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Behavioral Interviewing


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Published in: Business
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Behavioral Interviewing

  1. 1. Behavioral InterviewingMore Than a Gut Feeling Jonathan “JJ” Jarrell, PHR Regional Human Resource Manager Customized Distribution
  2. 2. Brainstorm:Interview Questions
  3. 3. Q1 What is the Most Widely Used Pre-employment test in America today? Answer: The interview
  4. 4. Q2 What is the Least Accurate Pre-employment test in America today? Answer: The interview (traditional)
  5. 5. Tell me a little about yourself. What is your greatest strength? What is your greatest weakness? Where do you want to be in 5 years?QUESTION S Downhill from here… If you could be any animal which would you be? Who are your role models?
  6. 6. Poor odds with high stakesMost Hiring Managers make their selectiondecision within the first 3 minutes of theinterview.Source: Harvard StudyMore than 75% of turnover can be traced backto poor interviewing and hiring practices.Source: Harvard StudyIf an untrained interviewer uses anunstructured interview format, then theprobability of hiring thebest applicant is less than 15%.Source: Michigan State University
  7. 7. Improving your odds The best predictor of future performance is past performance Using behavioral-based interview questions in conjunction with standard questions can improve the accuracy of selecting the best candidates over standard interviews by as much as 500%. Source: The Advisory Board Company
  8. 8. Advantages tousing past behaviorUsing behavior eliminatesmisunderstandings about a candidate’spast experiences.Using behavior preventspersonal impressions fromaffecting the evaluation.Using behavior reducesapplicant “faking.”
  9. 9. What is behavioral interviewing? A thorough, planned, systematic way to gather and evaluate information about what candidates have done in the past to show how they would handle future situations.
  10. 10. Why use behavioralinterviewing?Lower the high direct and indirectcosts related to hiring the wrongpeopleHigh-quality hires out-produce poor ones by 25-50%.An estimated 80% of turnover isdue to hiring mistakesA job that pays $48,000 can costup to $100,000to replace.
  11. 11. Why use behavioralinterviewing?It is based on competencies and behaviorscritical for success in a particular position.It is objective, so it helps eliminateunintentional biases.It is structured, with set questions that aredelivered to every candidate, in the samewording, in the same order and scored in thesame way.It focuses less on specific tasks a candidatehas done and more on his or her approachesto doing them, so it is effective even forcandidates with little or no actual jobexperience.
  12. 12. How is it different?“If you could choose to be any animal(tree, piece of furniture, etc.), whichwould it be?”“Where do you see yourself in 5years?”“What would you do if…?”“If you had an employeewho…how would you handlethat situation?” Hypothetical Answers Are Opinions
  13. 13. How to structure a behavioral interviewingprogramDetermine critical competencies.Develop questions (and follow-upquestions) to addresseach competency.Create a structured note-taking sheet forthe interview, including a candidateevaluation section.Train interviewers.Evaluate post-offer results.
  14. 14. Develop critical competenciesAccounting Associate General Manager• Customer Service • Customer Focus• Integrity/Ethics • Integrity/Ethics• Job Knowledge • Job Knowledge• Adaptability/Flexibility • Budgets/Cost Control• Dependability • Communication• Listening Skills • Decision Making/Judgment• Personal Organization • Leadership• Productivity • Managing for Results• Quality • Organizational Savvy• Teamwork • Planning • Results Focus • Team Leadership
  15. 15. Develop critical competenciesCustomer Service General ManagerRepresentative• Customer Focus • Ethics and Values• Written Communications • Business Acumen• Technical Learning • Problem Solving• Organizing • Process Management• Informing • Drive for Results• Time Management • Developing Direct Reports • Managing and Measuring Work
  16. 16. Develop behavioral-based questions toaddress the competenciesTeamwork Team Leadership• “Tell me about a time you • “Tell me about a time you were part of a great team.” were part of a great team.”• “What was your role in • “What was your role in making it great?” making it great?”• “What was the end • “What was the end result?” result?”
  17. 17. Develop behavioral-based questions toaddress the competenciesIntegrity/EthicsDeals with others in a straightforward and honest manner,is accountable for actions, maintains confidentiality,supports company values, conveys good news and bad.
  18. 18. Develop behavioral-based questions toaddress the competenciesDecision-Making/JudgmentRecognizes problems and responds, systematically gathersinformation, sorts through complex issues, seeks input fromothers, addresses root cause of issues, makes timelydecisions, communicates decisions to others.
  19. 19. Developing and analyzing answers To assess the quality of the candidate’s answers, use the “STAR” method: STAR Situation Task Action Result or outcomeIt provides a framework for both developing ananswer, and assessing the value of an answerto a behavioral interview question.
  20. 20. Evaluating candidate responses Tell me about a time when… STAR Situation Task Action Result or outcomeUse your competency definition to guide youMirror your performance rating system
  21. 21. Sample answer - communication “ Last year, we were bidding a big project, and I knew the proposal had to be especially well written. Not only did I make sure it was very clear, I tried to use some of the firm’s “lingo” in the proposal. I proofread it five times and some of the other people in the department read it for clarity. Several days after the client received it, they called and said that mine was the best-written proposal they had received and we were awarded the contract.”
  22. 22. False STARs or partial STARs Vague statements Opinions Theoretical or Provide no specifics future-oriented statements • I usually... • I was the most • I would, I would • I always... accurate in my have, I would like • We all class... to participated... • I think coaching is the most important characteristic
  23. 23. Taking Notes
  24. 24. Forgetting Curve 100% 98% 80% 60% 58%Retention 44% Retention 40% 37% 20% 0% 0 0.2 1.0 9.0 Hours
  25. 25. Taking notes TIPSthem you’ll be taking notes. • Inform • Slow the pace if necessary. • Use key words and phrases. • Avoid judgmental or evaluative comments.Purpose: To have an accurate andcomplete record of candidateresponses during the interview.
  26. 26. Create a structured note-taking sheet XYZ Food Distribution Candidate Evaluation Form Candidate Name: Position: Interviewed by: Date: Rating Scale: 1 = unsatisfactory, 2 = below average, 3 = average, 4 = above average, 5 = outstanding, N/A = not applicable Rating Element Rating CommentsCore Values:Customer Focus: Give me an example of when you were able to avoid a majorproblem because of the close communication you had with a customer orcoworker. Describe the last time you had to say no to a customer. Tell me about 1 2 3 4 5a situation in the past year where you had to deal with a very upset customer orcoworker.Integrity/Ethics: Tell me about a time when you conformed to company policyeven though you did not agree with it. Describe a work experience you had in 1 2 3 4 5which you had to speak up and tell other people what you thought or felt whenyou knew it would be unpopular.Job Knowledge: In what ways have you helped your customer segment deal withchanges in the industry? Tell me about an area you got into at work where you 1 2 3 4 5had no experience. What did you do about addressing this inexperience?Competencies:Communication: Describe a situation in which you got people to change from theway they were doing something to the way you suggested. Tell me about thetoughest negotiating (or selling) situation in which you succeeded. Tell me about 1 2 3 4 5the one in which you were unsuccessful. How will you address the challenge ofmaintaining clear and frequent communication among geographically diverseteam members?Decision-Making/Judgment: Give me an example of a problem you faced at workand tell me how you solved it. Tell me about a problem at work that you were 1 2 3 4 5unable to solve. What was the last bad decision you made at work? Describe theprocess by which you made a difficult decision at work.Budgets/Cost Control: Tell me about the last time you saved your employermoney. What have you done in your current job (last position) to increase your 1 2 3 4 5organization’s revenues? What have you done in your current job (last position)to reduce your organization’s operational costs?Team Leadership: Give me an example of when you felt you were able tomotivate a coworker. Describe a time when someone on your team was not doing 1 2 3 4 5his/her share of the work. What did you do? Tell me about the last time you hadto create a sense of urgency to get a team or individual motivated again.
  27. 27. Train interviewers 2-3 day training (DDI Targeted Selection) • Two full days building foundation for interviewing technique – Writing questions, categorizing answers, etc. • Day three is practice with ‘live’ applicants In-House Training by You • We can discuss further options Just in Time Training • Work with managers to review process 1-2 days ahead of the interview
  28. 28. Evaluate post-offer results• Better retention rates?• Better performance?• Higher productivity?• Other industry- or organization- specific benchmarks
  29. 29. Connect With Me