Recruitment and Selection Module 2: Behavior-based Interviewing
Introductions
Name Division/Section Logistics:
Parking Breaks Refreshments
This Session
Module 1: Posting and Screening
Module 2: Behavior-based Interviewing
Module 3: Setting Salaries
Objectives
Write effective behavioral interview questions Use the STAR technique to assess applicant responses Make a fair and informed selection decision
Career-banding system
Competency-Based Human Resources System
Planning: Budget, Workforce, Training etc. Business Need Posting and Screening Competencies Performance Evaluation and Training & Development Behavioral Interviewing KSA/Competency Assessment and Salary Setting
A Helpful Resource…
www.nctraining.ncgov.com
List of E-Learning Programs
“Effective Hiring”
A Model Structured Interview Process
KNOW THE JOB
KSA/Competency-Based Approach
Uses past behavior to predict future behavior Uses job’s key KSAs/competencies Evaluates behavior against target job Requires applicant to focus on jobrelated behavior Uses planned questions
Why Behavioral?
Increase quality of hire Direct link to KSAs/competencies Use questions that effectively evaluate performance Assess candidates consistently
Develop Questions
“Tell me about a recent problem that came up in your job for which old solutions would not work. How were you able to solve this problem?”
“Describe a situation where you were successful in getting people to work together effectively.”
“Summarize the key principles of adult education and explain how to use them in instructional design.”
Use the “STAR”
Situation or Task – the situation or problem leading to the candidate’s actions Action – active attempts to effect change or influence events Result – the outcome of the candidate’s actions
Unusable STARs
“Non” STARs
Feelings or opinions Theoretical statements Future-oriented statements Vague statements
Incomplete STARs
Missing one or more components
Behavioral Questioning
Focus on “why, how, what” candidates have learned from their experience Use active listening skills to assess candidate’s credibility genuineness
Questioning Sequence
Incomplete STAR Follow-up to Complete STAR
Behavioral Question
False STAR
Follow-up to Get STAR
Complete STAR
Follow-up to Get Another STAR
Develop benchmarks
Framework to assess candidates’ responses objectively and consistently Defines 3 levels – High, Medium, Low Work with SMEs to develop benchmarks
Benchmark Examples
Q: Describe some projects that you have been largely responsible for in your previous work experiences.
High Benchmark = Responsible for initiating and completing several major projects or developments. Candidate describes how projects were accomplished and the results.
Medium Benchmark = Responsible for initiating or completing several major projects.
Low Benchmark = Worked on projects, but had no part in their initiation or responsibility for their completion.
Q: Suppose you had many important projects with rigid deadlines, but your manager kept requesting various types of paperwork, which you felt were totally unnecessary. Furthermore, this paperwork was going to cause you to miss your deadlines. What would you do?
High Benchmark = Present the conflict to the manager. Suggest and discuss alternatives. Establish a mutually acceptable plan of action. Communicate frequently with the manager.
Medium Benchmark = Tell the manager about the problem.
Low Benchmark = Do the best I can.
Selecting the Candidate
Use High, Medium, Low scale
More significant behavior More recent behavior More related behavior
Make the Selection Decision
Relative importance of competencies Quality/Quantity of behavioral information Consistency of behavior Trainability
A Model Structured Interview Process
Summary
Behavioral Questions STAR Probing Benchmarks Skill Development Activities Questions?