The Art of Behavioral Based Interviewing

The Art of Behavioral Based

Interviewing

Wesley Pruett

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Objectives

Cite steps for preparing for an interview

Identify job related behavioral competencies

Create behaviorally anchored interview

questions

Why Selection Matters

Employees fulfill mission

Continuity of service

Employee and client satisfaction

Minimize future problems

Expense

What is the cost and impact of a bad hire?

Cost Per Hire

25–200% of annual salary

Cost Per Hire Society Human Resource Management; $3,500.00

Coca-Cola Retailing Research Council; $3,637.00 supermarket cashier

American Management Association; $4,000.00

25 - 200 % of annual compensation

Hotel and Motels Association; $2,500 direct and $1,600 for indirect costs

Cornell Hotel School; $5,688.00 front desk employee

Superb Staff Services; $8,000.00 call center employee

Cost and Impact of a Bad Hire?

Before After

Presentation

vs. reality

Turnover

Total resignations X 100 = TurnoverAverage number of employees

23 = 23%100

Assume $20.00/hr

50% Cost/hire $478,4000

Staffing Management

Current and anticipated needs

Growth and attrition

Succession planning

Supply and demand

Planned vs. reactive

Talent requirements

Job description

Want vs. need

Train to fill gap?

Goodness of fit

What is your culture and values?

Who tends to succeed?

Attributes, values, style

Corporate values

Competency Model

Competencies for Job Descriptions

and Interviewing

1. Dependability and

reliability

2. Communication skills

3. Teamwork

4. Initiative

5. Judgment

6. Adaptability

7. Role modeling

8. Quality

9. Creativity

10. Attendance

11. Perseverance

12. Cooperation

13. Productivity

14. Organization

Key characteristics and

competencies

Text 507-399-1240

http://nctc.fws.gov/courses/roadmaps/competency-model/

Recruiting Plan

1. Anticipated hires (staffing management)

2. Requisition process

3. Qualifications based on job descriptions

4. Job posting – internal/external

5. Market sourcing (recruiting)

6. Applicant tracking

7. Applicant screening & testing

8. Interviewing and selection

9. Reference and credential check

10. Offer & onboarding

Legal issues: Equal Employment

Federal, State, Local

Disability

Genetic information

National origin

Pregnancy

Religion

National origin Marital status

Status with regard to public assistance, disability

Membership in a local commission

Local laws (sexual orientation)

Family and medical leave usage

Military service

Handouts

Acceptable and Unacceptable Inquiries

Similar-to-me/Different-from-me

Using self as the yardstick

Varying standards

Use different standards for different people, vague and

ambiguous

Bias & prejudice

Personal bias affects ratings

Halo/horn

One employee characteristic (positive or negative) overly

influences rating of other characteristics

Common Rating Errors

The solution

Structured interviews

Behaviorally based

Standardization

Time and information

More participants

Awareness and education

Interviewing

Interview Process1. Welcome and Introduction

2. Explain process to applicant

3. Ask questions and record responses

4. Explain information about company, job, benefits, hours, compensation

5. Give candidate opportunity to ask questions.

6. Request references

7. Explain next steps

8. Complete 2+ reference checks

9. Extend offer and negotiate details, verify with letter

Interviewer Tips

1. Be prepared and organized

2. Structure the interview, write out questions.

3. Treat candidates like customers, welcoming, no interruptions

4. Put the interviewee at ease

5. Share job description

6. Listen 90%, talk 10%

7. Involve others

8. Spend adequate time with candidate

9. Gently probe for answers

Criminal background

Arrest vs. conviction

Must be clearly job related

Individual assessment recommended:

(1) the nature or gravity of offense;

(2) the time elapsed since the conviction and/or

completion of the sentence; and

(3) the nature of the job sought or held.

Criminal background checks

Consideration of Arrest and Conviction

Records in Employment Decisions

http://www.eeoc.gov/laws/guidance/arrest_convi

ction.cfm

Some states prohibit discriminating based on

criminal conviction unless substantial

relationship to the job.

Criminal background checks

State laws – job application

Fair Credit Reporting Act (FCRA)

Interview Questions

If it is job related it is probably okay

Use your job description

Behavioral Interviewing

Behavior-based interviewing is an approach

that looks at past behavior as the best

predictor of future performance.

Prediction of on-the-job behavior

Traditional interview – 10%

Behavioral interview – 55% Janz, Hellervik, & Gilmore

Create interview questions to identify the presence of desired competencies.

Predict future job performance based on previous specific behaviors

Job-related and realistic

Actual behavior vs. hypothetical

What have you done? vs. what would you do?

Separates action from knowledge

Traditional vs. Behavioral

Interviewing

(traditional/hypothetical) “What would you do

if...”

(behavioral) “Tell me about a time when

you...”

What is your theory of leadership?

Have you ever lead a team? Specifically what did you do to have everyone work cooperatively?

How do you create a strong team?

Give an example of how you have lead people?

What would you do if you had a tough problem?

Tell us about a time when you had to

make a decision but all of the options were

undesirable.

Give an example of when you had to make

a quick decision.

Tell me about a situation where you had to

solve a specific type of problem.

Behavioral interviewing quiz

www.Kahoot.it

True or False

Describe a situation where you

demonstrated clear thought,

patience, and control in the face of

persistent and irrelevant

questioning.

Situation – What was the situation?

Obstacle/opportunity – What were the

challenges, opportunities, or obstacles?

Action – What did you do? How did you

respond?

Results – What was the outcome?

Situation – Tell me about a team that you

were a part of.

Obstacle – Give an example of a time when

there was conflict.

Action – What did you do?

Results – What impact did it have?

Situation – Tell me about a difficult customer

you dealt with.

Obstacle –What made them a challenge?

Action – How did you handle it?

Results – What was the end result?

Situation – Give me an example of a time

when you were assigned a project…

Obstacle – and you didn’t have enough

resources (time, skill, money, equipment).

Action – How did you handle it?

Results – What was the end result?

Create an Example

Write 2 examples of behavioral questions

relevant to your work situation.

338 Questions Wes@HRadvisors.biz

1. Adaptability

2. Ambition

3. Analytical Thinking

4. Building Relationships

5. Communication

6. Conflict Resolution

7. Customer Orientation

8. Delegation

9. Detail-Oriented

10. Flexibility

11. Follow-up and Control

12. Initiative

13. Innovation

14. IntegrityIntroducing Change

15. Leadership

16. Listening

17. Motivation

18. Negotiating

19. Organizational

20. Performance Management

21. Personal Effectiveness

22. Planning and Organization

23. Problem Solving

24. Scheduling

25. Self Assessment

26. Selecting and

27. Developing People

28. Setting Goals

29. Setting Performance Standards

30. Setting Priorities

31. Strategic Planning

32. Stress Management

33. Teamwork

34. Time Management

35. Values Diversity

Behaviorally Anchored Rating

Collaboration - Tell me about a time when you collaborated with colleagues in different

departments.

Rating

1 Unacceptable Demonstrated a lack of interest in working with others, may blame others for problems,

unresolved or escalated conflict,

2 Poor Lacks self-awareness or awareness of the needs of others, lacks understanding of teamwork

skills, willing to learn skills but has beginning level of skill or understanding of collaboration

3. Average Generally helps others if asked or directed to do so, may lack understanding of when and how

to collaborate, has experience working on teams and interfacing with other departments or

4. Good Has experience with working with work teams, has understanding of benefits of collaboration,

cites examples of working effectively with others, demonstrates good conflict resolution skills

5. Excellent Significant experience working with cross-departmental teams, demonstrates leadership and

effective role modeling, expresses specific examples of optimizing collaboration, and

effectively leverages conflict.

Probing/follow-up questions What steps/action did you take?

What happened after that?

How did he/she react?

How did you handle that?

What was your reaction?

What was the outcome/result?

Were you happy with that

outcome/result?

What could you have done

differently?

What did you learn from that?

What was your role?

What obstacles did you face?

What were you thinking at that

point?

Lead me through your decision

process.

How did you prepare for that?

How did you resolve that?

What was the outcome of that?

What was your logic/reasoning?

Why? How? When? Where?

Slippery Answers

Hazy statement - Sounds true but have little or no specifics on what the candidate actually did. (“we” vs. “I”)

Opinions - Contain personal beliefs or views

Hypothetical - What they “would do” or “would like to do” or even “would have done”

Honest Reference

Candidate sign waiver for references

Obtain list of past supervisors

Ask, “We place a high value on a person’s

awareness of how they’re perceived by others.

What type of reference do you think your

former boss will give you when I call? “

Getting References

Specific contact information

Business not personal

Direct supervisor not HR

Have candidates contact references for you

Document

Initia

tifica

Applicant Tracking

Candidate Rating System

Education and Training

Related Experience

Technical Ability

Communication

Professional demeanor

Problem Solving

Working with others

OVERALL RATING

1 - Unsatisfactory

2 - Below average

3 - Average

4 - Above average

5 - Outstanding

Candidate Rating System

Score Weight

Education and Training 3 15% 45

Related Experience 2 10% 20

Technical Ability 2 15% 30

Communication 4 15% 60

Professional Demeanor 4 15% 60

Problem Solving 2 10% 20

Working with Others 5 20% 100

OVERALL RATING 100% 335

1- Unsatisfactory

2- Below average

3- Average

4- Above average

5- Outstanding

- Tips for Interviewers

1. Take time to plan and be organized.

2. Structure the interview, write out questions.

3. Plan the environment – welcoming, privacy,

no interruptions.

4. Questions for goodness of fit (cultural &

values)

Top 10 - Tips for Interviewers

6. Realistic job previews

7. Listen 90%, talk 10%

8. Involve others

9. Spend adequate time with candidate

10. Check references

Wes Pruett

507-399-1240

Wes@HRadvisors.biz

www.HRadvisors.biz

Thank You

BioWes Pruett is owner of HR Advisors LLC, a consulting practice that providesservice to clients who seek to align their business and employees creatingsuccessful outcomes and excellent work environments. After 20 years in seniorleadership within the Mayo Health System he founded HR Advisors.

Mr. Pruett provides solutions to companies for a wide variety of HR issuesincluding compensation, compliance, policy development, performancemanagement, and employee relations. Mr. Pruett regularly facilitates employeetraining related to communication, leadership, coaching and strategic planning.He is a certified business coach credentialed by the International CoachFederation.

Wes earned a Masters in Healthcare Administration at the University ofMinnesota Carlson School of Management and an M.S. in psychology. He canbe reached at Wes@HRadvisors.biz or 507-399-1240.

The Art of Behavioral Based Interviewing

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Behavioral Interviewing Guidebook Gb Ddi

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Behavioral Interviewing Skills 2005

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