© 2006 CareLeaders, Inc. 1 CAREPix Selection Workshop.
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Transcript of © 2006 CareLeaders, Inc. 1 CAREPix Selection Workshop.
© 2006 CareLeaders, Inc.1
CAREPix
Selection Workshop
© 2006 CareLeaders, Inc.2
Introductions
Name Your position Something unusual/unique about
yourself Interviewing experience What you want to get out of this
class
© 2006 CareLeaders, Inc.3
Day 1 Agenda
CAREPix Overview & Behavioral Interviewing• Competency Profiles• Getting the Whole Story• Parts of the Story• Dig, Dig, and Dig More• Using the Selection Guide• Taking Notes, Building Rapport & Managing the Interview
• Summary & Assignments for Day 2• Interview Role Play• Feedback (Giving & Receiving)
© 2006 CareLeaders, Inc.4
CAREPix
Behavioral interview approach to selecting the Best
Helps avoid costs of hiring “wrong”
Minimizes chances of hiring “C” players Able to avoid most common selection mistakes
Minimizes tendency to ask illegal questions
© 2006 CareLeaders, Inc.5
Behavioral Interviewing
“If you don’t know what you are looking for, you will never find it.”
Anonymous
© 2006 CareLeaders, Inc.6
Behavioral Interviewing
Around since WWII Based on premise – Past behavior predicts future behavior
Ask specific open-ended questions
Proven successful & legally credible
© 2006 CareLeaders, Inc.7
Three Common Elements…
Hire Right
Fairness & Consistency
Team Confirmation
© 2006 CareLeaders, Inc.8
Hire Right…
Fits company values
Validates Key Attribute profile
Meets job standards
Find the “A” players
© 2006 CareLeaders, Inc.9
Fairness & Consistency…
Each candidate interviewed in same manner
Candidate feels & tells others he/she had fair chance
© 2006 CareLeaders, Inc.10
Team Confirmation…
Time well spent
Management believes
Peers buy-in
Candidate believes
© 2006 CareLeaders, Inc.11
Costs to Hire Wrong…
40-60% of annual salary Unrealized hidden costs
Surprises????
© 2006 CareLeaders, Inc.12
Harvard Business Journal Article
“A”, “B”, and “C” players
What’s the difference????
© 2006 CareLeaders, Inc.13
Common Selection Mistakes
First Impression Gut Feeling
Hand Shake
Warm Body Syndrome
Illegal Questions Asked
Interviewer Not Prepared Non Specific Hiring Discussions
© 2006 CareLeaders, Inc.14
Key Attribute Profiles
A Key Attribute Profile is a list of Key Attributes for each position or job grouping within the organization. These Key Attributes are further defined with desired behaviors.
© 2006 CareLeaders, Inc.15
How Does This Work?
Key Attribute Interviews
Behavior Do’s & Don’ts
Behaviors Organized & Categorized
Behavioral Questions Determined
Interview Guide Created
© 2006 CareLeaders, Inc.16
Applications/Resumes screened
Open Position?
Interviews completed
Consensus reached
Background checked
Offer made
© 2006 CareLeaders, Inc.17
Key Attributes
Abilities
Likes/Dislikes
© 2006 CareLeaders, Inc.18
Matching Key Attribute Exercise…
Five Key Attributes Ten Stories Use Selection Guide for Definitions Match each Story to Correct Key
Attritute Indicate + or – Story Hint: One +, One – for each Key
Attribute
© 2006 CareLeaders, Inc.19
Benefits
Hiring Right – Full Picture of Candidate Candidates interviewed in same
manner (Fairness & Consistency) Structured process Focus is on past behavior Confidence in evaluation process
(Team Confirmation)
© 2006 CareLeaders, Inc.20
BREAK
© 2006 CareLeaders, Inc.21
Getting the Whole Story
Education & Work History
Past Behaviors
Likes/Dislikes
© 2006 CareLeaders, Inc.22
Education & Work History
Gaps in employment Certificates/Awards Verify Schools Dates of Employment Reconfirm Reasons for Leaving
© 2006 CareLeaders, Inc.23
Past Behaviors
Ask Specific Questions Who What Why When How
© 2006 CareLeaders, Inc.24
Likes/Dislikes
Will the candidate “like” the job?
Ask about previous likes/dislikes in previous jobs
© 2006 CareLeaders, Inc.25
Quest for Behaviors
See examples in Manual….
© 2006 CareLeaders, Inc.26
“I AM” EXERCISE…..
I am.. A people person I am.. A hard worker I am.. A quick study I am.. Dependable I am.. A team player
© 2006 CareLeaders, Inc.27
Parts of the Story
Beginning
Middle
End
© 2006 CareLeaders, Inc.28
Beginning…
Setting & Background Sets up the Action Examples..
© 2006 CareLeaders, Inc.29
Middle…
Most important piece Action is here Behaviors become apparent Examples..
© 2006 CareLeaders, Inc.30
End…
Results of Behaviors Examples..
© 2006 CareLeaders, Inc.31
Empty Stories
They sound impressive Candidate thinks we want to hear Can’t think of specific General/Vague
Exercise to Recognize Empty Stories (Hint: Stay out of the “woulds & allys”
© 2006 CareLeaders, Inc.32
Missing Parts..
Part(s) are missing Receive out of order
Do I Have a Complete Story Exercise?..
© 2006 CareLeaders, Inc.33
Dig, Dig, and Dig More
Leading
Theoretical
Behavioral
© 2006 CareLeaders, Inc.34
Leading
Most commonly used Moving things along Finishing thoughts Avoiding silence
© 2006 CareLeaders, Inc.35
Theoretical
“Woulds & Allys” They think we want to hear We think we want to hear Learned in school
© 2006 CareLeaders, Inc.36
Behavioral
Behavioral = Behavioral THIS IS THE ANSWER!!!
Follow-up Question Exercise..
© 2006 CareLeaders, Inc.37
LUNCH
© 2006 CareLeaders, Inc.38
Follow-up Role Play Exercise..
© 2006 CareLeaders, Inc.39
Selection Guide
“Guides” us through interview Provides checklists Provides Key Attributes & Behavioral
questions Determines Company Match Grading instructions
Practice Greeting…
© 2006 CareLeaders, Inc.40
BREAK
© 2006 CareLeaders, Inc.41
Taking Notes – Why?
About 75 - 80% information forgotten is not written down immediately
Helps us grade Key Attribute Assists in validating grades during
consensus discussion Allows us to make fair, legal, and solid
hiring decisions
© 2006 CareLeaders, Inc.42
Taking Notes – How?
Key Words Abbreviate Concise Relevant to job Clear Impersonal Real Time
© 2006 CareLeaders, Inc.43
Building Rapport – How?
Conversational Atmosphere Maintain candidate’s confidence Listen carefully Tone of Voice Respond with compassion Ensure understanding by repeating Read body language
© 2006 CareLeaders, Inc.44
Building Rapport – Why?
Candidate relaxes Able to think more clearly Feels good about the interview Decisions based on firmer data Knows you care and are listening Even if offer not made, candidate
recommends company to others Learn more about candidate
© 2006 CareLeaders, Inc.45
Managing the Interview – How?
May need to interrupt Re-route the conversation Stick to the Selection Guide
© 2006 CareLeaders, Inc.46
Feedback - Giving
Positive– Be specific– Why was it good?
Improvements– Be specific– Why?– Give alternative(s)
© 2006 CareLeaders, Inc.47
Feedback - Receiving
Be open to suggestions Don’t take it personally Avoid being defensive
© 2006 CareLeaders, Inc.48
Interview Role Play..
Divide into groups of three One will be interviewer One will be interviewee One will be observer 15 minutes for interview 5 minutes for feedback Rotate
© 2006 CareLeaders, Inc.49
Summary & Assignments
Read pages 31-35. Review guide from interview and grade Key Attributes. Be prepared to do consensus discussions tomorrow a.m.
Prepare for practice interview Review Guide and manual, as needed Read page 38 and do Exercise 11:
“Legal Questions”
© 2006 CareLeaders, Inc.50
Day 2 Agenda
Recap Day 1 Evaluating Information & Making the
Grade Reaching Consensus/Practice Feedback (Giving & Receiving) Reminder Practice Interviews Legal Guidelines Questions???
© 2006 CareLeaders, Inc.51
Evaluating & Making the Grade
Organize notes Review “observations”
line Identify complete stories Determine importance of
stories Move story, if necessary Grade Key Attribute Refer to Selection Guide
© 2006 CareLeaders, Inc.52
Reaching Consensus..
Keep an open mind Not an average Focus on relevant information Manage discussions Reach consensus Make recommendation
© 2006 CareLeaders, Inc.53
Feedback (Reminder)- Giving
Positive– Be specific– Why was it good?
Improvements– Be specific– Why?– Give alternative(s)
© 2006 CareLeaders, Inc.54
Feedback (Reminder) - Receiving
Be open to suggestions Don’t take it personally Avoid being defensive
© 2006 CareLeaders, Inc.55
Interview Set-Up
Interviewer Candidate
Observers
© 2006 CareLeaders, Inc.56
Legal Guidelines
It’s smart It’s simply the “right thing to do” Keeps hiring practices legal & credible
Review Legal Guideline Exercise
© 2006 CareLeaders, Inc.57
Congratulations!!
Thank You