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BEHAVIOURAL INTERVIEWING

BEHAVIOURAL INTERVIEWING. BY THE END OF THE SESSION YOU WILL BE ABLE TO:. Understand the principles of behavioural interviewing in a recruitment interview. Apply the effective principles of behavioural interviewing. Why is it important to plan for an Interview beforehand?.

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BEHAVIOURAL INTERVIEWING

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  1. BEHAVIOURAL INTERVIEWING

  2. BY THE END OF THE SESSION YOU WILL BE ABLE TO: • Understand the principles of behavioural interviewing in a recruitment interview. • Apply the effective principles of behavioural interviewing

  3. Why is it important to plan for an Interview beforehand? • Impression you create about your professionalism • Better use of time (yours and employee) • More accurate results • Improved confidence • Stay on track • Create positive role model • Don't miss anything

  4. What is a behaviorally based question? One which allows the applicant to describe a particular behavior they have used in a given situation. This enables the interviewer to predict how they could behave in a similar situation at work.

  5. Effective Questions: • How do you structure an effective question? Keep it open, pause, silence, give the employee a chance to talk. • How do you deal with answers? Take notes, use them to guide your next question, ask for clarification.

  6. Exercise one • Role Play

  7. Why are these type of questions important? • They help us understand how a person tends to behave, and will help us identify how they are likely to behave in the future • They help us gauge how the employee/interviewee is functioning in the department/team • Give interviewees a chance to talk about what they have done and how they have been successful

  8. What types of discussions would behavioral questioning techniques be useful? • Recruitment interviews • Discussions about performance. • Disciplining discussions • Coaching discussions • Counseling discussions

  9. How do behaviorally based questions differ from normal types of questioning? • Based on person's descriptions rather than factual information • Requires manager to have a clearer idea of what they are trying to establish about the person • Encourages more experiences to be discussed • Gives the person more of a chance to explain how they work, not just what they do • More interesting/challenging to both parties • Requires manager to be able to interpret/listen more carefully (active listening)

  10. ACTIVELISTENING • Physically Attentive: The listener needs to demonstrate through their body language that they are listening. • An Open Mind: When the speaker says something the listener disagrees with, the listener should suspend judgment and continue to pay attention to the speaker’s arguments before responding. • Withholding Assumptions: We think more quickly than we talk. The good listener listens carefully to hear what the speaker actually says rather than allow their minds to run ahead to assumptions. • Paraphrasing: The effective listener clarifies their understanding by restating what has just been said using their own words. This can be done at an appropriate time - usually when the speaker pauses for a reaction.

  11. Active Listening (Cont’d) • Listening Between-the-lines: This involves not only listening to the words but also to the way they are said and to the feelings behind the words. This leads to a clearer and deeper understanding of the message transmitted. • Summarising: At the end of each main part of the discussion, the listener summarises the main points the speaker has made, the decisions that have been agreed and the issues that have been discussed. This is a variation of paraphrasing, but differs in that it covers all the key points not only what has just been said. • Signposting: The listener makes statements that help in creating an agenda for how the rest of the discussion may be structured. This helps the speaker to remain aware of the issues that need to be resolved and the preferred order in which they might be dealt with.

  12. Examples of Behavioural Questions Follow-Up Probes Describe specifically how..... What exactly did you do.....? Tell me more specifically..... How did you go about.....? What was your role.....? What were your reactions.....? Walk me through the process step by step. How many times.....? Describe exactly what you did in detail. How were you personally involved? Would you choose to do it this way again? What went wrong? What went well? How did you assess your success? How would you approach a similar situation again? General Openers • What opportunities have you.......? • Give me a recent example..... • Describe a recent activity..... • How did you go about.....? • Tell me about the last occasion..... • When have you been involved.....? • What experience have you had.....? • Describe a situation in which you..... • To what extent.....?

  13. What are the consequences of an ineffective system? • Financial: time to interview/advert costs/training times - • Personal: manager - raised expectations, team disappointed/demotivated • Customer: effect on service, inconsistency

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