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Behavioral Interviewing“Hiring the Right Person for the Right Job”

Jackie Ramstedt, CAM, CAPS, CAS

Principal, Ramstedt Enterprises, Inc.

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So where can we find

the “really good”

employees?

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“Are you a valuable, long-term contributor, that is a good fit with the rest of the team and

with how our company does business?”

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“The problem with hiring the wrong people is that you end up having to either “live with them, fix them, or fire them”. All three of those are lousy options!”

Eric Harvey,

Capability: knowledge and skills to do the job

Commitment: attitude and motivation to do the job

Chemistry: alignment and “fit” with your organizational culture

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What Happens If You Hire The Wrong Person?

68% experienced decreased Employee Morale!

66% experienced decreased Work Productivity!

51% experienced increased Training Costs!

44% experienced increased Recruitment Costs!

40% experienced increased Severance Costs!

54% experienced LOSS OF Customers and/or Market Share!

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Why Do People Leave Their Job?

1.Job expectation wasn’t what they thought?

2.Mismatch in “people and position”?

3.Overwhelmed or feeling devalued?

4.Lack in confidence in direct supervisors?

5.Too little training or promotion opportunities?

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First Find Out Who They Really Are

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Rewriting Outdated“Job Descriptions

and Responsibilities”

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1. Prepare:Creating The Job Profile

Step One: Use a common industry recognized job title

Step Two: Summarize all tasks in order of importance

Step Three: Full time, part time, seasonal, or temporary

Step Four: Working conditions; travel time, physical abilities

needed to do the job

Step Five: Summary of basic qualifications needed, education, skill

specifications, licenses, software knowledge, etc.

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When Creating A Job Profile ….

• What will they be responsible for?

• Who will they answer to?

• What skills do they need to do this job?

• What personality characteristics needed?

• What will their primary duties be?

• What technical abilities will they need?

• What experience, if any, would they need?

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•Possess clear understanding and focus? •Takes responsibility for choices?•Has a commitment to lifelong learning? •Invests their time wisely? •Manages their own emotions? •Listens twice as much as they talk? •Enjoys productive relationships?•Has good business, work ethics?

“Life” Skills Such As ….

How Do Others See You?

How different personalities prefer their communication!

What They Value What Annoys Them

Achievement

Challenge

Success

Speed

Completion

Decisiveness

Boredom

Small Talk

Excuses

Laziness

Overemotional

Taking Orders

The DRIVER

Security

Stability

Rules & Policies

Efficiency

Facts

Organization

Inaccuracy

Change

Aggressiveness

Shouting

Exaggeration

Mediocrity

The ANALYTICAL

Contribution

Cooperation

Loyalty

Approval

Trust

Relationships

Conflict

Disrespect

Insensitivity

Yelling

Rudeness

Pressure

The AMIABLE

Freedom

Excitement

Vision

Uniqueness

Innovation

Flexibility

Rules

Structure

Tedium

Formality

Slowness

Details

The EXPRESSIVE

Controller

Socialite

Supporter

Thinker

The Personality Puzzle:

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Generational Conflict

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Prepare: Create The Job Profile for the job, and Construct Questions that will evaluate the candidate

Conduct: Face to Face interviews to assess candidates and to give them clear picture of the job expectations and your company.

Evaluate: Putting all the information together including references, background checks, etc. to make the best decision for the position.

“It’s fine to celebrate success but it is more important to heed the lessons of failure.”— Bill Gates

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1. Don’t Ask Discriminatory Questions

Race, Religion, Political Affiliation

2. Don’t Ask Personal Questions

Origin of Unusual Name, Backup Baby Sitters

3. Don’t Allow “False Notions” to Influence Decisions

Grooming, Handshake, Age or Generation

Interviewing “Caution” Areas

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More “Red Flags”!Items That Suggest Might Not Be Good Fit

Gaps In Employment History

Clarification of Previous Job Duties

Status of Technical Certifications

Information on Social Web Sites!

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2. Conduct: Face to Face Interviews

Background: “What Occurred?” The circumstances, situation, task, problem, challenge, or issue the candidate dealt with

Action: “What I Did…” The specific performance or steps taken by the candidate

Outcome: “What Resulted…”The impact, consequences or results of the candidate’s actions

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What Is Behavioral Interviewing?Behavioral interview

questions are standard now for companies in all

industries — especially Fortune 500 companies.

These behavioral questions (“Tell me about a time…”) probe for examples of how

candidates have demonstrated desired

competencies in the past.

• What do you do when priorities change quickly? Give one example of when this happened.

• Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome?

• What is the riskiest decision you have made? What was the situation? What happened?

• Give an example of an important goal that you set in the past. Tell about your success in reaching it.

• Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go through? What was your reasoning behind your decision?

• Tell us about a time when you built rapport quickly with someone under difficult conditions.

• Tell us about the most difficult or frustrating individual that you’ve ever had to work with, and how you managed to work with them.

• There are many jobs that require creative or innovative thinking. Give an example of when you had such a job and how you handled it.

• On occasion we are confronted by dishonesty in the workplace. Tell about such an occurrence and how you handled it.

• Describe the most challenging negotiation in which you were involved. What did you do? What were the results for you? What were the results for the other party?

• Tell us about the most effective presentation you have made. What was the

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What’s the toughest behavioral interview question of them all? For many, it’s this one: Tell me about a time you failed.

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3. Evaluate: Putting Information All Together For Decision

Review: All applications, resumes and your notes

Organize: The apps in order of “possibilities”

Set Up: Second interviews for “different times of the day”

Contact: Those who “won’t” be recalled; don’t fit the job profile

Begin: Calling references to get a better “feel” for them

Ask: Other teammates or your supervisor to review

Prepare: For the next round of interviews

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Gen Y qualities are what the workplace needs.

1. Instant gratification2. Make work fun and challenging3. Provide frequent feedback4. Recognize their efforts5. Offer individual rewards6. Use more social media for recruitment7. Focus on the greater good

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Gen Y qualities are what the workplace needs.

8. Create an environment of collaboration9. Creativity in daily work tasks10. Create inspiring offices11.Utilize video interviewing12.Think differently about perks of the job13.Allow them to be mentors too14. Let them drive

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Top 10

Reasons

You

Should

Not Come

to Work

for this

Industry!

Session Resources

http://www.workforce.com/articles/21787-the-big-lie-of-hiring-for-cultural-fit

http://www.workforce.com/articles/21756-create-ideal-job-profiles

https://www.linkedin.com/pulse/what-still-scares-hr-comments-article-talent-magazine-alan-landers

http://jobsearch.about.com/od/behavorialinterviews/a/behavioral-interview-preparation.htm

http://jobsearch.about.com/od/interviews/qt/intervieweat.htm

http://biginterview.com/blog/behavioral-interview-questions

http://biginterview.com/blog/2014/01/leadership-interview-questions.html

Jackie Ramstedt, CAM, CAPS, CAS

Principal, Ramstedt Enterprises, Inc. www.JackieRamstedt.comJackieRamstedt@gmail.comAustin Office: 800.925.5169