1. Introduction to Behavioural Interviewing April 2014 WWW.HADFIELDHR.COM 1

2. April 2014 WWW.HADFIELDHR.COM 2 Gayle Hadfield, CHRP for Charity Village 3. April 2014 WWW.HADFIELDHR.COM 3 Objectives. Know the core principles and concepts of behavioural interviewing Know the types of behavioural questions and when to use them Avoiding discriminatory questioning Gain knowledge, skills and tools to conduct optimum interviews Confidently hire top talent! 4. April 2014 WWW.HADFIELDHR.COM 4 Our Path Principles Vacancy Preparation Questions Interviewing 5. April 2014 WWW.HADFIELDHR.COM 5 Select the statement that best describes your top challenge: a.Im getting similar responses from each candidate and dont know how to differentiate them. b.I am not comfortable relying on interviews to make selection decisions. c.I dont want to make the candidate feel uncomfortable so I avoid asking some questions. d.Weve hired individuals who did not meet objectives and this disrupts the team(s). Your Input 6. April 2014 WWW.HADFIELDHR.COM 6 Productivity Turnover Morale Success Poor Selection Leads to: Shell have to do; we dont have other good candidates If he has a pulse, hire him! 7. April 2014 WWW.HADFIELDHR.COM 7 To consistently hire the best candidate available To meet your organizations objectives by having the right people in the right job Align candidate values with your orgs culture and values More than qualifications, hiring for overall fit To avoid mis-hires (costly, challenging) Recruiting Objectives 8. April 2014 WWW.HADFIELDHR.COM 8 Technical WHAT a candidate needs to know: knowledge, skills and abilities gained through education and experience. Technical abilities are typically examined through knowledge tests, assessments, references. Technical and Behavioural = role 9. April 2014 WWW.HADFIELDHR.COM 9 Behavioural HOW they to perform the work. Observable abilities, attitudes, and values required to perform effectively. Our time today focuses primarily on assessing candidate proficiency in behavioural (the HOW) aspects of the role. Our Focus 10. April 2014 WWW.HADFIELDHR.COM 10 Past behaviour is the best predictor of future behaviour Interviewers objective is to assess and predict future performance based on the candidates past performance. To assess their Knowledge, Skills, and Abilities applied through their experiences Principle of B. Interviewing 11. April 2014 WWW.HADFIELDHR.COM 11 They are intended to elicit a more honest response from candidates. Realistic view. To give you insights about each candidates skills, abilities and interests that are important to the role and your specific company culture. To best predict future performance. Why Behavioural 12. Module 1 Summary April 2014 WWW.HADFIELDHR.COM 12 1. Source behavioural information about the candidates experiences. 2. Use a behavioural selection process to best predict future performance. 13. April 2014 WWW.HADFIELDHR.COM 13 Your questions? Principles Vacancy Preparation Questions Interviewing 14. April 2014 WWW.HADFIELDHR.COM 14 Vacancy Preparation What first step do you take when a vacancy is identified? a. We advertise using our standard job posting. b. We discuss the requirements of the role considering our organizations future plans. c. We consider our top performers, their skills and attributes. d. We develop a selection profile that defines the technical and behavioural competency required. 15. April 2014 WWW.HADFIELDHR.COM 15 1. Assess the role. 2. Determine the ideal candidate. Telephone and in-person interview questions Develop an exercise to assess current skills References using behavioural questions Assess the candidates and make the decision Preparation Steps *Resource Document 16. April 2014 WWW.HADFIELDHR.COM 16 Develop a Selection Profile*: Part 1: Technical Competency Education Knowledge Experience Skills Define the Ideal Candidate: Part 1 *Resource Document 17. April 2014 WWW.HADFIELDHR.COM 17 Part 2: Behavioural Motivation and Initiative Change/Adaptability Openness Empathy, Personable Self-management Organization Culture/Values Define the Ideal Candidate: Part 2 18. April 2014 WWW.HADFIELDHR.COM 18 Selection Profile Education and Experience C 1 2 3 Diploma, 2 years related experience Has completed 2 fundraising courses X -- Technical Knowledge and Skills Proficiency: databases, MSOffice, spreadsheets; Raisers Edge an asset X -- Abilities Ability to build and maintain trusting relationships X Ability to make informed decisions X Personal values/interests alignment X 19. April 2014 WWW.HADFIELDHR.COM 19 Through all touchpoints with a candidate: 1. Enquiry questions from the candidate 2. Telephone screening 3. In-person interviewing 4. Team meeting 5. Follow-up emails 6. Reference checks Behavioural Touchpoints 20. Module 2 Summary April 2014 WWW.HADFIELDHR.COM 20 1. Assess the role requirements; define the job requirements for your ideal candidate 2. Develop a Selection Profile that will be your guide developing questions and assessing candidates. 21. April 2014 WWW.HADFIELDHR.COM 21 Your questions? Principles Vacancy Preparation Questions Interviewing 22. April 2014 WWW.HADFIELDHR.COM 22 Select the process your organization uses for developing questions. a.We have a set of standard questions for all vacancies, then add additional ones based on the vacancy. b.We use a more informal process and dont have a formal set. c.I havent been involved in developing questions Your Input 23. Question Principles To elicit behavioural information about past experience and accomplishments. To understand more than just previous actions. Curiosityhearing their story Tell me more April 2014 WWW.HADFIELDHR.COM 23 24. April 2014 WWW.HADFIELDHR.COM 24 Situation they were involved in Tasks they were assigned Action(s): What were the specific actions they actually took? Results: What was the result of their actions? Were they successful? Behavioural S.T.A.R. 25. April 2014 WWW.HADFIELDHR.COM 25 Develop questions for each role requirement. Open Closed Leading Situational Probing Types of Questions 26. April 2014 WWW.HADFIELDHR.COM 26 Used to get the candidate talking and to cover the topic in depth. Usually begin with what, why, how, please explain, and when. Examples: Why are you looking to leave your current position? Tell me about the responsibilities of your current job. What process did you go through to decide on your current career path? Open Questions 27. April 2014 WWW.HADFIELDHR.COM 27 To solicit specific information through a definitive response. Examples: Are you able to work the full shift and each day of the schedule? Are you currently a member of the Association of Professional Fundraisers? Do you have a current driver's license? What class of license do you have? Do you have any driving restrictions? Closed Questions 28. April 2014 WWW.HADFIELDHR.COM 28 Leads and encourages a candidate to provide the answer you want to hear. Does not allow for the candidates preference. Candidates want the job, not necessarily the best fit job. Examples: You enjoy working with budgets dont you? Were very team focused. Do you prefer working alone or as part of a team? Leading Questions Avoid! 29. April 2014 WWW.HADFIELDHR.COM 29 Asks how they would handle a particular situation: How would you deal with a difficult client? Behavioural version: Tell us about a time you dealt with a difficult client this past year? Probing: What do you think provoked them? What did you say to the client? Did you ask anyone else for support? What was the outcome? Situational are often done as an exercise to assess how they would deal with a situation Situational / Hypothetical 30. April 2014 WWW.HADFIELDHR.COM 30 Questions? Principles Vacancy Preparation Questions Interviewing 31. April 2014 WWW.HADFIELDHR.COM 31 Follows any question type Sources more information for a clearer picture of the past. Includes clarifying, reflecting and paraphrasing Example: Of the responsibilities you just mentioned, which did you most enjoy? Which was your least favorite? Why was that? Probing Questions 32. April 2014 WWW.HADFIELDHR.COM 32 You mentioned you were part of a team that wrote the newsletter: What were your specific responsibilities as a writer? What were some of your article ideas that were elected for publication? Are you able to provide us with copies of 2-3 of those articles? What strengths did you bring to the team were you primarily a writer; did you edit others work, etc? Probing Questions 33. Discriminatory Questions* Race, ethnicity, color, religion, age, sex, marital/family status, disability, pardoned conviction, sexual orientation. Do you have childcare responsibilities? How old are you? Where were you born? April 2014 WWW.HADFIELDHR.COM 33 *Resource Document 34. April 2014 WWW.HADFIELDHR.COM 34 This role requires travelling twice per month, often unplanned. Do not ask: Do you have children? Ask: This role requires one or two overnight trips per month, often with only 24 hours notice. Are you able to fulfill this requirement? Avoiding Discriminating Questions 35. April 2014 WWW.HADFIELDHR.COM 35 Confusing to the candidate to remember all questions. It is difficult to sort out whats being asked. Can you tell me how you dealt with an angry customer. What was the situation; what did you do, and what was the outcome. What did you learn from this experience? Multiple Questions Avoid! 36. April 2014 WWW.HADFIELDHR.COM 36 1. Introductions, Setting the stage 2. Overview of their education, work experiences Questions: Motivation, technical skills aligned to our role Strengths, development, accomplishments Interpersonal, teamwork, conflict, stressors Aspirations, final questions Closing, their questions, next steps, reference list Ordering of Questions 37. April 2014 WWW.HADFIELDHR.COM 37 Motivation What is it about our this role that caught your eye and prompted you to apply? How would you describe the services our organization provides? If currently working: What are you looking for in a new job that you arent getting in your current role? What will you need from our organization in order to be fully satisfied and productive in the role? Some key questions 38. Module 3 Summary April 2014 WWW.HADFIELDHR.COM 38 1. Develop structured sets of behavioural questions to address all criteria on your Selection Profile. A. Telephone Screening Set B. In-person interviewing Set C. Reference Checks 39. April 2014 WWW.HADFIELDHR.COM 39 Your questions? Principles Vacancy Preparation Questions Interviewing 40. April 2014 WWW.HADFIELDHR.COM 40 Behavioural Interviews Structured behavioural questions with 2+ interviewers is the most reliable interviewing process. Allows for listening, note taking, probing, discussion, finding consensus 41. April 2014 WWW.HADFIELDHR.COM 41 Interview Perspectives Interviewers Objectives Predict Future Performance: Assess their knowledge, skills, abilities and fit Best represent your organization Provide the candidate an opportunity to showcase their strengths Candidates Objectives Provide a positive impression of their skills and abilities To find out more about the job, responsibilities, duties, and a typical day/week To secure a job 42. April 2014 WWW.HADFIELDHR.COM 42 1. Maintain professionalism 2. Be open to hearing their full story; avoid quick judgments. 3. Candidate talks 80%, interviewer 20% 4. Obtain sufficient information to assess the candidate against the selection criteria. 5. Provide the job overview, expectations, whats important--near the end of the interview Interview Processes 43. Some I/View Process Details Introduction Thank them for their interest Setting the stage Beverage; establish rapport and comfort level Advise them of the interview process in a general way Ask if they have any questions before proceeding April 2014 WWW.HADFIELDHR.COM 43 44. April 2014 WWW.HADFIELDHR.COM 44 Questions Begin asking questions. You are directing the candidate and process; candidate is telling you their story. Youre using the STAR technique for each question. Probing questions will differentiate candidates. Interview Processes 45. April 2014 WWW.HADFIELDHR.COM 45 Ask the formal question: Tell us about a conflict you had with a colleague or manager. Listen to what they say, not what you think they might say. Based on their answer: Probe (as relevant) How did the conflict arise? What were your views and their views? How did the situation resolve? Looking back, do you wish you had handled it differently? What did you learn from this situation? Skilled Questioning 46. April 2014 WWW.HADFIELDHR.COM 46 During the interview, a candidate may: Keep asking for clarification about the role and our organization. Get off track in their answer Begin providing too much detailed information Not provide enough input Seems introverted and uncomfortable Interviewer Challenges 47. April 2014 WWW.HADFIELDHR.COM 47 Sourcing their knowledge, experience and skills aligned to what you require in the role. They provide more real information and can clarify your findings from the interview. Gain a full picture of their current abilities as they relate to your needs. Exercises and Assessments 48. Using gut instinct Ranking candidates Making hasty decisions Getting stuck on one perceived negative answer Failure to evaluate beyond competencies Depending too much on the interview itself Interviewer skill Interviewer bias April 2014 WWW.HADFIELDHR.COM 48 Common Interviewing Mistakes 49. April 2014 WWW.HADFIELDHR.COM 49 Selection Assessment Education and Experience C 1 2 3 Diploma, 2 years related experience Has completed 2 fundraising courses X -- Technical Knowledge and Skills Proficiency: databases, MSOffice, spreadsheets X Behavioural Competencies Ability to build and maintain trusting relationships X Ability to make informed decisions X Personal values/interests alignment X 50. April 2014 WWW.HADFIELDHR.COM 50 Probe further on areas you want more information on, either for clarification, to confirm positive or negative views. Example After the interview, you arent fully clear about the level of decision making the candidate had in the previous role. Wed like to know what types of decisions she made. Was she an effective decision maker for complex issues? References Checks 51. 51 References 1. Source candidate authorization 2. Source candidates direct managers (even if they have left the company). 3. Confirm role and responsibilities 4. Have a core set questions to better understand Knowledge, Skills, Abilities and Motivations 5. Ask questions in areas you may have had concerns; or, to verify the candidates input. References 52. Module 4 Summary April 2014 WWW.HADFIELDHR.COM 52 1. Use a structured formal interview process. 2. Create an environment for the candidate to comfortably provide input. 3. Listen well and ask probing questions. 4. Build skills through practice. 5. Confidently hire top talent! 53. April 2014 WWW.HADFIELDHR.COM 53 Your questions? Principles Vacancy Preparation Questions Interviewing 54. April 2014 WWW.HADFIELDHR.COM 54 Resources 1. Charity Village 2. Recruitment and Selection in Canada, Victor Catano 3. Input for top theme questions 4. Webinar resources: Sample Recruitment Plan and Selection Profile Avoiding discrimination in your recruitment practices. 5. Follow-up questions? gayle@hadfieldhr.com Additional Resources 55. April 2014 WWW.HADFIELDHR.COM 55 Resources Thank you www.hadfieldhr.com