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DIY Do It Yourself Tutorial The Behavioral Based Interview


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Title: DIY Do It Yourself Tutorial The Behavioral Based Interview

DIY (Do It Yourself) TutorialThe Behavioral
Based Interview
  • West Chester UniversityHR Employment Services
    and Office of Organizational Development
  • Fall 2006

Are you ready?
  • Have you conducted a job analysis, updated the
    job description and set standards and
    expectations for the position?
  • If the answer is yes, this tutorial will
    prepare you to choose the best from the rest!
  • Tutorial Objectives
  • Formulate behavioral based interview questions
  • Effectively prepare you for all six parts of the

How to Use the Competency Model to Formulate
Behavioral Based Questions
  • By analyzing the recent past, you are able to
  • Identify Critical Competencies
  • Identify Critical Success Factors (CFSs)
  • Clarify the ideal candidate

Step One Identify Competencies
  • West Chester University Competency Model
    identifies important competencies that employees
    should have to support the Universitys Plan for
  • A list of these competencies can be found in the
    bottom left quadrant of the HR Office of
    Organizational Development website

Step One Identify Competencies (Cont.)
  • Vital Competencies (Sample)
  • Knowledge Service
  • Customer Service
  • Interpersonal
  • Clear Communication
  • Social, Ethical, Legal Human Issues
  • Respect
  • Change Management Innovation
  • Accountability
  • Flexibility
  • Resource Management
  • Dependability
  • Quality Assurance
  • Leadership
  • Organization

Step One Identify Competencies (Cont.)
  • Nice to Have Competencies (Sample)
  • Knowledge Service
  • Develop Self
  • Interpersonal
  • Self Management
  • Social, Ethical, Legal Human Issues
  • Promotes Learning from Others
  • Change Management Innovation
  • Change Leadership
  • Resource Management
  • Project Management

Step Two Identify Critical Success Factors
  • Critical Success Factors (CFSs) are the essential
    areas of activity that must be performed well if
    you are to achieve the mission, objectives or
    goals for your department.
  • The History The idea of CSFs was first presented
    by D. Ronald Daniel in the 1960s. It was then
    built on and popularized a decade later by John
    F. Rockart, of MIT's Sloan School of Management,
    and has since been used extensively to help
    organizations enhance hiring practices and
    business strategies.

Step Two Identify Critical Success Factors
  • Use your set job standards and expectations to
    develop your Critical Success Factors
  • Samples of Critical Success Factors (CFSs)
  • Sustain successful relationships with faculty and
  • Effectively engage Distributed Leadership
  • Actively support the Plan for Excellence
  • Set and maintain a level of expected staff
  • Provide customer focused training for staff
  • Manage any disruption of business
  • Continually identify and fix broken processes
  • Increase efficiency and reduce institutional

Step Three Develop Behavior-based Interview
  • What is a Behavioral Question?
  • A description of the situation, competency or
    critical success factor, the applicants actions
    and results of those actions.
  • Hire for attitude through behavior based
  • Critical Success Factor Sample Questions CSF
    Identify and fix broken processes
  • Behavioral Tell me about one of the more
    difficult broken processes you had to fix.
  • Theoretical How would you go about fixing a
    broken process?
  • Leading You dont feel youd have any difficulty
    improving our broken processes, do you?

Sample Behavioral Questions
  • Tell me about the most challenging project you
    have every worked on? What made it challenging?
  • Give me an example of how you coached an
    underperformer to an exceptional employee. What
    were your biggest challenges/rewards?
  • What professional development courses or
    conference have you attended? What did you take
    away and how did you apply what you learned?

The Dos of Behavior-based Interviewing
  • DO
  • Ask behavioral based questions
  • Ask straightforward questions
  • Emphasize recent past
  • Seek contrasting behaviorsLessons Learned
  • Phrase questions so that the applicant can easily
    provide negative information
  • Ask follow up questions where needed especially
    on feelings and opinions
  • Explain that you are taking notes to ensure
  • DO
  • Use positive reinforcement
  • Be friendly, open and natural
  • Show appreciation and praise
  • Show signs that you are listening to them
  • Focus talkative applicants
  • Allow for silenceApplicants need time to think
    prior to answering
  • Rate the applicants skills against your notes
    soon after the interview.

The Donts of Behavior-based Interviewing
  • DONT
  • Ask leading questions
  • Ask theoretical questions
  • Jump to conclusions
  • Ask questions that will get you and the
    university in legal trouble (see slide on
    Employment Law)
  • Let vague statements, opinions and feelings get
    by you

Follow Up Questions
  • Competency Needed Project Management
  • Interview Question Can you think of a specific
    time when you lead a team on an assignment and
    was faced with resistance.
  • Applicant Answer There was a new program we had
    to get off the ground that everyone thought
    wasnt going to draw students interest. It
    ended up working and everyone was happy.
  • Be weary of candidates vague statements and
    aware of their feeling and opinion statements.
  • Possible Follow-Up Question/s
  • How did you get it done?
  • How many people were on your team? Tell me how
    you overcame the resistance to the new program?
    What strategies did you use? What made the team
    members happy in the end?
  • What were some lessons learned through that
  • What would you have done differently? What was
    your biggest disappointment on that assignment?

Crash Slide in Employment Law
  • Interview questions should never be asked related
    to these topics
  • Medical or mental health history
  • Marital status
  • Sexual orientation
  • Age
  • Child care, family planning or number of children
  • Religion or religious beliefs
  • Disabilities
  • Receipt of unemployment insurance, workers
    compensation, or disability benefits
  • National origin and citizenship
  • Physical characteristics
  • Membership in professional or civic organizations
    that would reveal national origin, race,
    religion, or any of the other protected classes

Get in the Interviewing Mindset
  • What is the purpose of the interview?
  • Collect information about the applicant.
  • Does the person have the work experience and
    critical success factors to do the job.
  • Determine not only if the applicant can do the
    job, but whether he/she wants the job.
  • Who is worth more? A highly motivated person with
    less experience or a poorly motivated person with
    a great deal of experience.
  • Give information so the applicant can make a
  • Two decisions that always have to be made. Do you
    want to applicant and does the applicant what
  • Promote good-will.
  • Every interview adds, or detracts from the
    Universitys reputation in the community.
    Organizations with the best reputations tend to
    attract the best applicants.

Six Parts of a Behavior-based Interview
  • Part One Warm-up
  • Make the person feel at ease.
  • You should have already sent the applicant a
    parking pass, gave specific directions to campus
    and a campus contact number
  • Now you need to make sure everyone the applicant
    comes in contact with has read the resume,
    familiar with the job, thinks positively of the
    University, has a connection to the position and
    is genuinely pleasant with positive non-verbals.

Six Parts of a Behavior-based Interview
  • Part Two Set the Expectations
  • You should have already communicated the
    timeframe and with whom the applicant will be
    meeting prior to the applicants arrival.
  • Now you set the specific agenda. Where are the
    bathroomswhen is lunchwho will the applicant
    meet, and explain when and why the applicant is
    meeting with them?

Six Parts of a Behavior-based Interview
  • Part Three Body of the Interview
  • If you are using a search committee, give them
    advance notice to make sure they know their
    specific role in the interview process. Each
    member should have a copy of the resume, agenda,
    interview questions and have read this tutorial.
  • Ask behavioral-based questions of the applicant.
  • Ask additional related questions to gain clarity
    or more insight into the applicant.

Six Parts of a Behavior-based Interview
  • Part Four Describe and Sell the Job
  • You should have already given the applicant a job
    description prior to stepping foot on campus.
  • Note A job description is not to be confused
    with a posting.
  • Talk about the opportunities and challenges of
    the position
  • Customize the benefits to the applicantif they
    disclosed that they have children of daycare age,
    talk about childcare. Mention health care
    benefits, fitness center, professional
    development courses, tuition reimbursement, etc.
    Contact HR for more specific information.

Six Parts of a Behavior-based Interview
  • Part Four Describe and Sell the Job
  • Self-disclose Honestly describe why you joined
    the company, why youve stayed and how you feel
    about working for WCU.
  • Be a Good Storyteller Convey information in a
    memorable or entertaining manner. Remember the 4
    Csbe clear, concise, catchy and compelling.
  • Focus on the Applicant Make your message
    relevant to the level of experience and interest.
  • Use Specific visuals, analogies, statistics.
  • PracticePracticePractice!

Six Parts of a Behavior-based Interview
  • Part Five Applicant Questions
  • Note the type of questions you are being asked.
  • If no questions, dont jump to conclusions.
  • Talk to other people who interviewed the
    applicant separately. Perhaps, insightful
    questions were asked.

Six Parts of a Behavior-based Interview
  • Part Six Close
  • Let the applicant know what comes next and the
    anticipated timeline.
  • Keep in touch after interviewing the good
    applicants to show you still have interest.
  • Let them know if you have not been able to
    interview all the applicants.
  • Send a personal thank you.

We hope that you and others involved in the
interview process, found this tutorial helpful in
choosing the best from the rest!
  • The WCU HR Office of Organizational Development
    and Employment Services Thanks You for Making the