Behavioral-based Interviewing

“You can’t spend too much

time or effort on hiring
smart. The alternative is to
manage tough, which is far
more time consuming.

Dr. Pierre Mornell

Psychiatrist & Author of Hiring Smart
 Importance of Interviewing Skills
Short subhead here

"70% of interviewees feel that the interview

process is a strong indicator of how the
company operates.”

- HR Magazine, March 1998

 Importance of Interviewing Skills

"70% of interviewees feel that the

interview process is a strong indicator
of how the company operates.”

- HR Magazine, March 1998

 Why Change?

As competition increases in the market and just about

every person seems to be an EXPERIENCED MBA, hiring
and promoting the right people is becoming a tough
process for organizations.
 Learning Objectives
Insert logo here

At the completion of this training program, you will be able to:

– Explain the importance of planning for an interview.

– Explain why facts and information are more important than “a
gut feeling.”
– Define the meaning of a Behavioral example.
– Identify competencies critical for success in a job.
– Write interview questions that are Behavioral Based.
– Demonstrate Behavioral Based Interviewing skills.
– List the SEVEN steps in BBI.
– Organize your hiring procedures to assure you hire the best
employee possible.
What are your hiring problems and frustrations?

Even with the best intentions, interviewers often run into

obstacles in the interviewing process.
 Common Problems

Not enough top talent

Too many average candidates applying and clogging up
the system
Lack of time
Looked good, but didn’t produce results
Skill of Interviewers?
– Biases and stereotypes affect judgment.
– Interviewers take insufficient notes.
– Interviewers misinterpret applicant information, making
assumptions about responses.
– Interviewers make snap decisions about applicants.
– Pressure to fill the position affects judgment.
– Interviewers do not have an organized approach
– Interviewers overlook job and organizational fit by
focusing only on skills.
 Impacts of a Bad Hiring Decision

When you hire mediocre people one or more of the following things
may happen:

– Increased management time and effort

– Training time and costs
– Customer satisfaction decreases
– Error rates increase
– Other employee productivity decreases
– Out of pocket costs to replace the bad hire
 FACT

A poor hiring
decision can cost
up to 5 times the
annual salary of the
position.
 The Secret

"The secret in business today is not money or

technology or ideas. It's people - really good
people.
And when it comes to hiring good people, the
process is like a marriage. There's the courtship
(the recruitment), the proposal (the offer), and the
marriage (the job itself), which tends to change
after the honeymoon is over."
-Dr. Pierre Mornell
 The Solution

For REALLY Good People, Hire

Employees, not Candidates
How Do You Identify the
Best Employee?
 Traditional Interviewing

The most widely used selection tool, the traditional

interview, has only a 15-20% chance of accurately
predicting job performance.

Source: Indiana University School of Business, 1991

What are the odds?
Behavior Based Interviewing (BBI)

Using Past Behavior to

Predict Future Behavior
 Types of Interview Questions

Traditional questions #1-4

BBI questions fit into the last category.

Traditional Interview Behavior Based Interviews

Inadequate preparation Are planned & prepared

General, get to know Chat Use job specific criteria

Try to predict future behavior Use the premise that past behavior can be the best
predictor of future behavior

Unstructured Consistent & structured

“GUT” feeling Systematic scoring

No record keeping Record keeping & documentation of FACTS

 Why Behavior Based Interview?

Over the past 15-20 years research has

shown BB Interviewing to be 3 to 7 times
more effective in predicting job performance
success compared to traditional one-on-one
interviews.
 Why Behavior Based Interview?

Improving practices for recruiting and

retention by one point on a five-point scale
yields 7.9% in an organization’s market
value
Watson Wyatt (2001). Human capital index: Human capital as a lead indicator of shareholder
value. New York: Author.
 Why Behavior Based Interview?

“66% of hires made though traditional interviewing methods

are unsuccessful.
Due to greater validity of behavioral-based interviewing
methods, approximately 70% of hires are successful and
frequently become top performers in the organization.”

The Talent Edge. New York: John Wiley & Sons.

 Why Behavior Based Interview?

“Considering that the costs of re-hiring are typically 3 times

the position's salary, the effort required by behavioral-
based interviewing becomes well worthwhile”

Emotional Intelligence in the Workplace,

New York: Harper Business
 Linking BBI To HPBs

This style of interview enables quantitative an objective assessment of

candidates

Link BBI to High performance behaviors (HPB) to fit into the overall
Leadership Frame Work

HPB helps to communicate to candidates and potential employees the

key behaviors and experiences
 THE 4 HPBs

Innovative Thinking

Leading people

Achieving Excellence

Engaging & Developing Others

12 High-Performance Behaviours

Behaviors are organized into four clusters:

Leading People Achieving Excellence

Finding mutually beneficial solutions; displaying enthusiasm Removing constraints and barriers to achieve challenging, yet
and confidence in the present and future success of GSK; realistic targets; exceeding expectations and delivering true

N G
clearly communicating with all audiences in an appropriate value to the customer by finding out their needs and creating
manner

R I demand at all times

G
 Influence I  N
Enable & Drive IChange
 S P
Building Confidence  O
ContinuousDImprovement
I N
 Communication  Customer Focus

Engaging & Developing Others Innovative Thinking

NG G
Understanding the underlying issues from all stakeholders; Gathering wide and varied information on all aspects that
building ideas that go beyond the impact of individual ideas;
N
influence the organisation; making sense of information by

PI I
developing people by providing them with new opportunities forming workable ideas and solutions; exploring all future
K
possibilities and assessing strategic options

 LO
Building Relationships
E
 I N
Information Search
V T H
 Teamwork
E  Flexible Thinking
 D
Developing Others  Creating Business Solutions
 BBI

Step # 1

Analyze the Position to be Filled

3 Types Of candidate Information Available

Before the interview the interviewer is equipped with:

Work/Education/Skills

Specific Experiences

Interests/Desires

Your goal is to gather meaningful examples of

behavior to help evaluate
 The Competency Profile

Knowledge
Skills
Abilities
Attitudes
Experience

… critical for success in each job.

 What Is Required To Do The Job Well?

Selection is only as good as the competency

profile of the job
 What should I know
about the open position?

THE ENVIRONMENT :
Vision and actual situation of the department or Company / Role inside the team /
Future of the position /…

CHALLENGES :
« What will be difficult in the position »

RESPONSIBILITIES :
Why does the organization need this position? /
Accountability/Expected deliverables / Type of tasks /…

PROFILE OF THE JOB HOLDER ?

Soft Skills/ Technical Competencies/ Motivation …
 Analyze the Position
to be Filled

Examine the job profile.

Ask the person doing the job (before they leave).
Ask others doing the job.

Get feedback from supervisors.

Think about the future--what new or different competencies will be needed.
Decide if you can support learning on the job or if you need someone ALREADY with
experience.
Identify the COWs: Conditions of Work!
This list will serve as a
basis for developing
behavioral based interview
questions--your
to a good
selection!!!
 BBI

Step # 2

Determine Sources of information

Determining The Best Source Of Information For
Each Of The KSAAS

Presentations

Group Exercises/Discussions

Role Play

Aptitude & Psychometrics

Paper based Assessments

Panel Interviews
 SOURCES OF INFORMATION
Back-ground
Demonstrated Knowledge &
Basic Attributes Training
KSAAE Experience
Skills

Presentation/Group Discussion/
Personality Test Resume/ CV BBI
In-tray/Role Play

MBA
(major? school?)

2- 3 years relevant experience

Male, 28-35 years of age

Concern with quality

Decision making Skills

Drive/energy

Information technology skills

Time management

Verbal communication Skills

 Prescreening

Use candidate screening grid to assess applications

Apply the criteria equally to each applicant.
Move candidates in People Click
Conduct telephone screening if agreed
Exclude those who do not meet the criteria
Plan on conducting a behavioral interview with those who meet the
criteria.

Amer, Sara, and Sana, Osman, and

Omar are Tanya don’t have the
eligible education I need
 Prescreening

Pre-screening does not predict success for a candidate. It

can, however:

Identify candidates who meet the required criteria.

Narrow a long list.

Save you time and money.

 A Resume or CV May NOT Be the Best Pre-Screening
Source

O'Leary Resigns As Coach At Notre Dame: Falsified Credentials Lead to

Downfall

December 15, 2001 (The Washington Post)

ABSTRACT: Not only an inflated resume,

but a blatantly falsified one, has brought down
a Nationally Prominent football coach after
decades of professional and educational
success.
O'Leary acknowledged that he lied about
playing football for three years for the
University of New Hampshire and said that he
does not possess a master's degree from New
York University, as he had claimed.
 Information Sources:
Are Resumes Misleading?

Listed Phony Previous Employer 25%

False Education/Degree Claims 27%

Employment Dates Altered 30%

Inflated Job Title and Responsibility 33%

Untruthful Reasons for Termination 34%

Inflated Salary Claims 41%

80% of all Resumes are Misleading

Source Xukor, Inc. complied from a survey of 10,000 applications and resumes combined
 Phone Screen Model

Introduction (2 Mins)
Set expectations, objectives and ground rules

Review Knock Out Areas(1-3 Mins)

Career Objectives, travel, compensation etc

Fact Check Resume (3-5 Mins)

Check basic information, facts etc for any red flags

Review Key Qualifications (5-7 Mins)

Functional knowledge; proof of performance

Sell and Close

1 minute for all candidates.3-5 minutes for high potentials …
 BBI

Step # 3

Develop Behavioral Questions

for the Position
 Why should we prepare for an interview?

To ensure questions address the

requirements of the position.
To ensure you feel more comfortable
before the candidate arrives.
To provide consistency and validity to the
interview.
 Developing Competency Questions for the
Position

A specific situation
The tasks involved in the situation, relative to the
KSAAE’s
The actions taken in the situation to complete the
tasks
The result or outcome of the actions.

Example: Job element Writing skills

 Developing Competency Questions for the
Position

Each question should ask for “real life”

examples:

Job element: Decision making ability.

Question: Tell of a time when you had to make a

decision in a hurry and you lacked information. What did
you do? What was the outcome?
 Developing Competency Questions for the
Position

1. Start your Give a specific example . . .

Tell about a time . . .
questions with a Describe an instance . . .
phrase that asks Provide an example . . .
for a specific
situation:
 Developing Competency Questions for
the Position

2. Next, bring in a statement that relates to a

specific job element (KSAAE) task:

 Give a specific example of how you dealt

with a difficult person . . .
 Tell about a time when you had many work
projects going at the same time . . .
 Describe an instance when you handled a
stressful situation . . .
 Developing Competency Questions for
the Position

3. Next, expand the question to elicit actions:

 Give a specific example of how you dealt

with a difficult person. What exactly did
you do and say?
 Tell about a time when you had many work
projects going at the same time. What
steps did you take to get them all done?
 Describe an instance when you handled a
stressful situation. What verbal and non-
verbal communication techniques did you
use?
 Developing Competency Questions for
the Position

4. Finally, finish the question or add a phrase that asks for the
results or outcomes:

 Give a specific example of how you dealt

with a difficult person. What exactly did
you do and say? What was their response?
 Tell about a time when you had many work
projects going at the same time. What
steps did you take to get them all done?
What was the outcome?
 BBI

Step # 4
Review Applications &
Resumes
 Review Applications & Resumes

Gaps in employment history can indicate

several things:

 Time to complete an education.

 Time to spend with a sick relative, have a family, travel.
 Serious illness.
 An inability to find work due to various reasons.
 Review Applications/Resumes

Reviewing applications and

resumes will sharpen your
ability to choose the best
candidate for the job.
 BBI

Step # 5

Determine Interview Format:

Who & How
 Conducting the Interview:
The Who

An interview can be
successfully conducted
by one person or a
group or panel of
people.
 Conducting the Interview:
The Who

Advantages of a single interviewer:

 Interviews are easy to schedule.
 Less stress for applicants.

Disadvantages of a single interviewer:

 One person assumes responsibility for decision. This can
be difficult if a poor choice is made.
 Interviewer bias is more likely to occur.
 Conducting the Interview:
The Who

 Advantages of a group or panel interview :

 More people get a chance to assess applicants.

 Improves the validity and accuracy of selection.
 Fosters buy-in of selection decision.
 Interviews look fairer to applicants.

 Disadvantages of a panel interview:

 Takes up time of more people, thus more costly.

 Interviews are more difficult to schedule.
 Consistency is dependant upon availability of panel members for all
interviews.
 Conducting the Interview:
The Who

If one person will conduct the interviews, the immediate

supervisor is usually the best choice.
The immediate supervisor has the most at stake and has
to:
– Take responsibility for the decision.
– Live with the decision day in and day out.
– Deal with any disciplinary issues.
 Conducting the Interview:
The Who

If a panel will conduct the interview, decide:

– How many
– Who will comprise the panel
Usually panels consist of three people.
– Large numbers are unmanageable & intimidate applicants.
– Use odd numbers to reduce the likelihood of a split decision.
To decide the panel, ask the questions, who will:
– Have a vested interest in this employee?
– Supervise this employee?
– Know what it takes to do the job?
– Work, day after day, with this employee?
– Deal with difficulties the employee may have?
 Conducting the Interview:
The Who

Panel members may include:

– The immediate supervisor.

– The supervisor’s supervisor.
– A peer who may function as a mentor.
– An outside objective person.
– A team member
– An internal customer
Conducting the Interview:
The How

Decide the order of the questions

– Hints:
Alternate hard and easy
questions

Alternate long and short

questions.

If more than one person will be

interviewing, decide who will
ask which questions.
 Conducting the Interview:
The How

Set an Interview Schedule

 When?
 How long? (Aprox 1 hour)
 How much time between interviews? (Aprox 30 min)

Be fair to both the interviewers and the candidates.

Allow enough time for thorough interviews, and enough time between
interviews to prepare for the next one.
 Conducting the Interview:
The How

 Review methods for reducing interview bias.

Bias is a part of human nature.

Know common rating errors and

realize which ones are most
likely to produce bias for you…
 Conducting the Interview:
The How

Finally, decide on how you will score responses to questions.

Each question should be scored individually--against job

criteria.

STAR evidence should be documented to support your score.

At the end, a total score should be calculated and compared

to other scores.
 FALSE STARS

Vague or general statements

Opinions or personal beliefs/judgments

Theoretical or future/oriented
statements
 False Stars

All questions don’t lead to a perfect star

response
False Stars are statements with a lot of glitter
but no substance
When you hear vague responses, (Such as
would do…Can do) you need to:

DIG DEEPER
Ask follow up questions to get solid behavioral response

Examples:
You say it worked out well, please specify how
Walk me through the steps you took
 PARTIAL STARS

Examples that are missing one or more of

the elements

– a situation, but no action

– action and results, but no situation
 Managing False and Partial STARs

With False STARs; Redirect and ask for specific examples

With Partial STARs; Ask probing questions to find the

missing piece
 BBI

Step # 6

Interview Candidates
 Interview Candidates

Seven Steps for Interviewing:

Set a Relaxed Atmosphere

Structure the Interview
Briefly Describe the Job
Ask Prepared Questions
Listen and Probe
Record Evidence
Close the Interview
 Interview Candidates

1. Set a Relaxed Atmosphere

-Greet them warmly.

warmly
brief ice-breaker, exchange about the weather.
-Introductions- interviewer (s)
-Use an interview setting that is less formal
a table and chairs, or even a coach, rather than a desk in a
formal office.
-Note-taking
important during the interview, so have a table or some writing
surface

-Think COMFORT!
 Note Taking Tips

Explain it will be difficult to maintain eye contact throughout

Break the notes down to follow the STAR response. This will help to
probe the candidate

Make notes in ink, not pencil

Keep the notes brief, recording specified challenge and behaved

action and response.
– Positive first impression

– Prepares the stage for the interview

 2. Structure the Interview

Place the interview in the context of the whole

process
Explain your objectives in the interview
Tell them you will be taking notes
Say you will ask behavioural questions:
understand what they did personally
Let them know you will answer their questions
at the end
Interview Candidates

3. Briefly Describe the Job

 Interview Candidates

4. Ask Prepared
Questions
Begin by telling the applicant that you
expect them to answer the questions
with specific examples.
examples
Tell them that you realize that they will
need time to think before they answer,
therefore you expect there will be
silences.
silences
If you do have an applicant that
responds quickly, you may have to
“create” silences.
 Interview Candidates

5. Listen and Probe: The EAR Formula

E EFFORT

A ASK QUESTIONS

R REACT & RESPOND

 Listening Skills During The Interview

Accurate listening can be hampered by :

Rehearsing what you are going to say next

Working to get your share of the talking time

Trying to impress the other person

Judging what the other person says as irrelevant, illogical,

inconsistent
 70/30 Rule

Active listeners
spend 70% of
their time
listening and
only 30% of
their time talking
 Interview Candidates

During the During or immediately

interview immediately after the
after the interview
interview

Facts, results, Evidence of What you judge

what the Behaviour for specific
candidate says competencies
 7. Close the Interview
A good closing question is, “Is there anything
you would like
to share that we haven’t asked you about?”

After they have responded:

-Ask for and answer any questions.
-Outline the next steps.
-Thank them for coming in.
 Questions the Applicant May Ask

Expect the candidate may ask virtually any question

The interview may choose not to answer based on knowledge,
experience and comfort level.

Candidates generally ask questions related to:

Job Description/History

Supervision

The department

Organization/Training

Criteria for Hiring

 BBI

Step # 7
Select the Best Employee
 Bring the facts together

As soon as possible after the interview (s)

Go through each candidate in turn.
Use other evidence if applicable, i.e. testing,
to support or challenge
Discuss any areas of disagreement in
perception.
Reach consensus on the evidence of each
competency assessed.
Based on the evidence gathered, candidates
are ranked.
Decide Which Candidate Best Meets the
Established Criteria

Decide if you have a suitable

candidate.

If so . . .
 Select the Best Employee

Select the Best

 Orient and Train Them
 Mentor and Grow Them
 They Will Succeed

. . . and so will you!!