behavioral interviewing - using company culture and values to make or break a hire

Joe SommersPresident

See Clearly Consulting“Engage – Develop – Optimize”

Behavioral InterviewingUsing Company Culture and Values

to Make or Break a Hire (And ‘Get a Grip’ with Your Hiring Managers!)

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DFW TRN December 6, 2011

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““Applicants are learning more aboutApplicants are learning more aboutgetting a job than interviewers are getting a job than interviewers are learning about hiring.” learning about hiring.”

EMA EMA

ReporterReporter

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What is Behavioral Interviewing?

Past behavior is the best predictor of future performance

Past attitude is the best predictor of future attitude!

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What is Behavioral Interviewing?

A process to identify a candidate’s actual behaviors and choices

A strategy to uncover behavior specifics in important success situations

A means to assess a candidate’s competencies and values against company values and culture

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Comparison of BI to Traditional Interviewing

Behavioral is based on facts

The facts relate to actual behavior

Behavioral can substantiate your gut feel

Behaviors uncovered are likely to be used again

In traditional interviews - opinions often exaggerated

Behavioral Interviewing has little or no adverse EEO

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To organize the world's information and make it universally accessible and useful.

To serve the needs of the communities in which 7-Eleven® stores operate.

Dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.

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What are Competencies?

Characteristics - related to outstanding performance

What superior performers will more likely do, more often, and more completely

Knowledge, skills, abilities, attitude, values - & EI

Generic & relevant, effective for a variety of tasks

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Common Core Competency Examples

Effective Communication

Team Work Leadership Achieving Results Customer Service Innovation

Adaptable Commitment Problem Solving Forward Thinking Coaching/Mentoring Quick Study Stewardship

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Defining Critical Competencies

The “Discovery Meeting”

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Defining Critical Competencies

“How would you evaluate a person in this role as a ‘top performer’ a year from now?”

Can Do

Will DoHow Fit

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Defining the Process

1. Company Values

2. Critical job analysis

3. Competencies / values defined

4. Standard lead questions

5. Discretionary probing

6. Taking notes

7. Rating and selection

Four Keys to Success

1.Knowing where you’re going

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Getting Started

Commitment

Create the process & tools

Training, training, training – and practice!

Just do it – even small steps can make a difference

Four Keys to Success

1.Knowing where you’re going

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Making the Process Work

Utilize the tools and techniques – ‘seek professional help’

Your managers become sleuths

Peal away the layers

Identify the ‘high performers’ and drive business!

Four Keys to Success

1.Knowing where you’re going

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Question a Candidate About Attention to Detail

How do you like working with very detailed tasks?

Describe the last project in which you had to make sense out of a mass of complex or difficult information.

How would you approach a task that involved really detailed information?

Four Keys to Success

1.Knowing where you’re going 2. Is the candidate talking past tense?

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Competency Example

Detail OrientedDetail Oriented Expresses concern that things be done right, thoroughly, and preciselyExpresses concern that things be done right, thoroughly, and precisely Provides accurate information in a usable form on a timely basisProvides accurate information in a usable form on a timely basis Captures important details in messages or communication for future referenceCaptures important details in messages or communication for future reference Completes all documents according to procedures and standardsCompletes all documents according to procedures and standards Develops appropriate systems/procedures to manage informationDevelops appropriate systems/procedures to manage information

““Describe a recent project when you had to make sense out of a mass of Describe a recent project when you had to make sense out of a mass of complex or difficult information.”complex or difficult information.”

““Give me an example when you developed a set of procedures or standards Give me an example when you developed a set of procedures or standards to assist in managing some critical information.”to assist in managing some critical information.”

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The CSI Approach

Listen for the clues Key event Points of interest

Situation Task Action Result

Probe, then probe again Role Beginning Next steps Do, Say, Example Think, feel

Four Keys to Success

1. Knowing where you’re going 2. Is the candidate talking past tense?3. The success is in the details

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Four Keys to Success

Knowing where you’re going

Is the candidate talking past tense?

The success is in the details

A fair and consistent evaluation

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Coaching Your Candidates

Interests +Abilities = Strengths

Key Accomplishments

Story telling

Solve the manager’s problem / challenge

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Core Competencies (Values) Accountability Customer Service Effective Communication Integrity/Ethics Winning Attitude

“Focused on our Employees' Success”

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Recruiting & Selection Employee Development Succession Planning Retention Culture Building (examples)

“Best Places to Work in Rhode Island” third consecutive year!”

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Ericsson TelecommunicationsEricsson Telecommunications

Competency-based Hiring, Evaluations, and Development

Human Competence Communication Creativity Leading Change Teambuilding Decision Making

Business Competence Customer Orientation Entrepreneurship Finance Strategic Thinking Operational Dev.

Technical/Professional Competence

Specific to role Planning/Organization Project Management

Individual Capacities Self Esteem Results Oriented Intellectual Ability

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Where are you going?

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Thank You!

Joe SommersPresident

See Clearly Consulting“Engage – Develop – Optimize”

214.538.0742joesommers@verizon.net

www.linkedin.com/in/joesommers