Behavioral Interview Workshop
description
Transcript of Behavioral Interview Workshop
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Behavioral Behavioral Interviewing Interviewing WorkshopWorkshop
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PreparationPreparation
Review your resumeReview your resume Understand the job descriptionUnderstand the job description Determine the competenciesDetermine the competencies Interview questions and answersInterview questions and answers Know who is on the Interview Team Know who is on the Interview Team ClosingClosing
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Know your ResumeKnow your Resume
Error freeError free Quantitative & qualitativeQuantitative & qualitative Look for your “red flags”Look for your “red flags”
Unexplained employment gapsUnexplained employment gaps Frequent job changesFrequent job changes Discrepancies in educational Discrepancies in educational
historyhistory Lack of continuityLack of continuity
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CompetenciesCompetencies
Reliable indicators of job successReliable indicators of job success ““Success Factors”Success Factors”
Predictable and repeatable measures Predictable and repeatable measures of high performanceof high performance
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CompetenciesCompetencies
KNOWLEDGE
ATTRIBUTESSKILLS
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SkillsSkills Specific tasks, operations, processes and Specific tasks, operations, processes and
procedures viewed as relevant to the work procedures viewed as relevant to the work Often, the way knowledge is demonstratedOften, the way knowledge is demonstrated
E.g., ability to deliver a client presentationE.g., ability to deliver a client presentation Proficiency with using tools and equipment Proficiency with using tools and equipment
in the rolein the role E.g., Financial Analyst ability to create E.g., Financial Analyst ability to create
spreadsheets spreadsheets
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KnowledgeKnowledge Large grouping of concepts, disciplines and Large grouping of concepts, disciplines and
rules that form a context in which to perform rules that form a context in which to perform skillsskills
The specific background information The specific background information necessary to perform a role:necessary to perform a role:
E.g., understanding of investment industry, E.g., understanding of investment industry, comprehension of the law, grasp of benefit plan conceptscomprehension of the law, grasp of benefit plan concepts
Sometimes reflected in certifications, licenses, etc.Sometimes reflected in certifications, licenses, etc.
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AttributesAttributes
A characteristic behavior associated A characteristic behavior associated with a person:with a person:
E.g., team player, leadership, initiativeE.g., team player, leadership, initiative
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Competencies Competencies CommunicatedCommunicated General: AdministrativeGeneral: Administrative Specific: Develops effective systems Specific: Develops effective systems
andand processesprocesses BehaviorsBehaviors
Looks for ways to reduce duplication of Looks for ways to reduce duplication of effort in departmenteffort in department
Uses a flowchart to manage complex Uses a flowchart to manage complex projectsprojects
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Competency Description
Analytical: Gathers relevant information systematically and applies logic in solving problems and making decisions. Predicts benefits and costs and weighs risks.
Business Perspective : Shows understanding of issues relevant to the broad organization and business; has and uses cross-functional knowledge.
Change Management: Champions change. Takes initiative to channel changes as an opportunity to drive goal-driven initiatives.
Communication: Expresses ideas clearly and simply both orally and in writing; creates an environment where people are comfortable expressing ideas. Promotes the timely flow of information to subordinates, team members and management.
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Competency Description
Consumer/Customer Focus: Anticipates consumer and customer needs (both internal and external); takes action to meet consumer/customer needs; continually searches for ways to increase customer satisfaction; demonstrates a concern for helping and serving others.
Cost Management: Analyzes cost versus benefit. Uses project management process to maintain cost balance expectations and desired outcomes.
Fundamental Technical Expertise: Demonstrates an overall understanding of current technology resources. Applies various systems and tools in context of advancing business goals, processes and service quality.
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Competency Description
Influence/Negotiations: Seeks mutually beneficial solutions; obtains cooperation from others including those not under direct control.
Innovation: Challenges established ways of doing things by coming up with resourceful ideas and solutions. Pushes for continuous improvement in all ways of doing business.
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Competency Description
Leadership/Assuming Accountability: Displays leadership through actions and work activities. Interprets shared organizational vision by assuming accountability. Leads by example to establish new benchmarks for quality and performance.
Managing People/Coaching: Develops competencies by creating challenging/broadening work assignments. Gives timely constructive and
specific performance feedback; brings out the best in all people.
Planning/Priority Setting: Develops plans to support business strategies; translates objectives into action plans. Identifies tasks critical to
business success; allocates resources accordingly.
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Competency Description
Results Oriented: Get results and add value to the organization by moving others to action, takes decisive action on emerging opportunities.
Risk Management: Assesses and applies Risk Management principles to all levels of work. Maintains cross-functional view of the organization in
order to pro-actively manage risk impacts.
Self Management: Can work autonomously by focusing on goals at hand. Seeks additional responsibilities within balance of current work and
delivering results.
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Competency Description
Strategy/Vision: Develops and communicates a long-term direction for the team-organization. Links the overall business goals with the team’s goals.
Team Building/Relationship: Creates a commitment to common goals; initiates and develops relationships with others as a key priority. Develops an environment that empowers others; values the contributions of all team members.
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QuestionsQuestions GeneralGeneral BehavioralBehavioral
SupportingSupporting ContraryContrary Follow-upFollow-up
OtherOther Closed-endedClosed-ended VagueVague LeadingLeading TheoreticalTheoretical
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Behavioral Behavioral InterviewingInterviewing
Key concept: past behavior is Key concept: past behavior is predictive of future behavior predictive of future behavior under similar conditions under similar conditions
Competency-basedCompetency-based
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Behavioral QuestionsBehavioral Questions
““Tell me about a time when you . . . .”Tell me about a time when you . . . .”
““Give me an example of . . . .”Give me an example of . . . .”
““Describe a project where you had to . . . .”Describe a project where you had to . . . .”
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Behavioral QuestionsBehavioral Questions What did you do in your last job to contribute What did you do in your last job to contribute
to a team environment?to a team environment?
Describe a situation in which you were able to Describe a situation in which you were able to win the support of others that did not report to win the support of others that did not report to you.you.
Give me an example of how you organized and Give me an example of how you organized and tracked a complex project.tracked a complex project.
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Behavioral ResponsesBehavioral Responses ScenarioScenario
ActionAction
Outcome or resultOutcome or result E.g., learningE.g., learning
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Behavioral ResponseBehavioral Response
ScenarioScenario I was a temp in a Finance organization. Two I was a temp in a Finance organization. Two
days after I joined, the Senior Financial days after I joined, the Senior Financial Analyst left on Maternity Leave. I was left to Analyst left on Maternity Leave. I was left to learn on my own.learn on my own.
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Behavioral ResponseBehavioral Response
ActionAction One day, I took it upon myself to create a One day, I took it upon myself to create a
financial model to analyze the cost benefit of financial model to analyze the cost benefit of hiring College Interns.hiring College Interns.
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Behavioral ResponseBehavioral Response
Outcome or resultOutcome or result
Now, the organization is expanding its college Now, the organization is expanding its college recruiting efforts by 35%.recruiting efforts by 35%.
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Contrary QuestionsContrary Questions
Designed to gather data about a Designed to gather data about a candidate’s limitationscandidate’s limitations
Helps interviewer understand the Helps interviewer understand the candidate more fully:candidate more fully: E.g.,E.g., Give me an example of a time when Give me an example of a time when
you were you were unableunable to convince your boss to to convince your boss to support your proposed course of action.support your proposed course of action.
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Follow-up QuestionsFollow-up Questions Help interviewer to probe more Help interviewer to probe more
deeplydeeply
Useful when candidate:Useful when candidate: Gives vague answersGives vague answers Responds in a theoretical or future-Responds in a theoretical or future-
oriented manneroriented manner Expresses feelings or opinionsExpresses feelings or opinions
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Follow-up QuestionsFollow-up Questions E.g.,E.g.,
Can you give me a specific example of Can you give me a specific example of when you did this?when you did this?
Under those particular conditions, how Under those particular conditions, how did you react?did you react?
Exactly, how were you involved?Exactly, how were you involved? Specifically, how did you use this Specifically, how did you use this
knowledge in your job?knowledge in your job?
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Leading QuestionsLeading Questions
Forecast the desired responseForecast the desired response
Control candidate’s responseControl candidate’s response
E.g.,E.g., Are you sitting for the upcoming Level II Are you sitting for the upcoming Level II
CFA exam?CFA exam?
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Theoretical QuestionsTheoretical Questions
Open-endedOpen-ended HypotheticalHypothetical E.g.,E.g.,
We’re looking for someone who is not We’re looking for someone who is not afraid to take initiative. How would afraid to take initiative. How would you take initiative?you take initiative?
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ResponsesResponses
Take time to answer the question to Take time to answer the question to think of an appropriate scenario or think of an appropriate scenario or circumstancecircumstance
Silence is okaySilence is okay
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Roles and Roles and ResponsibilitiesResponsibilities
RecruiterRecruiter
GeneralistGeneralist
Hiring ManagerHiring Manager
Other InterviewersOther Interviewers
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Common Interview Common Interview MistakesMistakes
Having insufficient knowledge of the jobHaving insufficient knowledge of the job
Talking too muchTalking too much
Giving redundant or repetitive examplesGiving redundant or repetitive examples
Not being preparedNot being prepared
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ClosingClosing
Summarize why you are the Summarize why you are the candidatecandidate
Ask questions that help you assess Ask questions that help you assess the requirements of the position the requirements of the position and determine if this position is a and determine if this position is a match for you.match for you. E.g., culture, requirements, E.g., culture, requirements,
management stylemanagement style Thank Interviewer for their timeThank Interviewer for their time