Talent Selection

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Talent Selection

• Using the Behavioral Approach
• Presented by Wendy Foster Barbara Kimmel
• LAA VP Program Breakout Day, January 17, 2008

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Match Retention
Staff Retention
Hire the Right People
Training Tools
Capacity
Recognition Reward
Prof. Development
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Goal

• A hiring system that consistently selects top
  talent who are a good fit with the organization

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Research shows the cost of a poor hire is 1.5
to 3 times the annual salary (employee is in a
position for 6 months and then let go) Example
A poor hiring decision for a 30,000 salaried
employee costs 45,000 - 90,000 !
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Cost of Poor Hiring Decisions

• Advertising/recruiting
• Screening interviewing
• Supervisors time
• Low productivity of employee until he/she gets up
  to speed
• Wasted salary of unproductive employee
• Wasted benefits
• Time of other employees completing tasks of
  former employee
• Unrealized opportunities for the organization

• Hiring costs
• Training costs
• Separation costs

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Impact of Selection

• Poor hiring decisions lead to
• Decreased morale
• Reduced teamwork
• Loss of productivity
• Reduced customer
• satisfaction
• Increased cost

• Good hiring decisions lead to
• Enriched work
• environment
• Improved morale
• Enhanced teamwork
• Less stress
• Increased opportunity
• and productivity

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Selection is a Key to Organizational Success
Organizational Growth Productivity
Match Quality Retention
Employee Retention
Satisfied Productive Employees
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Setting Up Success
Talents
Passions
TOP
BEST HIRES
Organization
Add more value Rank as high performers More
engaged motivated Not looking for another job
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Typical Selection Process
Most conversational interviewers make their
decision based on first Impressions and within
the first 4 minutes!
Negative First Impression
Make Decision
Complimentary Interview
Positive First Impression
Make Decision
Sell the Candidate
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Behavioral Approach

• Behavior predicts

• Anything a person does that can be observed or
  measured
• Better predictor than first impressions and gut
  feelings
• Verifiable data that can be used to make
  objective hiring decisions

Data Driven Decision Making!
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Predicting a candidates performance is not the
same as assessing a candidates personality!
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Behavioral Selection Process
Gain Behavioral Examples
First Impression
Make Decision
Close Interview
Build Rapport
Rate Skills
X
X
Negative First Impression
Make Decision
Complimentary Interview
X
Positive First Impression
Make Decision
Sell the Candidate
X
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Partnership

• BBBSMB and BBBSA partnered to hire NOVATIONS
• Develop behavioral interview guides for 4 key
  Service Delivery functions
• Recruiter
• CSR
• Enrollment
• Match Support
• Core project work completed November and December
  in Boston
• Results to be vetted and compared to practices in
  SDM agencies across the country
• BBBS Miami
• BBBS Nashville
• BBBS Portland

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NOVATIONS Process

• Conduct Job Analysis
• Develop Interview Questions
• Training on How to Gain Behavioral Examples

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Job Analysis

• Systematic evaluation of what it takes to perform
  successfully in a job

What specific skills and competencies
are required for the particular function?
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Job Analysis Process

• Identify job experts
• Managers, current top performers
• Review job description and performance review
  forms
• Identify key tasks and performance expectations
• Identify key job skills and competencies
• Define skills in behavioral terms

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Develop Interview Qs

• JOBS Model
• J Job-Related Related to skills and
  competencies
• identified in job analysis
• O Open-Ended More than a yes or no
  answer
• B Behaviorally-Based Gain information about
  the candidates actions in specific
  past events
• S Skill Definition-Based Use key words and
  phrases from skill definition

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Other Types of Interview Qs

• Hypothetical
• Better
• Pop-Psychology
• Better
• Close-ended
• Open-Ended

• How would you handle an angry customer?
• How did you handle an angry customer?
• If you could be any type of car, what would it be
  and why?
• Tell me about a time in which you were creative.
• Are you a leader?
• Describe a specific situation that highlights
  your leadership skills.

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How to Gain Behavioral Examples

• Ask open-ended questions
• Tell me about a time when you
• Give me an example of
• Describe a situation that demonstrates
• Allow silence
• Probe using SHARE model
• Situation, Hindrance, Action, Result, Evaluation
• Take notes

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BBBSMB Selection Process

• Screen resumes
• Conduct pre-screen phone call with selected
  candidates
• Candidate is provided with realistic job preview
  and salary information
• Conduct in-person behavioral interview and
  job-specific mock exercise
• Rate candidates
• Make decision

New
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Key Learning So Far

• Behavioral interviewing is not in the comfort
  zone for most managers
• Most candidates have never experienced a
  behavioral interviewprepare them
• Provide opportunity for hiring managers to
  practice!
• Buddy up in interviews
• Change management

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Expanding to the BBBS Network

• Roll out updated SDM competencies and
  interviewing guides by end of June
• Launch behavioral interviewing training based on
  these competencies second quarter
• Conduct job analysis on the VPP position and
  create interviewing guide
• Online HMM courses available to get you started -
  Hiring

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• Questions Discussion