1. INTRODUCTION TO BEHAVIORAL- BASED INTERVIEWING July 2014

2. TRAINING OBJECTIVES  Identify the Legal Issues Related to the Interview Process  Define Competencies  Develop Behavioral Based Interview Questions  Evaluate Candidate Responses

3. Why Competency-based Behavioral Interviewing? Competency-based Behavioral Interviewing assists the hiring manager to:  Identify if the candidate has the skills, knowledge and abilities (competencies) to perform the job.  Ensure culture and organizational fit.  Hire top talent for a “best in class” organization.  Retain the best talent and in a high performing organization.  Remain competitive in an environment of increased competition for talent.

4. EQUAL EMPLOYMENT OPPORTUNITY LAWS The U.S. Equal Employment Opportunity Commission provides oversight and coordination of all federal equal employment regulations, practices and policies.

5. EQUAL EMPLOYMENT OPPORTUNITY LAWS  Title VII of the Civil Rights Act of 1964  Title I and Title V of the Americans with Disabilities Act of 1990  The Age Discrimination in Employment Act of 1967 (ADEA)  Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)  The Civil Rights Act of 1991

6. JOHNS HOPKINS UNIVERSITY Equal Opportunity Policy “Johns Hopkins University is committed to equal opportunity for its faculty, staff, and students. To that end, the University does not discriminate on the basis of sex, gender, marital status, pregnancy, race, color, ethnicity, national origin, age, disability, religion, sexual orientation, gender identity or expression, veteran status or other legally protected characteristics.”

7. JOHNS HOPKINS UNIVERSITY Equal Opportunity Policy “The University’s equal opportunity policy is essential to its mission of excellence in education and research and applies to all academic programs administered by the University, its educational policies, admission policies, scholarship and loan programs and athletic programs. It applies to all employment decisions, including those affecting hiring, promotion, demotion or transfer, advertisement of vacancies, layoff and termination, compensation and benefits, and selection for training.”

8. JOHNS HOPKINS UNIVERSITY For more information, please see the JHU Human Resources Policy Manual at https://hrnt.jhu.edu/pol- man/appendices/sectionA.cfmhttps://hrnt.jhu.edu/pol- man/appendices/sectionA.cfm Additional EEOC information can be found at http://www.eeoc.gov/ http://www.eeoc.gov/

9. What Are Competencies?  Measurable or observable knowledge, skills and behaviors critical to successful job performance.

10. Why Are Competencies Important? Competencies help to:  Organize and develop the work of employees.  Recruit and select the best employees.  Effectively manage and train employees.  Allow you to develop succession plans and prepare for future job openings.

11. Why Competencies?  Identify hiring, performance and selection criteria.  Provide more objective performance standards.  Identify behavioral standards of performance excellence.  Support a more specific objective assessment of their strength and areas of professional development. Benefits for LeadersBenefits for Employees

12. What Are Job Descriptions?  Job descriptions explain the duties and other aspects of the job, including the competencies needed to perform the job.

13. Job Descriptions and Competencies The job description and competencies form a basis for recruiting, hiring, training, developing and managing the performance of employees. Competencies convey, to employees, what level of knowledge and skill is required to successfully perform the job duties.

14. Exercise  Job Description: Patient Service Coordinator

15.  Offers friendly, courteous and confidential assistance to patients to ensure each patient has a positive experience while at Johns Hopkins.  Schedule patients for laboratory tests, examinations and consultations.  Answer phones and provide routine information to callers.

16. Patient Service Coordinator  Requirements:  One year experience in a similar service-oriented industry  High school diploma or GED  Excellent customer service skills  Preferred Qualifications:  Epic and EMR experience

17. What Is A Behavioral Based Interview?  It is a hiring practice, based on the theory that past performance and behavior is an accurate predictor of future performance and behavior.

18. How To Conduct a Behavioral Based Interview  Perform a thorough job analysis.  Develop and write job descriptions with behavioral competencies. Include knowledge, skills and abilities required to perform the job.  Develop interview questions about past behavior, actions and experiences.

19. What Are Behavioral Interview Questions?  Behavioral based interview questions ask for specific examples of a candidates past experience. Examples are:  “Tell me about a time when…”  “Share with me when…”  “Give me an example of a situation when…”  “When have you been…”

20. Behavioral Based Interviewing  When conducting a behavioral based interview, the goal is to have the candidate provide you with an overview of:  The Situation (What happened?)  The Task  The Action or Behavior (What did they do?)  The Result or Outcome (What was the end result or outcome?)

21. Examples of Questions and Responses Question: This position involves providing exceptional customer service to our patients. Tell me about a time when you provided exceptional service or went the extra mile for a customer?

22. Examples of Questions and Responses Weak Response I enjoy working with the public and have really good interpersonal skills. I would do a great job answering the phone and providing great service to patients. I love working with people!

23. Examples of Questions and Responses Strong Response 1. The situation is described.. “At my last job I was responsible for answering questions patients had regarding their billing. I received a call from a patient who was very upset about her bill. She felt she was overcharged for the emergency room services she received.”

24. Examples of Questions and Responses Strong Response 2. The task is described.. “The first thing I did was assure the caller that we would take care of the situation immediately. Then I asked for her full name and verified confidential information to make sure I was speaking with the correct person. I pulled up her billing statement and noticed the co-pay had not been deducted from the statement and I could see in the system that this was paid. I asked the caller what she thought was in error with her billing statement, and she confirmed what I suspected – the $100 copay was not showing as deducted from her billing statement.”

25. Examples of Questions and Responses Strong Response 3. The action or behavior is described.. “I asked the caller if I could place her on hold while I looked into the situation. I called our accounts payable department and they confirmed the error and were able to correct it immediately. I asked if a new statement could be sent to the patient, reflecting the copay. They were able to send out a new statement the same day. I returned to the caller and informed her the error had been corrected and a new statement was being issued. I also provided the customer with her new balance. We normally would not contact accounts payable directly, but since this was an obvious error, I thought contacting them directly was more efficient. It would have taken a month to resolve if a normal service request ticket was opened to look into this situation.”

26. Examples of Questions and Responses Strong Response 4. The result or outcome is described… “The customer was very happy to learn that this had been resolved. She was also glad to know she would be receiving a statement reflecting the correction. She was impressed with how quickly this was taken care of and I later received a thank you letter. My boss even said I did a great job going the extra mile for the customer by not following the normal process of submitting service request.”

27. Summary Remember:  The importance of identifying the Legal Issues Related to the Interview Process  The role of competencies in developing optimal behavioral-based interview questions  Components of optimal behavioral-based interview questions  The specific factors that determine optimal candidate responses (STAR model)

28. Coming soon!  Stay tuned for upcoming instructor-led courses on Behavioral-based Interviewing this FALL (2014)

29. In- class exercises Step #1 Review a job description and define the competencies needed for the position… Step #2 Develop behavioral based interview questions

30. PRACTICE Practice your behavioral interviewing skills  Divide into groups of three. Each individual will take turns as: a. An interviewer b. Interviewee c. Observer The observer will provide feedback to regarding the interviewers skills using the behavioral interviewing technique.

31. Remember… Practice, Practice, Practice!

32. Questions

33. Thank You Thank you for your time and participation!