introduction to behavioural interviewing · behavioural interviewing know the types of behavioural...

Introduction to

Behavioural Interviewing

April 2014 WWW.HADFIELDHR.COM 1


Gayle Hadfield, CHRP for Charity Village


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!


Our Path…

Principles

Vacancy Preparation

Questions

Interviewing


Select the statement that best describes your top challenge:

a.I’m getting similar responses from each candidate and don’t know how to differentiate them.

b.I am not comfortable relying on interviews to make selection decisions.

c.I don’t want to make the candidate feel uncomfortable so I avoid asking some questions.

d.We’ve hired individuals who did not meet objectives and this disrupts the team(s).

Your Input


Productivity

Turnover

Morale

Success

Poor Selection Leads to:

“She’ll have to do; we don’t have other good candidates”

“If he has a pulse, hire him!”


To consistently hire the best candidate available

To meet your organization’s objectives by having the right people in the right job

Align candidate values with your org’s culture and values

More than ‘qualifications’, hiring for overall fit

To avoid mis-hires (costly, challenging)

Recruiting Objectives


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


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


“Past behaviour is the best predictor

of future behaviour”

Interviewer’s objective is to assess and predict future performance based on the candidate’s past

performance.

To assess their Knowledge, Skills, and Abilities applied through their experiences

Principle of B. Interviewing


They are intended to elicit a more honest response from candidates. Realistic view.

To give you insights about each candidate’s skills, abilities and interests that are important to the role and your specific company culture.

To best predict future performance.

Why Behavioural

Module 1 Summary


1. Source behavioural information about the candidate’s experiences.

2. Use a behavioural selection process to best predict future performance.


Your questions?

Principles

Vacancy Preparation

Questions

Interviewing


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 organization’s 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.


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


Develop a Selection Profile*: Part 1: Technical Competency • Education • Knowledge • Experience • Skills

Define the Ideal Candidate: Part 1

*Resource

Document


Part 2: Behavioural • Motivation and Initiative • Change/Adaptability • Openness • Empathy, Personable • Self-management • Organization Culture/Values

Define the Ideal Candidate: Part 2


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; Raiser’s Edge an asset

X --

Abilities

Ability to build and maintain trusting relationships

X

Ability to make informed decisions X

Personal values/interests alignment X


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

Module 2 Summary


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.


Your questions?

Principles

Vacancy Preparation

Questions

Interviewing


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 don’t have a formal set. c.I haven’t been involved in developing questions

Your Input

Question Principles To elicit behavioural information

about past experience and accomplishments.

To understand more than just ‘previous actions’.

Curiosity…hearing their story

Tell me more…



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.


Develop questions for each role requirement.

Open

Closed

Leading

Situational

Probing

Types of Questions


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


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


Leads and encourages a candidate to provide the answer you want to hear.

Does not allow for the candidate’s preference.

Candidates want the job, not necessarily the ‘best fit’ job.

Examples:

“You enjoy working with budgets don’t you?”

“We’re very team focused. Do you prefer working alone

or as part of a team?”

Leading Questions – Avoid!


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


Questions?

Principles

Vacancy Preparation

Questions

Interviewing


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


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

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?”


*Resource Document


“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


Confusing to the candidate to remember all questions.

It is difficult to sort out what’s 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!


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


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 aren’t 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

Module 3 Summary


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


Your questions?

Principles

Vacancy Preparation

Questions

Interviewing


Behavioural Interviews

Structured behavioural questions with 2+

interviewers is the most reliable interviewing

process. Allows for listening, note taking, probing, discussion, finding consensus


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

Candidate’s 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


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, what’s important--near the end of the interview

Interview Processes

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



Questions

◦ Begin asking questions.

◦ You are directing the candidate and process; candidate is telling you their story.

◦ You’re using the STAR technique for each question.

◦ Probing questions will differentiate candidates.

Interview Processes


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


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


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

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


Common Interviewing Mistakes


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


Probe further on areas you want more information on, either for clarification, to confirm positive or negative views.

Example

After the interview, you aren’t fully clear about the level of decision making the candidate had in the previous role.

“We’d like to know what types of decisions she made.”

“Was she an effective decision maker for complex issues?”

References Checks

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 candidate’s input.

References

Module 4 Summary


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!


Your questions?

Principles

Vacancy Preparation

Questions

Interviewing


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? [email protected]

Additional Resources


Resources Thank you

www.hadfieldhr.com

introduction to behavioural interviewing · behavioural interviewing know the types of behavioural...

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