behavior based selection webinar

Behavior Based Selection

Promoting Its Effectiveness

Webinar Presented to SHRM-Atlanta Chapter

August 2009

Jeanette MaternCareer Coach/Consultant

Right Management

Agenda

Identification of Hiring Criteria

Predicting Success

Effective Use of Behavior Based Selection

From the Candidate’s Perspective

Technology

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Foundation of Behavior Based Selection

• Premise: Past Behavior is Predictive of Future Behavior

• Key Components:

• Preparation

• Detailed follow up questions to broader question

• Focused listening

• Objective evaluation of information

• Pitfalls:

• Temptation to take shortcuts

• Lack of preparation

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First Things First….Identification of Success Criteria

Emotional Intelligence

One’s ability to identify and effectively use one’s emotions

Competencies

a. Core to business

b. Specific to level of role

c. Specific to position

Cultural Fit

Personal traits and skills valued by organization

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Individual Contributor

Leader Executive Leader

•Builds Trust•Inclusive

•Communication

•Coaches•Provides Recognition

•Builds Team & Teamwork•Manages Performance

•Fosters Accountability•Develops Organizational

Talent

Builds Trust:Takes action to build a relationship of trust with clients and co-workers; behaves in ways consistent with organizational values

▪Listens actively and respectfully

▪Maintains confidences

▪Fulfills commitments

▪Actions are consistent with words

Coaches:Provides guidance and feedback to help expand knowledge, skill or ability; supports career growth and development

▪Provides opportunities todevelop skills & demonstrate

▪Gives timely, constructive feedback and offers advice

▪Provides recommendationson how to enhance or develop new skills

▪Supports development based on career goals

Fosters Accountability:Fosters commitment ; helps to understand how the organization depends on outcomes of their roles; links rewards to outcomes (not tasks); provides latitude to act in order to deliver outcomes

▪Clarifies accountabilities(outcomes) of the role

▪Delegates decisions to an individual for their areas ofresponsibility

▪Holds individuals accountable for delivery of outcomes

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Leading People

Predicting Success - How Does One Predict Competency Effectiveness?

Case Studies or Simulations

Tests or Inventories

Structured interviews focused on competencies, asking behavior based questions

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Behavior Based Questions:

Are open-ended

Are Specific

Begin with:

Describe the last time that you…..

Tell me about a recent time when…..

What did you do when…..

How did you….

Give me an example of….

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Ask Specific Open Ended Questions:

Non-Specific

“Tell me about a time you solved a difficult problem”

“Tell me about a stressful situation you managed”

Specific

“Tell me about a time when you managed a technical team for a project with an exceptionally tight deadline”

“Tell me about a time when you experienced a mid-air mechanical difficulty”

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Example:

Open Position: Airline Pilot

Competency: Judgment

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Definition:

Applies logic and practical thinking to decision making; Gathers necessary input to inform decision but makes a decision based on ones best thinking given time available; drawing correct and reasonable conclusions based on data and information

Behavior statements:

Gathers information, tangible and intangible, when exploring alternatives

Weighs alternatives

Applies logic to decisions

Makes good decisions with limited information

Maintains objectivity when making decisions

Judgment

Behavior Based Question: “Tell me about a time when you experienced a mid-air mechanical

difficulty”

• “How long was the flight?”

• “How long into the flight did the problem surface?”

• “What was the mechanical problem?”

• “How serious was the mechanical problem?”

• “Have you ever faced that particular problem before?”

• “How did you come to notice the problem?”

(instrument reading ? Behavior of aircraft?)

• “How critical was this problem?”

• “Estimated time to resolve before life threatening?”

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Ask detailed probing questions to uncover information that provides you with an understanding of the situation:

Continue to ask detailed questions to learn the actions taken:

• “Please take me through the steps you took to identify and resolve the problem”

1st Step; 2nd Step………...

• “Did you involve anyone else in the decision making?”

• “What was going through your mind at the time?”

• “What role did your Co-pilot play?”

• “Did you notify the crew? The passengers?”

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Lastly, learn the outcome

“How did it all turn out?” or “What was the final outcome?”

“In retrospect, is there anything you would do differently if faced with the same situation?”

“Did you learn anything from this experience?”

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Evaluation

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Evaluation

Does he or she:

Less Than

EffectiveEffective

Highly Effective Comments/Notes

Behavior Statements:

•Gather necessary information when exploring alternatives?

•Weigh alternatives?

•Apply logic to decisions?

•Make good decisions with limited information or within time constraints?

•Maintain calm objectivity when making decisions?

Overall Rating X

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Judgment: Applies logic and practical thinking; Gathers necessary input but makes a decision based on

ones best thinking given time available; draws correct & reasonable conclusions based on data and information

Pitfall to Avoid:

Temptation to take shortcuts

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Solution: Team Interview Method

Manager Competency Assignment: Does he/she:

Mary

Judgment: Applies logic and practical thinking; Gathers necessary input but makes a decision based on one’s best thinking given the time available; Draws reasonable conclusions based on data and information

• Gather necessary information when exploring alternatives?

• Weigh alternatives?

• Apply logic to decisions?

• Make good decisions withlimited information or within time constraints?

• Maintain calm objectivity when making decisions?

Jim Technical Excellence:Applies technical skills, knowledge; maintains up-to-date knowledge in field; shares technical information clearly and concisely to others

• Stay current with newtrends and technology?

• Draw on past experiences;knowledge; training to solve problems and addresscomplex problems

Kim

Customer Focus: Demonstrates a concern for customers’ needs & expectation, making them a high priority; Maintains contact with customers; building strong relationships of trust with customers and clients

• Focus efforts on meeting/exceeding needs of customer?• Act as client advocate within organization?• Responds rapidly and effectively to requests?

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From the Candidate’s Perspective

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If you are the Candidate,

CAN you do the job?

Do you possess skills, knowledge, experience; successes; have the learning potential?

WILL you do the job?

Do you appear to have motivation, interest in the job/company, work ethic, energy level? Are there outside influences that are potential barriers?

DO you fit it?

Chemistry, values align, work styles, communication styles.

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Format Answers: C.A.R. *

Challenge – Provide a foundation by describing details of the

situation or challenge you were facing.

Action – What were the steps you took? Who else was

involved? Give credit where it belongs.

Results – This is the outcome. If outcome or result is less than

optimum, share what was learned or put into effect as a result.

*ST.A.R. (Situation or Task; Action; Result)

*S.B.O. (Situation; Behavior; Outcome)©Right Management Inc. Presentation, excerpts or in entirety, may not be distributed or reproduced for

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Captain Sully Sullenberger

Extraordinary Pilot

5/7/09 Template Office 200721

Judgment

Leadership

Decision Making

Calm Under Intense Pressure

Multi-tasking

Skillful

5/7/09 Template Office 200722

Has Technology Changed the Face of interviewing?

Telephone Interview

Video Conferencing

As Interviewee:

As Interviewer:

iView® Technology

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I would be delighted to talk further.

Jeanette Matern, Career Coach

email: jeanette.matern@right.com

phone: 404-504-5233

www.linkedin.com/in/jmatern

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