1. Behavioral Interviewing for Hiring Success Barbara Rutkowski Senior Consultant, Learning Dynamics, Inc.

2. Today’s Content  How behavioral interviewing leads to successful hires  Pitfalls of behavioral interview training  What your hiring managers need to know  Key content for effective behavioral interview training  Tools you can use  How to make sure training translates to results

3. Behavioral Interview Effectiveness TRADITIONALBEHAVIORAL 10% predictive of future competence Can be subjective based on supposition. “How would you….” Examples can’t be tested. “So you would save the day by acting like superman!”

4. Behavioral Interview Effectiveness TRADITIONALBEHAVIORAL 10% predictive of future competence 55% Can be subjective based on supposition. “How would you….” Objective, fact-based “Tell me how you have…” Examples can’t be tested. “So you would save the day by acting like superman!” Answers can be tested. “Tell me how you did xyz…” “How did that contribute…” “Why did you do xyz…”

5. Pitfalls of Behavioral Interview Training Preparation Determine position needs Create behavioral questions Interview Interview logistics Ask questions, record answers Selection Review candidate interviews Make selection, extend offer Managers seek what they lost not necessarily what they need

6. What Hiring Managers Need to Know Planning Strategic assessment of needs – THINK OUTSIDE THE BOX Defining position qualifications Select behavioral interview questions Prepare for interviews Interviewing Review resume & ask clarifying questions Ask behavioral questions, probe, follow-up, take notes Invite questions from candidate Explain next steps & thank candidate Decision Making Complete candidate comparison chart Debrief with other interviewers & HR Select best candidate

7. Discussion  How can we get managers to think outside the box?  What do you want managers to consider as they identify skills and qualifications?

8. Strategic Planning Inspire managers to hire based on skills and competencies required for FUTURE success

10. Qualifications Experience: Must haves versus wants Education: Preferred versus required Skills/Competencies:  Functional: technical or operational skills, expertise, or knowledge  Behavioral: behaviors required for success in the job  Organizational: behaviors identified as important for success in your company/organization

11. Pitfalls of Behavioral Interview Training Preparation Determine position needs Create behavioral questions Interview Interview logistics Ask questions, record answers Selection Review candidate interviews Make selection, extend offer Managers ask great questions but can’t identify a great answer Managers seek what they lost not necessarily what they need

12. A great question alone is not sufficient 1.Ask behavioral questions 2.Test answers and probe 3.Assess responses

13. Behavioral Questions Core Questions Give me an example of... Tell me about a time when... Describe how you have... Explain how you have... Talk me through a situation when...

14. How do you recognize a great answer? SITUATION/TASKACTIONRESULT This provides the overview of the situation/task where the competency was demonstrated. This is what the individual has said or done personally to complete the task or address the challenge. The result shows the effectiveness of actions taken and links the action to a successful outcome. S.T.A.R.

15. S.T.A.R. Exercise SITUATION/TASKACTIONRESULT This provides the overview of the situation/task where the competency was demonstrated. This is what the individual has said or done personally to complete the task or address the challenge. The result shows the effectiveness of actions taken and links the action to a successful outcome. Question: Tell me about a time when you worked on a team and someone was not cooperating or working as an effective team member.

16. Testing and Probing  What was your specific contribution?  Talk me through what you did step-by-step.  What did you learn from this experience?  Why was that critical?  Why did xyz occur?  If you were to complete the task again, what would you do differently?  If you were to give a colleague advice on this, what would it be?

17. Listen Carefully & Ask Follow-up Questions Expressions of Positive Feelings “I felt really motivated in that role.” Expressions of Negative Feelings: what a candidate feels about a situation “I was frustrated by the way I was managed in that project.” Subjective Statements: what a candidate thinks he/she would do “I would be great at dealing with client complaints over the phone.”

18. Listen Carefully & Ask Follow-up Questions Vague Statements: candidate is not specific about their actions “…so I managed to persuade the client that it was a good deal and they bought the product.” General Statements: candidate uses ‘we’ not ‘I’ “…so we delivered the process training and…” Response Omissions: candidate was asked about achieving a project delivery deadline, but avoids answering “…and my project successfully achieved the quality targets.”

19. Pitfalls of Behavioral Interview Training Preparation Determine position needs Create behavioral questions Interview Interview logistics Ask questions, record answers Selection Review candidate interviews Make selection, extend offer Managers lack tools to objectively assess candidates Managers ask great questions but can’t identify a great answer Managers seek what they lost not necessarily what they need

20. Tools: Notes and Rating Scale Competency: Interpersonal Skills Question: Describe a situation where you and a co- worker disagreed. How did you handle this? Interviewer Notes: Situation/TaskActionResult Rating: __________ 5 = Much More 4 = More Than 3 = Acceptable 2 = Less Than 1 = Much Less

21. Candidate Comparison Chart Key: 1 = Unsatisfactory 2 = Meets Some Requirements 3 = Meets Requirements 4 = Very Good 5 = Outstanding

22. Successful Execution Planning Interviewing Decision Making Implementation support will ensure your investment in training pays off How can we do this?

23. Training Effectiveness If managers can’t apply what they’ve learned you might as well skip the training.

24. Consultative Support  Provide follow-up support after class  Group conference calls or webinars  Peer support group discussions  Tools & Resources  On-demand coaching for next 3 position openings  Coaching / consulting services

25. Learning Dynamics A national training company, created in 1981 to serve the needs of companies seeking highly cost-effective means of supplementing their existing internal resources. Learning Dynamics partners with its clients to strengthen employee and/or organizational performance. We are proud to work with clients across the country in a wide variety of industries. In addition to our corporate clients, we also work with colleges, universities, municipalities and non-profit organizations.

26. Learning Dynamics  Bringing Out the Best in Others  Common Decency®  Diversity Without Adversity  Emotional Intelligence  Honest Appraisal  Integrity at Work®  Managing Stress and Multi-Tasking  Personally Speaking (Presentation Skills)  Supervisor’s Tool Kit  The Write Approach  Understanding and Leading a Multi-Generational Workforce

27. Thank you