Behavior Bad Structured Interviewing (BBSI)
Quick and Easy Reference Tips for the Hiring Manager/Recruiter Before the Interview
1. Review candidate materials.
2. If assigned, prepare to conduct the Key Background Review to ek relevant information about the
candidate’s educational background, work history, knowledge, experiences, and motivations.
3. Prepare the Planned Behavioral Questions ction.红与黑经典语录
a. Review the definitions and key actions
b. If necessary, modify questions to better fit the candidates knowledge and experience as well as
the position
c. Determine the order in which you’ll ask the questions for each target.
d. Develop additional questions if necessary
4. Estimate the time needed to cover each ction of the Interview Guide. (To help stay on track during
the interview, record start times at the top of each page in the guide). Time Tips (approximate times)
a. Opening: 2 minutes
b. Key Background Review: 6 minutes
c. Planned Behavioral Questions: 6 minutes per dimension
d. Clo: 10 minutes
During the Interview
U follow-up questions to build complete STARs and to turn fal STARs into true STARs
1. Greet the candidate, stating your name and position.
1. Explain the interview’s purpo. To make sure you and the candidate get the information needed to make good
decisions.
2. Describe the interview plan, explaining that you will:
a. Briefly review the candidate’s education and work history (if assigned)
b. Ask questions to get s pecific information about the candidate’s jobs, experiences, and knowledge.
c. Provide information and answer the candidate’s questions about the organization and the position
3. Explain that you will take notes throughout the interview.
4. Make the transition to the first ction.
Follow-up Questions To Build Complete STARs动的繁体字怎么写
Situations or Task
Questions
Action Questions Result Questions Describe a situation when…..Exactly what did you do? What was the result?
Why did you ….?Describe specifically how you did that…How did it work out?
What were the circumstances surrounding? What did you do first…..cond?
What problems/success resulted
from…?
What was the most memorable time when that happened? Describe your specific role in the
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What feedback have you gotten? Walk me through the steps you took..
Interview Clo
1. Ask any additional questions you believe will help you clarify and complete your notes.
2. Provide assigned information about the position, organization, or location, and ask if the candidate has any
questions
3. Ask the candidate what might prevent him or her from accepting an offer if one was made.
4. End by explaining the next steps in the lection process and thanking the candidate for a productive
interview.
Post-Interview Data Evaluation
1. Evaluate the data relative to each target
Review each STAR to determine if it is complete and in the right target
Determine whether each STAR is effective or ineffective
Weigh each STAR by considering similarity, impact, and recency.
Rate the overall target
NUMERICAL RATINGS
5 Much More Than Acceptable (Significantly exceeds criteria for successful job performance)
4 More Than Acceptable (Exceeds criteria for successful job performance)
3 Acceptable (Meets criteria for successful job performance)
2 Less Than Acceptable (Generally does not meet criteria for successful job performance)
1 Much Less Than Acceptable (Significantly below criteria for successful job performance) CLARIFYING RATINGS
N No opportunity to obrve or make an asssment
I Incomplete data – need more information
5H Too high – so strong in one aspect of a target as to cau weakness in another or overall
2. Evaluate obrvable targets.
Review your notes and communication obrvations.
Rate the key actions for communications (below) by placing a check mark in the appropriate box for each key action to note whether the candidate’s communication was positive/effective (+), neutral (0), or
negative/ineffective (-).
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Note your rating for communication in the box.
COMMUNICATION –Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.
3. Prepare for data integration.
Transfer your ratings to the Rating Grid (included with the BBSI Guide). Include your comments so you can refer to them during data integration
RATING
Data Evaluation Guidelines
The purpo of this document is to provide interviewers with some guidelines to ensure the consistent application of
the interviewing process across interview panels in evaluating applicants for the position.
Data Evaluation– What rating should be given to a candidate on each competency?
八大菜系顺口溜1. Complete interview
2. Identify complete STARs
3. Categorize STARs into competencies
4. Identify STARs as effective (+) or ineffective (-)
5. Weigh the significance of each STAR by considering the impact of the example on the organization, similarity to
the position(s), and recency. Standards for each of the factors are provided below:
Impact:
High Impact = STAR indicates successful handling of a significant work issue (i.e., involving high risk, tting of a precedent, solution of a long-standing or difficult to solve problem, impact across veral projects/customers or one large/important project, etc.)
Moderate Impact = STAR indicates successful handling of a routine work issue (i.e., having tactical, short
term, or routine characteristics and outcomes);
Low Impact = STAR indicates that the core issue was not solved or not solved effectively or the STAR
involved the completion of a mundane task.
Similarity - STARs pertaining to Chrysler/automotive manufacturing and the targeted role would be rated
as having the greatest similarity.
Recency – STARs reprenting actions taken in the last five years would be rated as the most recent.
STARs greater than three years old would be rated as having lower recency.
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6. Rate the Competency
o 5 = Much more than acceptable. If some or all of the following are true, consider a rating of 5:
o You would expect this person to rate as much better than the average job incumbent in the position.
o This person’s STARs covered all of the key behaviors.
o At least two high qualities (i.e., high impact, similar to a Chrysler position and recent) STARs were provided during the interview.
o 4 = More than acceptable. If some or all of the following are true, consider a rating of 4:
o You would expect this person to rate as better than the average job incumbent in the position.
o This person’s STARs covered all of the critical key behaviors, but may have misd one minor key behavior.
o One high quality STAR and at least one STAR of moderate quality (i.e., moderate impact provided during the interview.
o 3 = Acceptable. If some or all of the following are true, consider a rating of 3:
o You would expect this person to rate similar to the average job incumbent in the position. In other words, you would expect this person to be able to perform adequately in the position.新娘的英文
o This person’s STARs covered the most critical key behaviors, but did not hit all of them.
o Only one high quality STAR OR two or more STARs of moderate quality were provided during the interview.
o 2 = Less than acceptable. If some or all of the following are true, consider a rating of 2:
o You would expect this person to rate as lower than the average job incumbent in the position
o T his person’s STARs misd most of the critical key behaviors.
o Only one STAR of moderate quality was provided during the interview.
o 1 = Much less than acceptable. If some or all of the following are true, consider a rating of 1:
o You would expect this person to rate as much lower than the average job incumbent in the position.
o This person’s STARs misd most of the key behaviors (all of the critical key behaviors).
o The STARs provided during the interview were of low quality OR there were no complete STARs provided.
Tips for Interviewers
The best interviews start with preparation. The arrangements you make, from eliminating potential distractions during the interview to thoroughly reviewing candidates' background before the interview, can t the tone for the interview itlf.
Review candidate materials, including resume and any application forms.
Decide which jobs and experiences are most relevant to the target job.
If assigned, prepare to conduct the key background review to ek relevant information
about the candidate’s educational background, work history, knowledge, experiences, and
motivations.
Prepare the Planned Behavioral questions ction
Estimate the time needed to cover each ction of the interview guide
Make the entire lection process a positive experience for candidates by making special preparations
before, during, and after the interview.
Obtain and u the Chrysler Behavior Bad Structured Interview Guide (Mandatory).
This structured plan takes you from the opening through the interview questions to the clo. Through job analysis, customized guides have been developed for the hiring
manger. To obtain a customized interview guide contact your HR reprentative or
CRM.
Eliminate potential distractions. (Phone calls, beepers, etc.) An interview free from
新手机第一次怎么充电对电池好interruptions tells candidates that not only is the discussion important, so are they.
Conduct the interview in a private area. Your office or a conference room provides an
atmosphere that helps candidates relax and talk more openly.
Provide a fact sheet or company brochure.
Check candidates' understanding of the job and responsibilities.
Keep candidates updated on their status in the lection process.
Manage your interviews so you get the most complete information possible in the allotted time Tell candidates at the start of the interview that you might need to interrupt occasionally and move the discussion along so you can discuss the full range of their accomplishments.
U procedural suggestions to state how you'd like to conduct the interview, how you'd like
candidates to respond, or what areas you'd like to cover.
Check your understanding when you're unclear about something.
Stick to your established schedule.
Collect examples of candidates' actual past behavior
Get the whole story (S/TAR)--ask about the situation candidates were in or the task they performed, the specific actions they took, and the result of tho actions.
Probe when candidates give a general answer or are evasive.
Take thorough notes
Take notes openly
Explain why you're taking notes
Develop your own shorthand style
Record key words
Build rapport with candidates
Compliment them at the beginning and end of the interview
Minimize the impact of negative information
Maintain their lf-esteem when they can't recall or don't have the information you're
requesting
Respond with empathy to strong negative and positive feelings
