Académique Documents
Professionnel Documents
Culture Documents
1 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Improving the Selection Process: Training Selecting Officials to Use Behavior-Based Interviews
Introductions The Selection Process The Development Process:
Competencies Gathering background information prior to interview Developing job-related questions Rating criteria Legal concerns Rater Errors and Observing Behaviors Note taking Conducting the interview Evaluating the applicant
2 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Interviewer Training:
Selection Process
Select Candidate
3 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
5 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Interview focus
Most critical competencies Areas which cannot be developed after the person is hired Competencies not already assessed by the testing process 5-7 competencies is optimal, with a maximum of 10
Focusing on Competencies
7 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Sample Competency: Financial & Business Acumen: Applying knowledge of customer and
company business practices and concepts to produce mutually successful results. Undeveloped
Lacks knowledge of corporate finances or failure to use that knowledge.
Basic
Makes day-to-day business decisions with a basic understanding of business financial concepts and principles. Indicators:
y Understands financial implications of business decisions on both the customer and the company Understands the cause and effect between business decisions and financial impact
Advanced
Uses thorough knowledge of company and customer financial priorities and drivers to produce agreed upon results. Indicators:
y Understands the drivers of the company P&L, the customers P&L and the linkage between strategy and P&L Anticipates how his/her sales activity and proposals will impact both the company and the customers P&L Understands what drives market share and uses that knowledge in planning actions Understands business and economic trends and how they impact the companys and customers businesses
Mastery
Develops and builds on advanced knowledge of corporate financial principles and concepts to shape business plans and deliver results. Indicators:
y Articulates financial implications of ideas,
propositions, etc. to CFO and Finance decision makers (i.e., can talk finance to a CFO) Uses public sources to develop and maintain a current understanding of how domestic and global industry trends and shifts are changing the business landscape for the company and the customer
Indicators:
y y Does not highlight financial implications of business decisions Does not understand the cause and effect between business decisions and financial impact
Example
y y
y y
Understands what drives sales volume and accurately forecasts future sales volume (both base and incremental) based on analysis of available data Uses basic analytical tools to provide a basis for decisions Regularly conducts post event analyses to understand why specific events have been successful or unsuccessful
Learns from and helps customer learn from the results of recent events Uses analytic tools to test various promotional scenarios to determine best opportunities for the company and the customer
9 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Financial Analyst
Basic
Finance Manager
Advanced Mastery Advanced Advanced
Example Basic
Advanced Basic
10 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Succession Planning
Performance Management
11 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Interview Development
12 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Interview Research
Usefulness and accuracy of interviews can be improved with:
Structure Job-relatedness Limitations on prompting, follow-up and elaboration Questions which are situational, behavioral, concerning the applicants background and job knowledge Increased length 40 minutes and 16.5 questions is optimal Control of ancillary information Reserving questions from the applicant until the conclusion
13 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
15 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Question Types
Develop several questions for each competency being assessed. Use appropriate question types:
Situational Behavioral description or consistency Job knowledge Self-Assessment of competency Background questions Opinions or philosophies
17 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Situational Questions
Based on the premise that how a person says he/she would act is how he/she will act. Example:
For the past week, you have been consistently getting the most work on your team. You know that it is no ones fault. Your supervisor has just given you a new project to do with a very short timeline. What would you do?
18 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
19 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Self assessment questions are based on the premise that individuals can accurately assess their own capability. Example:
You will be using a number of computer systems on this job, including most of the Microsoft Office Suite. How would you rate your ability to use MS WordPowerpointExcel?
20 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Philosophical questions are based on the premise that individuals will behave in a manner consistent with professed philosophy. Example:
How would you describe you philosophy of managing people?
21 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Marital Status
Asking if married, single, divorced or engaged Number and/or ages of children Current or planned pregnancy
Age
Asking how old the interviewee is Asking how long until retirement
Residence
Persons with whom the interviewee resides Whether the individual rents or owns his/her home
Education
Religious affiliation of the school
Disabilities
Only can be framed in terms of ability to do the job with or without accommodation
23 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Rating Criteria
Must be developed in advance of the interviews Ratings can be done by competency or by question
Be sure raters avoid a global or wholistic rating for the entire interview this invites error
24 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Rating Criteria
Question-based Interview developers need to think about what makes one answer better than another Ensure that all interviewers agree
25 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Rating Criteria
Competency-based Interview developers need to think about what behaviors they are looking for each competency This should be developed in conjunction with question writing If the competencies have been behaviorally defined at multiple proficiency levels, rating criteria can flow from them
26 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Rating Criteria
Keep any rating scale simple
Generally interviews are used to make in or out decisions Not fine rank-order distinctions 3 points are probably sufficient
Highly acceptable Acceptable Unacceptable
Ensure that all interviewers agree on the criteria they will be using
27 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
28 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Errors to Avoid
Halo The tendency to generalize an overall impression of the candidate to all factors (exaggeration of the homogeneity of an applicants traits) Leniency/harshness The tendency to rate everyone high or low Everyone is average Ratings limited to the middle range for everyone First/last impression The tendency to reach final decision early in the process (within the first four minutes) or to emphasize what happened at the end of the exercise
29 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Errors to Avoid
(continued)
Contrast The tendency to compare individuals rather than rate each against the established standard Similar to me The tendency to rate someone similar to self higher Stereotypes The tendency to rate based on group membership Unfavorable impression Weighting of negative information more heavily than positive information Emphasis on non-verbal cues Excessive weight on non-verbal behaviors
30 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Interviewers
Multiple interviewers are desirable Get multiple points of view See how interviewee interacts with different types of people More efficient to have a panel of interviewers Three is probably the optimal number
Not always possible
31 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
Note Taking
During the interview, concentrate on observing behaviors. Write those behaviors down. Use a note taking form. At the end of the interview, you should have a detailed set of behavioral notes. You will use those observed behaviors to do your ratings.
32 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
TRAINING EXERCISE: DISTINGUISHING BEHAVIORS FROM RATER JUDGEMENTS When recording observations of behavior, it is very easy to interject your own interpretation or evaluation of what you see. What is actually needed is a documented recording of what took place so that you can later attach your evaluation of the behavior, and have documented the evidence to support that evaluation. This exercise is designed to help you learn the difference between statements, which record actual behavior versus judgments or conclusions.
33 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
TRAINING EXERCISE: DISTINGUISHING BEHAVIORS FROM RATER JUDGEMENTS 1. She organized her presentation well. 2. He demonstrated little self-confidence during the interview. 3. She suggested a very creative solution to the problem she encountered on her job. 4. In the interview, he became very nervous when he was asked about his past experience. 5. In the interview she described a negotiation she conducted. 6. She answered the questions she was asked in the group exercise in one-word sentences
34 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
TRAINING EXERCISE: DISTINGUISHING BEHAVIORS FROM RATER JUDGEMENTS 7. He walked into the interview and looked directly at each panel member. 8. In the interview, she suggested that each of her customers were critical to the business. 9. She began by listing the strengths of each of her customers. 10. He analyzed each of the problems thoroughly. 11. She displayed poor judgment in the first question. 12. His answers were very organized.
35 Behavior-Based Interviewing
2008 The Partnering Group, Inc.
36