2 Dynamics of Interviews Halo Effect/Horns/Devil EffectThe Contrast BiasThe Gut FeelingStereotypingGeneralizationsCultural Noise BiasNonverbal BiasRecency BiasSimilar To MeLipschultz, 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 performanceExperience ≠ PerformanceBased on job related competenciesAvoids high risk questions that may cause liability issuesCombats bias in interviewsResearch 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 contextThe standards of success for the position and the behaviors that are needed to support the strategic plan, vision, mission, and goals of the organizationHoevemeyer, 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 valuesCompetencies can be developed for individual positions, e.g. pays close attention to detailAsk candidate performance based questions to ascertain if he/she possesses the competency and at what levelAsk “mission critical” questionsHoevemeyer, 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 positionDevelop consistent message about the jobPresent an organization-wide consistent message about College of the DesertAsk behavioral questions and listen for STAR answersSituation, Task, Action, ResultsHoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006
7 Ask follow-up questions if needed to ascertain STAR answers SituationWhat was the situation the candidate was faced with? What were the circumstances?TaskWhat was the task the candidate needed to accomplish ?ActionWhat specifically did the candidate do to accomplish the task?ResultsWhat was the outcome? Were the tasks accomplished? What did the candidate learn from the situation?Ask follow-up questions if needed to ascertain STAR answersHoevemeyer, Victoria A. High-Impact Interview Questions, American Management Association; 2006
8 Rating CandidatesProficiency in each core competencyPossession of core valuesRecommendations
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.