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”
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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”
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Today's Agenda
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Jobs@
Overview
Sandra McKenzie BS
Staffing Consultant, UNMC
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Universityof Nebraska
CORE
CORE
ACTIVITIES
ACTIVITIES
Business Process Improvement
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RECRUITMENT PLANNING
•Advertising
•Posting
•Screening
•Training
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3
Human
Resources
REQUISITION
•Vacancy
•Funding
•Approvals
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REPORTING
•Compliance
•Measurement
Hiring
Authority
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APPLICATION INTAKE
& SCREENINIG
Academic
Services
•Receiving
•Screening
•Forwarding
•Documenting
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HIRE AND
CLOSE
•Offer
•Hire Processing
•Close Req.
•Notification
INTERVIEW &
SELECTION
•Disposition
•Documentation
CANDIDATES
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Three Components:

Hiring Managers’ Site: jobs.unmc.edu/hr

Applicant Site: jobs.unmc.edu

Human Resources/Academic Services Management
Site: jobs.unmc.edu/hr
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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
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Activity since going live with Jobs@ on 7/26/2004::
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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
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Total Hires:
Staff
Academic
204
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Current Openings:
Staff
42
Academic
42
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We Work Here……….
Maybe You Should, Too!!
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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]
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Behavioral Interviewing
Past Behavior as a Predictor of Future Performance
Denise Thramer BSN, RN, PHR
Organizational Development Consultant
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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
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Impacts of a Bad Hiring
Decision
 When you hire mediocre people one or more
of the following things may happen
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Increased management time and effort
Training time and costs
Customer satisfaction and error rates
Other employee productivity
Fill in time
Out of pocket costs
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Selection System Challenges
Achieving accuracy, equity, and
buy-in hinges on your ability to
overcome challenges within the
selection system
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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
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Key Selection Components
 Competency
Model by Position
 Selection System
 Data Collection
 Data Evaluation
 Legal Consideration
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consistent treatment
documented, essential
job requirements and
competencies
only job-related
questions
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Competencies
 Competencies describe the
knowledge, motivations, and
behaviors associated with success
or failure in a job
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Three Categories of
Competencies
 Experience/Knowledge/Skills/Abilities
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Specialized knowledge, license, etc.
 Motivation
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Internal/external
Job, organizational, location
 Behaviors
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Adaptability, integrity, teamwork, etc.
NU Values represent the valued behaviors
adopted by the University of Nebraska
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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
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How Can We Identify
Competencies
 Competencies are obtained through job
analysis
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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
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An interview or assessment is
only as good as the
competency profile of the job
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Data and STARs:
Three Types of Candidate
Information
 Work/Education
History/Certification/Skills
 Specific Experiences
 Interests/Desires
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One thousand candidates were
asked the question…
“How would you describe yourself
to an interviewer?”
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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
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Situation or Task
 The background or context in which
the candidate took action.
 It explains why the candidate acted
as he or she did.
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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.
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Results
 The effects of the candidates
actions
 What changes or differences the
person’s action made and whether
the actions were effective and
appropriate.
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Elements in a STAR Exercise
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False STARs
 Vague or general statements
 Opinions or personal beliefs/judgements
 Theoretical or future/oriented statements
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Partial STARs
 Behavioral examples that are
missing one or more of the
elements
a situation, but no action
 action and results, but no situation
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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
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Recognizing Stars Exercise
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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
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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
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Behavioral Questions Exercise
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Taking Notes
 Take notes openly
 Note only pertinent information
 Note behavior observed in the
interview
 Take notes on sensitive or negative
information carefully
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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
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to be treated with respect
to feel important
to be seen as competent
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Managing the Interview
 Utilize interview management skills to:
control the pace
 direct the discussion
 prevent confusion/misunderstanding
 manage time
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Reference Checking
 Competency questions - seek
behavioral information on critical
competencies
 Situational questions - seek
behavioral information about an
incident that you want to verify
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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
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Checking References
at UNMC
 UNMC Reference Checking Form
 Executive Memorandum 26
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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
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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
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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
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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
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Reference checks
Key background
Interview
Simulations, etc.
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Legal Considerations
 A selection system with legal
credibility contains the following
attributes:
Job-Related Selection Requirements
 Job-Related Components
 Consistency in Handling Applications
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Legal Questions
Exercise
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Staffing Services
at UNMC
Recruitment
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Staffing Plans
Jobs@ Training
Behavioral Interview Training
Selection Criteria
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Advertising/Sourcing
Interview Plans/Questions
Reference Checking
Process Documentation
Candidate Communication
 NuValues Website www.nuvalues.edu
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THE MANAGEMENT SERIES
Session III
Interviewing and Selecting Talent
•
•
•
•
Feedback
Evaluations
Next Session: Performance Leadership I
Thank You!
Brought to you by:
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