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Utah Women in Business conference

Utah Women in Business conference. Performance Based Interviews Roger Slater Human Resources Officer Bureau of Reclamation Upper Colorado Region. Staffing. Filling Positions. Placing People. How do select the RIGHT People?. Performance Based Interviewing (PBI) Using past behavior

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Utah Women in Business conference

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  1. Utah Women in Business conference

  2. Performance Based Interviews Roger Slater Human Resources Officer Bureau of Reclamation Upper Colorado Region

  3. Staffing Filling Positions Placing People

  4. How do select the RIGHT People? Performance Based Interviewing (PBI) Using past behavior to predict future performance.

  5. Recruitment and Performance Based Interviews • Step 1 – Who is eligible to apply? From whom will we take an application? • Step 2 – Minimum Qualifications – Basic job requirements? • Step 3 – Determining the best qualified. What is used to ID the short list? • Step 4 – Interview and Final Selection

  6. Steps in the Hiring Process Probation Select ReferenceChecks Interview ReviewAppl Amongthe BQ Suitable MinQuals CompleteAppl EligibletoApply

  7. Probation Select ReferenceChecks Interview Select ReviewAppl Interview Amongthe BQ Interview Suitable Interview Initial Review Of Resume MinQuals CompleteAppl EligibletoApply Apply Steps in the Hiring Process Private Industry Federal

  8. Selection Process • Analyze Job for Competencies • Identify Additional Information Needed (license, • certification etc) • 3. Identify Sources of Information (Resume’, Interview, • Reference) • 4.Develop Interview Questions • 5. Review Applications and Resumes • 6.Select Interview Format • 7.Interview Candidates • 8. Reference Checks • 9. Whom to Hire/Selection

  9. Performance Based Interviewing Selecting Quality Employees for a Quality Organization

  10. Concepts of PBI • Selection has great impact on organizational results • High costs of replacing • Behavioral factors lead to high performance • Applied to any position, any interviewing situation • Behavioral example is a specific life-history event that can be used to determine the presence or absence of a skill.

  11. Concepts of PBI Definition: PBI integrates interviewing techniques and interview design with criteria essential to high performance in a job. PBI focuses on the past behavior; which is a reliable predictor of future performance.

  12. Performance Based Selections • Premise: • Past behavior is the best predictor of future performance. • Match behaviors necessary for success with those demonstrated in work environment. • Candidates select organizations as much as vice-versa.

  13. Traditional Processes Don’t Work as Well • No knowledge of behaviors gained • Reliance on conjectural questions • Expectations not often explored • Based on how they should behave or speculationof how they will behave

  14. Why Performance Based Works • Structured process. • Interviewers trained to elicit past behaviors. • Expectations explored • and identified. • Facts and information • Based on exhibitedbehaviors - how they havebehaved.

  15. Differences Traditional Interviews PB Interviews Interpersonal Skills We are looking for a dependable person. Are you dependable? Interpersonal Skills Describe a time when you needed something from someone who does not work with you or for you, how do you go about getting it? Organizational Skills Let’s say you were working on a report and a supervisor came up and asked you to help him or her, what would you do? Organizational Skills Describe your experience, in a situation where you had to rapidly change your priorities. Teamwork Are you a team player? Teamwork Tell me about a time when you had a deadline to meet and other people did not perform their work properly

  16. Definitions Knowledge - refers to an organized body of information, usually of a factual or procedural nature. Skill - refers to the proficient motor, verbal, or mental manipulation of data or things. Ability - refers to the power to perform an observable activity at the present time, evidenced through activities or behaviors. NOTE: Abilities are different from aptitudes. Aptitudes are the potential for performing. Attitude - refers to the self motivation, professionalism and discretionary effort employees choose to use in approaching their work Experience - refers to specific type, kind and quantity of experience that would be necessary to meet the minimum qualification requirements.

  17. PERFORMANCE BASED INTERVIEWS A competency based approach to the selection process that is based on requisite skills, knowledge and behaviors required for success and a matching process that is a conscious effort to find the right person based on demonstratedjob performance.

  18. What is a COMPETENCY? A competency refers to and individualsdemonstratedknowledge, skills or abilities and attitudes performed to a specific standard. Competencies areobservable behavioralacts thatrequire acombinationof KSA’s to execute. They are demonstrated in a job context and as such are influenced by an organization’s culture and work environment. In other words, competencies consist of a combination of knowledge, skills and abilities that are necessary to perform a major task or function in the work setting

  19. COMPETENCIES Generally comprises a definition and a set of level descriptions • Example: Influencing/Negotiating • Persuades others; develops networks and coalitions; gains cooperation from others to obtain information; negotiates to find mutually acceptable solutions; builds consensus through give and take.

  20. COMPETENCY Planning This competency would be comprised of several elemental skills such as setting goals, assessing risk, and developing a sequence of actions to reach a goal. Customer Service would be composed of balancing interests of a variety of clients, readjusting priorities to respond to pressing and changing client demands, anticipating and meeting the needs of clients.

  21. Interview Segments • Work History or Experience • Education and Training • Career goals and Aspirations • Candidates Questions

  22. Preparation • Identify the Competencies the employer is seeking • Review • Position/Duties • Qualifications • Requirements • Job announcement • List the skills • Leadership • Self-starter • Team Player

  23. Crafting a Response • ID the skill or competency • What is the highest level in which it could be performed? • How would it then be applied to the position being filled? • How does that relate to your experience!!

  24. Crafting a Response • Gather your THOUGHTS • take a moment to think about how you’re going to respond • Describe the SITUATION • Set up the situation by giving a description of the event • Specify the SKILLS you used • Describe the ACTIONS you took • Explain your involvement • Describe the RESULTS

  25. Describe the Situation • WHO - What was your role • WHAT - What Happened • WHEN - Define the time frame • WHERE -Set the Scene • WHY - Why did the situation occur

  26. Describe the Situation • When describing each pertinent accomplishment include: • the problem or objective • what you actually did and when • the outcome • the name, address and phone number of a verifying official • the percent of your contribution

  27. Review • Establish the who, what, where, when and why of the situation • Describe your plan for addressing the situation • List your actions mentioning why you made certain choices • Explain what happened in detail as a result of your actions • Share what you learned as part of your conclusion

  28. Other Questions You Should be Prepared to Answer • Why are you looking to change positions?……. • What are your strengths/weaknesses? • What do you like most and least about your current position? • Where do you see yourself in 5 years?

  29. Other Questions You Should be Prepared to Answer • What do you like best/least in a boss • Name 5 adjectives that would best describe you • Why should we hire you? • What can you do for us that someone else can’t?

  30. It says here that you were Executive in Charge of the distribution of elongated potato products for a national company with millions of clients. Let me guess…you were on fries at burger hut.

  31. ? You Should Ask • What needs to be accomplished in this position in the next 6-12 months? • What skills are important to be successful? • What are some short and long term challenges that the selectee will face? • What experience, training, attributes, and operating style should the ideal candidate have? • What is the time frame for making a decision on this position?

  32. ? You Should Ask • What is required to perform the job? • What are the required experience, skills, competencies? • Describe a typical day • What is the busy time of year and why? • What are the characteristics of the IDEAL EMPLOYEE?

  33. General Interviewing Tips • Know the time and place of the interview and the interviewer’s full name and title • Arrive 10 minutes early - allow time for travel, traffic etc. • Wear proper attire • Do your homework - know about the company and what they do - what business they’re in • Shake hands with the interviewer upon meeting • Look the interviewer in the eye when speaking • Analyze/determine the skills they are looking for

  34. General Interviewing Tips • Analyze the match between your skills and the job • Identify examples from your past experience that demonstrate job skills • Identify 2-3 of your best qualities and decide how you will convey them • Speak clearly and slowly • Avoid saying negatives about present and previous employers • Know your career goals and aspirations • Relax, smile and be positive

  35. Career Development Know the organization’s goals Know yourself and your capabilities Know the competencies needed Set goals and evaluate Keep a positive attitude ……..You will succeed

  36. And all your troubles will magically disappear

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