural Event Interviewing – Asking The
Right Questions
The right questions are ones which obtain specific
examples (a...
• Introduce a general area or topic to discuss with the
candidate
• Are open ended – i.e cannot be answered in one word –
...
Examples:
• Tell me about the most challenging project you have
been involved with at your current job
• Describe a situat...
Questions Which Probe For Background
Examples:
• Describe your department’s organization and how you fit
into it.
• Who in...
Questions Which Probe For Actions
• Are follow up questions from Data Gathering questions
• Elicit more data /detail about...
Questions Which Probe For Actions
Examples:
• What did you actually do?
• How did this initiative start?
• What was the ve...
Questions Which Probe For Outcomes
Examples:
• What was the final result?
• What did you actually achieve?
• Specifically ...
Helping Gather Data - “STAR”
• STAR – a complete behavioural example
• Situation / Task = Why?
• Action = What done and ho...
Wrong Questions To Ask
• Leading Questions
• Closed Ended Questions
• Theoretical Questions.
Ineffective Questions
Leading Questions:
- The desired answer is provided in the question.
- Reflect the interviewer’s ass...
Ineffective Questions
Closed Ended Questions:
- The answer usually has a one-word response.
- Discourage expression and el...
Ineffective Questions
Theoretical Questions :
- Generate vague responses or “textbook” answers.
Poor:
“What should you do ...
Is What The Candidate Telling Me Real Or
Not?
Candidates who are fabricating tend to:
• Use the word “we” rather than “I” ...
Summary - Interview Preparation
Before the interview, be sure to:
• Read the job description for the position
• Be clear a...
Interview Structure
Here is a suggested structure:
• At the beginning, exchange pleasantries and establish a rapport:
- He...
Interview Structure (cont’d)
• Then proceed with the specific questions to target required job capabilities, and
any other...
38
Thank You.
Dhanyavad.
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Behavioural Interviewing Skills, 2012-2013

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Behavioural Interviewing Skills, 2012-2013

  1. 1. Training Workshop -The Art of Interviewing Behavioural Event Interviewing / Targeted Selection
  2. 2. Workshop Ground Rules During the workshop, remember to: • Share openly • Respect the other’s contribution • Keep an open mind • Be responsible for your learning • No mobile phones ! • No meetings ! • Have FUN !!
  3. 3. Why Focus On Interviewing? • Effective interviewing / selection helps identify people who can and will do the job over a period of time. • It is productive time invested.
  4. 4. Interviewing – Why Is It So Hard? You have one hour or less to evaluate someone who: • You probably have never met before • May be nervous and who therefore may not do themselves justice • May see the interview as a “game” in which to sell themselves and their achievements in a far more positive way than is the case in reality.
  5. 5. Interviewing – Why Is It So Hard? You, as the interviewer: • May be short on time • May be occupied with tasks • May not have had time to prepare • May be preoccupied with managing the interview process than actually evaluating the candidate Little wonder then that interviews so often result in hiring the wrong candidate! The challenge: An interview will always involve a judgement – but how to make this judgment as objective as possible?
  6. 6. Absence Of Effective Interviewing Organization’s challenges: • Hiring people that do not meet the organizational fit • High employee turnover - low morale • Disrupted customer service / threat of losing business • Focus of leaders on filling positions • Lack of time for coaching & contributing to goals • Increasing pressure to achieve goals • Costs of hiring.
  7. 7. Consequences Of A Poor Hiring Decision Higher Cost: • Recruitment Fees • Separation Costs • Training Fees Disruption: • Time & Energy Spent Recruiting • Reduced Efficiency Lower Performance: • Service • Quality • Productivity and teamwork.
  8. 8. Cost of Poor Selection A hiring mistake costs 40% - 60% of the position’s annual compensation. ……as per study.
  9. 9. Exercise - What Makes An Effective Interview • For the interviewer, what makes an effective interview ? • For the interviewee, what makes an effective interview? • What barriers prevent you from conducting an effective interview?
  10. 10. For the Interviewer, What Makes An Effective Interview • Preparation : the candidate’s resume is read thoroughly and questions are prepared • The interviewer knows what to look for in candidates • The candidate does most of the talking, but the interviewer controls the interview • The interviewer asks the right questions in order to evaluate the candidate accurately • There is enough time for the interview • The candidate is briefed fully about the role and the company.
  11. 11. For the Interviewee, What Makes An Effective Interview • The interviewer is confident, enthusiastic, approachable • The candidate is made to feel comfortable and attended to • The interviewer listens to the candidate and does not interrupt • The interviewer allows time for the candidate to ask questions • The candidate’s questions and comments are dealt with effectively • There is enough time for the interview • The interviewer briefs the candidate fully about the role and the company.
  12. 12. Common Selection Problems • Lack of preparedness by the interviewer: has not read the resume, not prepared questions • Lack of structured, consistent approach • Lack of focussed questions • The candidate talks too little • The interviewer talks too much • Interviewers overlook organizational fit • Lack of data gathering during the interview • Lack of exchange of notes among interviewers.
  13. 13. A Solution ... Targeted Selection / Behavioural Event Interviewing Aims to help hire the best fit candidate by : • Building the selection process around job requirements • Obtaining accurate behavioural information to predict future behaviour • Eliminating inconsistencies • Equal treatment of all candidates.
  14. 14. Behavioural Event Interviewing: What Is It? An interviewing technique that is based on three fundamental principles: • Evaluate candidates against job capabilities • Past behaviour is the best predictor of future behaviour • Ask the right questions.
  15. 15. Behavioural Event Interviewing • First Principle: It is essential to identify the required capabilities for the job, and evaluate candidates against these capabilities in a targeted way: • Functional capabilities • Behavioural capabilities.
  16. 16. What To Look For In Candidates – Functional Capabilities Functional capabilities are specified in Job Descriptions: • Key functional capabilities are: • Education: Is a degree/MBA required? • What languages are required? • Technical or professional qualifications: • Are particular medical qualifications required? • Does the job require IT skills? • Does the job require other specialist skills? • Work experience: • What industry / sector / skills experience is required? • Must the candidate have worked overseas? • Must the candidate have lead a large team?
  17. 17. What To Look For In Candidates – Behavioural Capabilities • Behavioural capabilities are linked directly to the job/ role • Desired behaviours to perform the job / role successfully • Part of Job Description • Also called Competencies.
  18. 18. Behavioural Event Interviewing • Second Principle: Past behaviour and achievement is the best predictor of future behaviour and achievement: • What people do or have done is a far better measure of them than what they say ! • What people have actually achieved in the past is the best predictor of their future capability.
  19. 19. Past Behaviour Is The Best Predictor Of Future Behaviour If a candidate makes the following statements in an interview, would you accept them at face value? • My weakness is that I sometimes push my people too hard, because I like to get things done • I’m a strong leader • I’m a good team player • I left my last job because I was looking for a new challenge • I like working with people • I really like the kind of opportunity you have • I like interacting with people / customers • I left my last job because I was looking for a new challenge • I’m attracted to working for an organization that helps people.
  20. 20. Behavioural Event Interviewing • Third Principle: Ask the right questions: • Questions must generate specific examples of what the candidate has done or achieved in the past • Specific Example = Action + Outcome (use the “STAR” concept) • Candidates should be selected on the basis of how well these examples of past behaviours and achievements match the required capabilities of the job.
  21. 21. Behavioural Event Interviewing – Asking The Right Questions The right questions are ones which obtain specific examples (action + outcome), from the candidate’s past achievements, of the capabilities you are looking for in the job. The Right Questions To Ask: • Questions Which Gather Data • Questions Which Probe For Background • Questions Which Probe For Action • Questions Which Probe For Outcomes.
  22. 22. • Introduce a general area or topic to discuss with the candidate • Are open ended – i.e cannot be answered in one word – “ yes” or “no” • Get the candidate to talk about what they have done in the past • Are usually in the past tense • Are succinct but specific. Data Gathering Questions
  23. 23. Examples: • Tell me about the most challenging project you have been involved with at your current job • Describe a situation in which you had to overcome a major obstacle to accomplish an objective • What were your top three achievements in that job? • Give me an example of when you have demonstrated leadership. • What challenges did you face in that role? • Tell me about the most challenging project you have been involved in. • How did you approach that problem? Data Gathering Questions
  24. 24. Questions Which Probe For Background Examples: • Describe your department’s organization and how you fit into it. • Who initiated the project? Whose idea was it? • Did you lead the project or were you a team member? • Who else was on the team, and what role did they play? • What was the issue? • For how long were you involved with the initiative?
  25. 25. Questions Which Probe For Actions • Are follow up questions from Data Gathering questions • Elicit more data /detail about what the candidate actually did • Probe specifically : • What was the Action? • Who did What? • Most important questions to ask to determine whether the candidate has the required capabilities.
  26. 26. Questions Which Probe For Actions Examples: • What did you actually do? • How did this initiative start? • What was the very first step? • Take me through what you did, step by step. • Describe to me in detail what happened. • How did you respond to that challenge? • How did you approach that problem? • What did you do differently? • Walk me through the meeting. What happened first?
  27. 27. Questions Which Probe For Outcomes Examples: • What was the final result? • What did you actually achieve? • Specifically what financial results did you achieve? • Specifically what improvements resulted from your action? • Can you quantify for me the results you achieved? • What could have been done better? • What were the consequences of the action that you took?
  28. 28. Helping Gather Data - “STAR” • STAR – a complete behavioural example • Situation / Task = Why? • Action = What done and how done? • Result = Effect of Action?
  29. 29. Wrong Questions To Ask • Leading Questions • Closed Ended Questions • Theoretical Questions.
  30. 30. Ineffective Questions Leading Questions: - The desired answer is provided in the question. - Reflect the interviewer’s assumptions or preferences. Poor: “You like to keep busy all the time, don’t you?” Better: “Tell me about a recent time at work when you didn’t have much to do.” Poor: “Are you tactful when communicating with customers?” Better: ___________
  31. 31. Ineffective Questions Closed Ended Questions: - The answer usually has a one-word response. - Discourage expression and elaboration. Poor: “Have you ever had a bad customer service experience?” Better: “Tell me about your worst customer service experience.” Poor: “Do you think you would like to work here?” Better:
  32. 32. Ineffective Questions Theoretical Questions : - Generate vague responses or “textbook” answers. Poor: “What should you do when you disagree with a client?” Better: “Describe to me an instance when you disagreed with a client?”
  33. 33. Is What The Candidate Telling Me Real Or Not? Candidates who are fabricating tend to: • Use the word “we” rather than “I” when describing their achievements • Become vague or evasive when probed for specific examples of achievements • Try to change the subject • Adopt defensive non-verbal communication: - Avoid eye contact - Less re-assuring tone of voice - Fidget - Adopt a more “closed” body posture – eg, crossed arms.
  34. 34. Summary - Interview Preparation Before the interview, be sure to: • Read the job description for the position • Be clear about the required capabilities for the position: Functional capabilities Behavioural capabilities. • Read the candidate’s resume thoroughly • Prepare the questions you want to ask the candidate • Prepare information to share with the candidate about the job opportunity and the company • Prepare the physical arrangements – meeting room, etc.
  35. 35. Interview Structure Here is a suggested structure: • At the beginning, exchange pleasantries and establish a rapport: - Helps candidates relax and “be themselves” - Acts as a “bridge” to the interview process • Review the interview agenda with the candidate: - Explain the areas you would like to cover, and tell the candidate that he/she will have an opportunity to ask questions • Provide an overview for the candidate on: - Yourself - Your role - The job opportunity - The company Ask the candidate to provide a brief overview of their career so far, in no more than 5-10 minutes
  36. 36. Interview Structure (cont’d) • Then proceed with the specific questions to target required job capabilities, and any other areas you want to probe • Provide time at the end to address any questions the candidate may have • Explain to the candidate what the next steps will be, following the interview • Close.
  37. 37. 38 Thank You. Dhanyavad.

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