2. Dynamics of Interviews
Halo Effect/Horns/Devil Effect
The Contrast Bias
The Gut Feeling
Stereotyping
Generalizations
Cultural Noise Bias
Nonverbal Bias
Recency Bias
Similar To Me
Lipschultz, Jeff. Don’t Be a Victim of Interview Bias. Posted June 15, 2010; Accessed November 7, 2011

3. Why Behavioral Interviewing?
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

4. What is Competency-Based 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
Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

5. Ask “mission critical” questions
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” questions
Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

6. What You Need to Know to Conduct Behavioral Interviews
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
Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

7. Ask follow-up questions if needed to ascertain STAR answers
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
Hoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006

8. Rating Candidates
Proficiency in each core competency
Possession of core values
Recommendations

9. Using STAR & Behavioral Interviewing Techniques
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.