Most prospective hires come well prepared for the formulaic interview questions we have all come to expect. And not surprisingly their answers do not often distinguish them from any other applicant. So the employer is left with no choice but to take a hunch.But with High-Impact Interview Questions by your side, you will no longer have to do your best guess work on what answers are genuine, which are rehearsed, and which will end up not reflecting the employee in the least. This invaluable resource shows you how to dig deeper using competency-based behavioral interviewing methods to uncover truly relevant and useful information. When the candidate is asked to describe specific, job-related situations, the interviewer will gain a clearer picture of past behaviorsand more accurately predict future performance.Complete with advice on evaluating answers and assessing cultural fit, the second edition of this user-friendly guide features dozens of all-new questions designed to gauge accountability, assertiveness, attention to detail, judgment, follow-through, risk-taking, social media usage, and more. By interviews’s end, the real person behind the résumé will be revealed and you will be able to make an offer based on accurate findings, not hopeful hunches.
|Edition description:||Second Edition|
|Product dimensions:||6.00(w) x 8.90(h) x 0.80(d)|
|Age Range:||18 Years|
About the Author
VICTORIA A. HOEVEMEYER is an OD expert who has helped many organizations transition from traditional to behavior-based interviewing. Currently serving as director of talent development at Lexington Health Network, she is the author of the first edition of this book.
Read an Excerpt
What Is Competency-Based Behavioral Interviewing?
Before we define competency-based behavioral interviewing (CBBI), it's important that we define a competency. Simply put, a competency is a behavior (a skill and/or ability) or set of behaviors that describes the expected performance in a particular work context. The context could be for an organization, a functional job group (e.g., accounting, human resources, operations), a job category (e.g., senior managers, middle managers, professionals), or a specific job. When they are appropriately developed, competencies are the standards of success for the position and the behaviors that are needed to support the strategic plan, vision, mission, and goals of the organization.
Competencies are different from the other requirements one might find for a given position, such as technical skills, functional skills and knowledge, education, and experience. For example, it is one thing to recruit for a position and require five years of management experience. It is another thing to recruit for a position that requires five years of management experience leading a diverse group of people. In the second situation, you would be looking for a candidate with five years of management experience coupled with a demonstrated competency of valuing diversity.
Competency-based behavioral interviewing is a structured interview process that combines competencies with the premise that, with few exceptions:
The best predictor of future performance/behavior is past performance/behavior.
The more recent the performance/behavior, the more likely it is to be repeated.
The questions asked during CBBI are based on real situations that relate to the competencies for the position.Candidates, then, are evaluated based on actual behaviors/performance rather than on possible or potential behaviors/performance. As a result, the information gathered from candidates is significantly more predictive of what their behavior and performance are likely to be in the position for which they are interviewing than what one finds with other interviewing styles.
In CBBI, rather than asking candidates directly if they have a particular competencyto which you will almost always hear a resounding "yes!"the interviewer asks the candidate to provide an example of a time when he demonstrated the competency. The focus is on the candidate giving you an indication of her proficiency in a particular competency by relating a real-world experience.
Excerpted from HIGH-IMPACT INTERVIEW QUESTIONS, Second Edition: 701 Behavior-Based Questions to Find the Right Person for Every Job by Victoria A. Hoevemeyer. Copyright © 2018 Victoria A. Hoevemeyer. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.
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Table of Contents
Foreword by Paul Falcone ix
Chapter 1: Interviewing: The Way It Is (Warts and All) 5
Chapter 2: Competency-Based Behavioral Interviewing (CBBI): The What, When, and Why 15
Chapter 3: Interviewing Considerations 37
Chapter 4: Hundreds of Interview Questions You Can Use 63
Chapter 5: Follow-Up Questions 131
Chapter 6: Guidelines for Initial Telephone Screening Interviews 137
Chapter 7: Creating an Interview Guide 151
Chapter 8: Smart Ways to Assemble the Data from Multiple Interviewers 173
Chapter 9: Use the Competencies in Your Other Programs and Processes 177
Chapter 10: CBBI Advice for Job Seekers 185
Resources and References 197
What People are Saying About This
"The concept of behavior-based interviewing has been around for some time now, but nowhere is the art and technique developed as well as in Victoria A. Hoevemeyer's High-Impact Interview Questions: 701 Behavior-Based Questions to Find the Right Person for Every Job." from the Foreword by Paul Falcone, author of The Hiring and Firing Question and Answer Book and 96 Great Interview Questions to Ask Before You Hire
Most Helpful Customer Reviews
I wrote an article on this in my blog, http://learnbuildplay.blogspot.com. I found the book excellent, and a great qay to start quantifying what used to be an off the top of the head comparison between potential employees. It's quick and easy to apply, and explains various issues that come up with seperating those good at interviews from those good at a job.
Selecting the right person for a job is both an art and a science. To help you improve your chances of finding the right person, author Victoria A. Hoevemeyer proposes that human resource departments and hiring managers should ask applicants explicit questions about their skills and behavior. This approach, known as 'Competency-Based Behavioral Interviewing' (CBBI), provides a clear picture of what candidates actually did in their previous jobs. Hoevemeyer's sensible idea is that if candidates succeeded at certain tasks before, they'll repeat their success in their new jobs. She provides a very long list of detailed questions that hiring managers can use to learn the specifics of candidates' skills and past performance. However, the book lacks proof that the CBBI process actually results in recruiting new hires who perform well and have better retention rates. Still, since Hoevemeyer's approach clearly elicits rich information, we believe that managers and even experienced HR professionals may find her interviewing tactics useful.
Vicki Hoevemeyer's excellent book is about more than interviewing and questions. It is a comprehensive primer on Competency Based Behavioral Interviewing. It is an exceptionally valuable resource to help you ensure that candidates possess the job related competencies that are unique and critical to your team's success. This is the ultimate interviewer's handbook!