behavioral interviewing n.
Skip this Video
Loading SlideShow in 5 Seconds..
Behavioral Interviewing PowerPoint Presentation
Download Presentation
Behavioral Interviewing

Behavioral Interviewing

709 Vues Download Presentation
Télécharger la présentation

Behavioral Interviewing

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Behavioral Interviewing Judy Rychlewski Director of Career Services William Jewell College Adaptations by Susan Wade, Baker University

  2. What is behavioral interviewing? • A structured interviewing strategy • Premise: past behavior is the best predictor of future performance in similar circumstances • The interviewer probes for behavioral evidence of what the candidate said, did, felt, thought, and achieved (results of the candidate’s actions) • It allows the interviewer to gather evidence for critical capabilities— orsuccess factors—that identify the very best performers in a given job

  3. What are success factors? • Technical or job specific knowledge and skills • General abilities (communication skills, customer service orientation, etc.) • Behavioral traits or competencies (initiative, results orientation, risk taking, etc.)

  4. Why use behavioral interviewing? • Traditional – or “gut”-- interviewing is a poor predictor of performance • Considered more systematic, objective, fair • Ensures job-related questions are asked • Acquires relevant information to make decision • Meets legal guidelines • Ensures good match between candidate & job • Results in shorter training time and lower turnover

  5. Bell Curve of Successful Interviews Not too confident yet not too unsure Not too bold yet not too shy Don’t act too eager yet still demonstrate interest Not too excitable yet not too sluggish Clothes, never wrinkly yet never over-dressed Responses not too long yet not too short Handshake, not too soft not too hard Suitable eye contact yet don’t stare Body Odor, not too strong ….either way Arrival not too early yet never late Never be rude but don’t be too polite

  6. 4-Step Model for Employers • Step 1 – Analyze the job • Step 2 – Plan the Interview • Step 3 – Conduct the Interview • Step 4 – Evaluate Candidates

  7. BASIS OF ALL INTERVIEW QUESTIONS • Why are you here? • What can you do for me? • What kind of person are you? • How special are you? • Can I afford you? - Bolles, R. (2006). “What Color is Your Parachute"

  8. Candidate’s Interview Preparation • Tell behavioral stories using SITUATION (background information) TASK (what you did) ACTION (how you did it) RESULT (what the outcome was)

  9. Sample Behavioral Question • Tell me about a time when a staff member was not pulling his weight and what you did about it.

  10. Sample Behavioral Interview Response using STAR method • Situation • A previously dependable employee had been arriving late to work everyday for the last month.

  11. Candidate’s Interview Preparation • Task • I was the new front-line manager. It was my responsibility to check it out.

  12. Candidate’s Interview Preparation • Action • I chose to arrange a discussion with the employee. The employee divulged to me that an unexpected family obligation was causing her to be late. After examining the options, I ended up adjusting the employee’s work schedule.

  13. Candidate’s Interview Preparation • Result • The employee started coming to work on time again. The employee’s loyalty towards the company and towards me increased due to my attentiveness and concern for her situation. I received word-of-mouth recognition and respect as a front-line manager as a result of my demonstrated concern for the employee.

  14. Preparing In Advance for the Interview • Identify 6-8 examples from your past experience where you demonstrated top behaviors and skills that employers typically seek. • Think in terms of examples that will feature your top selling points.

  15. Preparing in Advance for the Interview • Half of your examples should be totally positive, such as accomplishments or meeting goals. • The other half should be situations that started out negatively but either ended positively or you made the best of the outcome.

  16. Preparing in Advance for the Interview • Vary your examples; don’t take them all from just one area of your life. • Use fairly recent examples • Tell your story using STAR

  17. Examples of Interview Questions • Tell me about a specific time when you • Worked effectively under pressure • Handled a difficult situation with a co-worker • Were creative in solving a problem • Were unable to complete a project on time • Were forced to make an unpopular decision • Had to get something across to someone who found it difficult to understand

  18. Examples of Interview Questions • Tell me about a specific time when you • Were tolerant of an opinion that was different from yours • Had to deal with an irate customer • Surmounted a major obstacle • Persuaded team members to do things your way • Had to make an important decision with limited facts • Had to go beyond the call of duty to get a job done

  19. Examples of Probing Questions • The interviewer is trying to elicit details • 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?

  20. Keys to a successful interview • Know your best skills – do a skills assessment • Identify skills sought for job you want and match your skills to those • Develop stories to support your most important skills – remember STAR • Practice telling your stories out loud • Be prepared to ask questions • Prepare a strong closing statement

  21. Assignment • Create a list of skills and rank them • Using the STAR technique, write a story to explain your most significant work accomplishment (this should highlight one or more of your skills) • Pair up with a partner and tell your story, partner will ask probing questions to help assess success factors