Behavioral and Situational Interviewing
The US Department of Labor estimates it costs on average 1/3rd of a new hire’s annual salary to replace them, and those costs increase
the higher the position is in the organization. It is clear with a bad hire you lose time, money and more. You must consider the impact
on productivity, customer dissatisfaction, lost sales and reduced quality.
It is more important than ever to have strong hiring procedures. Your process must include the right tools for properly evaluating candidates and identifying the right person for the job. Instructor Stephanie Legatos and myself, Christina Danforth, review the advantages of using both Behavioral and Situational Interviewing. During the course, Stephanie will show you the advantages of using behavioral interviewing to more accurately assess a candidate’s fit for the position and how to do it. Christina will focus on how to conduct situational interviews which are very similar to behavioral ones but can provide additional insight.
A consistent organizational interviewing strategy saves time and money. Learn how behavioral and situational interviewing can help you build the best team for your organization.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: Identifying Competencies
Module: Setting the Foundation
There are several strategies to identify competencies. The first strategy for identifying key competencies for roles in your organization is to look at
top performers. They are the people who have set the benchmark and often consistently exceeded what’s needed for success in that particular role. Analyzing
what they specifically do gives you the competencies you need to inquire about, measure, and evaluate when interviewing.
The second strategy for identifying key competencies is to take a look at what changes the organization is experiencing, and what the evolving organizational needs and strategy that impact each specific role for which you are interviewing. In other words, you not only want to determine key competencies for what’s needed today, but also for your emerging needs.
Changes in your industry, the marketplace, occupational licensing, and/or government regulations impacting compliance standards are the third and final way to determine key competencies. For example, in the state of Massachusetts there was new licensing effective June 2015 for Community Health Workers, which included twelve competencies. As a trainer for a nonprofit organization that provides professional development and training for Community Health Workers, I (and all trainers) had to update curriculum and demonstrate direct connection to a minimum of four competencies for each topic. Organizations that hire Community Health Workers now use these licensing guidelines to determine the skill level of each applicant for these jobs/roles.
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Stephanie Legatos holds an interdisciplinary masters degree in Human Resources and Counseling Psychology. She facilitates workshops on Resilience and Stress Management, Managing Personal Change, Customer Service, Conflict Management, and Train-the-Trainer. Stephanie is also a holistic career coach providing services to people in career transition from diverse occupations and industries. Stephanie also holds certifications as a...