Behavioral Interview Guide: A Practical, Structured Approach for Conducting Effective Selection Interviews
Is your organization using the most effective type of interviewing in your hiring and promotional processes? Selection research results indicate that the most valid type of interview to use is a structured, behavioral interview that is focused on the success related knowledge, skills and personal qualities. Behavioral Interviewing Guide provides you with a practical step-by-step approach for planning, conducting and evaluating a structured, behavioral interview. Some of the many supporting documents, guides and techniques included in the book are:
Selection criteria definitions, Twenty five pages of categorized behavioral questions, Generic interview guides for both management and non-management positions, Self assessment quiz, and; Generic behavioural background/reference check guide. Also incorporated into the guide are the interviewing best practices of predetermining selection criteria, using a team/panel of interviewers, using a structured guide, using a quantitative rating scale to evaluate candidates, reaching consensus evaluations, and completing behavioral background checks.
The Behavioral Interview Guide explains how to:
Properly prepare for the interview. Prepare good behavioral questions Conduct the interview. Create a good interview atmosphere. Ask follow-up questions to get a complete answer. Take thorough notes Handle unusual interview situations. Evaluate the candidate's answers. Rating the suitability of candidates. Conduct behavioural background checks.
By using the practices and techniques presented in the Behavioral Interview Guide you will hire or promote good performers more often. Is it worth it? You bet! Selection research studies indicategood workers can do twice as much work as poor workers. In addition, each year a good worker is with an organization, they contribute a monetary value equivalent in the range of 70% to 140% of their annual salary. Better selection and interviewing practices also significantly reduce the huge monetary and emotional costs associated with hiring or promoting poor performers. Bad decisions, equipment/material damage, accidents, customer complaints, low morale, legal fees, overtime wages and replacement hiring fees are just some of the substantial costs associated with hiring or promoting poor workers.
The behavioral interview is based on the practical assumption that a person's past behavior will predict their future behavior. If a person has demonstrated strong initiative, work standards, ability to learn, judgment, flexibility, honesty, attendance etc. in past positions, they will, in all probability, continue to show the same behavior in future positions. Consequently, the challenge of selection interviewers to ask specific, behavioral questions that will elicit positive and negative examples of a candidate's past behavior relative to the position's critical success competencies. The Behavioral Interview Guide provides you with hundreds of good behavioral questions to choose from and explains the necessary structure and steps to ensure interview success.
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Behavioral Interviewing Guide: A Practical, Structured Approach For ...
Tom S. Turner
No preview available - 2007
ABILITY-Ability absenteeism answer Appendix application materials ask follow-up questions ask questions ask the candidate assessment methods assigned Back-up behavioral information behavioral interview candidate evaluation chapter close the interview co-worker concise conduct confident consensus rating core selection criteria criterion Critical Knowledge Area current job decision empathetically experience eye contact Give grade point average grammar handle hiring or promoting holds attention honesty identified and defined important inflection initial impact Interpersonal Skill interview format Interview Guide interview questions job related job specific knowledge leadership modulation Oral Communication overall suitability panel personal attributes position under consideration predictive validity PREPARATION TASK prepared behavioral questions problem Rate the candidate rating scale Recommendation record reference Response schedule screening interview selection interviewing situation SKILL-Ability specific behavioral specific example Step stress questions structured Structured interviewing success criteria suggest suitability rating techniques Tell types vacant position visual acuity vocabulary volume