This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
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ObjectivesâŠ.
ï Know the core principles and concepts of
behavioural interviewing
ï Know the types of behavioural questions
and when to use them
ï Avoiding discriminatory questioning
ï Gain knowledge, skills and tools to conduct
optimum interviews
ï Confidently hire top talent!
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Select the statement that best describes your top challenge:
a.Iâm getting similar responses from each candidate
and donât know how to differentiate them.
b.I am not comfortable relying on interviews to make
selection decisions.
c.I donât want to make the candidate feel
uncomfortable so I avoid asking some questions.
d.Weâve hired individuals who did not meet objectives
and this disrupts the team(s).
Your Input
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Productivity
Turnover
Morale
Success
Poor Selection Leads to:
âSheâll have to do; we donât have
other good candidatesâ
âIf he has a pulse, hire him!â
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ïTo consistently hire the best candidate available
ïTo meet your organizationâs objectives by
having the right people in the right job
ïAlign candidate values with your orgâs culture
and values
ïMore than âqualificationsâ, hiring for overall fit
ïTo avoid mis-hires (costly, challenging)
Recruiting Objectives
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Technical
ïWHAT a candidate needs to know: knowledge,
skills and abilities gained through education and
experience.
ïTechnical abilities are typically examined
through knowledge tests, assessments, references.
Technical and Behavioural = role
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Behavioural
ïHOW they to perform the work. Observable
abilities, attitudes, and values required to perform
effectively.
ïOur time today focuses primarily on assessing
candidate proficiency in behavioural (the HOW)
aspects of the role.
Our Focus
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âPast behaviour is the best predictor
of future behaviourâ
Interviewerâs objective is to assess and predict
future performance based on the candidateâs past
performance.
To assess their Knowledge, Skills, and Abilities
applied through their experiences
Principle of B. Interviewing
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ïThey are intended to elicit a more honest
response from candidates. Realistic view.
ïTo give you insights about each candidateâs
skills, abilities and interests that are important
to the role and your specific company culture.
To best predict future performance.
Why Behavioural
12. Module 1
Summary
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1. Source behavioural
information about the
candidateâs experiences.
2. Use a behavioural selection
process to best predict
future performance.
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Vacancy Preparation
What first step do you take when a vacancy is
identified?
a. We advertise using our standard job posting.
b. We discuss the requirements of the role considering
our organizationâs future plans.
c. We consider our top performers, their skills and
attributes.
d. We develop a selection profile that defines the
technical and behavioural competency required.
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1. Assess the role.
2. Determine the ideal candidate.
ïTelephone and in-person interview questions
ïDevelop an exercise to assess current skills
ïReferences using behavioural questions
ïAssess the candidates and make the decision
Preparation Steps
*Resource
Document
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Develop a Selection Profile*:
Part 1: Technical Competency
âą Education
âą Knowledge
âą Experience
âą Skills
Define the Ideal Candidate: Part 1
*Resource
Document
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Part 2: Behavioural
âą Motivation and Initiative
âą Change/Adaptability
âą Openness
âą Empathy, Personable
âą Self-management
âą Organization Culture/Values
Define the Ideal Candidate: Part 2
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Selection Profile
Education and Experience C 1 2 3
Diploma, 2 years related experience
Has completed 2 fundraising courses
X
--
Technical Knowledge and Skills
Proficiency: databases, MSOffice,
spreadsheets; Raiserâs Edge an asset
X
--
Abilities
Ability to build and maintain trusting
relationships
X
Ability to make informed decisions X
Personal values/interests alignment X
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Through all touchpoints with a candidate:
1. Enquiry questions from the candidate
2. Telephone screening
3. In-person interviewing
4. Team meeting
5. Follow-up emails
6. Reference checks
Behavioural Touchpoints
20. Module 2
Summary
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1. Assess the role
requirements; define the job
requirements for your ideal
candidate
2. Develop a Selection Profile
that will be your guide
developing questions and
assessing candidates.
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Select the process your organization uses for
developing questions.
a.We have a set of standard questions for all
vacancies, then add additional ones based on the
vacancy.
b.We use a more informal process and donât have
a formal set.
c.I havenât been involved in developing questions
Your Input
23. Question Principles
ï To elicit behavioural information
about past experience and
accomplishments.
ï To understand more than just
âprevious actionsâ.
ï CuriosityâŠhearing their story
ï Tell me moreâŠ
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ï§Situation they were involved in
ï§Tasks they were assigned
ï§Action(s): What were the specific actions they
actually took?
ï§Results: What was the result of their actions?
Were they successful?
Behavioural S.T.A.R.
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Develop questions for each role requirement.
ïOpen
ïClosed
ïLeading
ïSituational
ïProbing
Types of Questions
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ïUsed to get the candidate talking and to cover the
topic in depth.
ïUsually begin with âwhat, why, how, please explain,
and whenâ.
Examples:
âWhy are you looking to leave your current position?â
âTell me about the responsibilities of your current job.â
âWhat process did you go through to decide on your
current career path?â
Open Questions
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ïTo solicit specific information through a definitive
response.
Examples:
â Are you able to work the full shift and each day of the
schedule?
â Are you currently a member of the Association of
Professional Fundraisers?
âDo you have a current driver's license?
⊠What class of license do you have?
⊠Do you have any driving restrictions?
Closed Questions
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ï Leads and encourages a candidate to provide the
answer you want to hear.
ï Does not allow for the candidateâs preference.
ï Candidates want the job, not necessarily the âbest fitâ
job.
Examples:
âYou enjoy working with budgets donât you?â
âWeâre very team focused. Do you prefer working alone
or as part of a team?â
Leading Questions â Avoid!
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ï Asks how they would handle a particular situation:
âHow would you deal with a difficult client?â
Behavioural version:
ïTell us about a time you dealt with a difficult client this
past year? Probing: What do you think provoked
them? What did you say to the client? Did you ask
anyone else for support? What was the outcome?
ïSituational are often done as an exercise to assess
how they would deal with a situation
Situational / Hypothetical
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Follows any question type
ï Sources more information for a clearer picture of the
past.
ï Includes clarifying, reflecting and paraphrasing
Example:
âOf the responsibilities you just mentioned, which did
you most enjoy?â Which was your least favorite? Why
was that?
Probing Questions
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You mentioned you were part of a team that wrote the
newsletter:
What were your specific responsibilities as a writer?
ïWhat were some of your article ideas that were elected
for publication?
ïAre you able to provide us with copies of 2-3 of those
articles?
ïWhat strengths did you bring to the team â were you
primarily a writer; did you edit others work, etc?
Probing Questions
33. Discriminatory Questions*
ïRace, ethnicity, color, religion,
age, sex, marital/family status,
disability, pardoned conviction,
sexual orientation.
âDo you have childcare
responsibilities?â
âHow old are you?â
âWhere were you born?â
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*Resource
Document
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âThis role requires travelling twice per month,
often unplanned.â
Do not ask: Do you have children?
Ask: This role requires one or two
overnight trips per month, often
with only 24 hours notice. Are you
able to fulfill this requirement?
Avoiding Discriminating Questions
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ïConfusing to the candidate to
remember all questions.
ïIt is difficult to sort out whatâs being asked.
âCan you tell me how you dealt with an angry
customer. What was the situation; what did you do,
and what was the outcome. What did you learn
from this experience?
Multiple Questions â Avoid!
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1. Introductions, Setting the stage
2. Overview of their education, work experiences
Questions:
ï Motivation, technical skills aligned to our role
ï Strengths, development, accomplishments
ï Interpersonal, teamwork, conflict, stressors
ï Aspirations, final questions
ï Closing, their questions, next steps, reference list
Ordering of Questions
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Motivation
ï What is it about our this role that caught your eye and
prompted you to apply?
ï How would you describe the services our organization
provides?
ï If currently working: What are you looking for in a new
job that you arenât getting in your current role?
ï What will you need from our organization in order to
be fully satisfied and productive in the role?
Some key questions
38. Module 3
Summary
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1. Develop structured sets of
behavioural questions to
address all criteria on your
Selection Profile.
A. Telephone Screening Set
B. In-person interviewing Set
C. Reference Checks
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Behavioural Interviews
Structured behavioural
questions with 2+
interviewers is the most
reliable interviewing
process.
Allows for listening, note
taking, probing, discussion,
finding consensus
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Interview Perspectives
Interviewers Objectives
Predict Future
Performance:
ï§ Assess their knowledge,
skills, abilities and fit
ï§Best represent your
organization
ï§Provide the candidate an
opportunity to showcase
their strengths
Candidateâs Objectives
ï§Provide a positive
impression of their skills and
abilities
ï§To find out more about the
job, responsibilities, duties,
and a typical day/week
ï§To secure a job
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1. Maintain professionalism
2. Be open to hearing their full
story; avoid quick judgments.
3. Candidate talks 80%, interviewer
20%
4. Obtain sufficient information to assess the
candidate against the selection criteria.
5. Provide the job overview, expectations, whatâs
important--near the end of the interview
Interview Processes
43. Some I/View Process Details
Introduction
Thank them for their interest
Setting the stage
Beverage; establish rapport and
comfort level
Advise them of the interview process
in a general way
Ask if they have any questions before
proceeding
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Questions
⊠Begin asking questions.
⊠You are directing the candidate and process; candidate
is telling you their story.
⊠Youâre using the STAR technique for each question.
⊠Probing questions will differentiate candidates.
Interview Processes
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Ask the formal question: âTell us about a conflict you had
with a colleague or manager.â
Listen to what they say, not what you think they might
say. Based on their answer:
Probe (as relevant)
⊠How did the conflict arise?
⊠What were your views and their views?
⊠How did the situation resolve?
⊠Looking back, do you wish you had handled it differently?
⊠What did you learn from this situation?
Skilled Questioning
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During the interview, a candidate may:
ïKeep asking for clarification about the role and our
organization.
ïGet off track in their answer
ïBegin providing too much detailed information
ïNot provide enough input
ïSeems introverted and uncomfortable
Interviewer Challenges
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ïSourcing their knowledge, experience
and skills aligned to what you require
in the role.
ïThey provide more real information
and can clarify your findings from
the interview.
ïGain a full picture of their current
abilities as they relate to your needs.
Exercises and Assessments
48. ïUsing âgut instinctâ
ïRanking candidates
ïMaking hasty decisions
ïGetting stuck on one perceived negative answer
ïFailure to evaluate beyond competencies
ïDepending too much on the interview itself
ïInterviewer skill
ïInterviewer bias
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Common Interviewing Mistakes
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Selection Assessment
Education and Experience C 1 2 3
Diploma, 2 years related experience
Has completed 2 fundraising courses
X
--
Technical Knowledge and Skills
Proficiency: databases, MSOffice,
spreadsheets
X
Behavioural Competencies
Ability to build and maintain trusting
relationships
X
Ability to make informed decisions X
Personal values/interests alignment X
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ïProbe further on areas you want more information on, either
for clarification, to confirm positive or negative views.
Example
ïAfter the interview, you arenât fully clear about the level of
decision making the candidate had in the previous role.
ï¶âWeâd like to know what types of decisions she made.â
ï¶âWas she an effective decision maker for complex issues?â
References Checks
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References
1. Source candidate authorization
2. Source candidatesâ direct managers (even
if they have left the company).
3. Confirm role and responsibilities
4. Have a core set questions to better understand
Knowledge, Skills, Abilities and Motivations
5. Ask questions in areas you may have had concerns; or,
to verify the candidateâs input.
References
52. Module 4
Summary
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1. Use a structured formal
interview process.
2. Create an environment for
the candidate to
comfortably provide input.
3. Listen well and ask probing
questions.
4. Build skills through practice.
5. Confidently hire top talent!
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Resources
1. Charity Village
2. âRecruitment and Selection in Canadaâ, Victor Catano
3. Input for top theme questions
4. Webinar resources:
ïSample Recruitment Plan and Selection Profile
ïAvoiding discrimination in your recruitment
practices.
5. Follow-up questions? gayle@hadfieldhr.com
Additional Resources