BEHAVIOR BASED SELECTION Reducing the risk

1. BEHAVIOR BASED SELECTION Reducing the risk

2. Goals • Improve hiring accuracy • Save time and money • Reduce risk

4. Behavior Focused Interviewing • Behavior, past and present, is an objective predictor of future behavior • Behavior is anything that people do which can be observed or measured. The focus is to predict based on behavior rather than trying to understand and assess personalities • Behavioral psychologists believe that behavior remains consistent in similar situations • Intuitions and gut feelings are less objective and often difficult to justify Definition:

6. Benefits: • Focus on key hiring criteria • Criteria to base decisions and ratings • Provides a consistent documenting system • Transfers to training & performance assessment • Ensures fairness, reliability and validity • Removes personal bias • Contributes to overall performance • Legally defensible • Eliminates misunderstandings about applicants past experiences • Using behavior reduces applicant “faking” • Prevents personal impressions from affecting the evaluation

7. THE RESEARCH… • What types of people do you work best with? • How would other people describe you? • What are your strengths and weaknesses? • What type of work do you do best? • What characteristics do you look for in your ideal job? • Why do you want this job? • Why should we hire you? • What do you want to know most about us? • What types of people do you work best with? • What do you think this role should be like?

8. Interviewers who used these type of questions to select their People scored approximately - 26% on the accuracy scale When interviewers used structured behavioral questions they scored over +70% on the accuracy scale THE RESEARCH …

9. SELECTION STEPS EVALUATE BEHAVIOR CONDUCT INTERVIEW DEVELOP QUESTIONS DEFINE SKILLS ANALYZE JOB

10. Step 1 – Analyze the Job • Build a realistic profile based on the job description • Identify typical attributes of the successful people doing the same or similar job • Most of these will be intangible virtues, not things that people can be trained to be or do • Harder to change behavior, easier to train a skill

11. Step 2 – Define Skills “How” should the incumbent perform these duties? What are the behaviors required to perform in the job? Technical vs. Performance Skills

12. Identify Technical Skills Managed teams of volunteers Related education and training.. social work accounting counseling HIV and Hep C knowledge Experience with MSM community Has written successful funding proposals At least 3 years experience in outreach Knows how to use a 10 key calculator

13. Identify Performance Skills Independent Self motivated Writing ability Caring Able to cope Good listener Problem solver Leader Creative Team player Action oriented Analytical Ethical Mediator Advocate

14. COMPETENCIES 1 ________________________ 2 ________________________ 3 ________________________ Defining Skills Able to multi-task effectively Able to assess priorities Shows a systematic approach to reaching goal Demonstrates attention to detail Organization and Planning Able to work cooperatively Effectively builds rapport and credibility Communicates effectively and responds maturely Respects different perspectives Able to compromise Relates well with others Values input and expertise of others Is participative, uses open communication Demonstrates professionalism and maturity, while maintaining a sense of humour Approachable and respectful Is willing to learn from others, assist others Team player

15. Performance Skill Decision Making/Problem Solving • Identifies and addresses potential barriers to accomplishing results at the outset • Considered input from others • Develops contingency plans in advance • Implemented idea successfully Behavioral Question Good problem solving often requires the careful review of facts and weighing of options. Describe a really challenging fund raising idea you implemented and how you considered the risk factors, community impact and resource availability when implementing your plan. Success Factors Indicators Measurements

16. Step 3 – Develop Questions Group exercise Review the job description Identify 4 key performance skills/ competencies For each performance skill, list 2-3 behaviors Develop a behavioral question for each

17. Step 4 – Conduct Interview

18. S.T.A.R. QUESTIONNING The best way to predict on the job performance is to obtain behavioral examples from the candidate. • SSituation (or task) responsibilities leading to actions • TTask (or situation) • A Specific actions taken or not taken by candidate • RResults or changes caused by the actions False STARS • Feelings and opinions • Theoretical or future oriented statements • Vague statements

20. Obtain Details, Probe for Information • Elicit details to assess a candidate’s competence "What were you thinking when that happened?""What was your reaction?""What did you actually do?""What did you actually say?""What did other people say in response?""How did it finally turn out?""What was the end result?""Is there anything else I should know about this situation?"

21. Interviewing Skills • Rapport building questions • Open ended questions • Take notes, document • Tolerate silence • Seek contrary evidence • Control the interview • Probe based on skill definitions

22. Step 5 – Evaluate Behavior

23. Evaluate Candidates • Assess the candidate against the success factors you are evaluating • Assess the strength of the evidence the candidate presented in your behavioral interview • Document your evaluation

24. TIPS FOR SUCCESS • Objectivity, fair and equal treatment of all eligible candidates • Know the job requirements • Develop selection criteria • Develop a structured interview plan • Use behavioral interview questions that ask for specific examples • Begin the interview by establishing rapport in order to put the applicant at ease. • Ask open-ended questions and be sure to allow the applicant time to talk then LISTEN, LISTEN, LISTEN.

25. Common Errors The interviewer talks more than the candidate, wasting valuable time. Hiring decisions are based on first impressions and gut instincts. The interviewer asks inappropriate (or potentially illegal) questions. The same general questions are used for every position, making it difficult to judge if a candidate is right for a specific job. Interviewers disagree on which candidate to hire because they cannot agree on which characteristics are most important for job success.

26. QUESTIONS?