High-Impact Interview Questions: 701 Behavior-Based Questions to Find the Right Person for Every Job - Tapa blanda

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VICTORIA A. HOEVEMEYER is an OD expert who has helped many organizations transition from traditional to behavior-based interviewing. Currently serving as director of talent development at Lexington Health Network, she is the author of the first edition of this book.

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“The concept of behavior-based interviewing has been around for some time now, but nowhere are the art and technique developed as well as here. Finally, an entire text is dedicated to the critical task of framing interviewing questions around candidates’ real-life experiences—questions that will prompt factual answers, and focus on future competencies and abilities.” — From the foreword by Paul Falcone, author of 96 Great Interview Questions to Ask Before You Hire

What if you could accurately project how people will perform in new jobs? What if you had a proven system for locating dream candidates among pools of qualified applicants?

High-Impact Interview Questions gives you 701 ready-to-use questions that uncover the real person behind the résumé. Behavior-based interviewing goes deeper than traditional “How do you manage stress?” questions. Instead, the questions link directly to past behaviors—the best indicators of future performance-—as in: “Tell me about a time you had to perform a task under a lot of stress.”

Not only does High-Impact Interview Questions shift the questioning to real-life events—the book also helps you focus on candidates’ skills, knowledge, and abilities. Simply locate the competencies required for the job—choosing among 88 in total—including accountability, assertiveness, attention to detail, judgment, follow-through, risk-taking, and social media usage; then use sample questions from each category, clarify the answers, evaluate “fit,” and score the candidates. Done!

Landing a great employee takes more than a hunch. When you ask the right questions, you’ll find the best people.

Victoria A. Hoevemeyer is an OD expert who has helped many organizations transition from traditional to behavior-based interviewing. She currently serves as director of talent development at Lexington Health Network.

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What Is Competency-Based Behavioral Interviewing?

Before we define competency-based behavioral interviewing (CBBI), it's important that we define a competency. Simply put, a competency is a behavior (a skill and/or ability) or set of behaviors that describes the expected performance in a particular work context. The context could be for an organization, a functional job group (e.g., accounting, human resources, operations), a job category (e.g., senior managers, middle managers, professionals), or a specific job. When they are appropriately developed, competencies are the standards of success for the position and the behaviors that are needed to support the strategic plan, vision, mission, and goals of the organization.

Competencies are different from the other requirements one might find for a given position, such as technical skills, functional skills and knowledge, education, and experience. For example, it is one thing to recruit for a position and require five years of management experience. It is another thing to recruit for a position that requires five years of management experience leading a diverse group of people. In the second situation, you would be looking for a candidate with five years of management experience coupled with a demonstrated competency of valuing diversity.

Competency-based behavioral interviewing is a structured interview process that combines competencies with the premise that, with few exceptions:

The best predictor of future performance/behavior is past performance/behavior.

The more recent the performance/behavior, the more likely it is to be repeated.

The questions asked during CBBI are based on real situations that relate to the competencies for the position.Candidates, then, are evaluated based on actual behaviors/performance rather than on possible or potential behaviors/performance. As a result, the information gathered from candidates is significantly more predictive of what their behavior and performance are likely to be in the position for which they are interviewing than what one finds with other interviewing styles.

In CBBI, rather than asking candidates directly if they have a particular competency--to which you will almost always hear a resounding "yes!"--the interviewer asks the candidate to provide an example of a time when he demonstrated the competency. The focus is on the candidate giving you an indication of her proficiency in a particular competency by relating a real-world experience.

Excerpted from HIGH-IMPACT INTERVIEW QUESTIONS, Second Edition: 701 Behavior-Based Questions to Find the Right Person for Every Job by Victoria A. Hoevemeyer. Copyright © 2018 Victoria A. Hoevemeyer. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.

All rights reserved. http://www.amacombooks.org.