1. Behavioral Based Interviewing,
NCENG
June 9, 2015
Kevin Schaack

2. Effective Selection Systems
An effective selection system has three primary components.
Accuracy
Equity
Buy-In
What do we mean by these?

3. Why Behavior Based Interviewing?
Past behaviors are the best predictor of future behaviors.
Interviewers should seek specific examples of past behaviors (SBO-situation, behavior, outcome) to best predict future behaviors.

4. What are Behaviors? Not hypothetical, opinion or future-oriented
Examples of these?
Objective vs. subjective
Actions vs. words
Will help predict whether or not they have required competencies

5. Parts of an Interview Greeting “The sell” Resume/Career questions
Welcome
Agenda
“The sell”
Resume/Career questions
Behavior/Competency Based Questions
Closing
Questions
Next steps

6. Tools for a Successful Interview
Itinerary
Interview guide / pre-planned questions
Job description
Candidate’s resume
Strategy – who will cover what?
Designated, quiet space
Timeliness

7. Benefits of the Tools? Focuses on behaviors and skills
Prepares interviewers for a successful interview
Provides consistency in interview process across constituencies
Promotes legal, defensible hiring practices

8. Preparing for an Interview
Select interview team and communicate expectations to them
Divide competencies up among team
Review the job description
Review candidate’s resume
Develop interview questions based on identified competencies and candidate’s work experience
Review interview schedule

9. Developing Interview Questions
Review competencies and definitions
Develop questions based on applicable competencies and their experience
Ask questions based on the same competencies to all applicants
Ask candidate to describe a specific situation, behavior and outcome (SBO)
Avoid leading questions

10. Prepping the Candidate
Explain the SBO format
Tell them that there are no right or wrong answers
Explain that you are taking notes and that we need to stay on schedule
Give them time to think of responses
Don’t bail them out
Move onto next question if they blank

11. Probing Questions Do candidates answer questions in SBO format? Rarely
Follow-up questions designed to gather missing information
The candidate’s actions or lack of, are the heart of the behavior
Ensure that you understand the result
Seek contrasting examples

12. Managing the Interview & Building Rapport
Use non-verbal cues – examples?
Silence – what’s the impact?
Note Taking – what does this tell the candidate?
Time Management – tricks?
Maintain / Enhance Self-Esteem
Listen & Respond with Empathy

13. Note Taking Take notes openly Note only pertinent information
Note observed behavior in interview
Record key words
Remember that interview notes are discoverable in a court of law

14. Red Flag Words We Normally or usually Was on a team that… If I think
Always or never

15. The Sell Selling the position Selling the Company
Share positive aspects of the position
Explain where it fits in the department
Tell success stories
Career pathing
Selling the Company
Leaves a good impression
Consistent message
Why did you join?

16. The Candidate Experience
Set time-frame expectation and follow through on them
Explain the process and that decisions are made by the group
Provide specific reasons for turn downs based upon examples provided
Steer turned down candidates towards positions better suited for them

17. After the Interview
Individually evaluate and score each candidate in each competency
Conduct a group debrief session
Set expectations for the team up front
Objective facilitation – maybe a 3rd party?
One candidate at a time
Seek consensus hirable / not hirable decisions
Final hiring decision – managerial discretion
Robust note taking on all candidates
Retain all documentation for at least one year

18. Candidate Evaluation Variables to consider: Similarity Recency Impact
Relevance of competency to the job
Trainability
Communication – observable
Attitude

19. Rating Scale This is ours, others may vary:
1 = far less than acceptable
2 = less than acceptable
3 = acceptable
4 = more than acceptable
5 = far more than acceptable
What’s the most critical difference between ratings?

20. In Closing… Plan & Prepare for the interview
Past behavior = future behavior
Keep it specific
Manage the interview & build rapport
Focus on behaviors and outcomes
Debrief to seek consensus
Remember the candidate experience

21. Questions / Comments?

22. East Manufacturing
Thank you for your time