EMPLOYMENT INTERVIEWING FOR WORK ETHIC Employment...employment interviewing for work ethic traits ... interview questions based on work ethic ... listen for the star in the answer

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  • EMPLOYMENT INTERVIEWING

    FOR WORK ETHIC TRAITS

    Leadership Through Fully Engaged Employees

    Chapter 2

  • 1

    Table of Contents

    LEARNING OBJECTIVES ....................................................................................................................... 2

    INTRODUCTION TO EMPLOYMENT BEHAVIORAL INTERVIEWING FOR WORK ETHIC

    TRAITS ........................................................................................................................................................ 3

    ADVANTAGES AND BENEFITS OF PEER BEHAVIORAL INTERVIEWING .............................. 4

    STEPS TO IDENTIFYING KEY WORK ETHIC TRAITS .................................................................. 5

    UNCOVERING TRAITS WITH BEHAVIORAL QUESTIONS ........................................................ 10

    EXERCISE: IS THIS ANSWER A COMPLETE STAR ANSWER? ................................................ 14

    TIPS FOR CONDUCTING THE INTERVIEW ................................................................................... 15

    EVALUATING CANDIDATES .............................................................................................................. 16

    AVOIDING ILLEGAL INTERVIEW QUESTIONS............................................................................ 17

    Appendix .................................................................................................................................................... 18

    INTERVIEW QUESTIONS BASED ON WORK ETHIC ................................................................... 19

    LISTEN FOR THE STAR IN THE ANSWER ...................................................................................... 11

    INTERVIEW NOTE TAKING FORM .................................................................................................. 32

    PEER INTERVIEW RATING SHEET .................................................................................................. 34

    APPLICANT COMPARISON MATRIX ............................................................................................... 35

    BLANK FORMS Back of Chapter

  • 2

    LEARNING OBJECTIVES

    Through participation in this session, you will be able to:

    1. State the advantages of peer interviewing for the department and VPH.

    2. Indicate the advantages of employment interviewing questions focused on work ethic

    behavioral issues.

    3. Conduct a peer interview using behavioral interview techniques.

    4. Evaluate candidates and make a hiring recommendation to the hiring manager.

    5. Identify interview questions to use focused on the work ethic traits most important for

    success within the particular job.

    6. Distinguish illegal interview questions from appropriate questions to ask.

  • 3

    INTRODUCTION TO EMPLOYMENT BEHAVIORAL

    INTERVIEWING FOR WORK ETHIC TRAITS

    Imagine this scenario

    A highly qualified employee with many years of outstanding experience is hired to join your department.

    The Manager tells everyone, Youre just going to love the newest addition to our team.

    Unfortunately, the honeymoon is short lived.

    When you asked for a hand this morning with a difficult client the abrupt response was Look, Ive got

    my own clients to take care of. Find someone else! This is the third outburst of this kind in the last

    couple of days. After a couple of weeks it is clear that the new employee does have exceptional clinical

    skills, but seems to be lacking in some key teamwork and interpersonal skills.

    Then, it goes from bad to worse.

    Before long, it seems no one wants to work with this person and clients are complaining. The outstanding

    clinical and technical skills of the new employee are being overshadowed by some clear behavioral

    issues. Fortunately, in less than three months, the new employee resigns to relocate with their spouse to a

    new city.

    How could what looked like a star new employee turn into your worst

    nightmare?

    Simply put, the new employee had some behavioral flaws that were not picked up during the hiring

    process. The excellent clinical skills and many years of experience had dominated the selection decision.

    The soft skills of teamwork, customer service and cooperation with others had not factored into the

    decision as strongly as they should have been.

    Whats the solution?

    With peer behavioral interviewing, employees participate in the

    interview process and screen candidates for compatibility with the

    department work environment. They then provide critical input into

    the hiring decision and share accountability for supporting the new

    hire.

  • 4

    ADVANTAGES AND BENEFITS OF PEER BEHAVIORAL

    INTERVIEWING

    While the Department Manager retains the final hiring decision, including peers in the process

    has many benefits.

    Peer interviewing results in better selection. Employees have insights as to the qualities essential to handle the job demands and to fit in with the rest of the staff.

    Since key employees have ownership in new hire selection, they will work to help make the new employee successful.

    Applicants comfort levels grow significantly as they sense acceptance up front by key team

    members.

    Applicants have the opportunity to ask questions of the people who know the most about the job. New

    hires know what they will be getting into, which

    reduces job reality turnover.

    The Iceberg of First Hand Knowledge

    25% of problems known to Senior Leaders

    50% of problems known to Directors and Managers

    75% of problems known to Supervisors

    100% of problems known to employees

    Peer interviewing allows the best employees with first-hand knowledge of the

    department to become a valuable part of the hiring process.

  • 5

    STEPS TO IDENTIFYING KEY WORK ETHIC TRAITS

    Step 1: Understanding employee engagement and 4 levels of employee engagement.

    Step 2: List your employees by level of engagement.

    Step 3: Identify the work ethic qualities your most fully engaged employees are strongest in.

    Step 4: Identify the work ethic traits your least engaged employees are weakest in.

    Step 5: By comparing the work ethic traits in steps 3 and 4 with your knowledge of your

    department you are able to identify the 3 most important work ethic traits for your key position

    What is Employee Engagement?

    Employee Engagement is a state of involvement, contribution, and ownership. Engaged

    employees value, enjoy and believe in what they do.

    Fully engaged, committed employees understand that what they and their department are doing is

    meaningful and important. They have clear vision about where their department is going and it is

    consistent with their professional values and aspirations.

    Fully engaged, committed employees are highly motivated, hardworking, growth oriented, and recognize the success of their department is directly impacted by the degree

    to which they demonstrate their professional competence and caring attitude.

    When changes, such as new ideas or new methods, are introduced into their department, highly engaged employees are open-minded. Especially if the change will help the

    department meet the needs of their clients or customers, the fully engaged employees will

    support and in many cases help lead the change initiative.

    Contented, complacent employees tend to be loyal to the tasks they are familiar with. Fully

    engaged employees are committed to the customers, the end results, and are anxious to learn new

    methods if they will improve the outcomes for clients and customers.

    4 PILLARS OF EMPLOYEE ENGAGEMENT

    1. Personally identifies with the organizations mission, vision, and values.

    2. Work ethic exemplifies commitment to high standards of performance.

    3. Behavior earns respect and trust with all whom they interact.

    4. Attitude demonstrates pride in organization and contributes to organizations success.

  • 6

    4 LEVELS OF EMPLOYEE ENGAGEMENT

    Fully Engaged Engaged Somewhat Disengaged

    Engaged Client -Anticipates needs and

    responds with timely effective

    action.

    -Will do whatever it takes to

    deliver exceptional client

    service.

    -Helps management

    become aware of problems.

    -Delivers good, solid

    performance.

    -Does what is

    expected when

    it will likely be

    noticed.

    -At times needs

    encouragement.

    -Responds to

    coaching.

    -Minimizes or

    rationalizes client

    service problems.

    -Defensive

    toward coaching.

    Teamwork -Seen as a role model and

    informal leader.

    -Promotes cooperation.

    -Redirects inappropriate

    conversations.

    -Volunteers to take additional

    assignments when need arises.

    -Maintains a professional

    approach under stress.

    -Works well with others.

    -Is organized and

    completes work

    assignments in a timely

    manner.

    -Helps out when asked.

    -Does what it

    takes to get by.

    -Can be

    positively or

    negatively

    influenced by

    co-workers.

    -Complainer,

    gossips. Points

    out others

    problems in a

    negative way.

    -Passive at times.

    Attitude -Passionate about their work

    and the department.

    -When conflicts occur, rises to

    the occasion.

    -Positive influence on others

    commitment level.

    -Focused on completing

    their individual

    responsibilities well.

    -Accepts changes in work

    assignments without

    negative discussion.

    -Selective about

    where they put

    their energy.

    -When changes

    in work

    assignment are

    needed

    sometimes

    communicates

    displeasure with

    negative

    discussion or

    body language.

    -Cynical. Thinks

    they can outlast

    managements

    efforts for

    improvements.

    -Has negative

    influence on

    some members in

    the group.

    Respect -Sensitive to the needs of

    others. Encourager. Energizes

    others. Builds productivity.

    -Problem solves without

    conflict. Will discuss their

    concerns with involved co-

    worker versus discussing with

    uninvolved parties.

    -Courteous, polite. Treats

    others with consideration.

    -Occasionally

    gets caught up

    in the negativity

    of others.

    -Has a we vs.

    they perspective.

    -Blames others.

    -Makes excuses

    for self.

  • 7

    LIST EMPLOYEES BY LEVEL OF ENGAGEMENT

    Classify or rank employees within job category by level of engagement. Indicate the qualities

    that differentiate the employee either positively or negatively.

    Job Category __________________________________________________________________

    Employee Engagement Level Key Qualities

  • 8

    5 QUALITIES NEEDED FOR SUCCESSFUL EMPLOYEES

    1. Coachability (27%): The ability to accept and implement feedback from supervisors,

    co-workers, customers, and others.

    2. Emotional Intelligence (25%): The ability to understand and manage ones own

    emotions and accurately assesses others emotions.

    3. Motivation (20%): Sufficient drive to achieve ones full potential and excel at the job.

    4. Temperament (15%): Attitude and personality suited to the particular job and work

    environment.

    5. Technical Competence (13%): Functional or technical skills required to do the job.

    WORK ETHIC TRAITS OF SUCCESSFUL EMPLOYEES

    TRAIT DESCRIPTION

    1. Commitment to Improvement. Coachability. Responsive to

    supervision. (Page 19)

    Has willingness to accept direction and learn

    from others. Open to feedback.

    2. Teamwork and Cooperation. Communication and Relationship Skills

    (Page 21)

    Works well with others. Adjusts to a variety of

    tasks as the priorities change.

    3. Dependability (Page 24) Keeps number of unscheduled absences well under the departments standard.

    4. Resilience, Positivity, and Perseverance (Page 25)

    Has high tolerance for frustration. Hardy,

    resolute, tenacious, and keeps commitments.

    Optimistic outlook with upbeat disposition.

    5. Judgment, Maturity, and Stability, Decision Making and Problem Solving

    (Page 26)

    Solid, steady, loyal. Calm in the face of

    adverse situations. Exercises self-control.

    Skilled at identifying, analyzing and solving

    problems. Able to identify options and

    determine the optimum course of action.

    6. Results-Oriented, Achievement, Drive, and Intensity (Page 27)

    Has the willingness and ability to handle a

    demanding, fast-paced work environment. Has

    the intensity and achievement drive needed to

    complete the tasks and needs of the position.

    7. Client/Customer Service & Responsiveness (Page 28)

    Makes ongoing efforts to understand the needs

    of clients/customers and be exceptionally

    responsive in meeting those needs.

    8. Leadership (Page 30) Inspires action in others, guides group behavior toward accomplishment of its goals.

  • 9

    Work Ethic Trait #2:

    _________________________________________________

    Work Ethic Trait #3:

    _________________________________________________

    Work Ethic Trait #1:

    _________________________________________________

    SELECTING TRAITS TO INTERVIEW FOR

    Typically, employment interview questions focus on applicants experience, technical and job specific

    skills. It is redundant to ask this same type of question in the peer interview. Remember that most

    performance problems dont occur because of weaknesses in the employees technical skills and abilities.

    Most of the problems are caused by work-ethic behavioral issues.

    Its easier to teach a willing employee technical skills than it is to improve their work ethic,

    values, and relationship skills.

    Identify a key position in your department:

    _______________________________________________

    From the descriptions which follow, identify three important work ethic traits

    that separate your best employees from your least successful in this key position.

  • 10

    UNCOVERING TRAITS WITH BEHAVIORAL QUESTIONS

    After selecting the three traits which the peer interview will focus on, the next step is to develop

    the questions which will be asked. The Appendix in this guide has an extensive list of approved

    questions for each of the listed traits or characteristics.

    What is a behavioral question?

    Behavioral questions ask how the candidate has actually performed in the past, as opposed to how they FEEL or what they THINK they might do.

    A behavioral question is one which requires the candidate to describe a specific instance when they demonstrated the skills or behaviors associated with a specific trait.

    The purpose of a behavioral question is to uncover an example of past behavior.

    Someone who has successfully demonstrated a behavior in the past is likely to repeat that behavior in the future.

    Behavioral questions typically begin with

    Tell me about a time when

    Describe a situation where

    Give me an example of

    Share with me an experience when you

    Walk me through a time when

    For example, if looking for evidence of communication skills, you might ask a question such as:

    Describe a situation when you had to be extremely careful in delivering

    information to a client and/or family at a time when everyone was under a

    great deal of stress. Walk me through the conversation.

    Behavioral questions are not concerned with

    Opinions: What do you think are the qualities of a good communicator? You dont need to

    know what they think the qualities are, you...

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