Conducting interviews for selecting the required candidate is one of the most important functions for an organization’s HR. Nobody can deny the supreme importance of this task, because, after all, is it not through interviews that candidates, who could possibly go on to become the organization’s precious resources, get selected?
However, where most organizations go wrong is in adapting the right technique for interviewing. They may have got all the steps to the interview right. They could have advertised in the right channel, they could have carried out the background check most diligently. They could set the perfect test for the candidate. Yet, where the HR in most organizations goes wrong is in using a fallacious parameter to assess a candidate.
Where do organizations go wrong? It is using skill or knowledge as the basis for evaluating the candidate at the interview. What is wrong with this, isn’t this after all the method all companies adapt, you might ask. Although a popular means for selecting the candidate, there is another, better proven and more effective method of selecting a candidate: behavior-based interviewing.
So, what is this concept of behavior-based interviewing? In simple terms, behavior-based interviewing is a mode of selecting candidates at interviews based on behavior and attitude, rather than on their academic qualifications. It is far too common to find organizations paying way too much attention to skills, knowledge and experience than needed and failing to use the behavioral parameter for assessing a candidate.
This method of interviewing takes the candidate’s past behavior as the criterion for weighing her suitability for a position. Past behaviors in certain conditions and the candidate’s ability to respond to situations and challenges are a sure indicator of how she is expected to behave in the future in any given circumstance.
Rather than spend all its energies on doing things the traditional way, HR could make the interview a lot more effective if it adapts this method of interviewing a candidate. Following this method is a sure antidote to premature resignations and terminations, most of which are the result of the incorrect behaviors and attitudes.
How do organization develop these methods? This vital learning, which could make the difference between hiring the right fit and the wrong one, will be taught at a webinar that is being organized by TrainHR, a leading provider of professional training for all the areas of regulatory compliance, on July 9.
TrainHR brings the president and founder of Performance Development Strategies, Grant Schneider, as the expert at this sixty-minute webinar. Please visit https://www.trainhr.com/webinar/using-behavior-based-interviewing-to-select-the-right-candidate-702481LIVE to enroll for this webinar.
This webinar 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.
The core of the learning that Grant will impart at this session is the importance of predicting behaviors of a job candidate. Asking behavior-based questions and evaluating the answers is the way to doing this. Grant will show how to frame such behavior-based questions. This learning will help organizations in hiring the correct candidate for the job based on more than just gut feeling.
Most organizations spend a fortune on the hiring process. Nothing is more frustrating for HR than to carry out all the steps for the interview, only to see the candidate leaving in no time. As a result of this learning, organizations can avoid taking the wrong hiring decisions by selecting the behavior-based method, which takes away the guesswork and chance from the hiring process.
Grant will cover the following areas at this webinar:
- 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
This session is aimed at the benefit of personnel that are closely connected with the hiring process, such as HR Professionals, CEO, Senior Vice President, Vice President Executive Director, Managing Director, Regional Vice President, Area Supervisor, and Managers.
About the expert: Grant’s company 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.
Being a Certified Coach, he specializes in using an approach that helps organizations identify their vision of success, develop the roadmap, create goals, and then, most importantly, go on to achieve those goals.