Outstanding results in a department and organization are only possible with high-performing employees on your team.
-High performers are typically 34% more productive than the average performer
Yet, every day, managers are making hiring decisions with less information to know whether the candidate being hired will be successful or not.
Ensuring high-performing employees are part of your organization begins with the hiring process.
-If there is a more predictable way to select high-performing employees, you would want to know about it, right? Of course you would.
Selecting high performers requires several key factors:
- Specific job requirements expressed in terms of successful results;
- Accurate understanding of a candidate’s past experience and how these experiences relate to the successful results you need as well as the specific actions they took to obtain their past results;
- Objective analysis of a candidate’s actual results compared to what you need (and not compared to other candidates).
Going from Good to Great in your talent requires deeper knowledge of the candidates and the relevant experience they bring.
This selection process cannot happen by haphazard interviewing practices nor by allowing professionally-trained candidates to control the interview. Yet, so many organizations have not developed a reliable and predictable process for interviewing candidates.
You may be familiar with an interview methodology known as behavioral interviewing. In short, this technique asserts that past behavior is one of the best predictors of future behavior. If a candidate can provide evidence of being successful in the past by delivering results similar to what you require in the position being recruited for, chances are strong the person will be successful in the future role. The process of identifying those successful results criteria involves defining competencies.
The behavioral interviewing process asks candidates specific questions about their past behavior which relate directly to the competencies the successful candidate must possess. The questions are designed for the candidate to provide an example in the form of a story. A satisfactory story must give some context or describe the situation the candidate faced and detail the action they took to achieve measurable results. For experienced interviewers, this process is not new.
What is new is the assemblage—in one place—of 100 competencies, along with definitions and a minimum of 7 ( up to 30) behaviorally-based questions to ask candidates. Of course, you are free to modify the competency name and definition to fit your organization and culture. The questions will remain valuable.
Unique interview guides can be created for the various recruiters and managers who comprise your assessment and selection team, to ensure each interviewer is asking a unique set of questions. Consistent use of the interview guides will enable your organization to conduct interviews using a standardized process, thereby making the process objective in the eyes of various regulatory authorities.
You have several options available to you:
- Select the entire product of 100 competencies and associated interview questions;
- Select from four products, 20 competencies and associated interview questions in the areas of:
Click here to download a free sample of 10 competencies and three interview questions.