BEHAVIOR
BASED
SELECTION
Reducing the risk
Goals
Improve hiring accuracy
Save time and money
Reduce risk
Behavior Focused Interviewing
Definition:
Behavior, past and present, is an objective predictor of future
behavior
Behavior is anything that people do which can be observed
or measured. The focus is to predict based on behavior
rather than trying to understand and assess personalities
Behavioral psychologists believe that behavior remains
consistent in similar situations
Intuitions and gut feelings are less objective and often
difficult to justify
Benefits:
Focus on key hiring criteria
Criteria to base decisions and ratings
Provides a consistent documenting system
Transfers to training & performance assessment
Ensures fairness, reliability and validity
Removes personal bias
Contributes to overall performance
Legally defensible
Eliminates misunderstandings about applicants
past experiences
Using behavior reduces applicant “faking”
Prevents personal impressions from affecting the
evaluation
THE RESEARCH…
What types of people do you work best with?
How would other people describe you?
What are your strengths and weaknesses?
What type of work do you do best?
What characteristics do you look for in your ideal job?
Why do you want this job?
Why should we hire you?
What do you want to know most about us?
What types of people do you work best with?
What do you think this role should be like?
THE RESEARCH …
Interviewers who used these
type of questions to select their
People scored approximately
- 26% on the accuracy scale
When interviewers used
structured behavioral
questions they scored
over +70% on the
accuracy scale
SELECTION STEPS
EVALUATE BEHAVIOR
CONDUCT INTERVIEW
DEVELOP QUESTIONS
DEFINE SKILLS
ANALYZE JOB
Step 1 – Analyze the Job
Build a realistic profile based on the job
description
Identify typical attributes of the successful people
doing the same or similar job
Most of these will be intangible virtues, not things
that people can be trained to be or do
Harder to change behavior, easier to train a skill
Step 2 – Define Skills
“How” should the incumbent perform
these duties?
What are the behaviors required to
perform in the job?
Technical vs. Performance Skills
Identify Technical Skills
Managed
Related
teams of HIV and education
volunteers Hep C and
knowledge training..
social work
accounting
Experience counseling
with MSM
community
Has written
At least 3
Knows how to successful
years
use a 10 key funding
experience
calculator proposals
in outreach
Identify Performance Skills
Independen
t
Self
Writing motivated Caring
ability Able to
cope
Good
listene Problem
Leader r solver
Creative
Team player
Action Analytical
oriented
Ethical
Mediator
Advocat
e
Defining Skills
Able to multi-task effectively
COMPETENCIES Able to assess priorities
Shows a systematic approach to reaching
goal
1 ________________________
Organization and Planning Demonstrates attention to detail
Able to work cooperatively
Effectively builds rapport and credibility
Communicates effectively and responds
2 ________________________
Relates well with others maturely
Respects different perspectives
Able to compromise
Values input and expertise of others
Is participative, uses open communication
3 ________________________
Team player Demonstrates professionalism and
maturity, while maintaining a sense of
humour
Approachable and respectful
Is willing to learn from others, assist others
Performance
Skill
Decision Making/Problem Solving
Good problem solving often requires the careful Behavioral
review of facts and weighing of options. Question
Describe a really challenging fund raising idea
you implemented and how you considered the
risk factors, community impact and resource
availability when implementing your plan.
Identifies and addresses potential
barriers to accomplishing results
at the outset
Success Factors Considered input from others
Indicators Develops contingency plans in
advance
Measurements Implemented idea successfully
Step 3 – Develop Questions
Group exercise
Review the job description
Identify 4 key performance skills/ competencies
For each performance skill, list 2-3 behaviors
Develop a behavioral question for each
Step 4 – Conduct Interview
S.T.A.R. QUESTIONNING
The best way to predict on the job performance is to obtain behavioral
examples from the candidate.
S Situation (or task) responsibilities leading to actions
T Task (or situation)
A Specific actions taken or not taken by candidate
R Results or changes caused by the actions
False STARS
Feelings and opinions
Theoretical or future oriented statements
Vague statements
Obtain Details, Probe for Information
Elicit details to assess a candidate’s competence
"What were you thinking when that happened?"
"What was your reaction?"
"What did you actually do?"
"What did you actually say?"
"What did other people say in response?"
"How did it finally turn out?"
"What was the end result?"
"Is there anything else I should know about this
situation?"
Interviewing Skills
Rapport building questions
Open ended questions
Take notes, document
Tolerate silence
Seek contrary evidence
Control the interview
Probe based on skill definitions
Step 5 – Evaluate Behavior
Evaluate Candidates
Assess the candidate against the success factors
you are evaluating
Assess the strength of the evidence the candidate
presented in your behavioral interview
Document your evaluation
TIPS FOR SUCCESS
Objectivity, fair and equal treatment of all eligible candidates
Know the job requirements
Develop selection criteria
Develop a structured interview plan
Use behavioral interview questions that ask for specific examples
Begin the interview by establishing rapport in order to put the
applicant at ease.
Ask open-ended questions and be sure to allow the applicant time
to talk then LISTEN, LISTEN, LISTEN.
Common Errors
The interviewer talks more than the candidate, wasting valuable time.
Hiring decisions are based on first impressions and gut instincts.
The interviewer asks inappropriate (or potentially illegal) questions.
The same general questions are used for every position, making it
difficult to judge if a candidate is right for a specific job.
Interviewers disagree on which candidate to hire because they cannot
agree on which characteristics are most important for job success.
QUESTIONS?
