Behavior based interviews

From a time when companies were hiring people by the hundreds or even thousands every month, the situation is quite muted now.

As a theme, this is particularly appropriate as the hiring games have changed. A lot of companies have frozen hiring and have taken a pause from the years of headlong growth which had to be fed by continuous hiring. This is probably a good time to take a close look at the process of hiring for two reasons. One, you are probably going to have a little more time for the hiring process and two, the consequences of a wrong hire in times like these can be serious. A good place to start with is the ‘Success Profile’.

If you have drawn up a good job description with a detailed description of the roles and responsibilities, it would be useful to start thinking of that what it takes to succeed at the job. The rational is that if you have a clear picture of what a successful person would look like in that job, ten you can draw up an initial list of the skills, job knowledge, behavioral competencies and personal attributes that are required for the job. Thus, you start with the first pre-requisite in the hiring process – What am I looking for? The logic is straight forward. If you do not know what you are looking for, then you will not find it.

For Interviewers: They can ask the following for grtting max details>>

1) Why did you choose your major field of study?
2) What courses did you like the best? Least? Why?
3) If you worked during school, how did you manage your time?
4) Were you satisfied with your college?
5) How important were extracurricular activities to your education?
6) If you were starting college all over again, what would you do differently?

Activities and Interests:

1) What activities are you involved in?
2) Would you describe your role in these activities as more of a follower or a leader?

Strengths and Weaknesses:

1) Give me three reasons why you are especially qualified for this job.
2) What weaknesses have previous employers identified over the years?
3) What part of this job would probably give you the most trouble?

Job knowledge and skills are straight forward as they refer to things like educational knowledge and work related skills. It is pretty easy to check a person in these areas and most organizations are good at this. Examples could be short listing only B com graduates for an accounting job, or only engineers for a software job. Skills would mean things like knowing C, C + + programming or knowing how to weld for a shop floor team member. You do not to start at square one with the candidate you hire, so you look for a basic threshold on job knowledge and skills.

Behavioral competency is the next area which we need to look at and thus includes customer focus, building partnerships, etc. Things get a little complex here as competencies require an evaluation of behavioral indicators or key actions. The best way of getting a picture of how a person stands on the behavioral indicator is through behavioral assessments or behavioral based interviews.

Personal attributes addresses the question – who am I? Personal attributes like adaptability and motivation determine whether the person is likely to be motivated by or simply put what he is likely to enjoy.

Recruitment from within: Many firms still have a policy of recruiting or promoting from within except in very exceptional circumstances. This policy has three major advantages. First, individuals recruited from within are already familiar with the organization and its members, and this knowledge increases the likelihood they will succeed. Second, a promotion from within policy fosters loyalty and inspires greater effort among organization members. Finally, it is usually less expensive to recruit or promote from within than to hire from outside the organization. There are some disadvantages to internal recruitment, however. Obviously, it limits the pool of available talent. In addition, it reduces the chance that fresh viewpoints will enter the organization, and it may encourage complacency among employees who assume seniority ensures promotion.

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