Behavioral Interviewing Hiring Smart for Hiring Managers SHRM

Behavioral Interviewing Hiring Smart for Hiring Managers ©SHRM 2016

Introduction M 1 Instructor Introduction ©SHRM 2016 2

Introduction M 1 Program Objectives This program is designed to provide you with the knowledge and skills necessary to: • Describe your organization’s talent philosophy (how to hire the best candidates for an open position) • Explain behavioral interviewing and your role in the process • Conduct a job analysis using the critical incident technique • Develop or update a job description using your job analysis findings • Develop rating expectations for the open position • Develop legally defensible lead and probing interview questions • Implement best practices for conducting a behavioral interview • Make a hiring decision based on the results of a behavioral interview ©SHRM 2016 3

Introduction M 1 Agenda Module 1 Introduction Module 2 Talent and Your Organization Module 3 Behavioral Interviewing Overview Module 4 Job Analysis & Critical Incidents Module 5 Behavioral Interview Questions Module 6 Rating Guides Module 7 Conducting a Behavioral Interview Module 8 Making a Hiring Decision ©SHRM 2016 4

Introduction M 1 Legend Component Icon Description Activity Collaborative opportunity to apply knowledge Additional Information Links to content-related resources Discussion Conversations to focus on a specific topic Knowledge Check Questions to probe for comprehension of seminar concepts Source Material(s) referenced in development of seminar content Video Brief video(s) that enhance seminar concepts ©SHRM 2016 5

Module 2 – Talent and Your Organization ©SHRM 2016 6

Module Objectives M 2 This module is designed to provide you with the knowledge and skills necessary to: • Describe your organization’s talent philosophy • Articulate your organization’s goals to hire for KSAOs and cultural fit ©SHRM 2016 7

Module 3 – Behavioral Interviewing Overview ©SHRM 2016 8

Module Objectives M 3 This module is designed to provide you with the knowledge and skills necessary to: • Explain the purpose of behavioral interviewing • Articulate your role, as a hiring manager, in the behavioral interview process ©SHRM 2016 9

Behavioral Interviewing Overview M 3 What is Behavioral Interviewing? • A structured form of interviewing • Focuses on a candidate’s past experiences, behaviors, knowledge, skills, and abilities • Involves asking candidates to provide specific examples of when he or she has demonstrated certain behaviors or skills • Serves as a means of predicting future performance of the candidate ©SHRM 2016 10

Behavioral Interviewing Overview M 3 Interview Techniques Traditional Interviews Behavioral Interviews Loose framework Discretionary content Conversational flow Candidates may be asked different questions • No standardized rating scale • Interviewers do not need to agree on acceptable answers • Susceptible to legal challenges • All candidates are asked the same questions in the same order • All candidates are evaluated on the same rating scales • Interviewers are in agreement on acceptable answers • Consistency reduces legal challenges • • ©SHRM 2016 11

Behavioral Interviewing Overview M 3 Behavioral Interviewing and Us Think back to our discussion regarding our organization’s talent philosophy. Why might we, as an organization, want to use behavioral interviews for our talent acquisition? ©SHRM 2016 12

Behavioral Interviewing Overview M 3 Your Role in the Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 13

Module 4 – Job Analysis & Critical Incidents ©SHRM 2016 14

Module Objectives M 4 This module is designed to provide you with the knowledge and skills necessary to: • Explain the role of job analysis in behavioral interviewing • Define critical incidents for an open position within your organization • Develop or update job descriptions based on critical incidents ©SHRM 2016 15

Job Analysis & Critical Incidents M 4 Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 16

Job Analysis & Critical Incidents M 4 What is a Job Analysis? A job analysis is a systematic study of jobs to determine: • What activities (tasks) and responsibilities they include • The qualifications necessary for performance of the jobs • The conditions under which the work is performed • The reporting structure for the jobs A job analysis helps you define the critical duties and functions of a position. Source: 2016 SHRM Learning System. (2016). Alexandria, VA: Society for Human Resource Management. ©SHRM 2016 17

Job Analysis & Critical Incidents M 4 Critical Incidents A critical incident is a crucial activity or task that has special significance to the role in discussion. • May either make a positive or negative contribution to the job/role • Help to distinguish satisfactory performance from unsatisfactory performance • Are considered the “deal breakers” for a job • Are typically identified through interviews with the hiring managers or role incumbents ©SHRM 2016 18

Job Analysis & Critical Incidents M 4 How to Identify a Critical Incident Hiring manager interviews position’s incumbent employee to: • Investigate job-related events, incidents, processes, or issues • Discuss how these incidents were handled • Explore the outcomes or these incidents Each incident should be shared as a story, and should include a: • Setting • Behavior (what happened) • Result (outcome) ©SHRM 2016 19

Job Analysis & Critical Incidents M 4 Guiding Questions • • • What happened? What lead up to the event? Where did it take place? Who was involved? What was the outcome? Was it beneficial or detrimental to the role? What did you do to influence the outcome? What did others do to influence the outcome? What did you learn from this experience/decision? What might you do differently in the future? ©SHRM 2016 20

Job Analysis & Critical Incidents M 4 Identifying Critical Incidents Ask your partner to tell you the following about their current position: • One positive experience had while in that role that led to great success • One negative experience had while in that role that resulted in problems which negatively impacted their ability to carry out a crucial part of their role As your partner shares his/her stories, listen carefully to identify what themes are being presented in the stories and how these themes contributed to the individual’s success or failure in the role. ©SHRM 2016 21

Job Analysis & Critical Incidents M 4 Sample Job Description – Administrative Assistant ©SHRM 2016 22

Module 5 – Behavioral Interview Questions ©SHRM 2016 23

Module Objectives M 5 This module is designed to provide you with the knowledge and skills necessary to: • Describe the types of interview questions used in a behavioral interview and when they are most appropriate • Develop appropriate questions to explore a candidate’s past behaviors and their connection with critical job-related KSAOs/competencies ©SHRM 2016 24

Behavioral Interview Questions M 5 Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 25

Behavioral Interview Questions M 5 Lead and Probing Questions Lead Questions • Open ended • Use introductory statements like: o Tell me about a time when… o Provide a recent example of… o Describe an occasion when… o Walk me through… • Should elicit a short story from the candidate Probing Questions • Follow-up questions used when: o Initial answers are vague or do not fully address the lead question o The candidate’s tone changes drastically o The candidate seems to have difficulty forming and answer ©SHRM 2016 26

Behavioral Interview Questions M 5 Probing for More Information What are some behaviors that you’ve witnessed in past interviews that would prompt you to probe for more information from a job candidate? ©SHRM 2016 27

Behavioral Interview Questions M 5 Where to Focus? Individual Contributors • Focus questions around skills and how the candidate will perform in the context of the team o Will the candidate be able to perform the role effectively? o What in their past behavior indicates that the candidate understands the role and has the proper KSAOs? o Will the candidate interact with colleagues in a manner that supports the culture of the existing team? Supervisors • Focus questions more around organizational culture, leadership skills, and leadership potential o What inspires the candidate as a leader? o What is the candidate’s typical leadership style? o Does this leadership style match the culture of the organization? o Does this candidate’s ethical behavior match that expected of organizational leaders? ©SHRM 2016 28

Behavioral Interview Questions M 5 Avoid Legal Troubles Under Title VII of the Civil Rights Act of 1964, and a variety of other federal and state laws, it is unlawful for employers with 15 or more employees to discriminate against job candidates on the basis of: • Sex • Race • Color • National Origin • Religion ©SHRM 2016 29

Behavioral Interview Questions M 5 Do Not Lead Avoid guiding language such as: • Tell me about a time when you successfully performed… • This type of activity or behavior doesn’t bother you, does it? • As an organization, we require this type of behavior. How do you feel about this type of behavior? ©SHRM 2016 30

Behavioral Interview Questions M 5 STAR Model and Question Development Situation: What was the situation the candidate was in? Task: What was the task the candidate needed to accomplish? Action: What were the actions the candidate took to accomplish this task? Results: What were the results of these actions? ©SHRM 2016 31

Behavioral Interview Questions M 5 Writing Behavioral Interview Questions Select two of the KSAOs that you identified. • For each KSAO, write one or two behavior-based lead questions. • Identify possible probing questions for each lead question. ©SHRM 2016 32

Module 6 – Rating Guides ©SHRM 2016 33

Module Objectives M 6 This module is designed to provide you with the knowledge and skills necessary to: • Develop a rating guide to support the implementation of the behavioral interview questions ©SHRM 2016 34

Rating Guides M 6 Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 35

Rating Guides M 5 Rating Scales and Guides Rating Scales • Basis on which all candidates are evaluated • Should be easy to understand well defined • Should identify criterion that ties suggested answers to each rating Rating Guides • Used to tie each level of your rating scale to behavioral examples/representative responses • Used by interviewers to support their use of the rating scale ©SHRM 2016 36

Rating Guides M 6 Rating Scales What does our organization’s interview rating scale look like? ©SHRM 2016 37

Behavioral Interview Questions M 5 Developing a Rating Guide Select one KSAO for which you wrote a lead question. Using the comments from the critical incident exercise and our organization’s rating scale, develop sample answers that would satisfy each of the rating criteria on the scale. ©SHRM 2016 38

Module 7 - Conducting Interviews ©SHRM 2016 39

Module Objectives M 7 This module is designed to provide you with the knowledge and skills necessary to: • Develop training to prepare interviewers to conduct behavioral interviews • Coordinate behavioral interviews that meet your structural and legal needs • Implement key behaviors associated with strong interviewing practices ©SHRM 2016 40

Conducting Interviews M 7 Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 41

Conducting Interviews M 7 Interview Formats Hiring Manager Only • Independently observes, documents, and evaluates candidates • Only one viewpoint • Potential for rater bias Panel Interview • Two or more interviewers in a single interview • Reduces rater bias/multiple viewpoints • Final ratings come from discussion and consensus Multiple Stakeholders (Serial) • Multiple 1: 1 interviews conducted in a serial fashion • Multiple viewpoints ©SHRM 2016 42

Conducting Interviews M 7 Key Interview Behaviors During an interview, it is imperative to follow these behavioral best practices: • Come prepared with a writing utensil and a place to capture notes • Look and act professional • Explain the interview process to candidates • Practice legally defensible behaviors • Ask the behavioral interviewing questions exactly as provided • Avoid leading questions when your probe for additional information • Use appropriate body language • Avoid non-verbal cues that could change a candidate’s behavior or response • Use active listening skills • Treat all candidates the same (practice fairness and objectivity) • Do not give the candidate any unfair or unrealistic expectations ©SHRM 2016 43

Conducting Interviews M 7 Tips for Active Listening • • Maintain Eye Contact Lean forward to indicate interest Nod to demonstrate understanding Mirror facial expressions to demonstrate empathy or sympathy • Allow the speaker to complete his/her thoughts completely (do not interrupt) • Remain neutral • Repeat and summarize information to clarify and ensure understanding ©SHRM 2016 44

Conducting Interviews M 7 Identify the Red Flags A crucial part of conducting a successful behavioral interview is being a strong active listener. Pay attention to the interaction between the “interviewer” and the “candidate. ” Identify what red flags the candidate is displaying. How might you respond to a candidate demonstrating these qualities? ©SHRM 2016 45

Conducting Interviews M 7 Note Taking Tips • Use short-hand or key phrases to summarize the content and delivery of responses • Balance your note taking and your eye contact • Avoid judgment in your notes • Avoid rating a candidate’s response before they have left the interview • Rate the candidate’s responses as soon as possible after the interview has ended • Ensure that your notes support or justify your ratings ©SHRM 2016 46

Conducting Interviews M 7 Behavioral Interview Using the behavioral interview questions that you’ve created, work with your partner to interview each other. Practice the interviewing techniques discussed and form legally defensible probing questions. ©SHRM 2016 47

Module 8– Making a Hiring Decision ©SHRM 2016 48

Module Objectives M 8 This module is designed to provide you with the knowledge and skills necessary to: • Gain inter-rater agreement • Debrief stakeholders on the behavioral interviews conducted • Review and maintain all appropriate and necessary interviewing documentation ©SHRM 2016 49

Making a Hiring Decision M 8 Behavioral Interviewing Process Define/Review Organizational Strategy Define Competencies Conduct Job Analysis Develop Behavioral Questions Create a Rating Guide/Scale Train Interviewers Prepare for/Conduct Interviews Review Information Collected/ Make Hiring Decision ©SHRM 2016 50

Managing the Debrief and Selection Process M 8 Inter-Rater Agreement All interviewers need to: • Have the same candidate expectations • Evaluate the candidates in a similar way • Agree upon (have consensus) on their evaluations of each candidate’s responses to competency-based questions ©SHRM 2016 51

Managing the Debrief and Selection Process M 8 Debriefing Meetings Who Should Attend? • All Interviewers • Hiring Manager When • Immediately after each candidate interview, or Should it Take Place? • After all candidate interviews have been completed What Should • First Impression Vote the • Review of Questions and Responses Discussion • Final Voting Include? ©SHRM 2016 52

Managing the Debrief and Selection Process M 8 Documentation Review and Retention The following should be provided to and maintained by HR along with a final hiring decision: • Job analysis data and outcomes, • Job description, • Behavioral interview questions • Rating scale • Rating Guide • Interview notes, • Candidate evaluations for this interview ©SHRM 2016 53