Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning

1. Behavior Based Selection
Promoting Its Effectiveness
Webinar Presented to
SHRM-Atlanta Chapter
August 2009
Jeanette Matern
Career Coach/Consultant
Right Management

2. Agenda
Identification of Hiring Criteria
Predicting Success
Effective Use of Behavior Based Selection
From the Candidate’s Perspective
Technology
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3. Foundation of Behavior Based Selection
• Premise: Past Behavior is Predictive of Future Behavior
• Key Components:
• Preparation
• Detailed follow up questions to broader question
• Focused listening
• Objective evaluation of information
• Pitfalls:
• Temptation to take shortcuts
• Lack of preparation
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commercial or private use without written permission from author

4. First Things First….
Identification of Success Criteria
Emotional Intelligence
One’s ability to identify and effectively use one’s emotions
Competencies
a. Core to business
b. Specific to level of role
c. Specific to position
Cultural Fit
Personal traits and skills valued by organization
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commercial or private use without written permission from author

5. Leading People
Individual Leader Executive Leader
Contributor
•Builds Trust •Coaches •Fosters Accountability
•Inclusive •Provides Recognition •Develops Organizational
•Communication •Builds Team & Teamwork Talent
•Manages Performance
Builds Trust: Coaches: Fosters Accountability:
Takes action to build a Provides guidance and feedback Fosters commitment ; helps to
relationship of trust with clients to help expand knowledge, skill understand how the organization
and co-workers; behaves in or ability; supports career depends on outcomes of their
ways consistent with growth and development roles; links rewards to outcomes
organizational values (not tasks); provides latitude to
act in order to deliver outcomes
▪Provides opportunities to
▪Listens actively and develop skills & demonstrate
respectfully ▪Clarifies accountabilities
▪Gives timely, constructive (outcomes) of the role
▪Maintains confidences feedback and offers advice
▪Delegates decisions to an
▪Fulfills commitments ▪Provides recommendations individual for their areas of
on how to enhance or responsibility
▪Actions are consistent with develop new skills
words ▪Holds individuals
▪Supports development accountable for delivery of
based on career goals outcomes
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6. Predicting Success - How Does One Predict
Competency Effectiveness?
 Case Studies or Simulations
 Tests or Inventories
 Structured interviews focused on competencies, asking
behavior based questions
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7. Behavior Based Questions:
Are open-ended
Are Specific
Begin with:
 Describe the last time that you…..
 Tell me about a recent time when…..
 What did you do when…..
 How did you….
 Give me an example of….
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8. Ask Specific Open Ended Questions:
Non-Specific Specific
“Tell me about a time when
“Tell me about a time you
you managed a technical
solved a difficult problem”
team for a project with an
exceptionally tight deadline”
“Tell me about a stressful “Tell me about a time when
situation you managed” you experienced a mid-air
mechanical difficulty”
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9. Example:
Open Position: Airline Pilot
Competency: Judgment
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10. Judgment
Definition:
Applies logic and practical thinking to decision making; Gathers necessary input
to inform decision but makes a decision based on ones best thinking given time
available; drawing correct and reasonable conclusions based on data and
information
Behavior statements:
 Gathers information, tangible and intangible, when exploring alternatives
 Weighs alternatives
 Applies logic to decisions
 Makes good decisions with limited information
 Maintains objectivity when making decisions
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11. Behavior Based Question:
“Tell me about a time when you experienced a mid-air mechanical
difficulty”
Ask detailed probing questions to uncover information that provides you
with an understanding of the situation:
• “How long was the flight?”
• “How long into the flight did the problem surface?”
• “What was the mechanical problem?”
• “How serious was the mechanical problem?”
• “Have you ever faced that particular problem before?”
• “How did you come to notice the problem?”
(instrument reading ? Behavior of aircraft?)
• “How critical was this problem?”
• “Estimated time to resolve before life threatening?”
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12. Continue to ask detailed questions to learn the
actions taken:
• “Please take me through the steps you took to identify and resolve the problem”
1st Step; 2nd Step………...
• “Did you involve anyone else in the decision making?”
• “What was going through your mind at the time?”
• “What role did your Co-pilot play?”
• “Did you notify the crew? The passengers?”
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13. Lastly, learn the outcome
“How did it all turn out?” or “What was the final outcome?”
“In retrospect, is there anything you would do differently if
faced with the same situation?”
“Did you learn anything from this experience?”
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14. Evaluation
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15. Evaluation
Judgment: Applies logic and practical thinking; Gathers necessary input but makes a decision based on
ones best thinking given time available; draws correct & reasonable conclusions based on data and information
Does he Less Highly
Than Effective Effective Comments/Notes
or she:
Effective
Behavior Statements:
•Gather necessary
information when
exploring alternatives?
•Weigh alternatives?
•Apply logic to decisions?
•Make good decisions with
limited information or
within time constraints?
•Maintain calm objectivity
when making decisions?
Overall Rating X
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16. Pitfall to Avoid:
Temptation to take shortcuts
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17. Solution: Team Interview Method
Manager Competency Assignment: Does he/she:
Judgment: • Gather necessary
information when exploring
Applies logic and practical thinking;
alternatives?
Gathers necessary input but makes a decision based
Mary on one’s best thinking given the time available; • Weigh alternatives?
Draws reasonable conclusions based on data and
information • Apply logic to decisions?
• Make good decisions with
limited information or
within time constraints?
• Maintain calm objectivity
when making decisions?
Technical Excellence: • Stay current with new
trends and technology?
Jim Applies technical skills, knowledge; maintains up-to-
date knowledge in field; shares technical information
• Draw on past experiences;
knowledge; training to
clearly and concisely to others
solve problems and address
complex problems
Customer Focus: • Focus efforts on
meeting/exceeding needs of
Demonstrates a concern for customers’ needs &
Kim expectation, making them a high priority;
customer?
• Act as client advocate
Maintains contact with customers; building strong
within organization?
relationships of trust with customers and clients
• Responds rapidly and
effectively to requests?
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18. From the Candidate’s Perspective
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19. If you are the Candidate,
 CAN you do the job?
Do you possess skills, knowledge, experience; successes;
have the learning potential?
 WILL you do the job?
Do you appear to have motivation, interest in the
job/company, work ethic, energy level? Are there
outside influences that are potential barriers?
 DO you fit it?
Chemistry, values align, work styles, communication styles.
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20. Format Answers: C.A.R. *
Challenge – Provide a foundation by describing details of the
situation or challenge you were facing.
Action – What were the steps you took? Who else was
involved? Give credit where it belongs.
Results – This is the outcome. If outcome or result is less than
optimum, share what was learned or put into effect as a result.
*ST.A.R. (Situation or Task; Action; Result)
*S.B.O. (Situation; Behavior; Outcome)
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21. Captain Sully Sullenberger
Extraordinary Pilot
21 5/7/09 Template Office 2007

22. Judgment
Leadership
Decision Making
Calm Under Intense Pressure
Multi-tasking
Skillful
22 5/7/09 Template Office 2007

23. Has Technology Changed the Face
of interviewing?
 Telephone Interview
 Video Conferencing
As Interviewee:
As Interviewer:
 iView® Technology
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24. I would be delighted to talk further.
Jeanette Matern, Career Coach
email: jeanette.matern@right.com
phone: 404-504-5233
www.linkedin.com/in/jmatern
©Right Management Inc. Presentation, excerpts or in entirety, may not be distributed or reproduced for
24 commercial or private use without written permission from author