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Includes the Adobe Acrobat Reader for reading and printing publications.
Numerous illustrations and matrices.
Contains the following key public domain (not copyrighted) U.S. Government publication(s) on one CD-ROM in both Microsoft PowerPoint and Adobe Acrobat PDF file formats:
NOTE: While this presentation is geared towards a government audience, the content is applicable to anyone.
TITLE: Performance Based Interviewing, 107 slides
SLIDE TOPICS, SUBTOPICS and CONTENTS:
Performance Based Interviewing
Selecting Quality Employees for a Quality Organization Do You Know Where Your Organization is Going? Have You Identified Strategic Goals to Guide Your Organization? How Will Your Organization Achieve Those Goals Without The Best People?
What will drive and support the identification and development of the best people?
Behavioral Interviewing Learning Objectives At the completion of this training program, you will be able to:
Explain the importance of planning. Define the meaning of a behavioral example. Demonstrate interviewing skills. Write interview questions that are behavioral based and legal. Learning Objectives (continued) Performance Based Interviewing
Why HPDM? Following months of study, the Deal Task Group made a recommendation to replace the Director Career Track with HPDM in order to develop not just the Directors, but the entire VA workforce. Ten Steps to Better Selections Ten Steps to Better Selections Ten Steps to Better Selections
Analyze the Position to be Filled Skills Knowledge Abilities Attitudes Experience Analyze the Position to be Filled Eight Core Competencies Why Core Competencies? VA adopted a goal to become an employer of choice and provider of choice. WHAT to develop and HOW to develop the employees potential became a major concern. A Task Force visited and analyzed high performing organizations (such as Kaiser & others). The Task Force found that these high performing organizations had something in common: their employees were developed and competent in eight core competencies. VA then formulated and adopted the 8 core competencies. Personal Mastery Taking initiative to assess one’s strengths and needs, plan for continued growth and learning, and balance competing priorities and demands. Actively seeks feedback from others. Technical Skills Necessary skills and abilities to perform required tasks, including basic literacy and computer skills. Understands the work processes of which he/she is a part. Interpersonal Effectiveness The ability to communicate clearly, anticipate customer needs, work collaboratively, learn collectively, and coach others in their learning and development. Customer Service An understanding of who one’s customers are, willingness to see the customer’s perspective, and an attitude of caring and concern for meeting the customer’s needs. Creative Thinking The ability to think “out of the box,” to see alternative solutions, to encourage and support creativity in others, and to try out new approaches. Flexibility/Adaptability The willingness to entertain others’ perspectives, to try new behaviors and approaches, to accept new assignments and challenges, and to respond productively to change. Systems Thinking The ability to see the relationship of the part to the whole, to know how one’s actions affect others, and to grasp the “big picture.” Organizational Stewardship A commitment to the mission and vision of the organization, concern for co-workers and customers, wise use of resources, and the willingness to support others in their work. Skills Persuasive Able to Handle Difficult People Computer Skills What Skills Are You Looking For?
Knowledge Formal Education High School, BA, MA, PhD.? Discipline Specific EKG interpretation, contracting warrant, CNA? Organizational Performance improvement, ethical-legal issues? For What Knowledge Are You Looking?
Abilities Leadership Mentoring, Facilitation Self Directed Creative Organized Able to establish priorities Attitudes Positive Tolerant Friendly Responsible
Experience Previously Done the Work Previously Performed Critical Aspects of the Work No Experience - Can Provide Necessary OJT What Experience Are You Looking For?
Determine What Additional Job-Related Information is Needed Education Records Licensure/Certification Special Awards References Education How Much? High School, 2-year, 4-year, graduate References Who to Contact? Prepare a list of the previous 2 or 3 supervisors. Always plan to contact the last immediate supervisor. Also plan to contact at least one manager above the immediate supervisory level.
What to Ask? Prepare probing questions that will elicit information on what a supervisor has observed about the candidate’s performance as it relates to the skills, knowledge, abilities and attitudes desired. Seek to confirm or dispute candidate’s statements about what they did in previous positions. Does the manager’s view support the supervisor’s view? Are the candidates statements supported by both? Ask about areas for improvement and strengths. Ask the re-hire question.
Information Sources Develop Behavioral Questions Premise: Past performance can be the best predictor of future performance Develop Behavioral Questions Objective: Ask the applicant to describe specific past performance in specific areas you have identified as important to success in the position Develop Behavioral Questions Behavioral Questions Ask For:
Specific Situations Experiences Specific Actions Outcomes Develop Behavioral Questions What When Where Why How Who Develop Behavioral Questions Select a skill, knowledge, ability, attitude or experience about which to write the question.
From your analysis of the position, you have a list of skills, knowledge, abilities, attitudes and experience that you identified as important to success in the position. You will be writing questions for each of those areas. Develop Behavioral Questions Phrase a question that begins:
Tell me about a specific situation . . . OR Explain your experience in . . . OR Give an example to illustrate how you . . .
Develop Behavioral Questions Next, add a phrase to: Elicit past performance specific to the knowledge, skill, ability, and attitude identified as important to the position.
Example: “Tell me about a specific situation where you had to be persuasive.”
Develop Behavioral Questions Finally, ask for: Specific Circumstances Actions Outcomes
Develop Behavioral Questions Example: “Tell me about a specific time when you resolved a difficult customer complaint. Describe your actions. What was the outcome?”
Develop Behavioral Questions Practice writing questions for each:
KSAOs Will Embody
Creative Thinking Technical Skills Personal Mastery Flexibility/Adaptability System Thinking Interpersonal Effectiveness Organizational Stewardship Customer Service
Review Questions/ Applications & Resumes Select Best Questions Review the questions you developed to select at least one for each skill, knowledge, ability, attitude or type of experience identified. The more important areas might merit more than one question.
Remember, the intent of the interview is to get a clear picture of the candidate’s past performance, so select those questions which best give a balanced view of the candidate. Review Questions/ Applications & Resumes Decide if the Question is Legal Questions about family, child care, marital status, age, race, religious preferences or practices, arrests (as opposed to felony convictions which you can ask about), and clubs or social organizations are likely to result in discrimination charges from unsuccessful candidates. Review your questions to insure they do not impinge on these protected areas. Review Questions/ Applications & Resumes Look for information related to the identified knowledge, skills, abilities, attitudes and experience.
Make notes on any experience that may relate to experience you want. Look for information on skills you need. It may be mentioned in a description of a previous job, or it may be listed under an educational experience. Knowledge you want may be indicated by a class attended or presented. Formulate a question that tests whether that knowledge has been used recently, and how successfully they have been using it. If not used, some skills and knowledge tends to fade and be less useful. Review Questions/ Applications & Resumes Look for gaps in employment history
Review Questions/ Applications & Resumes Look for names and phone numbers of previous supervisors Review Questions/ Applications & Resumes Look for Disciplinary Actions Review Questions/ Applications & Resumes Look for Awards Determine Interview Format: Who & How Who Will Conduct the Interview? Determine Interview Format: Who & How Who Will Conduct the Interview?
The Immediate Supervisor Determine Interview Format: Who & How Who Will Conduct the Interview?
The Immediate Supervisor and Others Determine Interview Format: Who & How Order the Questions: Start and end with a question that puts the applicant at ease. Give applicants breaks in questioning. Alternate hard and easy questions. Alternate long and short questions. Alternate question intensity. Determine Interview Format: Who & How If more than one person will be interviewing, decide who will ask which questions. Determine Interview Format: Who & How Set an Interview Schedule When How long How much time between interviews Determine Interview Format: Who & How Decide How You Will Rate the Answers: Acceptable/Not Acceptable Positive/Neutral/Negative Other
Interview Candidates Interviews are intended to obtain the most accurate information possible about the capabilities and experience of the applicant. Behavioral questions will require the applicant to think hard about specific situations and actions. Candidates do this best in a relaxed setting. Greet them warmly. Use a brief ice-breaker such as a brief exchange about the hot weather or the cold weather. Use an interview setting that is less formal . . . a table and chairs rather than a desk in a formal office. Note taking will be important during the interview, so be certain to have the table or some writing surface for note taking. Interview Candidates A description of the job is a nice transition from the ice breaker to the actual interview. Include pertinent information about the primary functions of the job and any special challenges the job may pose. Don’t be afraid to point out realistic promotion opportunities the position may afford, but don’t make promises. You may not be able to keep them and they will likely come back to haunt you. Interview Candidates Some positions have special requirements such as weekend work, extensive travel, evening shifts, or split shifts. Now is a good time to discuss those requirements. Some positions involve peak workloads at specific times of the year. Discuss these requirements and the impact they may have on granting of leave. Discuss any other special requirements should also be discussed. Paint a realistic view of the requirements of the job. Don’t sugar coat those requirements. Hiring an applicant who becomes unhappy or leaves shortly after being hired is counterproductive. Interview Candidates A good closing question is, “Is there anything I have failed to ask that you think I need to know to make a decision favorable to you?” After they have responded, thank them for coming for the interview. Let them know you have others to interview, and that Human Resources will be in touch regarding the selection.
Keep the notes you have taken on all interviews. They will be invaluable when debriefing an unsuccessful candidate or responding to a charge of discrimination. Interview Supervisors Applications/resumes Transcripts Interviews Interview Supervisors Use Questions That You Prepared Based On: Interview Supervisors Interview Supervisors Use Questions that Relate to Information Gained from the Applicant Interview Interview Supervisors Ask the “Rehire” Question Decide Which Candidate Best Meets the Established Criteria Review all of the information gathered from: Applications/Resumes Transcripts Interviews Supervisors
Decide Which Candidate Best Meets the Established Criteria Decide if you have a suitable candidate.
If so . . . Select the Best
Select the Best Orient and Train Them Mentor and Grow Them They Will Succeed
. . . and so will you!!
On Sep-16-09 at 20:57:48 PDT, seller added the following information:
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