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Behavioral Interviewing“Hiring the Right Person for the Right Job”
Jackie Ramstedt, CAM, CAPS, CAS
Principal, Ramstedt Enterprises, Inc.
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So where can we find
the “really good”
employees?
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“Are you a valuable, long-term contributor, that is a good fit with the rest of the team and
with how our company does business?”
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“The problem with hiring the wrong people is that you end up having to either “live with them, fix them, or fire them”. All three of those are lousy options!”
Eric Harvey,
Capability: knowledge and skills to do the job
Commitment: attitude and motivation to do the job
Chemistry: alignment and “fit” with your organizational culture
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What Happens If You Hire The Wrong Person?
68% experienced decreased Employee Morale!
66% experienced decreased Work Productivity!
51% experienced increased Training Costs!
44% experienced increased Recruitment Costs!
40% experienced increased Severance Costs!
54% experienced LOSS OF Customers and/or Market Share!
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Why Do People Leave Their Job?
1.Job expectation wasn’t what they thought?
2.Mismatch in “people and position”?
3.Overwhelmed or feeling devalued?
4.Lack in confidence in direct supervisors?
5.Too little training or promotion opportunities?
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First Find Out Who They Really Are
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Rewriting Outdated“Job Descriptions
and Responsibilities”
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1. Prepare:Creating The Job Profile
Step One: Use a common industry recognized job title
Step Two: Summarize all tasks in order of importance
Step Three: Full time, part time, seasonal, or temporary
Step Four: Working conditions; travel time, physical abilities
needed to do the job
Step Five: Summary of basic qualifications needed, education, skill
specifications, licenses, software knowledge, etc.
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When Creating A Job Profile ….
• What will they be responsible for?
• Who will they answer to?
• What skills do they need to do this job?
• What personality characteristics needed?
• What will their primary duties be?
• What technical abilities will they need?
• What experience, if any, would they need?
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•Possess clear understanding and focus? •Takes responsibility for choices?•Has a commitment to lifelong learning? •Invests their time wisely? •Manages their own emotions? •Listens twice as much as they talk? •Enjoys productive relationships?•Has good business, work ethics?
“Life” Skills Such As ….
How Do Others See You?
How different personalities prefer their communication!
What They Value What Annoys Them
Achievement
Challenge
Success
Speed
Completion
Decisiveness
Boredom
Small Talk
Excuses
Laziness
Overemotional
Taking Orders
The DRIVER
Security
Stability
Rules & Policies
Efficiency
Facts
Organization
Inaccuracy
Change
Aggressiveness
Shouting
Exaggeration
Mediocrity
The ANALYTICAL
Contribution
Cooperation
Loyalty
Approval
Trust
Relationships
Conflict
Disrespect
Insensitivity
Yelling
Rudeness
Pressure
The AMIABLE
Freedom
Excitement
Vision
Uniqueness
Innovation
Flexibility
Rules
Structure
Tedium
Formality
Slowness
Details
The EXPRESSIVE
Controller
Socialite
Supporter
Thinker
The Personality Puzzle:
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Generational Conflict
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Prepare: Create The Job Profile for the job, and Construct Questions that will evaluate the candidate
Conduct: Face to Face interviews to assess candidates and to give them clear picture of the job expectations and your company.
Evaluate: Putting all the information together including references, background checks, etc. to make the best decision for the position.
“It’s fine to celebrate success but it is more important to heed the lessons of failure.”— Bill Gates
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1. Don’t Ask Discriminatory Questions
Race, Religion, Political Affiliation
2. Don’t Ask Personal Questions
Origin of Unusual Name, Backup Baby Sitters
3. Don’t Allow “False Notions” to Influence Decisions
Grooming, Handshake, Age or Generation
Interviewing “Caution” Areas
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More “Red Flags”!Items That Suggest Might Not Be Good Fit
Gaps In Employment History
Clarification of Previous Job Duties
Status of Technical Certifications
Information on Social Web Sites!
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2. Conduct: Face to Face Interviews
Background: “What Occurred?” The circumstances, situation, task, problem, challenge, or issue the candidate dealt with
Action: “What I Did…” The specific performance or steps taken by the candidate
Outcome: “What Resulted…”The impact, consequences or results of the candidate’s actions
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What Is Behavioral Interviewing?Behavioral interview
questions are standard now for companies in all
industries — especially Fortune 500 companies.
These behavioral questions (“Tell me about a time…”) probe for examples of how
candidates have demonstrated desired
competencies in the past.
• What do you do when priorities change quickly? Give one example of when this happened.
• Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome?
• What is the riskiest decision you have made? What was the situation? What happened?
• Give an example of an important goal that you set in the past. Tell about your success in reaching it.
• Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go through? What was your reasoning behind your decision?
• Tell us about a time when you built rapport quickly with someone under difficult conditions.
• Tell us about the most difficult or frustrating individual that you’ve ever had to work with, and how you managed to work with them.
• There are many jobs that require creative or innovative thinking. Give an example of when you had such a job and how you handled it.
• On occasion we are confronted by dishonesty in the workplace. Tell about such an occurrence and how you handled it.
• Describe the most challenging negotiation in which you were involved. What did you do? What were the results for you? What were the results for the other party?
• Tell us about the most effective presentation you have made. What was the
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What’s the toughest behavioral interview question of them all? For many, it’s this one: Tell me about a time you failed.
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3. Evaluate: Putting Information All Together For Decision
Review: All applications, resumes and your notes
Organize: The apps in order of “possibilities”
Set Up: Second interviews for “different times of the day”
Contact: Those who “won’t” be recalled; don’t fit the job profile
Begin: Calling references to get a better “feel” for them
Ask: Other teammates or your supervisor to review
Prepare: For the next round of interviews
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Gen Y qualities are what the workplace needs.
1. Instant gratification2. Make work fun and challenging3. Provide frequent feedback4. Recognize their efforts5. Offer individual rewards6. Use more social media for recruitment7. Focus on the greater good
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Gen Y qualities are what the workplace needs.
8. Create an environment of collaboration9. Creativity in daily work tasks10. Create inspiring offices11.Utilize video interviewing12.Think differently about perks of the job13.Allow them to be mentors too14. Let them drive
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Top 10
Reasons
You
Should
Not Come
to Work
for this
Industry!
Session Resources
http://www.workforce.com/articles/21787-the-big-lie-of-hiring-for-cultural-fit
http://www.workforce.com/articles/21756-create-ideal-job-profiles
https://www.linkedin.com/pulse/what-still-scares-hr-comments-article-talent-magazine-alan-landers
http://jobsearch.about.com/od/behavorialinterviews/a/behavioral-interview-preparation.htm
http://jobsearch.about.com/od/interviews/qt/intervieweat.htm
http://biginterview.com/blog/behavioral-interview-questions
http://biginterview.com/blog/2014/01/leadership-interview-questions.html
Jackie Ramstedt, CAM, CAPS, CAS
Principal, Ramstedt Enterprises, Inc. www.JackieRamstedt.comJackieRamstedt@gmail.comAustin Office: 800.925.5169
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