Interviewing for STARS Program Refresher

1. Waste Management Selection Initiative Interviewing for STARS Program Refresher

2. Why Is This Important? Attracting and retaining TALENTis critical to our success. It is important to drive consistency and rigor in our selection processes to ensure that we hire the right people. We can’t afford to make costly hiring mistakes that negatively impact performance and profitability. 2

3. Common Interviewer Mistakes Miss important information. Ask illegal, non-job-related questions. Allow biases and stereotypes to affect judgment. Make snap decisions Fall victim to the “halo” or “horn” effect. Allow first impressions to impact the interview. Take insufficient notes. Allow “just-like-me” thinking to affect decisions. Compare candidates to each other rather than to the job requirements. 3

4. The Payoff for Doing it Right is? Accuracy Equity Buy-in 4

5. Program Overview • Past behavior predicts future behavior • Competencies are the behavioral targets • Consistent process/system • Effective Interviewing Skills • Assessing Job Fit • Data Evaluation • Data Integration & Final Candidate Evaluation

6. What is Behavioral Interviewing? Uses competency-based questions to gather complete behavioral examples from candidates Is based on the premise that: Past Behavior Predicts Future Behavior It is an approach that: 6

7. The Elements of a STAR Situation or Task = What was the context? Action = What did the person do? Result = What effect or impact did the person’s actions have? S/T A R 7

8. Three Types of False STARs Vague—Omit important details (generally, usually, always, we) Opinions—Convey personal views (I think, I feel, I believe) Theoretical—Describe what someone would do (I would, I plan to) 8

9. What Are Competencies? Competencies describe the behaviors, knowledge, and motivations associated with success in a job. 9

10. Success Profile Quadrants What I’m capable of What I know What I’ve done Who I am

11. The Selection Funnel 11

12. The Interview Guide • Preparation • Opening • Key Background Review • Planned Behavioral Questions • Interview Close • Buy-time Question • Explaining the job/answering questions • Thanking the candidate

13. Planned Behavioral Questions Tell me about a time when you had to make a difficult decision at work. Describe a time when you had to deal with an angry customer. Tell me about the toughest sale you made recently. 13

14. Situations Requiring Follow-up Partial STAR—Follow up to get a complete STAR. False STAR—Follow up to get a true STAR. Complete STAR—Follow up to get an additional STAR. 14

15. Partial STARS Candidates often provide information in bits and pieces. They may provide a situation and action but no result. Or, they may tell you in detail what they did (action) but not why (the situation) or what happened (result). Sometimes candidates will give you ARTS and RATS instead of STARS! 15

16. Follow-up Questions Behavioral Theoretical Leading ? ? ? ? ? ? ? ? 16

17. Behavioral Follow-up Questions To get the situation/ task: To get the action To get the result What was the situation? Why did you do that? What caused you to . . . ? What did you do? How did you react? What steps did you take? How did it work out? What happened? 17

18. Job Fit Many Opportunities in Target Job ANNOY MOTIVATE Candidate Dislikes CandidateLikes HAPPY TO AVOID MIGHT MISS Few Opportunities in Target Job

19. Job Fit Questions “Tell me about a time when you were very satisfied in your job.” “Whatwere you doing that created that sense of satisfaction?” “Why was that satisfying for you?” Use the “When—What—Why” technique to gather information about Job Fit: 19

20. The Candidate’s Interview Experience • Making a Good Impression • Building Rapport • Managing the Interview • Taking Notes • Managing Time 20

21. Making a Good Impression Be an “ambassador” for Waste Management. Present the job honestly. Demonstrate a positive attitude. Be prompt and respect the candidate’s time. Be a sociable host (escort, beverage, etc.). Interview in a comfortable, distraction-free environment. Leave technology at the door. Be well prepared; show that you are familiar with the candidate’s background. Don’t be redundant. Listen with interest and maintain eye contact. Let the candidate talk. Ensure a positive candidate experience! 21

22. Building Rapport Key Principles Maintain or enhance self-esteem Compliment the candidate Minimize negative information Listen and respond with empathy Respond to feelings and situation 22

23. Managing the Interview:Using Process Guidelines Make procedural suggestions Use questions, suggestions, or proposals Check for understanding Yours and the candidate’s 23

24. Managing the Interview Additional Techniques Nonverbal cues–Encourage quiet participants to keep talking and overly talkative candidates to do the opposite. Silence–Allows candidates time to think about their responses. Note taking–Signals to candidates that the information they are sharing is important. 24

25. Avoid Risky Questions Age (of an adult) Race National origin Religion Marital status Child care, dependents Arrest record Health or disability status 25

26. Bottom Line • If it’s not job related – Don’t Ask! • Notes should include only behavioral information sought in the interview guides. • Completed interview guides must be given to the recruiter for archiving. 26

27. Data Evaluation and Data Integration Data Evaluation—Independently analyze and evaluate the data you collect in an interview. Data Integration—Discuss your data evaluation with other interviewers and reach consensus. 27

28. Data Evaluation Evaluate the STARS. Review all information collected and identify complete STARS. Categorize each complete STAR under the appropriate competency. Identify STARs as + or – . Weigh the significance of each STAR (How recent is each example?) Rate each competency using the 5-point rating scale. 28

29. Rating Scale 5 = Much more than acceptable 4 = More than acceptable 3 = Acceptable 2 = Less than acceptable 1 = Much less than acceptable 29

30. Clarifying Ratings N = Not observed/No data W = Want more data 30

31. Data Integration Discuss each competency. Share behavioral evidence and rationale for individual competency ratings. Reach a consensus ratingwithin the group for each competency. Make a retain or reject decisionbased on the candidate’s overall competency profile. 31

32. Sample Integration Chart

33. Decision Guidelines Relative importance of competencies. Trainability of competencies. Interrelationship of competencies. When making a hiring decision, consider: 33

34. The Competency Cards Included in your toolkit Use to develop a competency lists and interview guides when they do not already exist. Use as additional approach to gain insight from the candidate self-perception about relative strengths.

35. Thank you!