BEHAVIORAL EVENT INTERVIEW TRAINING FOR ISLAMIC SCHOOL MANAGERS

MIERZA MIRANTI

Most

Effective

Least

Effective

V

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d

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Unstructured

Process

Systematic Application

& Screening Process

…plus validated

Assessments

...plus

Behavioral

Interviews

The Science of Employee Selection

Mierza Miranti

WHAT IS BEI?

Behavioral Event Interviewing

A technique that asks the candidate

to describe a situation or an experience

in a previous job/ recent study.

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ISLAMIC BEI USES THE I-STAR APPROACH

I = Islamic“Ask the basis of their decision by the end (Hadeeth or ayyah)”

SITUATION • Ask a real situation or accomplished task• Describe a specific event or situation, not a generalized

description in the past – VERY DETAILEDTASK

ACTION Focused on what they DID not MIGHT DO

RESULT Ask what happened? How did the event end? What did they accomplish? What did they learn?

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WHY BEI?• Responses are difficult to polish and rehearsed ahead of

time.

• To get predict future performance based on their pastperformance.

• To assess the candidate cultural fitness.

• To get real-life experiential responses to evaluate theirskills, knowledge, and behaviors v.s. philosophical view

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HOW TO DO BEI?1. Create a BEI Template >>> we’re going to do it now

2. Practice probing >>> practice makes perfect

3. Start doing with these steps (in brief):

a. Warm up

b. Finding the matching task/ preference

c. Dig in the function-specific competency

d. Explore their organizational competencies

e. Exit dialogs

f. Post interview

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WHY DO WE NEED A TEMPLATE?

To customize questions

To align the requirements of the openposition and the organization’s culture.

To have the same type of questionsdelivered to everyone

To avoid bias

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WHY DO WE PRACTICE PROBING?

Because it is not written

Because better questions =better result

Example: ATTITUDE: PATIENT >>> QUESTION??Describe a time when you were faced with a stressful situationthat ask you to be patient. >>> PROBE???

• When? Who involved? What do the others respond?

• Really? How do you respond to that?

• What is the result? Did you still have good relationship?

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THE BEI WARM-UPS Let him/her feel welcomed & build rapport to have openness.

Explain that you’ll be asking about specific experiences they’ve had and how they reacted in certain situations.

Tell them to be themselves

Ask them to explain the situation, who was involved, their role, actions taken, and results/outcomes.

Let the candidate know you will be taking notes may briefly interrupt them from time to time to explore or gain clarity.

Ensure the candidate knows that there will be time

for him/her to ask questions toward the end of interview

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START: FINDING MATCHES WITH I-STAR

Evaluate a candidate’s task preferences compatibility with the school’s pace, people, task, and problem-solving requirements.

Gaining a candidate’s likes and dislikes also provides insight to their level of engagement and future performance.

Example: “Everyone has some tasks/projects they feel more comfortable with than others. Think back over the last two years or so, and tell me about a task or project you worked on that you really enjoyed – one where you really like/ dislike

Probe with: Who were they working with?

What was the pace of the work?”

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NEXT: FUNCTION COMPATIBILITY Questions & probes to find out whether a candidate’s current

knowledge, skills and education meet the technicalrequirements of the open position

EXAMPLE QUESTIONS: “Tell me about the most difficult or frustrating colleague or student

customer you’ve ever dealt with.“

How do you inspire honesty to the students you teach? Give me anexample of a time in the past when you did this?”

EXAMPLE PROBE with I-STAR : When did it happen? With whatlevel of classes did you do it? What was the respond of thestudents? Was it successful? What did you learn?

What Islamic value did you instill?

Could you mention the source from Qur’an/ Hadeeth?Mierza Miranti

NEXT: ORGANIZATIONAL THINGY This is to measure the behaviors or traits required for successful

performance for all employees

Plus, to explore how they would prefer to get acclimated

EXAMPLE QUESTIONS: Tell me about a project task where youfound it difficult to get the thing that you need. What was thesituation and what did you do?”

EXAMPLE PROBES: What the key factors were in overcomingthe obstacle? How did you accept and manage the change?How did you react when someone/ something prevent youachieving an objective? What Islamic basis that made youdecided it or can you relate your action to a certain

surah/ hadeeth?Mierza Miranti

THE EXIT DOOR Provide time to answer the candidate’s questions, to

share what your organization has to offer, and to relaynext steps.

Be prepared to answer questions about career pathsand benefits (medical, retirement, education,vacation, absenteeism, etc.).

Commit to getting the answers to the candidate asquickly as possible if you’re not knowledgeable of allthe specifics

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THE POST INTERVIEW Provide opportunity to capture findings, evaluate and make

conclusions of each candidate.

Immediately following the interview, review your notes for eachquestion, evaluate the candidate’s response.

On the Candidate Assessment Summary, enter a rating, theirkey strengths and weaknesses for each question.

The hiring manager should collect candidate evaluations fromthe interview team so he/she can analyze the results anddevelop a comprehensive ranking.

Doing so ensures the hiring manager is aware of all informationattained during the team interview process.

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Three Sources of Information

Skill

Notes

Rating Scale

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TIPS & SUCCESS FACTORS Determine who will be part of the interview team; assign

specific areas of focus and questions to members.

Give every candidate interviewed the same set of questions.

Focus the candidate on their actions – “I” vs. “we” – so that you gain perspective on what he/she has personally accomplished.

Limit discussion to no more than five minutes for each.

Be watchful of the “halo effect,” . They might have rehearsed if ALL answers are polished.

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TIPS & SUCCESS FACTORS Reserve judgment! Avoid conclusions from a single statement.

Deliberately look for evidence contrary to your initial view. Use follow-up probes to gain clarity and encourage the candidate to explain his or her statement.

Be aware of your own subtle biases and behaviors when assessing responses, particularly from different cultural backgrounds

If interviewers present conflicting perspectives, schedule an information- sharing and consensus-building meeting with the interview team before finalizing the hiring decision.

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TIPS & SUCCESS FACTORS Although it’s important for employees to share common

qualifications and experiences, a diverse workforce can offer unique ideas and solutions which open up avenues of new business.

When using referral information from others, ensure it’s coming from an accurate and credible source. Avoid hearsay or office gossip.

Do check the candidate’s reference.

Interviews are a time for candidates to sell themselves, and also an opportunity for you to market the advantages (e.g., benefits, career paths, development opportunities)

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Now, let’s make the templateand rating

Please sit with your partner to work on the same division

recruitment team.

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RESOURCES Syracuse University. Behavioral Event Interviewing. New York: JP

Morgan. & Co.

Career Services. Behavioral Event Interview – The STAR Approach.www.quintcareers.com

Department of Veterans Affairs. Behavioral Interviewing: SelectingQuality Employees for Quality Organizations. From: EmployeeEducation System

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