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Performance-Based Behavioral Interviewing - Hiring Emotionally Intelligent People

Performance-Based Behavioral Interviewing

Conducting an effective pre-employment job interview takes a great deal of skill and preparation. You want to interview candidates to assess their technical competence and most importantly their emotional intelligence and social intelligence. A poor hire can cause your company a great deal of money and undue distress for everyone involved.

Key Points for Conducting an Effective Interview:

  • Successful work behavior requires a mixture of job and people skills.
  • The single best predictor of future behavior is candidates' past behavior.
  • Stay focused and conscious.
  • Overcome emotional reactions and remain in control.
  • Listen 80% of the time.

Preparation is key to a successful, effective interview:

1. Do a Job Analysis. Identify critical success factors or job-specific competencies.

2. Create a job description based on what work needs to be accomplished.

3. Read candidates' resume and reference letters.

4. Decide how long the interview should take, generally 30-60 minutes.

5. Write job-specific competency questions. Example: Tell me how you have used your computer skills to
    accomplish a specific business objective?

6. Write Emotional Intelligence competency questions. Example: Effective team members are able to listen deeply
    to others and appreciate what their teammate is experiencing and feeling. Can you tell me about a time when you
    experienced being able to truly understand a coworker? (Empathy).

7. Indicate problem behaviors (would cause a competent person to fail) on Job Rating Sheet. Example: Unable to
    manage conflict

8. Decide if a work sample is necessary and how the skills should be demonstrated.

9. Incorporate valid, reliable and job-related pre-employment tests.

During the interview procedure:

1. Ask specific job skills and education competency questions that you have prepared.

2. Ask interpersonal skills competency questions. Emotional Intelligence competency
    questions represent approximately 70 % of any interview, supplemented by other
    types of questions.   

3. Take notes, including any potential problem behaviors.

4. Note areas for personal and career development.

5. Call references.

6. Complete a Hiring Rating Sheet including ratings on general impression,
    interpersonal skills and job-specific competencies, work simulation observations, test
    results, references and recommendations for hire.

Hiring decision:

1. Each member of interviewing team shares analysis of candidates' work-related
    competencies and other job-related data with the hiring manager and a final decision
    is made. 

Are you making good hiring decisions selecting people that are emotionally intelligent and a good fit with your company or law firm culture?

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams. We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers.

                                                  © Copyright 2010 Dr. Maynard Brusman, Working Resources

 

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Box 471525 San Francisco, California 94147-1525
Tel: 415-546-1252
E-mail: mbrusman@workingresources.com
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