Management Interview Training at Keswick Multi-Care

Management Interview Training at Keswick Multi-Care How to select, interview and hire the best people

Ben Crenca Human Resources Intern

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Objectives: Why are we here?To learn and put into practice Behavioral Descriptive Interviewing

To engage in discussion with each other

Understand what is needed to hire quality candidates

Describe and define the behaviors needed to be a good caretaker at Keswick-Multicare

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Program Overview Session 1 Theory and DiscussionWelcome! Competencies and Behaviors Ins and Outs of BDI The STAR Method Good STAR/Bad STAR Recognizing Behavioral Questions and Statements Planning and Opening the InterviewUnlawful Questions Probing Effective Note TakingClosing the Interview

Session 2 PracticeQuick Recap

Six Steps to a Successful Interview

Divide into Teams of 2 or 3

Put into practice what we discussed in the first session

Best Practices

Feedback/Discussion

Figure out hours and how long each session will be GET-THAT-JOB-SUCCESS

Copyright WQG Consulting Inc., 2010 Reviewed on February 17, 2015

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What is a Competency?

- Give time for Group to discuss 4

Competency A competency is an individuals ability to do something

Core competencies are key, essential job duties that must be performed in a highly satisfactory manner by the person(s) performing the job. (UTSA, 2014)

What are some core competencies that we can think of for Nurses, GNAs, etc ?

http://www.onetonline.org/link/summary/29-1141.00

http://www.utsa.edu/careercenter/

A core competency for a sales position may be much different than a core competency for a nursing position.Persistent/Pushy may be seen as a great trait for a sales person to have, in a caretaking facility, not so muchThey are specific to the job at hand, a reason why knowign the core competencies is so important

Let the group name some core competencies, try to obtain a white board or an easel to write down some competencies Show the O*net5

KSAOKSAOs are Knowledge, Skills, Abilities and OtherMade famous by an I/O psychologist by the name of David McClelland in the 1960sKSAOs give you a broad description of the individuals enduring characteristicsAllow the organization to hire based on the specific mission

Lets take a look at Keswicks Mission Statement.

Raven, J., & Stephenson, J. (Eds.). (2001). Competency in the Learning Society. New York: Peter Lang.6

Keswicks Mission Statement And Core Values Keswicks mission is to provide compassionate, quality care to the residents and individuals served, along with sensitivity and understanding to family members. Our goal is to provide a complete continuum of long-term care that encompasses the community/home, assisted living, day care, and nursing care. Keswick is committed to providing quality care through innovative and futuristic approaches to older adults of all races and creeds.

Core Values Commitment To Quality CareIntegrity and AccountabilityCompassion, Sensitivity, RespectImproving Our Community The question remains, is this what we are hiring for?

Keswick Mission Statement and Core Values (2014)7

What is Behavioral Descriptive Interviewing?

Ask the group if they know8

Behavioral Descriptive InterviewingBehavioral interviewing consists of a series of probing questions designed to discover if you have used the behaviors identified in your competency profile. It is based on the premise that if you have used a behavior (competency) in the past, you will most likely use it again in the future.

Past behavior is the best predictor of future success Dr. Jody Inglefield

Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA.

James Thomas Shell (2014)9

Why BDI?Effective - Past behavior predicts future performanceObjective - What you did and how you did itLegal - candidates are assessed on the same skills and competenciesTransparent - Openness about skills and competencies sought

Nestle Purina Careers. (2012) Behavioral Interviewing Slide Show. Nestle Purina Inc. 10

Why BDI?For Selection Accuracy

To improve selection accuracy, we need to avoid Type 1 and Type 2 hiring errors

Bad Hires = more stress for you!

Type 1= false reject, rejecting a candidate who actually is highly qualified Type 2 = False hire, hiring a candidate who is not exactly qualified for the job

Interviewers and managers who are trained in BD Interviewing rarely make these mistakes A bad hire can lead to turnover, which means more money and time will be spent on recruiting, interviewing, and training.

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Cost Analysis of Interviewing Unstructured Interviews Structured BD Interviews 120 hires in the next two years $734.36 per hire

$734.36 x 120 hires x 2 years tenure =176, 246.40 Total Dollar Cost Take time to interview each of the 3 applicants per position at 1 hour per applicant 1 hour x $25 an hour x 360 applicants = $9,000+ $8,000 for HR and Training$17,000 total dollar cost

Nurses/GNAs stay on an average of approximately 2.16 years at Keswick (Coming from the termination list of 37 Nurses/GNAs terminated between May-Dec 2014)Lets say here at Keswick we want to make 120 Hires in the next two years for nurses and GNAs, and we have 3 applicants per position On average in January 2015, it cost an average of $734.36 per hire The $30 an hour is an average arbitrary number for a nurses pay

We can choose to implement BD interviewing today and spend $17,000 to get quality candidates or every two years spend 176,246.40 on hiring. The latter will only lead absenteeism, turnover, wasted supplies and other results of ineffective nursing practices 12

Why BDI? For Interview Relevance

Because of the consistency, BD interviews stay relevant and to the point

All applicants are asked the same questions

Top-quality applicants appreciate an interview that probes their specific accomplishments

Not saying you cant add a little bit of personality to your interviews, but interviews should rarely get off topic. Applicants are coming in prepared to come in and exhibit their skills and competencies. An unstructured conversation may seem like a friendly approach, however we will not get the information we need out of an applicant

One trained BD interviewing manager once asked 3 highly qualified applicant why he chose one company over the others they received offers from. They all named the style of interviewing as the reason they joined the company. It was because of the high professional standard regarding how it hired new people 13

Why BDI? For Interview Fairness

BDI approach adopts the spirit of job relatedness for selection fairness

Focus on the accomplishments and keep the interviewed structured

This is especially important with the legal aspect of interviewing. As we keep the questions closely related to the job and taks at hand, everyone will be interviewed the same and we wont have any dreaded lawsuits

After this slide, Lets act out a few unstructured and structured interviews

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Job Related, Structured Interview Most effective questions are a reflection of what needs to be doneDesirable Traits! What we need:Up-to-date Job description Developed core competencies and organize tasksConvert job tasks into meaningful questions Example:Standard Question: What are your goals?BDI Questions: What is your primary goal and what did you do to achieve it last year?

Green, P. C., (2012) Understanding behavior based interviewing. Excerpted from: Action Speaks!: The Newest Ideas in Behavioral Interviewing. Media Learning International Just to be clear I wanted to go over the structured interview before we continue. We should remember our core competencies and core behaviors when we derive desirable traits The job description is what we need to use for job related questions As a staff, we need to come up with those core competencies We than take those competencies and tasks and convert them into case based or situational based questions May take more preparation and time, worth it in the long run

This first questions does not tell you anything about the individual, they can say something as easy as Make more money, or become a better employee. With this BDI question, we are having the applicant paint a picture for us. They are giving us specific example of a goal, the acrtion used to attain said goal, and the result. Which leads me to my NEXT slide

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The STAR Method

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The S.T.A.R MethodThe STAR method is a structured manner of responding to a behavioral-based interview question by discussing the specific situation, task, action, and result of the situation you are describing.

Lets use the question we posed in a few slides before for an example of The STAR method

What is your primary goal and what did you do to achieve it last year?

- As it is a way for the applicant to respond, this is what we should be looking for when we ask our BDI questions - If an applicant has a good enough example, they will absolutely tell it in detail, as humans we love talking about ourselves, especially an accomplishment- http://www.udel.edu/CSC/pdf/behav_interview.pdf17

S Situation Specific, Specific, Specific

A description of the situation of the goal that needed to be accomplished

Bad STAR: I wanted to be a better employee so I didGood STAR: It was my goal to become a better employee at work when we were understaffed for the summer months

- We want the applicant to give us a specifc example of a situation, not something that is generalizable 18

T TaskWhat was the task?

What was the plan?

Bad STAR: I wanted to help with the understaffing

Good STAR: We had a lot of turnover last year so I cleared most of my schedule to help out more around my workplace.

Now after we get a picture of the situation, we want to know what tasks were performed Once again we dont want this to be too generalizable

Both tasks are essentially telling us the same thing but the good star applicant makes it so much more specific that you can almost relate with the issue. Well I can bet you all relate with the issue or we would not be here. 19

A Action

What did the applicant do to reach this goal?

What were their specific contributions

Look for them using I instead of we

No TEAM in BDI, but there are a few Is

Bad STAR: We worked longer hours

Good STAR: I picked up some shifts that I normally would not be available for to make-up for the staffing issue. I wanted to make sure things ran smoothly at work

We need the action, we want to know exactly what was done. But we are only interested in the current applicant, If they were part of a team, make sure we only probe for their specific action in reaching the goalSounds selfish but make sure we only get I- answers and not We answers. Theres no TEAM in BDI, but there is an I. 20

R ResultDescribe the outcome of your actions

What did you learn? What did you accomplish?

Look for a selfish answer

Bad STAR: We fixed the problem with staffingGood STAR: Even though it proved to be a lot physically and mentally, the staffing problem was fixed when administration hired new people. I was rewarded with my efforts with a pay raise and a promotion within my organization.

Just keep looking for that specific answer, remember we are not worried about what EVERYONE did to fix the problem, we only care about the applicant

Even though the GOOD STAR has a reference to what other people did, you can tell the applicants direct contribution to reaching the goal and fixing the problem. 21

Exercise in STAR Following are going to be some answers an employee can give in an interview.

I want you to tell me if the statement indicates a:

Complete STARBad STAR (feelings, opinions, unclear statements, hypothetical statements, theoretical statements).

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Someday I plan to get a masters degree so I can move up in my company.

BAD STAR

- The applicant is talking about someday. We do not want to know about someday. We want to know about facts in the past 23

I was really good at taking care of family member complaints. I dealt with the problems early before they became bigger problems.

BAD STAR

Why was this a bad star?

Not specific enough! Give us a time you dealt with a family member. I can say Im really good at being an astronaut or that I climbed everest. Will you believe me? Most likely not if I dont give specifics. 24

Yesterday, the printer stopped accepting the roll of paper and I had to send a FAX immediately. I opened the back of the machine and found a disconnected wire. I pushed it back in and that seemed to do the trick. I was then able to send my materials on time.

GOOD STAR

Lets pick out why this is a good star

S- printer stopped workingT- had to send a fax immediately A- opened up the back of the machine and found a disconnected wireR- I was able to send my materials on time 25

I was not able to fulfill my goal. If I had to do it all over again, I would have got with more experienced managers to learn how they would handle the problem.

BAD STAR

It is not always a bad thing if someone gives a negative response or if they do not reach a goal. But this was too hypothetical of an answer. We dont want to know what you would have done. Like they say, hindsight is 20/20. Just tell us what you did do, what you learned, but not what you would have done differently26

It was my job to finish rounds for the night shift. I realized that a resident was not in their room. Immediately I reported a Code Silver to the switchboard. Within about 5 minutes the resident was found walking outside.

GOOD STAR

Lets Pick out why this was a good star

S- Resident not in their room T- Check on residents in their rooms A- reported a Code Silver R- Found the resident within 5 minutes of the code silver

As you can see, sometimes BAD stars do not seem like terrible answers. However, it is only when we get sepcific answers from applicants is when we can match behaviors to core competencies of the job because Past behavior predicts future success. 27

Recognizing Behavioral Questions and Statements Answer Yes or No to the items on the Handout

Are they a good behavioral statement/question or not?

Hand out the Paper

Have the answer Key ready and go over answers 28

The Interview Process How to Plan, Open, Conduct, and Close Behavioral Descriptive interviews

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Planning- Question WritingMaximum vs. Typical Performance For the core competency, we need to figure out the importance of the maximum vs typical performanceFor the interview Typical performance dimensionsCreate question stems that best reflect the core competencies of the job Dealing with Family Members of a ResidentAfter we ask that, we can ask some probing questions to get more out of the applicant (more on this later)

Maximum performance what the applicant can do (task performances), Typical Performance- what the applicant will do (getting along in the work place)Example- Dressing a bed leading toward maximum performance because it is a taskCommunication with co-workers leaning more towards typical performance

For the interview, we want to lean more towards dimensions that fall under typical performance Question stems will frame the situational based question around the competency we are searching for Lets say we are looking for the performance dimension dealing with family members of a resident what can a question stem be? How about something like When is the last time you had to deal with a disgruntled family member? What we need to do is have a list of desirable traits, core competencies, and performance dimensions to begin forming the interview questions 30

Opening the Interview Greeting the ApplicantSmile Firm HandshakePhysical LayoutWelcoming environment

Can you name some behaviors we should use while opening the interview?

Small Talk? 2-3 minutes tops

This I feel no one has a problem with. Give us that big beautiful smile and a firm handshake. Moderation is key(show a goofy greeting, a moderate greeting, a non enthusiastic greeting, and a stern greeting)

Suggested Behaviors smiling, shaking hands, head nodding in approval, eye contact, vocal variation, posture (relaxed, slight forward lean)Small Talk is not a bad thing. However too much of it can ditract from the interview itself. 2-3 minutes is enough. Remember, the person wants to stress their accomplishments 31

A Structured StatementSet the tone and put the applicant at easeExample Shall we get started? My job title here is Unit Manager for Coggins 4 North. I have been with Keswick for 5 years now. As you know, Im interviewing you today for a nursing opening. I would like to spend the next 30-45 minutes going over your background and qualifications. Than I will leave some time at the end for you to ask any questions you may have about Keswick. Sound good? One last thing: The questions we structured often ask you about a specific event in your past. Take your time when recalling such events. We are using these events to get to know you better.

- Give them a quick overview of the Interview. They will be less stressed and recall will be quicker now that they know what is to come. 32

Conducting the Interview What to look for Successful Applicant Unsuccessful Applicant Listens carefully to the question HonestyAccepts responsibilities for past actions Knows how to ask follow-up questionsAnswers questions thoroughly but knows when to stop talking Passive and cautiousVagunessQuick to answer w/o thinking Poor communication skillsPoor appearance No relevant experience

Poor applicants use a lot of qualifiers such as perhaps and maybe or meaningless slang such as you know and you know what Im sayingStewert, C. J., & Cash Jr., W. B. (2008) Interviewing: Principles and practices. McGraw-Hill, New York. 33

Unlawful Questions Lawful or Unlawful Would you be able to work on weekends? Tell me about your experiences at Smith Healthcare.Do you have a significant other?Which religious holidays do you observe?Have you been convicted of a felony?Can you drive?

http://www.dllr.maryland.gov/oeope/preemp.shtml

While we are on the subject of conducting an interview, we should harp on some unlawful questions. As a interviewing manager, we should all be caught up on the EEO laws (inside of packet)

Questions must be in direct relation to the job 5 is tricky. In Maryland you can not ask Inquiries about a candidate's general arrest and conviction record.But you can ask Inquiries about convictions that bear a direct relationship to the job and have not been expunged or sealed by the courts. Consideration should be given to the nature, recentness and rehabilitation.

6) If driving is not part of the job, asking about a drivers license is unlawful

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ProbingAsking follow-up questions to gain more insight on a specific topic Sometimes you will need to ask more questions because of the applicants demeanor

Example: Tell me a time you received constructive criticismFollow-up: What were the steps you took to correcting the problem?

These questions are not made to pester the candidate, we just want to get the best answers out of them so that we can gain the most insight.

In the following slides I will give you examples of common problems that occur in Interviewing and the correct times to use these probing questions. These are all laid out by Janz, Hellervik, and Gilmore in their book Behavior Description Interviewing (1986). 35

Silent SamSituation: You ask your BDI question, and the applicant is either non-responsive or can not think of an answer. What do you do?

Answer: Dont rush! Let the employee think. Take a calculated pause (10-15 seconds). If the applicant looks uneasy, use an youre OK statement. If this still does not work, try to restate the questionUse different wording or emphasis

It may seem right to jump in with a follow-up question here-an youre okay statement legitimizes the applicants freeze and removes pressure36

Betty Bluff Situation: You ask this candidate a question and they act like certain situations happen to everyone but themselves. What do you do?

Answer: 1) Restate the question2) Sympathetic Persistence

Politely insist on obtaining BD information

Ill give a quick example if you are unsure. Sometimes we deal with family memebers who are difficult to talk too. Can you tell me a time where you had trouble with a family member? Answer: Hmm, no I cant think of anything I always have good relationships with family membersTake the question and reword it I appreciate that you deal well with family members, but was their a time that was more difficult than others?

SP- make the point while removing barbs from comment, Take a moment to recall your last time with a sick patient and talking with their family. How did these conversations go?

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Slippery SueSituation: You ask a question and the candidate slips away from the question being asked. What do you do?

Answer: Assumed Responsibility and a youre okay statement

Do not use Assumed Responsibility more than twice in an interview. Usually Applicant should be able to get the message of what you want after the first time you use it.

This is simkilar to a Bad Star response, the candidate will give us a typical answer instead of a specific answer. Easy to tell if the answer is not in the past tense AR- Im sorry I must not have been clear enough with my question. You told me how to typically handle difficult family members. I was asking about a time that it happened to you. 38

Lets Practice!

Interruption Game I need half the group to turn around away from the screen, the other half facing them while also facing the screen Group facing the screen, you are the applicant. Group facing away from screen, you are the interviewerInterviewer- ask a BDI question (If you need an example let me know), use Question Restatement, Youre okay statement, sympathetic persistence, or assumed responsibility to get the answer you needApplicant- One of the three interview personas will pop up on the screen. Act out these personas so that the interviewer can practice using their probing techniques

- We should know some examples of BDI questions now but if not let me know I can give you a quick list39

BETTY BLUFF

Remember to act as if nothing happens to you

Try to get them to use question restatement or sympathetic persistence

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SLIPPERY SUE

Answer questions as generally as possible.

USE BAD STAR TECHNIQUES

Typical and not specific

We want the interviewer to use Assumed Responsibility

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SILENT SAM

Just dont answer, seem uncomfortable

We want the interviewer to use a Youre Okay statement or question restatement

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Now Switch Positions!

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SLIPPERY SUE

Answer questions as generally as possible.

USE BAD STAR TECHNIQUES

Typical and not specific

We want the interviewer to use Assumed Responsibility

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SILENT SAM

Just dont answer, seem uncomfortable

We want the interviewer to use a Youre Okay statement or question restatement

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BETTY BLUFF

Remember to act as if nothing happens to you

Try to get them to use question restatement or sympathetic persistence

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What did we learn? Thoughts?

Anybody find it easier or harder to deal with these certain personas? Why? Any suggestions other than the 4 probing techniques that we talked about?47

Effective Note Taking We must record information if we are digging out crucial behavioral descriptive information This can either be done by taping the individual or by manual note taking Two principles of Note-TakingDo not try to record everythingKeep notes limited to what applicant said/did

Use the notes to stimulate your recall Avoid recording judgements or hunches. This will only create bias in your own mind. Judgements can be made after the interview is done.

Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA.

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Closing the InterviewDoes not need to be lengthy, but should be precise and informative Ask the candidate closing questions Do you have any other questions for us?Answer any closing questions the candidate may have courteously and precisely Remember! Its not over until its over. Everything the applicant says or does should be recorded from the greeting until you walk the candidate out of the door

- Sometimes you can tell a lot about a person as you walk them through the facility. They are out of their comfort zone once they are out of the interview. Make sure to take this into account 49

Questions? Thoughts? After this we will move into putting what we learned into practice

Divide up into teams of 2-3

Wait for following instructions

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1) Creating BDI Questions Lets say we are interviewing a GNA

Create 4-6 BDI Questions that you would ask a GNA

Remember we need to develop competencies/traits for the job and convert those competencies into questions.

Questions must be able to let applicant paint a picture for us

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2) Ask Questions Once you are done, switch questions with group next to you

Each person take turn asking another person 2 questions from the list.

Third group member, look out for the STAR method as well as probing opportunities when the candidate is answering their questions

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3) Group Think Lets now come back together and discuss

What are some core competencies, performance measures, etc that we can use in questions

We want to work to have a comprehensive list of structured, consistent questions that we will use on each candidate.

This whole list does not need to be compiled now but I would like to have your input when we form these questions because you are our SMEs. Without your well desired input we would not be able to hire the right people 53

Feedback? Thoughts? Concerns?

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THANK YOU FOR YOUR TIME!

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References Career Services at University of Deleware. (2014). Behavioral interviewing. http://www.udel.edu/CSCDepartment of Laboring, Licensing, and Regulation. (2009). Guidelines for pre-employment inquiries technical assistance guide - Interviews and applications for employment. DLLRs Office of Fair Practices. Reviewed on March 17th 2015. http://www.dllr.maryland.gov/oeope/preemp.shtmlGreen, P. C., (2012) Understanding behavior based interviewing. Excerpted from: Action Speaks!: The Newest Ideas in Behavioral Interviewing. Media Learning International Janz, T., Hellervik, L., & Gilmore, D. C., (1986) Behavior Descriptive Interviewing: New, Accurate, Cost Effective. Allyn and Bacon Inc. Boston, MA. Keswick Mission Statement and Core Values (2014) www.choosekeswick.orgNestle Purina Careers. (2012) Behavioral Interviewing Slide Show. Nestle Purina Inc. Raven, J., & Stephenson, J. (Eds.). (2001). Competency in the Learning Society. New York: Peter Lang.Stewart, C. J., & Cash Jr., W. B. (2008) Interviewing: Principles and practices. McGraw-Hill, New York. UTSA Career Center (2010). http://www.utsa.edu/careercenter/WQG Consulting Inc. (2010) Reviewed on February 17, 2015

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