STRUCTURED INTERVIEWS

1. STRUCTURED INTERVIEWS Situational Based Interviews Behavioral Based Interviews Competency Based Interviews SP - O8 -144 MALIK AZHAR MAHMOOD

2. Structured Interviews A document containing questions presented in a systematic fashion, precisely fashioned, intended to provide uniform data for comparisons, quantification and other statistical analysis

3. Supportive Processes for Structured Interviewing Pre-testing the DCI Expert Review of the DCI Training Interviewees Role Play Practice Pre-Qualifying Interviewers Contacting Interviewees Each candidate is to be afforded the same experience. The order of questions asked, who asks them, the situational exercise role player, all aspects of the process must be consistent

4. The Situational Interview Job-related situational questions Situations are specific on-the-job activities Applicants put in hypothetical situations Questions can refer to past experience or future intentions Intentions correlate with behavior

5. Scoring of the Situational Interview Each response on the behavioral scale has a corresponding score Scores are rated from one to five - a 1 or 2 represents a low response - a 3 represents an average response - a 4 or 5 represents a high response The interviewers choose the response that best represents the interviewees answer A total score for the interview can be obtained by summing the ratings for each question

6. Developing a situational interview Situation: Have applicant stand behind the counter. Another employee portraying a customer comes in to the store and demands to have a full refund for the product they purchased. Store policy says receipts are required for refunds. Examples of behaviors: 0 points: exhibited hostile behavior in the situation and seemed upset 1 point: give a full refund, no questions asked, or behaved in a somewhat hostile manner and said no refunds are given 2 points: told the person directly that policy says they can’t give a refund in a formal, stiff manner or was very friendly and caved in too quickly 3 points: politely apologize and explain that while store policy requires a receipt, the person is welcome to contact the manager with further questions; use of good interpersonal demeanor

7. Behavioral Interviews The premise behind behavioral interviews is that the most accurate predictor of future performance is past performance in similar situations Employers use the behavioral interviewing technique to evaluate a candidate’s experiences and behaviors in order to determine the applicant’s potential for success.

8. Behavioral vs Traditional Interviews Interviews • Traditional • 10% predictive of on-the-job behavior • You can get away with telling the interviewer what s/he wants to hear, even if you are fudging the truth • Questions are general such as “Tell me about yourself?” Behavioral 55% predictive of future on-the-job behavior Questions are more probing and it’s hard to give responses that are untrue to your character • Provides more objective set of facts to make employment • decisions • When you tell your story, the interviewer will pick it apart to try to get at specific behaviors • Interviewer will probe further for more depth or detail

9. How Questions are Developed Prior to the interview, the interviewer identifies job-related experiences, behaviors, knowledge, skills, and abilities that the company has decided are desirable in a particular position (e.g. critical thinking, self-confidence, teamwork, etc.) The employer then structures very pointed questions to elicit detailed responses aimed at determining if the candidate possesses the desired characteristics

10. STAR Interviewing Response Technique for Success in Behavioral Job Interviews Situation or  Task or Problem (S/T/P) Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand. This situation can be from a previous job, from a volunteer experience, or any relevant event Action you took (A) Describe the action you took and be sure to keep the focus on you. Even if you are discussing a group project or effort, describe what you did -- not the efforts of the team. Don't tell what you might do, tell what you did Results you achieved (R) What happened? How did the event end? What did you accomplish? What did you learn?

11. Developing a behavioral interview Tell me about a time when you have worked with customers who were angry. If you haven’t worked with customers, tell me about another time you dealt with an angry person. Examples of behaviors: 0 points: complained about customers and explained how they refused to back down 1 point: gave a full refund or caved in completely without any supporting information; described feeling stressed out 2 points: politely told the person that policy says no refunds are given; note customer seemed to be happy in the end 3 points: apologize and explain that while store policy requires a receipt, the person is welcome to contact the manager with further questions; note a positive feeling from the customer at the end

12. Structured interview which is centered upon getting an individual to demonstrate competency by recounting past event (s) Competency-based Interviews Employer identifies key skills required for job Designs questions to elicit evidence of skills Success on the job depends upon competencies for which you are interviewing Emphasis on past behaviour as predictor of success

13. What is a Competency? The word competency is widely used in business environments and refers to the “Combinations of skills, attributes and behaviors that are directly related to successful performance on the job” Every job will have a set of key competencies, some of which are essential and others desired and all are required to do the job properly

14. CORE COPETENCIES Teamwork: Describe a team project you worked on. What problems arose? How did you deal with them? Communication Skills: Describe situation when you had to persuade others to support your view. Give an example of any reports you’ve written which illustrate your writing skills Interpersonal skills: What kinds of people do you find it difficult to work with? How do you handle those situations? Taking Responsibility: Describe a time when you took responsibility to achieve a challenging goal Problem-solving : Tell about a time when you had several tasks to manage at one time with conflicting deadlines.