Upload
others
View
6
Download
0
Embed Size (px)
Citation preview
1
DDI ‐ Targeted Selection:A Behavioral Approach to Improved Hiring Decisions
AASHTO Subcommittee on Personnel and Human ResourcesPresentation by Wendy Brazier, Arizona DOT Chief HR Officer
May 2, 2016
2
Overview
BackgroundDDI Targeted SelectionBenefitsValidity of Targeted Selection InterviewingImplementationInterview ProcessReturn on InvestmentNext Steps
3
Background ‐ ADOTADOT Targets Statewide Mobility ADOT Targets Economic Growth
ADOT Targets Quality of Life
Customer Service Targets Public Engagement
Technology Targets 21st-Centruy Transportation
4
Background ‐ ADOT
At ADOT, transportation is Personal
5
Background ‐ ADOT
Because of that, we seek the best Personnel
6
Background – ADOT Concerns
ADOT had no consistency; interviewers relied heavily on unstructured questionsInterviewers asked theoretical questions (what the applicant would do) versus experiential questions (what the applicant actually did)Disengagement among interviewer and applicantInterviewers used different rating and evaluation standards
7
DDI Targeted Selection
Targeted Selection (TS) – owned by Development Dimensions International (DDI)An accurate, behavioral interviewing technique used worldwide that provides a consistent, structured approach to interviewingTrains recruiters & hiring managers to collect job‐relevant data about candidates in legally defensible wayDevelops the skills required to evaluate and integrate the data gathered by interview panel to arrive at the best decision/fit
8
Benefits of Targeted Selection
Past behavior/performance predicts future behavior/performanceInterviewer asks for specific examples/events in order to draw conclusion as to how candidate performed on the job Interviewers use structured interview guides and are trained to use effective note takingBuilds hiring brand by providing more engaging interview experience for candidatesLowers turnover ratesAvoids areas of illegal questioning
9
Benefits of Targeted Selection
Competency based – clarifies the knowledge, skills, and behaviors for successful performance of the job; defines core competencies of the specific positionOffers the best opportunity for candidates to showcase their accomplishments and for interviewers to hire the best individual for the jobGives candidates a better picture of the job role so they are more equipped to make a sound decision if offered the jobEnsures interview process is fair and legally defensibleEnsures consistent practices, use of notes, application of methodology
10
Research on Validity of Targeted Selection
Average 50% increase in job/offer acceptance ratiosReduced turnover by up to 48%More than 75% of hires selected through TS considered to be above‐average performersManagers reported that using TS doubles their confidence in finding the right hireClients who used TS for CSR positions consistently reported a 22% increase in customer satisfaction scores
11
Implementation
November 2014: Two ADOT Recruiters attended DDI train‐the‐trainer workshop and became certified to teach TS ($7K)Rolled out 2‐year plan to teach approx 750 hiring managers; 2 classes per month; class size limited to 12; cost $178.50 eachInitially held 2 “pilot” classes to give facilitators feedbackOfficially launched January 2015Approximately 120 core competencies with a bank of questions to choose from under each competencyIncludes Motivational Fit questionsFebruary 2016: all interview panels must be conducted via TS
12
Interview ProcessRating and Ranking
Supervisors have “homework”: identify core competencies of the position and rate/rank them according to the scale:5 Essential Absolutely essential to do the job effectively; impossible to
perform effectively without this competency
4 Very Important Important for job success; it is very difficult, but not impossible, to be effective without this competency
3 Important Definitely helpful and often necessary to do the job effectively; makes a noticeable difference in overall performance of the job
2 Useful but not Important
Helps in doing the job effectively, but a person could attainsatisfactory performance without it
1 Unnecessary Not necessary to dot he job effectively; it has little or no bearing on overall performance of the job
DK Don’t Know Unsure of the impact of the competency on overall performance
13
Interview ProcessSTAR method
Each candidate response should be via the STAR method
14
Interview ProcessScoring
Each question is scored to see if the candidate communicated a STAR response and assigned a “+ / ‐” if all STAR components were present or missing
(+) = positive/effective response(‐) = negative/ineffective response
An overall numerical or clarifying rating is assigned per competency (1‐5)Allows for follow‐up and clarification questions to build complete STARs or for motivational fit
15
Interview ProcessScoring
5 Performs very well in all key actions with no significant development in any key actions
4 Performs very well in most key actions with minor need for development in one or a few key actions
3 Performs well in most key actions but has a significant need for development in at least one key action, or has a minor need for development in most key actions
2 Performs well in some key actions but has a significant need for development in most key actions
1 Performs adequately in a few (or no) key actions and has a significant need for development in most of the key actions
N No opportunity to observe or make an assessment
I Incomplete data – need more information
5H Too high – so strong in one aspect of a target as to cause weakness in another or overall
16
Return on Investment
537 Hiring Managers trained to‐date (75%)Hires made using TS in 2015 – 153Lost – 6 (not including 3 interns) = 4%Hires made NOT using TS in 2015 – 150Lost – 25 = 17%Reduced turnover by 13%Estimated savings to ADOT ‐ $43,472ADOT created/launched “Be An Interview All‐Star” class in March 2015; to date 412 employees have taken in order to enhance their own STAR interview skills
17
Return on Investment
452 Hiring Mangers polled stated:o 95.2% ‐ the techniques I learned in this program will help me be
a more effective interviewero 95.4% ‐ TS provided an appropriate balance of practical and
theoretical informationo 95.8% ‐ agree Managers would recommend TS to others Biggest “bang for the buck” was in Customer Service Associates/RepresentativesReduction in applicant complaints; easier to respond to complaints
18
Next Steps…
Have all Hiring Managers trained by end of 2016; develop training cadence going forward (bi‐monthly/quarterly)Develop “canned” ADOT Culture Statement to include on all interview panels to brand/sell us as an employer of choice Identify standard competencies to include on all interview panels (i.e., problem solving) that tie to Continuous ImprovementAlign ADOT with Statewide Recruiting Project (time to fill: 45 days or less); reporting out now during monthly business reviews with leadership team
19
Questions??