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Similar to Here are some tips for handling a "Silent Sam" situation:- Take a calm, patient approach. Don't rush the applicant.- Give them time to think by taking a calculated pause of 10-15 seconds of silence. - You can prompt them with open-ended questions like "What are you thinking about?" or "Take your time, any situation come to mind?"- Reassure them it's okay if they need more time. Remind them past experiences are what we're looking for.- As a last resort, you can offer to move on to the next question if they're truly stuck. But try probing further first before giving up.The key is remaining
Similar to Here are some tips for handling a "Silent Sam" situation:- Take a calm, patient approach. Don't rush the applicant.- Give them time to think by taking a calculated pause of 10-15 seconds of silence. - You can prompt them with open-ended questions like "What are you thinking about?" or "Take your time, any situation come to mind?"- Reassure them it's okay if they need more time. Remind them past experiences are what we're looking for.- As a last resort, you can offer to move on to the next question if they're truly stuck. But try probing further first before giving up.The key is remaining (20)
Here are some tips for handling a "Silent Sam" situation:- Take a calm, patient approach. Don't rush the applicant.- Give them time to think by taking a calculated pause of 10-15 seconds of silence. - You can prompt them with open-ended questions like "What are you thinking about?" or "Take your time, any situation come to mind?"- Reassure them it's okay if they need more time. Remind them past experiences are what we're looking for.- As a last resort, you can offer to move on to the next question if they're truly stuck. But try probing further first before giving up.The key is remaining
- 1. How to select, interview and hire the best people Ben Crenca Human Resources Intern
- 2. Objectives: Why are we here? To learn and put into practice Behavioral Descriptive Interviewing To engage in discussion with each other Understand what is needed to hire quality candidates Describe and define the behaviors needed to be a good caretaker at Keswick-Multicare
- 3. Program Overview Session 1 – Theory and Discussion Welcome! Competencies and Behaviors Ins and Outs of BDI The STAR Method Good STAR/Bad STAR Recognizing Behavioral Questions and Statements Planning and Opening the Interview Unlawful Questions Probing Effective Note Taking Closing the Interview Session 2 – Practice Quick Recap Six Steps to a Successful Interview Divide into Teams of 2 or 3 Put into practice what we discussed in the first session Best Practices Feedback/Discussion
- 4. What is a Competency?
- 5. Competency A competency is an individual’s ability to do something “Core competencies are key, essential job duties that must be performed in a highly satisfactory manner by the person(s) performing the job.” (UTSA, 2014) What are some core competencies that we can think of for Nurses, GNAs, etc… ? http://www.onetonline.org/link/summary/29-1141.00
- 6. KSAO KSAOs are Knowledge, Skills, Abilities and Other Made famous by an I/O psychologist by the name of David McClelland in the 1960s KSAOs give you a broad description of the individuals enduring characteristics Allow the organization to hire based on the specific mission Let’s take a look at Keswick’s Mission Statement….
- 7. Keswick’s Mission Statement And Core Values Keswick’s mission is to provide compassionate, quality care to the residents and individuals served, along with sensitivity and understanding to family members. Our goal is to provide a complete continuum of long-term care that encompasses the community/home, assisted living, day care, and nursing care. Keswick is committed to providing quality care through innovative and futuristic approaches to older adults of all races and creeds. Core Values Commitment To Quality Care Integrity and Accountability Compassion, Sensitivity, Respect Improving Our Community The question remains, is this what we are hiring for?
- 8. What is Behavioral Descriptive Interviewing?
- 9. Behavioral Descriptive Interviewing Behavioral interviewing consists of a series of probing questions designed to discover if you have used the behaviors identified in your competency profile. It is based on the premise that if you have used a behavior (competency) in the past, you will most likely use it again in the future. “Past behavior is the best predictor of future success” – Dr. Jody Inglefield
- 10. Why BDI? Effective - Past behavior predicts future performance Objective - What you did and how you did it Legal - candidates are assessed on the same skills and competencies Transparent - Openness about skills and competencies sought
- 11. Why BDI? For Selection Accuracy To improve selection accuracy, we need to avoid Type 1 and Type 2 hiring errors Bad Hires = more stress for you!
- 12. Cost Analysis of Interviewing Unstructured Interviews Structured BD Interviews 120 hires in the next two years $734.36 per hire $734.36 x 120 hires x 2 years tenure = 176, 246.40 Total Dollar Cost Take time to interview each of the 3 applicants per position at 1 hour per applicant 1 hour x $25 an hour x 360 applicants = $9,000 + $8,000 for HR and Training $17,000 total dollar cost
- 13. Why BDI? For Interview Relevance Because of the consistency, BD interviews stay relevant and to the point All applicants are asked the same questions Top-quality applicants appreciate an interview that probes their specific accomplishments
- 14. Why BDI? For Interview Fairness BDI approach adopts the spirit of job relatedness for selection fairness Focus on the accomplishments and keep the interviewed structured
- 15. Job Related, Structured Interview Most effective questions are a reflection of what needs to be done Desirable Traits! What we need: 1. Up-to-date Job description 2. Developed core competencies and organize tasks 3. Convert job tasks into meaningful questions Example: Standard Question: What are your goals? BDI Questions: What is your primary goal and what did you do to achieve it last year?
- 16. The STAR Method
- 17. The S.T.A.R Method The STAR method is a structured manner of responding to a behavioral-based interview question by discussing the specific situation, task, action, and result of the situation you are describing. Let’s use the question we posed in a few slides before for an example of The STAR method What is your primary goal and what did you do to achieve it last year?
- 18. S Situation Specific, Specific, Specific A description of the situation of the goal that needed to be accomplished Bad STAR: “I wanted to be a better employee so I did” Good STAR: “It was my goal to become a better employee at work when we were understaffed for the summer months”
- 19. T Task What was the task? What was the plan? Bad STAR: “I wanted to help with the understaffing” Good STAR: “We had a lot of turnover last year so I cleared most of my schedule to help out more around my workplace”.
- 20. A Action What did the applicant do to reach this goal? What were their specific contributions Look for them using “I” instead of “we” No TEAM in BDI, but there are a few I’s Bad STAR: “We worked longer hours” Good STAR: “I picked up some shifts that I normally would not be available for to make-up for the staffing issue. I wanted to make sure things ran smoothly at work”
- 21. R Result Describe the outcome of your actions What did you learn? What did you accomplish? Look for a selfish answer Bad STAR: “We fixed the problem with staffing” Good STAR: “Even though it proved to be a lot physically and mentally, the staffing problem was fixed when administration hired new people. I was rewarded with my efforts with a pay raise and a promotion within my organization.
- 22. Exercise in STAR Following are going to be some answers an employee can give in an interview. I want you to tell me if the statement indicates a: Complete STAR Bad STAR (feelings, opinions, unclear statements, hypothetical statements, theoretical statements).
- 23. Someday I plan to get a masters degree so I can move up in my company. BAD STAR
- 24. I was really good at taking care of family member complaints. I dealt with the problems early before they became bigger problems. BAD STAR
- 25. Yesterday, the printer stopped accepting the roll of paper and I had to send a FAX immediately. I opened the back of the machine and found a disconnected wire. I pushed it back in and that seemed to do the trick. I was then able to send my materials on time. GOOD STAR
- 26. I was not able to fulfill my goal. If I had to do it all over again, I would have got with more experienced managers to learn how they would handle the problem. BAD STAR
- 27. It was my job to finish rounds for the night shift. I realized that a resident was not in their room. Immediately I reported a Code Silver to the switchboard. Within about 5 minutes the resident was found walking outside. GOOD STAR
- 28. Recognizing Behavioral Questions and Statements Answer Yes or No to the items on the Handout Are they a good behavioral statement/question or not?
- 29. How to Plan, Open, Conduct, and Close Behavioral Descriptive interviews
- 30. Planning- Question Writing Maximum vs. Typical Performance For the core competency, we need to figure out the importance of the maximum vs typical performance For the interview Typical performance dimensions Create question stems that best reflect the core competencies of the job “Dealing with Family Members of a Resident” After we ask that, we can ask some probing questions to get more out of the applicant (more on this later)
- 31. Opening the Interview Greeting the Applicant Smile Firm Handshake Physical Layout Welcoming environment Can you name some behaviors we should use while opening the interview? Small Talk? 2-3 minutes tops
- 32. A Structured Statement Set the tone and put the applicant at ease Example Shall we get started? My job title here is Unit Manager for Coggins 4 North. I have been with Keswick for 5 years now. As you know, I’m interviewing you today for a nursing opening. I would like to spend the next 30-45 minutes going over your background and qualifications. Than I will leave some time at the end for you to ask any questions you may have about Keswick. Sound good? One last thing: The questions we structured often ask you about a specific event in your past. Take your time when recalling such events. We are using these events to get to know you better….
- 33. Conducting the Interview – What to look for Successful Applicant Unsuccessful Applicant Listens carefully to the question Honesty Accepts responsibilities for past actions Knows how to ask follow-up questions Answers questions thoroughly but knows when to stop talking Passive and cautious Vaguness Quick to answer w/o thinking Poor communication skills Poor appearance No relevant experience
- 34. Unlawful Questions Lawful or Unlawful 1) Would you be able to work on weekends? 2) Tell me about your experiences at Smith Healthcare. 3) Do you have a significant other? 4) Which religious holidays do you observe? 5) Have you been convicted of a felony? 6) Can you drive?
- 35. Probing Asking follow-up questions to gain more insight on a specific topic Sometimes you will need to ask more questions because of the applicant’s demeanor Example: “Tell me a time you received constructive criticism” Follow-up: “What were the steps you took to correcting the problem?”
- 36. “Silent Sam” Situation: You ask your BDI question, and the applicant is either non-responsive or can not think of an answer. What do you do? Answer: Don’t rush! Let the employee think. Take a calculated pause (10-15 seconds). If the applicant looks uneasy, use an “you’re OK” statement. If this still does not work, try to restate the question Use different wording or emphasis
- 37. “Betty Bluff” Situation: You ask this candidate a question and they act like certain situations happen to everyone but themselves. What do you do? Answer: 1) Restate the question 2) Sympathetic Persistence Politely insist on obtaining BD information
- 38. “Slippery Sue” Situation: You ask a question and the candidate “slips” away from the question being asked. What do you do? Answer: Assumed Responsibility and a “youre okay” statement Do not use Assumed Responsibility more than twice in an interview. Usually Applicant should be able to get the message of what you want after the first time you use it.
- 39. Lets Practice! Interruption Game I need half the group to turn around away from the screen, the other half facing them while also facing the screen Group facing the screen, you are the applicant. Group facing away from screen, you are the interviewer Interviewer- ask a BDI question (If you need an example let me know), use Question Restatement, You’re okay statement, sympathetic persistence, or assumed responsibility to get the answer you need Applicant- One of the three interview personas will pop up on the screen. Act out these personas so that the interviewer can practice using their probing techniques
- 40. BETTY BLUFF Remember to act as if nothing happens to you Try to get them to use question restatement or sympathetic persistence
- 41. SLIPPERY SUE Answer questions as generally as possible. USE BAD STAR TECHNIQUES Typical and not specific We want the interviewer to use Assumed Responsibility
- 42. SILENT SAM Just don’t answer, seem uncomfortable We want the interviewer to use a “You’re Okay” statement or question restatement
- 44. SLIPPERY SUE Answer questions as generally as possible. USE BAD STAR TECHNIQUES Typical and not specific We want the interviewer to use Assumed Responsibility
- 45. SILENT SAM Just don’t answer, seem uncomfortable We want the interviewer to use a “You’re Okay” statement or question restatement
- 46. BETTY BLUFF Remember to act as if nothing happens to you Try to get them to use question restatement or sympathetic persistence
- 47. What did we learn? Thoughts?
- 48. Effective Note Taking We must record information if we are digging out crucial behavioral descriptive information This can either be done by taping the individual or by manual note taking Two principles of Note-Taking Do not try to record everything Keep notes limited to what applicant said/did
- 49. Closing the Interview Does not need to be lengthy, but should be precise and informative Ask the candidate closing questions “Do you have any other questions for us?” Answer any closing questions the candidate may have courteously and precisely Remember! It’s not over until its over. Everything the applicant says or does should be recorded from the greeting until you walk the candidate out of the door
- 50. Questions? Thoughts? After this we will move into putting what we learned into practice Divide up into teams of 2-3 Wait for following instructions
- 51. 1) Creating BDI Questions Let’s say we are interviewing a GNA Create 4-6 BDI Questions that you would ask a GNA Remember we need to develop competencies/traits for the job and convert those competencies into questions. Questions must be able to let applicant paint a picture for us
- 52. 2) Ask Questions Once you are done, switch questions with group next to you Each person take turn asking another person 2 questions from the list. Third group member, look out for the STAR method as well as probing opportunities when the “candidate” is answering their questions
- 53. 3) Group Think Let’s now come back together and discuss What are some core competencies, performance measures, etc… that we can use in questions
- 56. References Career Services at University of Deleware. (2014). Behavioral interviewing. http://www.udel.edu/CSC Department of Laboring, Licensing, and Regulation. (2009). Guidelines for pre-employment inquiries technical assistance guide - Interviews and applications for employment. DLLR’s Office of Fair Practices. Reviewed on March 17th 2015. http://www.dllr.maryland.gov/oeope/preemp.shtml Green, P. C., (2012) Understanding behavior based interviewing. Excerpted from: Action Speaks!: The Newest Ideas in Behavioral Interviewing. Media Learning International Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA. Keswick Mission Statement and Core Values (2014) www.choosekeswick.org Nestle Purina Careers. (2012) Behavioral Interviewing Slide Show. Nestle Purina Inc. Raven, J., & Stephenson, J. (Eds.). (2001). Competency in the Learning Society. New York: Peter Lang. Stewart, C. J., & Cash Jr., W. B. (2008) Interviewing: Principles and practices. McGraw-Hill, New York. UTSA Career Center (2010). http://www.utsa.edu/careercenter/ WQG Consulting Inc. (2010) Reviewed on February 17, 2015
Editor's Notes
- Figure out hours and how long each session will be GET-THAT-JOB-SUCCESS Copyright WQG Consulting Inc., 2010 Reviewed on February 17, 2015
- - Give time for Group to discuss
- http://www.utsa.edu/careercenter/ A core competency for a sales position may be much different than a core competency for a nursing position. Persistent/Pushy may be seen as a great trait for a sales person to have, in a caretaking facility, not so much They are specific to the job at hand, a reason why knowign the core competencies is so important Let the group name some core competencies, try to obtain a white board or an easel to write down some competencies Show the O*net
- Raven, J., & Stephenson, J. (Eds.). (2001). Competency in the Learning Society. New York: Peter Lang.
- Keswick Mission Statement and Core Values (2014)
- Ask the group if they know
- Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA. James Thomas Shell (2014)
- Nestle Purina Careers. (2012) Behavioral Interviewing Slide Show. Nestle Purina Inc.
- Type 1= false reject, rejecting a candidate who actually is highly qualified Type 2 = False hire, hiring a candidate who is not exactly qualified for the job Interviewers and managers who are trained in BD Interviewing rarely make these mistakes A bad hire can lead to turnover, which means more money and time will be spent on recruiting, interviewing, and training.
- Nurses/GNAs stay on an average of approximately 2.16 years at Keswick (Coming from the termination list of 37 Nurses/GNAs terminated between May-Dec 2014) Let’s say here at Keswick we want to make 120 Hires in the next two years for nurses and GNAs, and we have 3 applicants per position On average in January 2015, it cost an average of $734.36 per hire The $30 an hour is an average arbitrary number for a nurses pay We can choose to implement BD interviewing today and spend $17,000 to get quality candidates or every two years spend 176,246.40 on hiring. The latter will only lead absenteeism, turnover, wasted supplies and other results of ineffective nursing practices
- Not saying you cant add a little bit of personality to your interviews, but interviews should rarely get off topic. Applicants are coming in prepared to come in and exhibit their skills and competencies. An unstructured conversation may seem like a friendly approach, however we will not get the information we need out of an applicant One trained BD interviewing manager once asked 3 highly qualified applicant why he chose one company over the others they received offers from. They all named the style of interviewing as the reason they joined the company. It was because of the high professional standard regarding how it hired new people
- This is especially important with the legal aspect of interviewing. As we keep the questions closely related to the job and taks at hand, everyone will be interviewed the same and we won’t have any dreaded lawsuits After this slide, Let’s act out a few unstructured and structured interviews
- Green, P. C., (2012) Understanding behavior based interviewing. Excerpted from: Action Speaks!: The Newest Ideas in Behavioral Interviewing. Media Learning International Just to be clear I wanted to go over the structured interview before we continue. We should remember our core competencies and core behaviors when we derive desirable traits The job description is what we need to use for job related questions As a staff, we need to come up with those core competencies We than take those competencies and tasks and convert them into case based or situational based questions May take more preparation and time, worth it in the long run This first questions does not tell you anything about the individual, they can say something as easy as “Make more money, or become a better employee”. With this BDI question, we are having the applicant paint a picture for us. They are giving us specific example of a goal, the acrtion used to attain said goal, and the result. Which leads me to my NEXT slide…
- - As it is a way for the applicant to respond, this is what we should be looking for when we ask our BDI questions - If an applicant has a good enough example, they will absolutely tell it in detail, as humans we love talking about ourselves, especially an accomplishment - http://www.udel.edu/CSC/pdf/behav_interview.pdf
- - We want the applicant to give us a specifc example of a situation, not something that is generalizable
- Now after we get a picture of the situation, we want to know what tasks were performed Once again we don’t want this to be too generalizable Both tasks are essentially telling us the same thing but the good star applicant makes it so much more specific that you can almost relate with the issue. Well I can bet you all relate with the issue or we would not be here.
- We need the action, we want to know exactly what was done. But we are only interested in the current applicant, If they were part of a team, make sure we only probe for their specific action in reaching the goal Sounds selfish but make sure we only get “I”- answers and not “We” answers. There’s no TEAM in BDI, but there is an I.
- Just keep looking for that specific answer, remember we are not worried about what EVERYONE did to fix the problem, we only care about the applicant Even though the GOOD STAR has a reference to what other people did, you can tell the applicants direct contribution to reaching the goal and fixing the problem.
- - The applicant is talking about “someday”. We do not want to know about “someday”. We want to know about facts in the past
- Why was this a bad star? Not specific enough! Give us a time you dealt with a family member. I can say I’m really good at being an astronaut or that I climbed everest. Will you believe me? Most likely not if I don’t give specifics.
- Let’s pick out why this is a good star S- printer stopped working T- had to send a fax immediately A- opened up the back of the machine and found a disconnected wire R- I was able to send my materials on time
- It is not always a bad thing if someone gives a negative response or if they do not reach a goal. But this was too hypothetical of an answer. We don’t want to know what you would have done. Like they say, hindsight is 20/20. Just tell us what you did do, what you learned, but not what you would have done differently
- Let’s Pick out why this was a good star S- Resident not in their room T- Check on residents in their rooms A- reported a Code Silver R- Found the resident within 5 minutes of the code silver As you can see, sometimes BAD stars do not seem like terrible answers. However, it is only when we get sepcific answers from applicants is when we can match behaviors to core competencies of the job because “Past behavior predicts future success.”
- Hand out the Paper Have the answer Key ready and go over answers
- Maximum performance – what the applicant can do (task performances), Typical Performance- what the applicant will do (getting along in the work place) Example- Dressing a bed leading toward maximum performance because it is a task Communication with co-workers leaning more towards typical performance For the interview, we want to lean more towards dimensions that fall under typical performance Question stems will frame the situational based question around the competency we are searching for Let’s say we are looking for the performance dimension “dealing with family members of a resident” what can a question stem be? How about something like “When is the last time you had to deal with a disgruntled family member?” What we need to do is have a list of desirable traits, core competencies, and performance dimensions to begin forming the interview questions
- This I feel no one has a problem with. Give us that big beautiful smile and a firm handshake. Moderation is key (show a goofy greeting, a moderate greeting, a non enthusiastic greeting, and a stern greeting) Suggested Behaviors smiling, shaking hands, head nodding in approval, eye contact, vocal variation, posture (relaxed, slight forward lean) Small Talk is not a bad thing. However too much of it can ditract from the interview itself. 2-3 minutes is enough. Remember, the person wants to stress their accomplishments
- - Give them a quick overview of the Interview. They will be less stressed and recall will be quicker now that they know what is to come.
- Poor applicants use a lot of qualifiers such as perhaps and maybe or meaningless slang such as “you know” and you know what I’m saying” Stewert, C. J., & Cash Jr., W. B. (2008) Interviewing: Principles and practices. McGraw-Hill, New York.
- http://www.dllr.maryland.gov/oeope/preemp.shtml While we are on the subject of conducting an interview, we should harp on some unlawful questions. As a interviewing manager, we should all be caught up on the EEO laws (inside of packet) Questions must be in direct relation to the job 5 is tricky. In Maryland you can not ask Inquiries about a candidate's general arrest and conviction record. But you can ask Inquiries about convictions that bear a direct relationship to the job and have not been expunged or sealed by the courts. Consideration should be given to the nature, recentness and rehabilitation. 6) If driving is not part of the job, asking about a driver’s license is unlawful
- These questions are not made to pester the candidate, we just want to get the best answers out of them so that we can gain the most insight. In the following slides I will give you examples of common problems that occur in Interviewing and the correct times to use these probing questions. These are all laid out by Janz, Hellervik, and Gilmore in their book Behavior Description Interviewing (1986).
- It may seem right to jump in with a follow-up question here -an youre okay statement legitimizes the applicants freeze and removes pressure
- I’ll give a quick example if you are unsure. Sometimes we deal with family memebers who are difficult to talk too. Can you tell me a time where you had trouble with a family member? Answer: Hmm, no I cant think of anything I always have good relationships with family members Take the question and reword it “I appreciate that you deal well with family members, but was their a time that was more difficult than others?” SP- make the point while removing barbs from comment, “Take a moment to recall your last time with a sick patient and talking with their family. How did these conversations go?”
- This is simkilar to a Bad Star response, the candidate will give us a typical answer instead of a specific answer. Easy to tell if the answer is not in the past tense AR- “Im sorry I must not have been clear enough with my question. You told me how to typically handle difficult family members. I was asking about a time that it happened to you.”
- - We should know some examples of BDI questions now but if not let me know I can give you a quick list
- Anybody find it easier or harder to deal with these certain personas? Why? Any suggestions other than the 4 probing techniques that we talked about?
- Use the notes to stimulate your recall Avoid recording judgements or hunches. This will only create bias in your own mind. Judgements can be made after the interview is done. Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA.
- - Sometimes you can tell a lot about a person as you walk them through the facility. They are out of their comfort zone once they are out of the interview. Make sure to take this into account
- We want to work to have a comprehensive list of structured, consistent questions that we will use on each candidate. This whole list does not need to be compiled now but I would like to have your input when we form these questions because you are our SMEs. Without your well desired input we would not be able to hire the right people