• Halo Effect/Horns/Devil Effect

• The Contrast Bias• The Gut Feeling• Stereotyping • Generalizations

Dynamics of Interviews

Lipschultz, Jeff. Don’t Be a Victim of Interview Bias. http://jobs.aol.com/articles/2010/06/15/interview-bias. Posted June 15, 2010; Accessed November 7, 2011

• Cultural Noise Bias • Nonverbal Bias• Recency Bias• Similar To Me

• Past performance is the best indicator of future performance

• Experience ≠ Performance• Based on job related

competencies• Avoids high risk questions

that may cause liability issues

• Combats bias in interviews• Research indicates 3-5 times

more accurate in predicting a candidate’s potential

Why Behavioral Interviewing?

• Competency is the behavior (knowledge, skill, ability, or trait) or set of behaviors that describes the expected performance in a particular work context

• The standards of success for the position and the behaviors that are needed to support the strategic plan, vision, mission, and goals of the organization

What is Competency-Based Behavioral Interviewing?

Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

• Competencies can be organization-wide to drive the mission of the organization, e.g. core values

• Competencies can be developed for individual positions, e.g. pays close attention to detail

• Ask candidate performance based questions to ascertain if he/she possesses the competency and at what level

• Ask “mission critical” questionsHoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

• Identify and discuss core competencies and their definitions for the position

• Develop consistent message about the job• Present an organization-wide consistent message about

College of the Desert• Ask behavioral questions and listen for STAR answers

– Situation, Task, Action, Results

What You Need to Know to Conduct Behavioral Interviews

Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

STAR• Situation

– What was the situation the candidate was faced with? What were the circumstances?

• Task– What was the task the candidate needed to accomplish ?

• Action– What specifically did the candidate do to accomplish the task?

• Results– What was the outcome? Were the tasks accomplished? What did

the candidate learn from the situation?

Ask follow-up questions if needed to ascertain STAR answers

• Proficiency in each

core competency• Possession of core

values• Recommendations

Rating Candidates

Let’s practice asking a candidate to give us an example of a time he/she demonstrated a given competency.Remember to look for STAR components.

Using STAR & Behavioral Interviewing Techniques