The essential difference is that interviewing is a behavioural diagnostic tool that asks competency-related questions that focus on past examples of demonstrated ability rather than asking hypothetical questions. E.g. ‘when did you demonstrate…’ rather than ‘what would you do if…’
Why do companies use behavioural interviewing?
You can design specifi c behavioural questions to determine which candidates possess the particular competencies required. You can unearth whether candidates have demonstrated these competencies in past work experiences and how past performance relates to the requirements of the role.
You can use reference checks to validate the specifi c situations events and examples that candidates provide in the interview. This reduces the ability for candidates to use hyperbole and hide important information.
How will it assist your people?
This interactive practical one day program is designed to develop the skills of interviewers through an experiential learning process. Interviewers will be invited to design and evaluate their own recruitment process, thereby allowing the knowledge to be embedded. Your people will be required to challenge their own thinking and to question their perceptions, biases and beliefs about people. This program was designed in Australia to help your people to:
Develop a selection approach for Competitive Advantage.
Develop competency in targeting talent.
Interpret data correctly and position information quickly.
Ensure your people are aware of what questions cannot be asked.
Assess the impact of Behaviour Based Interviewing vs. Traditional Interviewing.
Identify ways in which current selection skills can be enhanced.
Generate a willingness to be self-aware and seek feedback with the purpose of eliminating ineffective selection strategies.
What will your people learn?
Develop and ask effective, behaviour based questions
Pinpoint critical success factors
Develop structured interview guides
Develop the skill to control the interview
Probe and question strategically
Build rapport with candidates
Develop and conduct legally defensible interviews
Use reflective listening to encourage self-expression
Measure skills objectively instead of based on personality
Assess a candidate’s ability to thrive in a rapidly changing environment
Make decisions based on data as opposed to gut feel
Manage the image of the organisation
Recognise and respond appropriately to the difference between generational values
What does a typical program outline look like?
Self-awareness allows us to identify ineffective behaviours in the interview process
Behaviour can be a stumbling block to success
Choose our behaviour and choose our results
Identify and label personal bias, ineffective thinking and reactions
Rapport is more than respect and communication
Build relationships by “getting into the world of others”
Generate rapport with people whom we see as different to ourselves