STB Slides Aug 2006

1
Selecting the Best
Mexico April 07
2
Introductions

• Your Name and Position
• How many years with BD?
• What type of position(s) do or have you hired
  for?
• Most difficult position for which you have hired?

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STB Program Objectives

• You will learn
• The importance of selection and how it relates to
  BDs strategies for creating a high performing,
  engaged and diverse workforce
• How to prepare for the interview
• Through analysis of a job description, and
• Through the identification of relevant
  competencies and skills
• The power of asking behavioral questions and
  listening for actual results
• About Learning Agility, its importance and how
  to assess for it by practicing a simulated
  interview and receive feedback from your peers
• The technique for evaluating and assessing
  candidates

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(No Transcript)
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Importance of Good Selection
Accurate Associate Selection Results in
1. Increased Inflow of Talented Associates
2. Strong Performance for Business Results
3. Increased Job Satisfaction and Engaged
Associates
4. High Performing, Values-based and Inclusive
Culture
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The Importance of Diversity in Candidate
Selection.
DIVERSITY
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Diversity Includes..
Sexual orientation
Education
Tenure
Primary Language
Family status
Work style
Socio-economic class
Religion
Level in organization
Age
Appearance
Personality type
Physical (dis)ability
Where a person grew up
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Background Conversation
What We Say Out Loud
What We Think
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Interviewing Selection Process
PLANNING 1. Identify position requirements and
competencies 2. Coordinate interviews 3. Review
the resume for relevant experience
GUIDING PRINCIPLES 4. Using past behavior and
applied learning are the best predictors of
future performance 5. Behavioral questions
provide more reliable - predictive
information 6. Be aware of your background
conversation
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Interviewing Selection Process
CONDUCTING THE INTERVIEW 7. Develop an
interview guide 8. Use the interview guide to
take notes 9. Control the pace of the
interview 10. Explain the uniqueness/benefits of
working in your department, function, unit,
BD 11. End the interview and give the candidate
indication of next steps
EVALUATING CANDIDATES 12. Evaluate and make a
hiring decision
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Concept of Competencies

• Competencies address longer-term, broader
  patterns of behavior.
• Competencies describe the behaviors that lead to
  successful goal achievement
• Goals describe WHAT to achieve Competencies
  describe HOW goals are achieved.
• Competencies are hard to train, and more
• optimally areas to select for based on past
  performance.

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BD Values

• We accept personal responsibility
• We treat each other with respect
• We always seek to improve
• We do what is right

Living the BD Values Demonstrates the core
values that are the foundation for becoming a
great company great performance, great
contribution, and great place to work.
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BD Core Competencies

• For All Associates
• Living the BD Values
• Promotes an Inclusive Work Environment
• Drive for Results
• Action Oriented
• Customer Focus
• Teamwork
• Influencing Others
• Continuous and Versatile Learning
• Process Effectiveness

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BD Core Competencies

• Additional Competency for All People Leaders
• Managing, Leading and Developing People
• Additional Competencies
• Innovation
• Dealing with Ambiguity
• Organizational Agility
• Strategic agility
• Business Acumen
• Leadership Courage

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Planning Steps

1. Identify Job Requirements Competencies
2. Coordinate Interviews
3. Reviewing the Resume for Relevant Experience

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Job Description
Step 1 Identify Job Requirements Competencies

• Gives a clear understanding of
• Skills and work requirements necessary
• Job definition and scope of authority
• Core functions of the job
• For interviewing purposes, enables
• Screening candidates and resumes
• Explaining why a candidate was/was not selected

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Job Requirements

• Competencies
• Action Oriented
• Teamwork
• Customer Focus etc.
• Knowledge
• Job Related Knowledge
• Certification Required
• Experience
• Specific Past Experience
• Specific Demonstrated Accomplishments

• Technical/Functional
• Special Equipment, Software
• Languages Spoken
• Education
• Level of Formal Education
• Amount of Technical Education

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Job Requirements

• Physical Requirements
• Activity
• Mobility
• Visual and Auditory
• Dexterity
• General Health

• Scope of Responsibilities
• Degree of Judgment
• Degree of Independent Action
• Amount of Supervision Needed vs Autonomy
• Amount of Supervision of Others

• Environment
• Working Conditions
• Safety Hazards
• Hours

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What We Need Today

• SKILLS
• KNOWLEDGE

What do we need in the future?
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Using the Competency Cards
When preparing to interview, sort the cards into
3 piles

1. Competencies very necessary for success in the
   position
2. Competencies slightly necessary for success in
   the position
3. Competencies not really needed for success in the
   position

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Step 2Coordinate Interviews

• Decide who should be on the interviewing team
• Hiring Manager
• Teammates
• Key stakeholder or customer
• Provide each with a resume job description
• Discuss the desired skills competencies and
  divvy up the questions
• Critical areas get covered by multiple
  interviewers
• Discuss timeframe and next steps

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Advantages of coordinating interviews include

•  A clearer picture of the candidate's entire
  performance past
• Hiring standards are upheld even if lack of good
  applicants, or pressure to fill a job
•  Increased effectiveness of total interview time
   
•  Increased stakeholder confidence in the hiring
  decision
•  Allows for focus on the critical competencies
• with different questions

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Selecting the Best Interview Guide
Dept. ______________________ Position
______________________
1.
2.
3.
4.
5.
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Step 3 Review the Resume for Relevant Experience
When reviewing a resume, it is important to look
for

• Facts
• Job Content
• Responsibilities
• Patterns
• Education
• Titles
• Areas that look like the candidate is qualified

• Areas that look like the candidate is not
  qualified
• Periods of time when the candidate has not been
  employed
• Qualifications that meet the job definition

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Information you
CAN get on a resume

• Work experience
• Education
• Personal Information
• Address
• Interests

• Skills
• Special Training
• Writing Skills
• Career Objectives
• Scope of responsibilities

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Information you
CANT get on a resume

• Role models
• Attitude toward achievement
• Social effectiveness
• Basic values
• Career goals and ambitions
• Self-image
• Ability to work well with others

• Ability to think on their feet
• Need for direction
• Communication skills
• Maturity level
• Initiative
• Flexibility
• Reason for looking for a new job
• Work Style

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Reviewing the Resume
Be on the lookout for

• Unexplained gaps in employment
• Inconsistencies on the resume, such as frequent
  job or residence changes
• Preparation of the resume itself
• Dont let the resume drive the interview
• Be prepared
• Results/achievements/accomplishments
• specifically related to the position and
  targeted competencies

Remember
Look for
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Step 4 Use of Past Behavior and Applied Learning
are the Best Predictors of Future Performance

• Behavioral questions are NOT
• 1) What a person would like to do
• 2) What a person thinks should be done
  
• 3) What a person should have done
• Behavioral questions
• Are formulated to direct the question to describe
  actual past experiences
• Are specific to find out what actions or roles
  the candidate actually played
• Asks for outcomes and learning from each question
  response

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Step 5 Behavioral Questions Provide more
Reliable/Predictive Information
Avoid Theoretical/Opinion Questions Using words
like would you, if you were to, and could.

• TheoreticalIf you were asked to work extensive
  overtime, would you?
• BehavioralHave you ever worked extensive
  overtime? Please describe the circumstances.

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Step 5 Behavioral Questions Provide more
Reliable/Useful Information
Avoid Leading Questions

• Leading QuestionAs you know, were in the high
  tech business. Is that the kind of business
  youre interested in joining?
• Direct QuestionWhat do you know about our firm?
  What is interesting to you about the business we
  are in?

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Step 6 Be aware of your Background Conversation
What We Say Out Loud
What We Think
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Step 7 Develop an Interview Guide
The Interview Guide contains 3 major sections

• 1. Competency Coordinating for Multiple
  Interviews
• 2. Behavioral Questions
• 3. Candidate Summary Evaluation Comparison

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Behavioral Question Process EAR(L)

• Experience Tell me about a time
• Example, what was an event, situation, project,
  task, etc.
• Tell me about a time when
• Was there a situation that required
• Action(s) What did you do
• What action did you take
• How did you handle it
• Result(s) What was the result
• (be specific, try to quantify or qualify)
• What results did you achieve
• What was the outcome
• Learn What did you learn?
• How have you applied this
• What have you changed after this situation

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The Evidence is Compelling
The Lessons of Experience. (McCall, Lombardo
Morrison, 1988) Breaking the Glass Ceiling.
(Morrison, White Van Velsor, 1992)if people
have certain powerful on the job experiences and
learn from them, it is highly related to long
term job success.   Testing Common Sense.
(Sternberg, Wagner, Williams Horvath, American
Psychologist, 1995) identified street smarts (or
learning from experience) as far more correlated
with level attained in organizations that
IQ.   Working with Emotional Intelligence.
(Goleman, 1998) emotional intelligence (street
smart, common sense or learning agility) is
related to performance.
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The Evidence is Compelling

• Learning a new job and technical knowledge is
  different from learning new personal behavior or
  new ways of viewing events and problems. Learning
  new behaviors and adoption different attitudes
  generally is harder for people to do.
• Learning from life and work experiences is
  different from how intelligent an individual is.
  You cant predict one from the other you can be
  high on one and relatively low on the other.
• Learning from experience is more related to long
  term success in life and work than just raw
  intelligence (IQ).

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The Evidence is Compelling
4. More successful executives, as well as more
successful individual contributors tend to be
better learners. 5. Passive learners tend to
perform well in areas they know their personal
comfort zone. 6. Better learners actively wrestle
more meaning from their experiences. 7. Better
learners perform better under first time
conditions (for them). 8. Better learners are
strongly related to rating of potential,
consistent strong performance and staying out of
trouble.
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Step 8 Use the Interview Guide to Take Notes

• It is critical to take good notes that allow for
  the best selection decision
• Advise the candidate that you will be taking
  notes
• Use your own form of quick note taking so you
• dont break eye contact often or have pauses
• After the candidates leaves, complete the form
• summarizing your EARLs and comments for
• evaluation later.

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Use Clarifying Questions

• Can you tell me more about that situation?
• When you say WE who else was involved?
• What did you do? What was your role?
• What was the outcome? What was the result of your
  actions?
• When you say increased by X what were the actual
  s?

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Candidate Care

• Put Candidate at ease
• Ask how his/her drive in was
• Ask if he/she would like coffee, water, etc.
• Do not keep candidate waiting.
• Even if 10 minutes, call reception to explain
  give candidate message, send someone to greet
  contact HR, etc.
• The interview is a conversation, not an
  interrogation.
• Remember how you would like to be treated.

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Step 9 Control the Pace of the
Interview
The Model Interview (60 Minutes)

• 1. Opening/Introduction/Welcome 3-5 minutes
• Tell me about your current situation
• 2. Brief Overview of Position BD 5-10
  minutes
• 3. Review Education 3-5 minutes
• 4. Review Work History 5-10 minutes
• 5. Questions Prepared 20-30 minutes
• 6. Questions from the Candidate 5 minutes
• 7. Conclusion/Summary/Next Steps 5 minutes
• One or two other interviewers may cover,
  adjust your time.
• Only one or two prepared to discuss these in
  more depth

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Step 10 Explain the Uniqueness/Benefits of
Working in your Organization, BD

• Development opportunities such as cross-
• training, job rotation or other ways to
  increase
• job knowledge
• Special Assignments
• Visibility within the broader organization
• A positive team environment
• Cutting Edge Technology

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Step 11 End the Interview and Give the Candidate
an Indication of Next Steps

• Close the Interview
• Nice to meet you today. The next person is
  (xyz).
• I will bring you and introduce you.
• If Last Interviewer
• Thank you for coming in and your interest in BD.
• We enjoyed meeting with you today. We hope your
  experience was valuable.
• We will be making a decision within (x -time),
  and will provide information at that time.
• Escort (or have escorted) back to lobby.

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Step 11 End the Interview and Give the Candidate
an Indication of Next Steps

• Match Evidently Not Successful
• Verify thoughts through at least one additional
  interviewer
• Be open and up front with candidate based on
  skill match
• Questions from Candidate
• How did I do?

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Practice Interview
Opening/Introduction 5 minutes Questions
Prepared 20 minutes Questions from the
Candidate 5 minutes Total Time
30 Minutes Interviewer uses Selecting the Best
Interview Guide for prepared questions and
notetaking Observer uses Interviewer
Observation Guide Candidate uses Candidate
Feedback Form
 
 
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Practice Feedback
Fill out forms 5 minutes Debrief with each
other 25 minutes Total Time 30
minutes Interviewer uses Interviewer
Observation Form to self-critique Observer uses
Interviewer Observation Form Candidate uses
Candidate Feedback Sheet
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Step 12 Evaluating and Making the Hiring Decision
SIGNIFICANT AND MEANINGFUL
RELATED TO JOB REQUIREMENTS
RECENT
DEMONSTRATE A CONSISTENT PATTERN
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Mod 6-2