Guide to conducting interviews - British Columbia



guide to conducting interviewsratingUse the Interpretive Guides for Behavioural Interviews to interpret and evaluate candidate responses to competency based interview questions.? Use the Indigenous Relations Behavioural Competencies Interpretive Guides to interpret and evaluate candidate responses to Aboriginal Relations competency based interview questions. Use the Executive Leadership Behavioural Indicators to interpret and evaluate candidate responses to Executive Leadership competency based interview questions.? Develop and use an “ideal response” answer key to evaluate responses to hypothetical questions, knowledge based questions and role plays. RATING SCALE Use a rating scale to assign numerical scores to candidate responses to interview questions. ?Weighting may vary depending on the importance of the competency, knowledge, skill, or ability. Adjust the point values or use a multiplier as required. Beyond Recruitment Level Recruitment Level Below recruitment Level 9-10 points 6-8 points 0-5 points Excellent responseGood to very good responseLess than Acceptable or Unacceptable responseCompetency Questions: Should ensure extremely effective performance; significantly and consistently above criteria for successful job performance.Knowledge or Skill /Ability Questions: Ideal response or surpassed expectations; covered all the points looked for in a response; reserved for the exemplary set of skills that yield a particularly sophisticated approach or response; no petency Questions: Should be adequate for effective performance; meets criteria relative to quality and quantity of behaviour required for successful range of skills for handling the situation and the desired result, or outcome is obtained. Knowledge or Skill /Ability Questions: Clear response; includes most of key information; minor errors; demonstrates or describes the range of appropriate skills. At the lower point rating, some deficiencies exist in the areas assessed but none of major petency Questions: Insufficient for performance requirements; does not meet criteria relative to quality and quantity of behaviour. Described plausible but inappropriate behaviours for handling the situation or the desired result or outcome is not obtained. Knowledge or Skill/Ability Questions:Includes little or incorrect information; demonstrates a lack of understanding; does not describe a sufficient range of appropriate skills; many deficiencies; no answer provided or inappropriate answer; response would have negative outcomes.Asking Behavioural Event Interview questionsEffective behavioural event interview process relies on asking lead (main) questions and number of detailed follow-up questions to elicit sufficient level of detail and enough material to be able to make rating decisions. Lead questions must be the same for all candidates. Follow-up questions will vary depending on the quality and quantity of information the candidate provides.Ask for specific details for the candidate to describe "in action" what they did, said, thought, and felt Ask for a brief overview. Ask what led up to the situation. Ask for 3 to 5 key actions in the situation. Ask for the outcome.Once the candidate has given you an overview of a situation pertaining to a competency question, ask follow-up questions to ensure you have enough information to fully assess the competency as related to the position. i.e. "I would like you to go back to the beginning and walk me through the experience - the key elements of the experience as far as your involvement is concerned - in detail. Remember our goal is to have enough material to write a 'screenplay' about you, so focus on your role and your perspective."TAKING NOTES You are responsible for documenting your hiring decisions, including taking notes during the interview and panel deliberations. You are not required to take verbatim notes of everything an candidate says during the interview. However, your notes on candidate responses should be concise and capture key information shared. You can track all relevant competencies demonstrated in the answer even if the question is directed at a different competency.Notes documenting your rationale for the rating decision are critical; ensure your notes capture your rationale and illustrate how you determined the score (i.e. if the response was poor, what specifically was missing from the response). Detailed notes will help you to provide feedback to unsuccessful candidates and provide evidence that your staffing action was transparent, consistent, and based on the principle of merit.Evaluating the candidateIMPORTANT: Base your assessment for each competency and recruitment level on the candidate’s behaviour across all of the stories for all the questions. Rate the candidate on the level they demonstrate most of the time, rather than on just the response to the specific question. Consider all relevant competencies demonstrated in each answer even if the question is directed at one competency.Look for behavioural examples from your notes to support your behavioural competency ratings at the level you determined prior to the interview. Review and rate the candidate compared to the level selected for the competency. Use the evidence from the interview to support your ratings and discuss the evidence to reach consensus on the final rating.Interview TemplateCompetition InformationRequisition #:Position Title/Classification:Location:Candidate name:Date:Time:Interview Panel Names: INTRODUCTION –Responsibility: PANEL CHAIR ?INTRODUCE PANEL, PROCESS AND FORMAT ?TIME – Let the candidate know the approximate duration of the interview. ?NOTE TAKING – Advise the candidate that panel members will be taking notes during interview ?REPEAT, REPHRASE OR PARAPHRASE - Candidates are welcome to ask a panel to repeat or clarify a question at any time during the interview. ?COME BACK – If candidate is unable to answer a question right away, they can ask the panel to come back to it later.?QUESTIONS - Ask the candidate if they have any questions before proceeding. INTERVIEW QUESTIONS:INSERT QUESTIONMAX Point Value: Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal Response Notes on Candidate Response:Rationale for the Rating Decision:Interviewer’s Rating:Panel Consensus or Average Rating:INSERT QUESTIONMAX Point Value: Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal Response Notes on Candidate Response:Rationale for the Rating Decision:Interviewer’s Rating:Panel Consensus or Average Rating:INSERT QUESTIONMAX Point Value: Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal Response Notes on Candidate Response:Rationale for the Rating Decision:Interviewer’s Rating:Panel Consensus or Average Rating:INSERT QUESTIONMAX Point Value: Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal Response Notes on Candidate Response:Rationale for the Rating Decision:Interviewer’s Rating:Panel Consensus or Average Rating:INSERT QUESTIONMAX Point Value: Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal Response Notes on Candidate Response:Rationale for the Rating Decision:Interviewer’s Rating:Panel Consensus or Average Rating:WRAP UP - Responsibility: PANEL CHAIR Revisit Questions?Notes: Additional Candidate Comments?Invite Candidate to ask questions?NEXT STEPS - Let the candidate know when to expect a decision and how they will be advised. Panel Consensus or Average Rating: __________/10Total Interview Points AvailableMinimum Number of Points Required to PassCandidates' Total ScoreOutcome Pass ?Fail ?Transfer candidate’s total points to the competition results storylineIf you wish to assess the candidate’s communications skills, refer to the Oral Communications Guide on MyHR. Please note, assessing oral communications may present an unnecessary barrier to some groups. For more information on inclusive recruitment process, please access the Hiring Certification Program through the Learning Hub. ................
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