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Behavioral Interviewing
The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.
Behavioral Interviewing
- 1. Behavioral More Than aGut Feeling Interviewing Jonathan “JJ” Jarrell, PHR Regional Human Resource Manager Customized Distribution
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- 3. Answer: The interview What isthe Most Widely Used Pre-employment test in America today? Q1
- 4. Answer: The interview (traditional) What isthe Least Accurate Pre-employment test in America today? Q2
- 5. Tell me alittle about yourself. What is your greatest strength? What is your greatest weakness? Where do you want to be in 5 years? Downhill from here… If you could be any animal which would you be? Who are your role models? QUESTION S
- 6. If an untrainedinterviewer uses an unstructured interview format, then the probability of hiring the best applicant is less than 15%. More than 75% of turnover can be traced back to poor interviewing and hiring practices. Most Hiring Managers make their selection decision within the first 3 minutes of the interview. Poor odds with high stakes Source: Harvard Study Source: Harvard Study Source: Michigan State University
- 8. The best predictorof 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%. Improving your odds Source: The Advisory Board Company
- 9. Advantages to using pastbehavior Using behavior eliminates misunderstandings about a candidate’s past experiences. Using behavior prevents personal impressions from affecting the evaluation. Using behavior reduces applicant “faking.”
- 10. 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. What is behavioral interviewing?
- 11. Lower the highdirect and indirect costs related to hiring the wrong people High-quality hires out- produce poor ones by 25- 50%. An estimated 80% of turnover is due to hiring mistakes A job that pays $48,000 can cost up to $100,000 to replace. Why use behavioral interviewing?
- 12. It is basedon competencies and behaviors critical for success in a particular position. Why use behavioral interviewing? It is objective, so it helps eliminate unintentional biases. It is structured, with set questions that are delivered to every candidate, in the same wording, in the same order and scored in the same way. It focuses less on specific tasks a candidate has done and more on his or her approaches to doing them, so it is effective even for candidates with little or no actual job experience.
- 13. Hypothetical Answers Are Opinions Howis it different? “If you could choose to be any animal (tree, piece of furniture, etc.), which would it be?” “Where do you see yourself in 5 years?” “What would you do if…?” “If you had an employee who…how would you handle that situation?”
- 14. How to structurea behavioral interviewing program Determine critical competencies. Develop questions (and follow-up questions) to address each competency. Create a structured note-taking sheet for the interview, including a candidate evaluation section. Train interviewers. Evaluate post-offer results.
- 15. • Customer Service •Integrity/Ethics • Job Knowledge • Adaptability/Flexibility • Dependability • Listening Skills • Personal Organization • Productivity • Quality • Teamwork General Manager • Customer Focus • Integrity/Ethics • Job Knowledge • Budgets/Cost Control • Communication • Decision Making/Judgment • Leadership • Managing for Results • Organizational Savvy • Planning • Results Focus • Team Leadership Develop critical competencies Accounting Associate
- 16. • Customer Focus •Written Communications • Technical Learning • Organizing • Informing • Time Management General Manager • Ethics and Values • Business Acumen • Problem Solving • Process Management • Drive for Results • Developing Direct Reports • Managing and Measuring Work Develop critical competencies Customer Service Representative
- 17. • “Tell meabout a time you were part of a great team.” • “What was your role in making it great?” • “What was the end result?” • “Tell me about a time you were part of a great team.” • “What was your role in making it great?” • “What was the end result?” Develop behavioral-based questions to address the competencies Team LeadershipTeamwork
- 18. Deals with othersin a straightforward and honest manner, is accountable for actions, maintains confidentiality, supports company values, conveys good news and bad. Develop behavioral-based questions to address the competencies Integrity/Ethics
- 19. Recognizes problems andresponds, systematically gathers information, sorts through complex issues, seeks input from others, addresses root cause of issues, makes timely decisions, communicates decisions to others. Develop behavioral-based questions to address the competencies Decision-Making/Judgment
- 20. To assess thequality of the candidate’s answers, use the “STAR” method: It provides a framework for both developing an answer, and assessing the value of an answer to a behavioral interview question. RAS Result or outcome Situation Task Action T Developing and analyzing answers
- 21. Tell me abouta time when… Use your competency definition to guide you Mirror your performance rating system T RAS Result or outcome Situation Task Action Evaluating candidate responses
- 22. Last year, wewere 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.” Sample answer - communication “
- 24. • I usually... •I always... • We all participated... False STARs or partial STARs Vague statements Provide no specifics Opinions Theoretical or future-oriented statements • I was the most accurate in my class... • I think coaching is the most important characteristic • I would, I would have, I would like to
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- 26. 98% 58% 44% 37% 0% 20% 40% 60% 80% 100% 0 0.2 1.09.0 Retention Hours Forgetting Curve Retention
- 27. • Inform themyou’ll be taking notes. • Slow the pace if necessary. • Use key words and phrases. • Avoid judgmental or evaluative comments. TIPS Purpose: To have an accurate and complete record of candidate responses during the interview. Taking notes
- 28. XYZ Food Distribution CandidateEvaluation 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 Comments Core Values: Customer Focus: Give me an example of when you were able to avoid a major problem because of the close communication you had with a customer or coworker. Describe the last time you had to say no to a customer. Tell me about a situation in the past year where you had to deal with a very upset customer or coworker. 1 2 3 4 5 Integrity/Ethics: Tell me about a time when you conformed to company policy even though you did not agree with it. Describe a work experience you had in which you had to speak up and tell other people what you thought or felt when you knew it would be unpopular. 1 2 3 4 5 Job Knowledge: In what ways have you helped your customer segment deal with changes in the industry? Tell me about an area you got into at work where you had no experience. What did you do about addressing this inexperience? 1 2 3 4 5 Competencies: Communication: Describe a situation in which you got people to change from the way they were doing something to the way you suggested. Tell me about the toughest negotiating (or selling) situation in which you succeeded. Tell me about the one in which you were unsuccessful. How will you address the challenge of maintaining clear and frequent communication among geographically diverse team members? 1 2 3 4 5 Decision-Making/Judgment: Give me an example of a problem you faced at work and tell me how you solved it. Tell me about a problem at work that you were unable to solve. What was the last bad decision you made at work? Describe the process by which you made a difficult decision at work. 1 2 3 4 5 Budgets/Cost Control: Tell me about the last time you saved your employer money. What have you done in your current job (last position) to increase your organization’s revenues? What have you done in your current job (last position) to reduce your organization’s operational costs? 1 2 3 4 5 Team Leadership: Give me an example of when you felt you were able to motivate a coworker. Describe a time when someone on your team was not doing his/her share of the work. What did you do? Tell me about the last time you had to create a sense of urgency to get a team or individual motivated again. 1 2 3 4 5 Create a structured note-taking sheet
- 29. 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 Train interviewers 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
- 30. • Better retentionrates? • Better performance? • Higher productivity? • Other industry- or organization- specific benchmarks Evaluate post-offer results
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