Behavioral Interviewing Final

8/7/2019 Behavioral Interviewing Final

1/25

BEHAVIORAL

INTERVIEWING

TEAM

Aditi Jayaraj, Mahesh Radhakrishnan, Mandvi Tiwari, Prajit Srivastava, Swati Dasika


2/25

Objective

Able to : Understand BEI Concept

Able to : Apply and Develop BEI Guidelines

BEI Conduct


3/25

Is also called the Critical Incident method or Competency-basedInterviews or Targeted Selection Interviews

(Focuses on questions that delve into your past behaviors)

The Behavioral Event Interview

Gathers data through a structured interview onhow people respond and behave in specificsituations because

Pastperformance

Futureperformance

predicts

Pastperformance

Futureperformance


4/25

WHY IS BEI USED?

Past behavior predicts future success

Used as an indicator of personal attributes and characteristics

Looks at your thought processes and problem-solving skills

Candidates cannot prepare in advance

Less chance of candidate making up answers

Wrong hire costs 1.5 times the salary


5/25

WHAT IS THE ADVANTAGE TO BEHAVIORAL

INTERVIEWING?

Allows the interviewer to:

Gain detailed job-related examples

Assess past performance

Assess competencies

Focus the interview so candidates provide more than just

canned responses


6/25

HOW TO USE THE COMPETENCY MODEL TO

FORMULATE BEHAVIORAL BASED QUESTIONS

By analyzing the recentpast, you are able to:

Identify Critical Competencies

Identify Critical Success Factors (CFSs)

Clarify the ideal candidate

Critical Success Factors (CFSs) are the essential areas of activity thatmust be performed well if you are to achieve the mission, objectives orgoals for your department


7/25

IDENTIFY CRITICAL SUCCESS FACTORS

Use your set job standards and expectations to develop yourCritical Success Factors

Samples ofCritical Success Factors (CFSs):

Sustain successful relationships with faculty and staff

Effectively engage Distributed Leadership

Actively support the Plan for Excellence

Set and maintain a level of expected staff performance

Provide customer focused training for staff

Manage any disruption of business

Continually identify and fix broken processes

Increase efficiency and reduce institutional memory


8/25

DEVELOP BEHAVIOR-BASED INTERVIEW

QUESTIONS

What is a Behavioral Question?

A description of the situation, competency or critical success factor,the applicants actions and results of those actions

Hire for attitude through behavior based questions

Critical Success Factor Sample Questions CSF: Identify and fixbroken processes

Behavioral: Tell me about one of the more difficult brokenprocesses you had to fix

Theoretical: How would you go about fixing a broken process?

Leading: You dont feel youd have any difficulty improving ourbroken processes, do you?


9/25

SAMPLE BEHAVIORAL QUESTIONS

Tell me about the most challenging project you have every worked on?What made it challenging?

Give me an example of how you coached an underperformer to an

exceptional employee. What were your biggest challenges/rewards?

What professional development courses or conference have youattended? What did you take away and how did you apply what youlearned?


10/25


11/25

THE DOS OF BEHAVIOR-BASED INTERVIEWING

DOs:

Ask behavioral basedquestions

Ask straightforward questions

Emphasize recent past

Seek contrasting behaviorsLessons Learned

Phrase questions so that theapplicant can easily providenegative information

Ask follow up questions whereneeded; especially on feelingsand opinions

Explain that you are takingnotes to ensure accuracy.

DOs:

Use positive reinforcement

Be friendly, open and natural

Show appreciation and praise

Show signs that you are listeningto them

Focus talkative applicants

Allow for silenceApplicantsneed time to think prior toanswering

Rate the applicants skills againstyour notes soon after theinterview.


12/25

THE DONTS OF BEHAVIOR-BASED INTERVIEWING

DONT:

Ask leading questions

Ask theoretical questions

Jump to conclusions

Ask questions that will get you and the organization in legal trouble (see

next slide on Employment Law)

Let vague statements, opinions and feelings get by you


13/25

CRASH SLIDE IN EMPLOYMENT LAW

Interview questions should never be asked related to these topics:

Medical or mental health history

Marital status

Sexual orientationAge

Child care, family planning or number of children

Religion or religious beliefs

Disabilities

Receipt of unemployment insurance, workers compensation, or

disability benefitsNational origin and citizenship

Physical characteristics

Membership in professional or civic organizations that would reveal

national origin, race, religion, or any of the other protected classes


14/25

PURPOSE OF INTERVIEW

What is the purpose of the interview?

Collect information about the applicant.Does the person have the work experience and critical successfactors to do the job.

Determine not only if the applicant can do the job, but whetherhe/she wants the job:

Who is worth more? A highly motivated person with lessexperience or a poorly motivated person with a great deal ofexperience.

Give information so the applicant can make a decision:Two decisions that always have to be made. Do you want the

applicant and does the applicant want you?Promote good-will:Every interview adds, or detracts from the organizationsreputation in the community. Organizations with the bestreputations tend to attract the best applicants.


15/25

PREPARATION FOR BEI STAR

Situation or Task Describe situationbe specific

not general. Provide enough

detail for the interviewer to

understand.

Action You Took Describe action you tookkeep

focus on you. Even if discussing

a team project, talk about what

you did.

Results You Achieved Describe what happened, how

the event ended, what you

accomplished, and what you

learned.


16/25

STAR EXAMPLE

Question: Give me an example of a complex problem you had to solveand how you approached it

Response:

Situation/Task: Working on a new process not run in production

before. Had to find a new way to control the rate of addition, so itcould be scaled up to the production model without over-pressurizing the container

Action: Performed multiple experiments using various labequipment

Result: Successfully scaled up within two months, which met the

required deadline. No over-pressurization occurred


17/25

GET IN THE INTERVIEWING MINDSET

Go over your rsum and think through 30-90 second stories you could

share

Try to have somewhere between 6-10 stories

Half that are positive

Half that started out negative then turned positive

Stories should allow you to stand out so youre remembered

Study job posting carefully and research company to anticipate

questions

Use different examples for stories

Incorporate different parts of your life

Anticipate lots of probing questionsKeep your rsum updated so you have fresh stories!

A portfolio may be helpful


18/25

THE BEHAVIORAL INTERVIEW PROCESS

Introduction

Meet the panel - panel may describe the type of interview

theyll be conducting

Be ready to discuss who you are. Include:

Brief chronology of your work history, i.e., how did you getwhere you are now

What do you do now

Why do you want this job

How does this job fit into your career goals

Personal information if it enhances your employability


19/25

THE BEHAVIORAL INTERVIEW PROCESS (CONT.)

Be prepared to validate or clarify information on your application

Be prepared to answer behavioral interview questions

Tell me about a time when

Give me an example of when you

Walk me through a situation when

Describe

Be prepared to answer probing or follow-up questions that ask you

for reflection, results/outcomes of your actions, and what youve

learned.

Be prepared to ask the panel questions that are relevant, or for which

you need to know the answer now or the answer will help you decide

about the job

Thank the panel for their time. Reiterate your interest in the job


20/25


21/25

DURING THE INTERVIEW

Dont be afraid to ask the interviewer: to repeat a question

for time to consider your response

to clarify a question

If you absolutely cannot think of an answer, ask the interviewer to

come back to the question

Be specific. Avoid:

Generalizations we, always, it went well

Opinions I think, I feel

Future terms I would, I will

Keep relevancy in mind

Ask questions

Be honest

Request a business card

Thank the interviewer(s) before you leave


22/25

AFTER THE INTERVIEW

Document your thoughts and experience

Send thank you notes

Be prepared to provide references


23/25

SKILLS & DESIRED BEHAVIORS THAT AN

EMPLOYER MAY BE LOOKING FOR

Decision making & problem

solving

Leadership

Motivation Communication

Interpersonal skills

Planning & organization

Critical thinking skills

Teamwork Ability to influence others

Adaptability

Attention to detail

Honesty/integrity

Energy Independence

Listening

Organizational

Management

Risk taking

Work standards


24/25

TIME FOR SOME ACTION

A MOCK INTERVIEW!


25/25

THANK YOU

Behavioral Interviewing Final

Documents

Transcript of Behavioral Interviewing Final