Diane Lustenader, SPHR, ACDLake Associates, Inc.

Behavior-Based Interviewing

Find out why better interviewing matters

Review a few legal precautions

Learn how behavior-based interviewing is different from traditional interviewing & how it works for all levels of candidates

Our Agenda

Retaining What You Learn

10% of what we read20% of what we hear30% of what we see50% of what we see & hear70% of what we say90% of what we say & do

Replacement cost as % of first year salary?

Non-exempt ____%Exempt ____%Executive ____%

P. 2

WIIFM?The High Cost of Turnover

Replacement cost as % of first yearsalary?

Non-exempt 50-75%Exempt 75-125%Executive 100-200%

P. 2

WIIFM?The High Cost of Turnover

HR & Line Staff

Line Staff Only

CAMPUS

TESTS

TEMPS

RECRUITING

INTERVIEWS

Who Interviews?HR

Only

BNA January 2003 HR Department Benchmarks & Analysis

General Interviewing Cautions

Do not ask discriminatory questionsDo not ask personalquestionsDo not allow false notions to influence your decisions

Pp. 3-4

Table Discussion Question #6

Is it legal to ask a candidate:a. When did you graduate from college?b. If hired, can you provide proof that you

are 18 years of age?c. What languages do you read, speak or

write fluently?d. Have you ever been arrested?e. Are you capable of performing this job, as

described to you, in a safe manner?

General Interviewing Cautions

Beware of tendencies toward stereotypesFocus on job-related itemsBona fide occupational qualificationsAsk the same questions of all applicantsKeep records of interviews Pp. 5-6

Uniform Guidelines (1978)

Applies to “tests” and selectionprocedures …

ApplicationInterviews

… which are used as basis for any employment decision.

Hire, train, promote, fire, etc. P. 5

Don’t ask about disabilityDon’t assume disability will limit applicant’s performanceDon’t require a medical exam before making a job offerOffer reasonable accommodation to applicants P. 6

The ADA (1990) & NYS HRL

The key:A consistent interview and employment processing system

Legal Cautions in a Nutshell

Requisition

Strategy

Source

Interview Preparation

Other TestsDrug Tests

Interview Follow-up

Reference Checks

Screen

Interviews

The Selection Process

Select

Post-Offer Physical

Offer

P. 7

Evaluate

New Hire Procedures

Interview Approaches

Two main interview systems

Traditional

Behavioral

Different types of interviews:ScreeningMultipleGroup

Different types of candidates:EntryExperienced ProfessionalsManagement & Executive

Uses for Behavioral Questions

Interview Preparation

Identify SkillsEvaluationCriteriaCore QuestionsArrange Logistics

P. 8

Analyze Job

Technical Skills

Performance Skills

SKA

P. 9

What is done on jobSpecific equipment, software, etc.Skill level & behaviorsApplication of knowledge“Duties & Responsibilities”“Prior Experience”

P. 10

Technical Skills

Performance Skills

How the work is done - methods & approaches

Tend to be attribute-oriented … keep them behavioral“Style”“Company Culture” “Competencies” P. 11

Orange paper on table –performance factor & position infoTable group works together to define the factor through behaviorsSome samples on the bottom of page 11

3 Minutes P. 12

Practice – Performance Skills

Decide evaluation criteria & methods before interviews startIncorporate evaluation system into interview process

P. 13

Evaluation

Use of MS Office

P. 13

MS Office >3 yrs.Advanced Word (tables, mail merge), Excel (macros, linked sheets), PowerPoint (animations), Access (forms)

Lotus & Word Perfect 3+ yrs.Word, Excel, PowerPoint (doc. creation, intermediate features)Outlook address bookManage folders

No Suites exp.Basic Windows navigationCreate & save a documentEmail - send & receive messages

15-20 pts.8-14 pts.0-7 pts.

Evaluation Example

Core behavioral questionsWritten down! Room for notesCover every evaluation factorTechnical & performance skillsPlan for screening, initial, follow-up, individual & group interviews P. 14

Interview Guide

Sample Questions

“Generic” behavioral, pp. 15-16Specific behavioral, pp. 17-18“Generic” traditional, p. 19

Pp. 15-19

The Behavior-Based Interview

Establish RapportSet the RulesCore Behavioral QuestionsFollow-up ProbesContrary EvidenceCandidate’s QuestionsCloseNotes, Summary, Evaluate P. 20

Rapport“Housekeeping”

Interview scheduleInterview contentNote takingApplication & resume

P. 21

Starting the Interview

Funnel

Core Questions

Probe for UnderstandingSkill Practice

Pp. 22-23

Questioning

Contrary Evidence

Balanced PictureMore complete understandingAvoids stereotyping & halo/hornsFirmer legal ground

P. 24

Close Interview

Candidate’s questionsFinal details

Benefits summaryCompany portfolioRemainder of process

Their perspectiveEscort candidate out P. 25

Initial Notes & EvaluationFollow-up Interviews“Testing”“Team” EvaluationSelectOfferHire & Orient

P. 26

Complete the Process

The key:A consistent interview and employment processing system

Better Results