behavioural interview technique

Behavioral Interviewing: The New Approach to

Professional Interviewing

Training Objectives

To enable delegates to:

Prepare for a selection interview using the CV and Job Profile

Plan and use a structure throughout your interview

Recognise the different questioning types

Use funnelling in your questioning

Use the STAR model

To write your own interview questions

Write up your evidence

Understand the impact of your own behavior

Evaluate your interviewees to be able to support your selection decision

Course Learning Map

This

pre-course guide Theory

Background

Structure

Questioning

Recording and Evaluating

Writing Questions

Interview Behavior

Practical Application

Prepare for the Interview

Interview and Evaluate a Candidate

5 minutes

5 minutes

20 minutes

10 minutes

20 minutes

5 minutes

This

pre-course guide

Background to the Professional Interview

Recruitment Time Line Keep in mind that the recruitment time flow can take even longer. After the job offer the person may be only

available after 2 month, so altogether to fill in a vacancy you may need 2 to 4 months.

Time

Job posted

CVs come in

CV short-listing

Professional Interviews

Job Offer

Questioning Structure Recording &

Evaluating

Interview

Behavior

Writing

Questions Background

Decision

http://www10.connecting.nokia.com/hr/hrintrapman.nsf/document/ESLDS075VWGZW?OpenDocument

Where to Focus in the Professional Versus HR Interview

Common

Competencies

(Soft Skills:

leadership and

teamwork -

communication,

flexibility,

assertiveness,

problem solving,

initiative, etc.

Key

Professional

Competencies

(Java, C++, C#,

Database, etc.

programming

languages)

Psychological interview focus on Common Competencies

Hiring Managers‟, Team leaders Professional interview focuses primarily on the Key Professional Competencies

Job Profile

Job Profile


Evaluating

Interview

Behavior

Writing


Interview Questions – Common Competencies

\\Dckv01\dfs\20-Intranet\060-Recruiting\Tesztek\Soft

skills kompetenciak felmerese \\Dckv01\dfs\20-Intranet\060-Recruiting\Tesztek

Asseriveness / Tenacity What do you normally do when faced with an objection or rejection during a meeting presentation? Give me one example! What do you do when faced with a problem during the developing you realize that something does not work? Do you like to confront problems? Why? Give me an example of a situation where you have done this! When was the last time you sood up for your opinions and did not back down? Why was this? What was the result? Can you realte some situations in when being persistent was the only way to reach the target? Give some examples. Have you ever submitted a good idea to your superior, but they have not taken it any further? How did you react? How many times do you normally try to have your proposal accepted before you give up? What are the biggest problems you have encountered whilst accomplishing a task or project. How did you handle these problems?

Attention to Detail / Analytical Thinking

Describe your approach to controlling errors in your work!

How often do you find errors or inaccuracies in the work that you or your team produce? What kind of errors do you normally detect?

Give me examples of how you knew that things were not going well with a process/work/project you were involved in.

Tell me about the most boring jobs or tasks you have had. Why wew they boring? What did you do about it? How did you handle the boredom?

How often do you notice that someone in your organization uses incorrect terminology or expressions? What do you do in these situations?

Time pressures often increase the possibility of errors in our work. Give some examples of typical errors or mistakes you have found in your work as a result of this.

What kind of errors can you easily detect in a job performed by yourself or someone.

Give me some examples of when you have noticed that things were not going well / right by picking up on minor details!

Describe what sources of information you typically use in order to solve problems!

Describe the most demanding problem you have ever solved. How did you manage to this?

Monitoring / Planning and Organizing

Give me some examples of how you have kept yourself infromed about the progress of project or tasks that you have been responsible for.

What are some typical examples of corrective action you have made during a process?

What methods do you use to keep informed of what is going on with the project in which you are involved?

What procedure do you use to keep track of matters requiring your attention?

What kind of documentation do you prefer to send or receive in your work?

What kind of planning do you regularly do in your work?

Give me some examples of how you determine what constitutes top priorities when scheduling your time.

What is your method of keeping track of several tasks you are involved in? Give me some examples.

What kind of plans you normally do and how you conduct the planning in your work?

What is the largest planning project you have carried out so far by yourself?

What are the short / long-term plans in your organization?

Responsibility

Describe your present responsibilities.

Give me some examples of decisions made by your team for which you took full responsibility.

Give me one example of tasks / instructions / approaches that you disagreed with.

What do you do in your job that is not covered in your job description?

Describe an incident in which you took matters into your own hands, although it should have been handled by your superior.

Adaptability

Give me examples of sudden or unexpected changes which have occurred in your job. How did you deal with this changes?

What kind of superior / client you not like to work with? Why is this?

Tell me about situations in which you have had to adjust quickly to changes in organizational priorities.

Have there been occasions in your job when you have had to abruptly change what you were doing?

What kind of problems have you encountered when changing a project / department / job?

When applying for a new job, what do you think are the biggest challenges to be faced in that job, and why?

Initiative

What changes have you tried to implement recently in your project / organization and how successful were you?

Give me some examples of things you have accomplished inside or outside work without being asked.

Have you made improvements in your area of responsibility during your work? Why have you made this changes?

Describe some ideas that were implemented or carried out successfully primarily because of your efforts. List any new ideas or suggestions you have made to your manager.

What things do you do differently to your colleagues? Why is this?

Problem Solving / Conflict

What are the biggest problems you have ever faced at work, and how did you resolve them?

What typical problems / conflicts do you encounter daily / weekly in your job?

What kind of problems take you the longest to solve? Why?

What kind of pressures do you encounter at work? How did you deal with them?

What is the highest pressure situation you have been under in a recent year(s)? How did you cope with it?

What conditions or situations do you find the most frustrating? Why?

Behavioral Interviewing - the Way to Conduct

Professional Interviews

Behavioral Interviewing is asking questions about a candidate‟s previous experiences to establish how they typically behave in specific situations

Behavioral questions often start with open questions such as "Describe how you worked …?" This allows the interviewer to explore real behavioral events (actions that happened in the past) and not opinions, desires or conceptions

This methodology is based on research data that has found candidate's past behavior is a highly effective indicator of future job performance


Evaluating

Interview

Behavior

Writing


The “Foundations” of Your Interview

CV-based or

biographical

interview

Competency-based

interview

When preparing the interview sheet, it is worth to work out a practical

mixture of the two approaches


Evaluating

Interview

Behavior

Writing


Behavioral questions can assess both - biographical items or competencies

The Two Main Aims of the Professional Interview

• Receive information: to find out about the motivation for the

position, gather information on the professional competencies and

skills of the candidate as well as to gain a general impression about

the person and his/her future potential

• Give information: to tell the candidate about the position,

organization, the evoline way of working, etc. => to sell the position

End of Section Quiz

What are the aims of the professional interview?

To sell the role to the candidate whilst understanding their

professional competencies and skills, motivation and

potential

To test how the candidate reacts to stressful situations

and hostile questioning

To establish evidence of their generic management style

Structure of the Interview

Interview record

//evoline.ro/dfs/20-Intranet/060-Recruiting/Tesztek/QR_07_11_Job_Interview-EN.doc

Professional Interview Structure

Conclusion 5 minutes

5 minutes Introduction

5-10 minutes Education

5-15 minutes Work Experience

5 minutes Motivation

10–20 minutes Common & Professional Competencies

5-10 minutes Specific Job Requirements

Approximate

Time

30 mins to

1hr 30mins


Evaluating

Interview

Behavior

Writing


The Interview Form

Think of the interview flow

Review the job profile description

job profile description

Needed competencies (Common and Professional)

Decide on the critical skills & knowledge

Collect the most relevant technical questions (and answers for

them)

Prepare the interview form, mixture of CV based questions and

competency based questions

Apply the behavioural technique (open questions, funnelling,

STAR model)


Evaluating

Interview

Behavior

Writing


End of Section Quiz

What is the main objective of the introduction?

To quickly observe the candidate and see

what first impression they make on people

To get any questions that the candidate

may have about the job out of the way

To put the candidate at easy so that they

provide you with the information needed


Evaluating

Interview

Behavior

Writing


The correct answer is…

To put the candidate at ease so that they provide

you with the information needed


Evaluating

Interview

Behavior

Writing


Asking Effective Questions

Question Types that Should Be Used

Open Questions “Tell me about your job with…?”

Encouraging Responses “Fine”

“Yes”

“I see”

Simple Probing “..and now?”

“..why?”

“More responsibility?”

“Difficulties?”

Comparative Questions “What were the differences between your

handling of the situation and the standard

approach ?”


Evaluating

Interview

Behavior

Writing


Question Types to Avoid

Double Questions “What do you think caused the problem and what solutions have you considered?”

Ambiguous questions “Tell me something about yourself?”

Irrelevant questions “What was the last movie you saw?”

Leading Questions “I expect you left your last job because you wanted to improve yourself?”

Discriminatory Questions “Are you expecting to start a family in the near future?”

Hypothetical Questions “How would you deal with a difficult customer?”

Questioning Structure

Recording &

Evaluating

Interview

Behavior

Writing


Question Types Used in Exceptional

Circumstances

Closed Questions “Did you enjoy your last job?”

Multiple Choice “Did you leave because of the pay or because you

were bored?”

Funnelling Approach

“Tell me about a time when you last

managed a project discussion?”

“How did you go about organising the

project meeting?”

“What did you do about those

problems?”

“Why did you take that approach?”

“What was the outcome?”


Evaluating

Interview

Behavior

Writing


STAR Model for Behavioral Interviewing

This is one of the most

widely used interview

models in the world

It can be used for many

types of questioning

It is a systematic process

particularly good for probing

specific aspects of their CV

or competencies

Situation (10% of questioning time)

Task/Target (10% of questioning time)

Action (70% of questioning time)

Result (10% of questioning time)

Situation

Situation

T

A

R

“Describe what the situation was?”

“Tell me about a specific time when you have had to …?”

“What was the background?”

“Who else was involved?”


Evaluating

Interview

Behavior

Writing


Task or Target

S

Task/Target

A

R

“What was the task?”

“What exactly were you trying to achieve?”

“What was the end goal?”


Evaluating

Interview

Behavior

Writing


Action

S

T

Action

R

“What did you actually do?”

“How did you deal with that?”

“How did that approach compare with colleagues?”

“What difficulties did you face?”


Evaluating

Interview

Behavior

Writing


Result

S

T

A

Result

“What was the outcome?”

“How does that result compare to others?”

“What have you learnt about … planning projects / making

architecture?”


Recording &

Evaluating

Interview

Behavior

Writing


End of Section Quiz What does the „A‟ stand for in the STAR model?

Asking

Analysis

Action


Evaluating

Interview

Behavior

Writing



Action


Evaluating

Interview

Behavior

Writing


What type of question is this: “How would you deal with a difficult customer?”

Closed

Leading

Hypothetical


Evaluating

Interview

Behavior

Writing



Hypothetical


Evaluating

Interview

Behavior

Writing


What type of question is this:

“I noticed you moved to be with your boyfriend, are you

planning to get married?”

Ambiguous

Leading

Discriminatory


Evaluating

Interview

Behavior

Writing



Discriminatory


Evaluating

Interview

Behavior

Writing


What does the term „funnelling‟ refer to?

Probing a competency for lots of examples

Starting with a broad question and then

narrowing down to a specific example

The interviewee trying to mislead the

interviewer



Evaluating

Interview

Behavior

Writing


Starting with a broad question and then

narrowing down to a specific example

Recording & Evaluating Evidence

Writing Interview Notes

Why? Create an accurate record of the evidence to support the decision making process (compare

the candidates)

What? Make legible notes

Note actual behaviors, facts and observations, include quotes

How? Record up to 75% of what the interviewee says

Openly (keep your notes above the table, but don‟t let the candidate read them)

Then What? Compare & rate applicants against the position requirements and team composition

Write notes to the HR Consultant about any areas you think they should be aware of or that you want them to seek further clarification for during a second conversation.


Recording &

Evaluating

Interview

Behavior

Writing


Evaluating the Interview:

Job Requirement Rating Scale

Meets very few or none of the criteria for the

job requirements

Poor

Meets most of the essential criteria for the

job requirement. Criteria not met could be

learned on the job

Acceptable

Meets all of the essential criteria and

exceeds some criteria for the job

requirement

Good


Evaluating

Interview

Behavior

Writing


The candidate described how they managed a team of 5, by setting monthly objectives and having 1 to 1 meetings

The candidate came across very professionally: full of drive and integrity

The candidate was very poor at delegating to others

End of Section Quiz What is an acceptable piece of evidence?


Evaluating

Interview

Behavior

Writing



The candidate described how they managed a team of 5, by setting monthly objectives and having 1 to 1 meetings


Evaluating

Interview

Behavior

Writing


Writing Effective Questions

Writing Interview Questions

Exploring Job Criteria

“Tell me how you approach the

development of your

projects/tasks/team.”

“Tell me about the last development

intervention you created for your

project/team”.

Too General

Too Specific

“Tell me about your working style.”


Evaluating

Interview

Behavior

Writing


Target level

Paper Work

Write 3 complete STAR questions with associated probes for the Common competency below:

Team working

Demonstrates an interest in and understanding of others. Adapts to the team and builds team spirit. Recognises and rewards the contribution of others. Listens, consults others and communicates proactively. Develops and openly communicates self-insight, such as an awareness of own strengths and weaknesses.

Refer to the funneling and STAR information on guidance of how to structure your questions

When thinking about your questions consider carefully the information you are trying to elicit and work backwards from this

Effective Interviewing Behavior

Non-Verbal Signs of Attention

Proximity

Posture

Eye contact

Facial expression

Head movements

Gestures

Voice production

behavioural interview technique

Documents