Human Resources Training, interview, Interview training

Using Behavior Based Interviewing to Select the Right Candidate

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Nothing is perhaps as important for an organization as hiring the right people. This is the most crucial ingredient for organizational success. While the right hire can bring the organization multifold returns, a wrong hire can do just the opposite. It disturbs the functioning of the company in many ways, apart of course, from costing it monetarily. It is also a fact that the cause of most involuntary terminations can be traced to improper hiring. In spite of this, companies and their human resources departments make many bad hiring decisions for key positions.

This may not be intended, but the loss that a bad hire brings is something that an organization cannot overlook or forego. This makes adapting the right hiring technique an imperative for organizations. HR needs to understand just what parameters work for the right hiring. One of the most effective hiring techniques an organization’s HR can adapt is what is called the behavior-based interviewing method to help predict the kind of person it is hiring.

How does behavior-based interviewing work?

Behavior-based interviewing uses past behavior as an indicator of the performance that can be expected in the future from a candidate. It looks not merely at the achievements listed out in the candidate’s resume, but explores the way the candidate behaved in proven situations in the past, which can be a strong predictor of how she will behave in the future in the light of the organization’s business needs and objectives.

A webinar from TrainHR, a leading provider of professional training for all the areas of human resources, will help you understand the concept of behavior-based interviewing in greater depth. This webinar, being organized on May 2, will have Grant Schneider, president and founder of Performance Development Strategies, as the expert.

To enroll for this 60-minute session and to get a thorough understanding of how to adapt behavior-based for your organization, please visit  http://bit.ly/2IW48Ab .

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Grant will explain how to use past behaviors, rather than the resume, as the criterion for zeroing in on the right candidate. He will show how to use this as a measure of the extent to which the candidate is going to perform in her future role in the organization and evaluate the responses. This is a more predictable and concrete means to assessing a candidate’s suitability to a position than relying on mere assumption and gutfeel. Behavior-based interviewing builds on the belief that a candidate’s past is the most effective criterion for assessing her present. At this session, which will be of immense benefit to personnel who are involved in hiring, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Director, Managing Director, Regional Vice President, Area Supervisor and Managers; Grant will cover the following areas:

  • How to create and ask open-ended questions
  • How to solicit examples of past behavior to predict future behavior
  • How to take useful interview notes
  • How to get beyond the rehearsed answers to find out what a candidate is really thinking
  • How to establish interview evaluation criteria
  • How to identify and evaluate skills objectively.

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About the expert: Grant Schneider is a Certified Coach who uses an approach that helps organizations identify their vision of success, develop the roadmap, create goals and then achieve those goals. His organization helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy. Grant helps these organizations create change, develop managers and executives, and create high performing teams resulting in engaged employees and loyal customers.

A past president of the Westchester Human Resource Management Association and past Executive Director of the New York State Society for Human Resource Management who has served on the Society for Human Resources’ national panel for HR Metrics and Human Capital Measurement; Grant currently runs the Academy for Entrepreneurial Excellence, which is a joint venture of the Business Council of Westchester and Westchester Community College.

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Human Resources Training, interview, Interview training

Stay Interviews: A Powerful and Low-Cost Employee Engagement

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The best way to find out what your employees want and how to retain them is to ask them. Ask questions to gauge how you’re meeting your employees’ expectations. Not just “How’s it going?”, but specific questions to get specific answers. Explore why these people remain with your company. Why did they join the organization? How well are their objectives or dreams being fulfilled? Which aspects of their work do they enjoy the most? Which do they least enjoy? Are they receiving sufficient opportunities for growth and development? What would influence them to look elsewhere?

The stay interview is a one-on-one interview between a manager and a valued employee. Its aim, quite simply, is to learn what makes employees want to keep working for you. Likewise, it’s designed to elicit what might motivate them to leave.
The stay interview is an opportunity to build trust with employees and a chance to assess the degree of employee satisfaction and engagement that exists in a department or company. Stay interviews are preferable to employee satisfaction surveys because they:

  • Provide a two-way conversation and a chance to ask questions
  • Get more in-depth understanding of that employee’s current motivation
  • Offer managers the opportunity to quickly reinforce the positives and deal with the employee’s concerns

A recent Harvard Business Review article ‘How to Keep Your Top Talent’ warns that 25% of your top talent plans to jump ship in the next year.The results for engagement and effort are even more alarming, since about a third of employees surveyed admit to phoning it in at work. That’s bad news if you believe that staying competitive relies on the passion, drive and creative energy of talented people.

Many organizations use exit interviews to find out why employees are leaving their jobs. Unfortunately, asking an employee on their last day “why are you leaving?” doesn’t provide useful information in time to prevent the turnover. A superior approach is a “stay interview.” because it occurs before there is any hint that an employee is about to exit the firm. A stay interview helps managers understand why employees stay so that those important factors can be reinforced. They also signal frustrations that can be nipped in the bud before they drive the employee to start looking elsewhere.

The Benefits of Stay Interviews:

  • They stimulate the employee: Most employees are excited simply by the fact that the organization is concerned about their future and that their manager took the time to consult with them
  • They’re personalized: Unlike engagement surveys and many other retention tools that are focused on what excites a large number of employees, this approach is customized to a single identifiable individual and their wants
  • They include actions: Unlike exit interviews, which only identify problems, stay interviews also encourage the parties to identify actions that can improve the employee experience and actions that can help eliminate any major turnover triggers
  • They are inexpensive: These informal interviews don’t require a budget. In most cases, a half to an hour of a manager and an employee’s time are the only major cost factors

Adding stay interviews to your engagement and strategies can help your organization retain critical employees. It’s the single best tool you can give managers.

Learn more :  http://bit.ly/2YxV9cV

Human Resources Training, interview, Interview training

How to ask Probing Questions and Conduct Effective, Efficient Stay Interviews

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Fremont, CA: TrainHR, a leading provider of professional training for the human resources industry, is organizing a webinar on the topic, “How to ask Probing Questions and Conduct Effective, Efficient Stay Interviews” on February 13. The speaker at this one-hour learning session is Marcia Zidle, CEO of Leaders At All Levels.

Please visit https://www.trainhr.com/control/w_product/~product_id=702304LIVE/?wordpress-seo to enroll for this webinar.

This activity has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

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Whenever the organization’s HR senses that an employee is planning to leave the company soon, it should not hesitate to talk to the employee about it. This conversation should go beyond the superficial greetings and good wishes and small enquiries. This, however, should be done only after HR gets credible information that an employee, especially a senior or important one, is planning to leave. HR should be open, frank and specific during this one-on-one conversation. This session, called a stay interview, should be done to gauge the employee’s intention.

Depending on how well it is carried out, stay interviews can have the effect of helping the organization retain a key employee. It goes without saying that retaining the talented employee is of utmost importance for the organization, as a recent Harvard Business Review article entitled “How to Keep Your Top Talent” shows: it says that about 25 percent of an organization’s top talent plans to leave within a year of joining.

Since it is very critical for organizations to retain talented people, HR make effort to do so. In consultation with management, it should proffer concrete suggestions and offers for what the organization has in mind to retain the employee.

Probe the reasons

The essence of the stay interview is that it should probe why the employee is planning to leave. HR should come up with a set of questions that should, while being informal, should be standard and structured. It should dig out the reasons for which the employee has made up her mind to quit and should explore all avenues for retaining the employee.

The pay, the work environment, the growth prospects or lack of motivation or employee engagement-any of these could be reasons for which the employee is planning to leave. The stay interview should get to understanding the exact reason. At this webinar, Marcia will explain the ways of eliciting these. The core point of note is that when done properly, the stay interview can be very effective at reversing the employee’s decision to quit since they are personalized, give the employee the opportunity to speak her mind out, bring out concrete remedial actions, and are inexpensive.

She will cover the following areas at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach; interview formant and how to handle possible resistance.

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About the speaker: Marcia Zidle is the CEO of Leaders At All Levels and a board certified executive coach based in Dallas Texas. With over 25 years of management, business consulting and international experience in the areas of business transformation, talent management and leadership development, she provides strategic focus, alignment and guidance to business leaders and their teams to ensure they get on the right track, stay on the right track and not get side-tracked in their drive for higher performance and profitability.