Behavioral Interviewing - University of Nebraska Medical
Download
Report
Transcript Behavioral Interviewing - University of Nebraska Medical
Good Morning, and Welcome!
Brought to you by:
The Training and Development Team
The
Management
Series
Your NU Values Partners
Faculty
Staff
Human
Resources
“Committed to understanding and delivering
value-added customer service that contributes
to our customers’ overall success”
1
THE MANAGEMENT SERIES
Session III
Interviewing and
Selecting Talent
January 20, 2005
Brought to you by:
Your NU Values Partners:
Faculty
Staff
Human
Resources
The University of Nebraska Medical Center
The Nebraska Medical Center
“Committed to understanding and delivering
value-added customer service that contributes
to our customers’ overall success”
2
Today's Agenda
3
Jobs@
Overview
Sandra McKenzie BS
Staffing Consultant, UNMC
4
Universityof Nebraska
CORE
CORE
ACTIVITIES
ACTIVITIES
Business Process Improvement
2
RECRUITMENT PLANNING
•Advertising
•Posting
•Screening
•Training
1
3
Human
Resources
REQUISITION
•Vacancy
•Funding
•Approvals
6
REPORTING
•Compliance
•Measurement
Hiring
Authority
5
APPLICATION INTAKE
& SCREENINIG
Academic
Services
•Receiving
•Screening
•Forwarding
•Documenting
4
HIRE AND
CLOSE
•Offer
•Hire Processing
•Close Req.
•Notification
INTERVIEW &
SELECTION
•Disposition
•Documentation
CANDIDATES
5
Three Components:
Hiring Managers’ Site: jobs.unmc.edu/hr
Applicant Site: jobs.unmc.edu
Human Resources/Academic Services Management
Site: jobs.unmc.edu/hr
6
7
Candidate Review
HR
PRESCREENS
ONLINE
Staff
CANDIDATE
APPLIES
ONLINE
Academic
• Internet posting of all open jobs
• Web-based 24/7 accessibility
• User Friendly
• Point & Click ease
• Increased speed & efficiency
• Consistency
• Accuracy
DEPARTMENT
REVIEWS
ONLINE
Candidate can review status on
each position applied for and
can view and update application
/profile on line.
Manager can review applicant’s
credentials and can record
applicant’s status on line
8
Activity since going live with Jobs@ on 7/26/2004::
Total Applicants –
Total Positions Applied for –
Total Applicants Reviewed by Hiring Managers–
Total Candidates Reviewed by H.R. –
4,008
7,784
5,337
6,113
Internal User Accounts Set Up –
Web Hits by Candidates (Average per month)
View site –
12,700
Search jobs –
12,000
View job details – 13,640
215
Total Hires:
Staff
Academic
204
19
Current Openings:
Staff
42
Academic
42
9
We Work Here……….
Maybe You Should, Too!!
10
THANK YOU!
If you would like additional information
or training on Jobs@, please call:
Sandra McKenzie
Bonnie Tompkins
Evelyn Grixby
Joan McGovern
– 559-5906
– 559-4070
– 559-4071
– 559-8683
[email protected]
[email protected]
[email protected]
[email protected]
11
Behavioral Interviewing
Past Behavior as a Predictor of Future Performance
Denise Thramer BSN, RN, PHR
Organizational Development Consultant
12
Selecting and Promoting Stars
3 Goals of an Effective Selection
System
Accuracy - the ability to validly predict an
applicant’s job performance
Equity - every qualified applicant has a fair
and equal chance to be selected
Buy-In – the extent to which people involved
in the selection process perceive its worth
13
Impacts of a Bad Hiring
Decision
When you hire mediocre people one or more
of the following things may happen
Increased management time and effort
Training time and costs
Customer satisfaction and error rates
Other employee productivity
Fill in time
Out of pocket costs
14
Selection System Challenges
Achieving accuracy, equity, and
buy-in hinges on your ability to
overcome challenges within the
selection system
15
Proven Effectiveness of
Behavioral Interviewing
Determine job
Obtain past
requirements
Gather complete
information
Make hiring
decisions based
upon data collected
Focus on positionrelated information
performance
information through
behavioral
examples
Evaluate the
candidate based on
defined
performance
benchmarks
16
Key Selection Components
Competency
Model by Position
Selection System
Data Collection
Data Evaluation
Legal Consideration
consistent treatment
documented, essential
job requirements and
competencies
only job-related
questions
18
Competencies
Competencies describe the
knowledge, motivations, and
behaviors associated with success
or failure in a job
19
Three Categories of
Competencies
Experience/Knowledge/Skills/Abilities
Specialized knowledge, license, etc.
Motivation
Internal/external
Job, organizational, location
Behaviors
Adaptability, integrity, teamwork, etc.
NU Values represent the valued behaviors
adopted by the University of Nebraska
20
Benefits of Using
Values/Competencies
Focus on most important job-related
information
Preventing performance in a single
competency from overly influencing
the hiring decision
Ensuring that candidate information is
collected and evaluated consistently
and fairly
21
How Can We Identify
Competencies
Competencies are obtained through job
analysis
Job description
Look at tasks, frequency of tasks (k/s/a)
Go to the content experts; Managers, individuals
currently in the position
Determine appropriateness of a competency for
a particular job
Expand and tailor it to the job by identifying jobspecific activities/behaviors
22
An interview or assessment is
only as good as the
competency profile of the job
23
Data and STARs:
Three Types of Candidate
Information
Work/Education
History/Certification/Skills
Specific Experiences
Interests/Desires
24
One thousand candidates were
asked the question…
“How would you describe yourself
to an interviewer?”
25
Elements of a
Behavioral Example
The
Situation or Task facing the
candidate
The
Actions the candidate took
The
Results or changes caused by
these actions
26
Situation or Task
The background or context in which
the candidate took action.
It explains why the candidate acted
as he or she did.
27
Actions
What was said or done in response
to a situation or task and how
he/she said or did it.
The heart of the STAR - show us
the candidates behavior.
28
Results
The effects of the candidates
actions
What changes or differences the
person’s action made and whether
the actions were effective and
appropriate.
29
Elements in a STAR Exercise
30
False STARs
Vague or general statements
Opinions or personal beliefs/judgements
Theoretical or future/oriented statements
31
Partial STARs
Behavioral examples that are
missing one or more of the
elements
a situation, but no action
action and results, but no situation
32
Managing False and Partial
STARs
With False STARs; Redirect and
ask for specific examples – drill
down
With Partial STARs; Ask probing
questions to find the missing piece
33
Recognizing Stars Exercise
34
Components of an Interview
Guide
Preparation
Planned Behavioral
Questions
Checklist
Outline for Opening Interview Close
Post-Interview
the Interview
Instructions for
Key Background
Evaluating
Review
Competency Coverage
Grid
35
Three types of Follow Up
Questions
Behavioral
Theoretical
Leading
Of These 3 types only Behavioral will get
you what you need - complete examples
of the candidate’s past behavior
36
Behavioral Questions Exercise
37
Taking Notes
Take notes openly
Note only pertinent information
Note behavior observed in the
interview
Take notes on sensitive or negative
information carefully
38
Building Rapport
Spend a few minutes on small talk
Begin with relevant, but non-threatening
information: “What did you enjoy most about
your last job?”
Focus on the candidates feelings and needs
to be treated with respect
to feel important
to be seen as competent
39
Managing the Interview
Utilize interview management skills to:
control the pace
direct the discussion
prevent confusion/misunderstanding
manage time
40
Reference Checking
Competency questions - seek
behavioral information on critical
competencies
Situational questions - seek
behavioral information about an
incident that you want to verify
41
Guidelines for Completing
References
Contact people who have observed
the candidate recently
Focus on behavioral information
Gain complete information - STAR
Members of an interview panel can
provide reference information
42
Checking References
at UNMC
UNMC Reference Checking Form
Executive Memorandum 26
Regularly working with confidential and/or
otherwise protected/sensitive information?
If yes, a reference check must be
completed pertaining to the candidate’s
ability and aptitude in handling “covered
data and information” in accordance with
the law and University policy
43
Candidate Evaluation
First step is to rate each competency
Not an average of the positive and
negative behavioral examples
Behavior that is more significant, more
recent, more job related, and shows a
consistent trend should have more
impact
44
Four Factors to Consider in
Evaluating Behavior
Significant Behavior - all behaviors are
not equal
Recent Behavior - recent behavior is a
better predictor than behavior in distant past
Related Behavior - the more similar the
behaviors, the better predictor
Impact Behavior - behavior that makes a
big difference in meaningful situations should
get more weight
45
Steps in the Candidate
Evaluation Process
Identify complete STARs in the interview guide
Categorize all STARs as effective or ineffective
Rate the candidate in each competency area,
making sure to factor in information from all
sources
Reference checks
Key background
Interview
Simulations, etc.
46
Legal Considerations
A selection system with legal
credibility contains the following
attributes:
Job-Related Selection Requirements
Job-Related Components
Consistency in Handling Applications
48
Legal Questions
Exercise
49
Staffing Services
at UNMC
Recruitment
Staffing Plans
Jobs@ Training
Behavioral Interview Training
Selection Criteria
Advertising/Sourcing
Interview Plans/Questions
Reference Checking
Process Documentation
Candidate Communication
NuValues Website www.nuvalues.edu
54
THE MANAGEMENT SERIES
Session III
Interviewing and Selecting Talent
•
•
•
•
Feedback
Evaluations
Next Session: Performance Leadership I
Thank You!
Brought to you by:
55