New behavorial interviewing techniques to increase long term hires
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The document discusses a behavioral interviewing technique to enhance hiring success by prioritizing candidate behavior over skills and experience. It outlines a seven-step process for interviews that emphasizes indirect questions to reveal candidates' true behaviors and characteristics. The approach aims to improve long-term hiring outcomes by ensuring candidates align with desired behavioral traits that contribute positively to organizational success.
New behavorial interviewing techniques to increase long term hires
- 1. Behavioral Interviewing to Increase Long Term Hires International Alert Users Association Conference November 8-10, 2012 Tom Ross, Chairman/CEO
- 2. 2012 Copyright Alert Management Systems All rights reserved. Printed in United States of America. No part of this document may be reproduced in any manner whatsoever without written permission from Alert Management Systems
- 3. My goal today Share with you a great technique that will dramatically improve your success rate in hiring new people.
- 4. Agenda • Good people • Time-tested hiring process • Problems with traditional interviewing process • Unique approach • 7 easy steps • Live re-enactment
- 5. Hiring good people is critical to all organizations.
- 6. Winners • Will work hard • Help keep current customers • Help win new customers • Preserve our assets • Help find better ways of doing things • Net: Increase our profits
- 7. Losers • Drag the whole team down • Hurt customer relationships • Create hard feelings in work place • Require lots of management’s time – Remedial efforts – Terminating • Net: Depress our profits
- 8. Getting it right the first time is worth the time and effort to do it right.
- 9. Traditional hiring process • Write job/company descriptions • Gather résumés • Phone interviews • In-person interviews • Probe claimed experiences/skills • Reference checks • Hiring decision
- 10. Conclusion: Great candidate
- 11. Then what happens, all too often?
- 12. Crash landing!
- 13. Why? (Generally unskilled without prior experience!)
- 14. Behavioral problems! • Work ethic • Careless • Can’t earn trust and confidence of customers • Teamwork issues • Slow learner • Can’t work independently • Integrity • Etc., etc.
- 15. Advertising example: Keebler Cookies & Crackers • Cookies Account Executive – Just promoted into job • New Products Account Executive – Doing a great job • Crackers Account Executive – Senior executive – Promoted into another position; needed to find his replacement
- 17. My new hire
- 18. Why? I had not determined his behavioral characteristics.
- 19. Direct questions don’t work • Are you a hard worker? • Are you a careful worker? • Are you customer oriented? • Are you a good team player? • Are you a quick learner? • Can you work on your own? • Are you honest? • Etc.
- 20. Why? • The questions reveal the answers desired. • The candidate will give us the answers we seek.
- 21. Need to understand behavior before we hire, but how?
- 22. The answer: behavioral interviewing Robal Johnson
- 23. Robal’s advice • Be clear about your desired behaviors before starting the search • Put less emphasis on experience and skills specific to your business • Put more emphasis on behavior • Put more emphasis on basic intelligence/talents/attitudes
- 24. Example: counter person, skills & experience desired • Familiarity with rental business • Equipment knowledge • Computer literate • Local knowledge • Able to lift 65 (?) lbs.
- 25. Example: counter person, needed behavior • Build customer relationships • Build peer relationships • Inspire manager’s confidence • Get the work done quickly & efficiently • Suggest better ways of doing things
- 26. If these are the behaviors we want, what are the characteristics we should be looking for?
- 27. Desired Behavioral Characteristics • Strong work ethic • Ability to earn trust and confidence of customers • Strong team player • Able to work independently • Knows when to ask for help • Quick learner, responsive to supervision • Strong Initiative • Safety conscious • Protective of company assets • Integrity
- 28. Stage of Hiring Process • Write job/company descriptions • Gather résumés • Phone interviews • In-person interviews • Probe claimed experiences/skills • Reference checks • Hiring decision
- 29. Robal Johnson’s Approach: Behavioral Interviewing Get the candidate to reveal normal behavior during the interview
- 30. How? Seven simple and easy steps !
- 31. Seven Simple and Easy Steps Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 32. Step One Great indirect questions Make the candidate Look for completely comfortable 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 33. What’s wrong with this picture?
- 34. Step Two Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 35. Explain why you set the resume aside • “You appear to be fully qualified for this job.” • “I just want to get to know you better.”
- 36. Step Three Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side “Please tell me a little about yourself.” 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 37. Step Four Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 38. What does this accomplish • Serves to further relax candidate – As candidates relax they will start to exhibit their normal behavior • Get candidates to tell their life story, starting early in life
- 39. Step Five Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, 4 Critical starting indirect probes question After a minute or two interrupt
- 40. Question samples • Interesting, then what? • Why? • How did you decide that? • How did you cope with that? • What did that feel like? • Etc.
- 41. Step Six Great indirect Questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 42. Behavioral Clues • Speech patterns - Direct? Detailed? Energetic? Other? • Self image • What a person likes to talk about • Specific contributions • How treats others
- 43. Step Seven Great indirect questions Make the candidate completely comfortable Look for 7 1 behavioral clues in interviewing 6 process 2 Set resume side 5 3 Thereafter, ask only quick, short, indirect 4 Critical starting probes question After a minute or two interrupt
- 44. Sample Questions • Last job. Likes, dislikes • Contributions • Attractions of this job • Admired people • Proudest achievements • Career goal. How to achieve.
- 45. More Samples • “Ruling passion” • Reading habits • Life goals • Work area • How decisions reached • Reactions to setbacks/criticism • Dealings with unreasonable clients
- 46. End Result a Great indirect questions Make the candidate is t completely comfortable at Look for 7 h m fi n 1 behavioral clues in interviewing t r ire -te atio 6 process t H ng niz 2 Set resume side rea Lo rga G at e ur O r o G y 5 or 3 Thereafter, ask only quick, short, indirect probes f 4 Critical starting question After a minute or two interrupt
- 47. Additional Key Considerations • Reference Checks • Legal Considerations
- 48. Reference checks • At least one reference not supplied by the candidate • Give the reference “permission” to tell the truth
- 49. Legal Considerations • Be mindful of legal restrictions • Advantage of this approach – don’t ask specific questions • Link http://humanresources.about.com/od/ interviewing/a/interview_quest.htm
- 50. Interview re-enactment: Kara Lawrence • Prior – 69 resumes reviewed – 20 phone interviews – 50-75% of in-person interview already conducted with Kara • All with probes, no direct questions • Now – Time for some important specific indirect questions
- 51. Re-enactment
- 52. Summary 1. Make the candidate comfortable 2. Set résumé aside (verify later) 3. “Please tell me a little about yourself…” 4. Interrupt! “Great, but go back to your early life…” 5. Indirect probes. “Then what?” “How come?” “How did you arrive at that decision?” 6. Look for behavioral clues in life story 7. “Indirect” questions: Ruling passion, reactions to setbacks, etc.
- 53. How can we be sure that we are doing a good job of interviewing?
- 54. Make certain that the candidate does 90% of the broadcasting
- 55. Same approach for all contacts • Phone screening • In-person interview
- 56. Closing Thoughts • Fire fast; hire slowly • Beware of immediate impressions • Have more than one interview • Have more than one interviewer • Put more emphasis on behavior • Put less emphasis on experience and current skills • Hire for basic intelligence/talents/attitudes • Be willing to invest in training
- 57. Suggested additional step: drug testing • Inform up front • Test at end of process • Test everyone • $30 to $40 per test
- 58. Background Checks • Ready sources – Sentrylink, Lexisnexis • Inexpensive ($20) • Potentially very important – Felonies – Misdemeanors – Sex offenses – Credit checks & more
- 59. Truism “Never time to do it right, but there is always time to do it over.”
- 60. Questions? Comments? Discussion?
- 61. Thank You.
- 62. Possible additional step: Personality testing • Management Resource Group – (800) 249-2443, www.mrgpeople.com • Career Partners International – (800) 686-5999, www.cplworld.com • Buros Center for Testing – (402) 472-6203, www.uni.edu/buros • American Psychological Association – (800) 374-2721, www.apa.org
- 63. Personality Testing • Determine ideal characteristics • Don’t shop on price • Pre-test with successful employees • Professional interpretation • Validation
- 64. 2012 Copyright Alert Management Systems All rights reserved. Printed in United States of America. No part of this document may be reproduced in any manner whatsoever without written permission from Alert Management Systems