| I often hear leaders from all types of
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| | they handled a specific situation (their
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| organizations ask questions about hiring
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| | feelings, actions, and responses). By
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| the right person. Their questions
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| | addressing a specific situation rather
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| usually sound like these:- What if their
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| | than a hypothetical scenario, you get a
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| resume looks great but they have a bad
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| | good feel for how they might handle a
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| attitude?- What if they put on a good act
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| | similar situation in the future.4) As
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| and then don't work hard?- How can I tell
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| | the candidate responds, look for evidence
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| how they will perform after I hire them?A
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| | of the core competencies you identified
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| great way to answer these questions
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| | in step 1. Use your checklist to keep
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| starts with a well-defined interview
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| | track of your observations.5) Train
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| process. I have heard the procedure
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| | several people to conduct this type of
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| called many things. I first learned it as
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| | interview. Always have more than one
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| the Behavioral Event interview process.
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| | person involved in the process. I
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| The guiding thought behind this system is
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| | suggest having several people interview
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| that "while it is no guarantee of
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| | the candidate. Each interviewer should
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| success, past performance is the best
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| | ask about a different part of the
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| indicator of future performance."Here is
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| | person's life and work experience
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| the main idea -- develop an interview
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| | (school, work, volunteer work, etc).6)
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| system that forces the candidate to tell
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| | After the interview process, get each
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| you, in direct and specific terms, how
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| | interviewer together to compare notes and
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| they have worked in the past. You want
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| | observations. If the candidate
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| the candidate to do more than recount
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| | demonstrates the key skills you are
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| where they have worked and what
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| | seeking across several areas of their
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| experience they have. You can read their
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| | life, they are likely to bring those
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| resume to get that information. You want
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| | skills into your business. Now you have
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| the candidate to tell you: how they
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| | a good basis for deciding whether this
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| think, how they work, and how they relate
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| | person fits you and your organization.I
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| to other people.Actual implementation can
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| | have been through this type of interview
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| get a little involved, but the basic
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| | on both sides of the table. I find that
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| process goes like this:1) Identify the
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| | it works very well and creates a win-win
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| key skills (attributes, attitudes, etc)
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| | scenario for both parties. For the
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| for success in your organization. In a
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| | qualified candidate, the process feels
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| big company, you might develop the list
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| | good because there are no "trick"
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| by interviewing successful people in the
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| | questions. For the interviewer, it gives
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| organization. In a smaller company, you
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| | you concrete information that you can use
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| could brainstorm with the owner(s) about
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| | to make an informed decision about the
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| what they want to see in an employee.2)
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| | candidate's fit in your organization.
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| Rank the competencies to separate the
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| | Only the unqualified candidate loses.
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| "must-have" traits from the "would be
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| | For them, the process is uncomfortable.
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| nice" traits. Write your list in the
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| | They must give specifics; there is little
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| form of a checklist for use during
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| | room for "shading the truth" to get the
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| interviews.3) Develop a series of
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| | job.You may use this article for
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| questions that get people to tell you
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| | electronic distribution if you will
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| specifics about their experience. The
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| | include all contact information with live
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| best series start with broad, open-ended
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| | links back to the author. Notification
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| questions and lead to follow-up with
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| | of use is not required, but I would
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| questions that dig for specifics.For
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| | appreciate it. Please contact the author
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| example, the series could go like
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| | prior to use in printed media.Copyright
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| this:Start with an open-ended question
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| | 2005, Guy HarrisGuy Harris is a
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| like "Tell me about a time in your high
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| | Recovering Engineer. He works as a
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| school (college, internship, last job,
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| | Relationship Repairman and People-Process
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| etc.) when you had to convince another
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| | Integrator. His background includes
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| student (co-worker, etc.) to help you?"
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| | service as a US Navy Submarine Officer,
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| or "Tell me about a time from your last
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| | functional management with major
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| job (internship, college, etc.) that you
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| | multi-national corporations, and senior
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| had to make a sudden change in plans?"
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| | management in an international chemical
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| Let them pick the scenario; you probe for
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| | business. As the owner of Principle
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| specifics.When they give you the
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| | Driven Consulting, he helps
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| scenario, begin the process of "peeling
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| | entrepreneurs, business managers, and
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| the onion." Ask follow-up questions like
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| | other organizational leaders improve team
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| "When that happened, what was the first
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| | performance by applying the principles of
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| thing you did?" Then, "Who did you talk
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| | human behavior.Guy co-authored "The
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| to to make the change happen?" Maybe you
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| | Behavior Bucks System(tm)" to help
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| could follow that with,"Did they react
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| | parents reduce stress and conflict with
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| positively or negatively to your request,
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| | their children by effectively applying
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| and how did you respond to them?"The idea
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| | behavioral principles in the home.
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| is to get the candidate talking about how
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|
