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Contents TOC \o "1-3" \h \z \u Introduction: PAGEREF _Toc464053664 \h 2The Interview: PAGEREF _Toc464053665 \h 2Step-by Step explained: PAGEREF _Toc464053666 \h 3Step 1: Decide what you want to assess in the interview: PAGEREF _Toc464053667 \h 4Step 2: Understand BC Public Service Competencies PAGEREF _Toc464053668 \h 4Step 3: Use competency scales to determine recruitment and target level PAGEREF _Toc464053669 \h 5Step 4: Develop interview questions and ideal responses PAGEREF _Toc464053670 \h 5Step 5: Determine the marking scheme PAGEREF _Toc464053671 \h 6Step 6: Plan your interviews and provide interview information to the candidate PAGEREF _Toc464053672 \h 7Step 7: Conduct the interviews: PAGEREF _Toc464053673 \h 8Step 8: Evaluate responses/ Finalize marking PAGEREF _Toc464053674 \h 8Additional Information: PAGEREF _Toc464053675 \h 9Resources: PAGEREF _Toc464053676 \h 10Introduction:Interviewing is the most commonly used method of assessing candidates. This document will take you through the key steps in planning, conducting and documenting an interview. The Interview:The panel interview is commonly used across the BC Public Service and is typically conducted by a three member panel. The interview can, however, be conducted by one or any number of panel members. It is important to carefully select your panel members based on their experience, familiarity with the job and willingness to be involved before, during, and after the interviews. The interview may be conducted in person, over the telephone, using online technology such as Skype, Lync, or video conferencing. Interviews may be conducted by the supervisor of the position, a higher level manager, or sometimes a colleague or peer. There may also be more than one interview throughout the assessment process in a staged or tiered process. Using a panel interview has many benefits such as increased transparency, valuable input from panel members, marking and final decision reached by consensus, and no requirement for secondary interview. Types of Interview Questions:Behavioural Event Interview QuestionsThe Behavioural Event Interview (BEI) technique is based on the premise that “the best predictor of future behaviour/performance is past behaviour/performance in similar circumstances”. In this approach, candidates are asked to describe how they have behaved in real situations in order to determine if their competencies align with the requirements of the position. BEI questions are often used to assess competencies. They are questions best used in conjunction with other complementary forms of assessment such as tests, role-plays, and situational and knowledge questions to ensure all factors, including knowledge and skills requirements, are appropriately considered. This holistic assessment approach will provide you with a stronger sense of candidates’ overall ability to perform the job while ensuring a relevant, fair and merit based process.Situational (Hypothetical) Interview QuestionsSituational questions are used to evaluate an candidate’s response to a challenging, work-related hypothetical situation. They are used to assess competencies and skills/abilities. Knowledge-Based QuestionsKnowledge based questions are used to assess specific knowledge that is required for success on "day one" of the job. Questions to assess Role and Organizational alignmentAn assessment of the role and organizational alignment allows you to determine if the candidate will successfully integrate into your organization. The questions regarding role and organizational alignment will evaluate?the candidate’s level of related knowledge, preparation, and capabilities to effectively function in the role and to effectively integrate into the shared practices, behaviours, and work values of your organization. Role-Plays A role-play is a simulation of events as they occur on the job where "actors" interact with the candidate allowing them to show the actions they would take as each situation evolves. Role plays can be very effective way to assess areas such as coaching skills, service orientation, conflict management, and the capacity to listen, understand and respond appropriately. ?Step-by Step explained: Step 1: Decide what you want to assess in the interview: This is the most important step! You need to know what you are looking for in the interview. Refer back to the selection criteria in your posting or job profile to determine the factors you want to assess. The knowledge, skills / abilities and behavioural competencies you choose to assess must be consistent with the stated selection criteria in your job posting or job profile. Knowledge and Skills/Abilities: These factors are commonly assessed through other parts of the process (i.e. job simulation, written test, reference checks). Situational interview questions, knowledge based interview questions, role plays and oral presentations can also be used to assess knowledge, skills and abilities. Competencies: Choose 3-5 competencies critical to successful job performance. Behavioural Event Interview (BEI) questions, situational interview questions, and role plays can be used to assess competencies. Once you and your panel members have agreed on what factors you want to assess, add them to the Interview Template. Step 2: Understand BC Public Service Competencies322897563944500322897559944000A behavioural competency is any motive, attitude, behaviour or other personal characteristic that is essential to perform the job in a qualified manner. It can be used to differentiate between average and superior work performance. The Competency Dictionary can be found on @work.The Competency Dictionary is your reference for identifying: Competencies for Managers, Supervisors and StaffLeadership Competencies for Executives and DirectorsCompetency definitions; and Behavioural scalesBehavioural competencies are clustered into four groups. They are: Leading People, Achieving Business Results, Personal Effectiveness, and Interpersonal Relationships. Behavioural competencies include a behavioural competency definition and a behavioural competency scale. The behavioural competency scale is a series of statements that expand on the behavioural competency definition, and provide detail about what the behavioural competency looks like when demonstrated at increasing levels of performance. These levels are arranged so that they are progressive and cumulative: Progressive means that each level is noticeably more complex, and more difficult to perform than the previous level. Cumulative means that in order to be able to demonstrate a higher level on a behavioural competency scale, it is assumed one must also be capable of demonstrating the behaviours in the levels below that level. Another important characteristic of the scale is that it does not function in the same way as a traditional appraisal scale, in which attainment of performance at the highest level is the ultimate goal. Rather, in the case of the competency levels, the best performance occurs when the candidate’s behaviours and attributes match the required levels that have been identified for the position. Each competency has a list of behaviours that indicate the presence of the competency rather than the level of the competency.285753238500-118110133350Leadership Competencies for Executives and Directors include a behavioural competency definition and a series of statements that provide detail about what the competency looks like when demonstrated at full working capacity. Leadership competencies for Executives and Directors don’t have a scale. For more information on how to use leadership competencies in hiring please read Hiring with Strategic Leadership Competencies Guide.Indigenous Relations Behavioural Competencies help?the BC Public Service?improve our individual and collective abilities to work effectively with Aboriginal peoples of B.C.? They are for all of us who work in the BC Public Service and live on the traditional territories of Indigenous peoples across the province. It is recommended to include at least one of these competencies in your assessment process. Step 3: Use competency scales to determine recruitment and target levelFor each competency, review the behavioural scale and identify required (recruitment/ target) level. Candidate responses to interview questions will be interpreted and evaluated against the competency level(s) required for optimal job performance. Once you have identified the required level for each competency enter it in the Interview Template. Recruitment levels are the minimum standard for day one on the job when hiring a new employee. Target levels refer to the desirable behaviours that superior performers’ exhibit 75% or more of the time, at full working capacity. The Interpretive Guides for Behavioural Interviews were developed to help interpret and evaluate responses to?interview questions. Each interpretive guide includes competency name, definition, behavioural levels and interpretive guide. Step 4: Develop interview questions and ideal responsesThe best type of interview is structured; uses combination of behavioural, situational and knowledge based questions, and focuses on job-related knowledge, skills/abilities and past behaviours of candidates. Any interview asks the same series of questions of each candidate. To assess knowledge: Develop knowledge based questions that allow candidates to demonstrate their knowledge of a particular topic.To assess skills/abilities: Develop situational (hypothetical) questions or role plays that allow candidates to demonstrate how they would handle/respond to a typical work situation/ scenario. To assess role and organizational fit: Develop questions that allow candidates to demonstate their understanding of the role/ Ministry and ensure the candidate can seamlessly integrate into the shared values, practices, and behaviours of your organization. To assess competencies: Develop Behavioural Event Interview (BEI) questions or role plays that allow candidates to demonstrate their competencies. How to develop effective BEI questions:Effective BEI questions are job-related and consist of two parts: a standard lead or primary question, and follow-up or probing questions. The lead question is open-ended and requires candidates to describe an example of their past behaviour to illustrate a particular competency. It should be designed to focus candidates on describing their response/actions in detail as opposed to the particulars of the situation. Follow-up or probing questions are necessary to elicit complete information as well as to gain a greater sense of candidates’ skills, attitudes and behaviour. These questions may be pre-planned, ad hoc or a mixture thereof and may be open or close-ended depending on the nature of the information the panel is attempting to gather or confirm. For suggestions and sample questions see: Choosing Behavioural Interview questions Sample Competency Based Questions Indigenous Relations Behavioural Competency Sample QuestionsOnce you and your panel members have agreed on the questions, add them to the Interview Template. Step 5: Determine the marking schemeYou can use a scale such as the rating scale provided in the Interview Template, or develop a customized marking scheme to evaluate candidate responses. For knowledge based questions and situational questions, create an “ideal response” that outlines what you would expect an candidate to include in their response. This is typically a list of bullet points that describe the key points an candidate should cover. Also, think about what would be unsatisfactory or incomplete responses. For competencies, the Interpretive Guides for Behavioural Interview provide a competency scale with behavioural levels. The behavioural levels can be used as a basis for creating your rating scale. An candidate who doesn’t meet the recruitment level receives a failing score (e.g. 0-5 points on a 10 point scale).An candidate who meets the recruitment level receives a passing score (e.g. 6-8 points on a 10 point scale).An candidate who meets or exceeds the target level receives a passing score (e.g. 9-10 points on a 10 point scale). For Indigenous Relations Competencies, use these?interpretive guides?during your hiring process.? Indigenous Relations Interpretive Guides will assist you in the interpretation and evaluation of candidate responses to interview questions. Step 6: Plan your interviews and provide interview information to the candidateTreat candidates with courtesy and respect. This includes undertaking a thoughtful and efficient interview process that values an candidate’s time, respects diversity and demonstrates the professionalism of the BC Public Service. You are an ambassador and candidates will form an impression of the organization based on your interactions throughout the interview process. When inviting candidates to the interview, provide at a minimum: brief information on what to expect during the interview, a list of competencies, and information on BEI interview process. Also, it is important to provide some flexibility in the scheduling of your interviews to respect an candidate’s work and family schedule. If you are planning on asking BEI questions, it is recommended to provide candidates with some or all of the BEI questions prior to the interview. Alternatively, candidates can be asked to arrive 30 minutes prior to the interview start to review the BEI questions. Providing candidates with an opportunity to review some, or all of the questions prior to their interview allows them to be better prepared and able to recall their best examples. Examples are more likely to be relevant and have the level of detail necessary for proper evaluation. A common practice when conducting BEI interviews is to request that the candidate provides a reference who can verify the examples. It is important to ensure that the candidate is made aware of this requirement in advance.Sample Interview InvitationDear (candidate name),As a result of your application for the position of (position title), I would like to invite you to attend an interview on?(Date/Time) at our office (address).You will have an interview with (i.e. interviewer name, title). The interview will last about 60 minutes. Your interview will include knowledge questions, situational (hypothetical) interview questions and behavioural event interview (BEI) questions. We will be evaluating the following knowledge, skills/ abilities and competencies: (insert). You will have an opportunity to review BEI questions and prepare your responses 30 minutes prior to your interview. You can also read about BC Public Service interviews and assessment process on the How to Apply webpage. If the date or time of the interview is inconvenient, please contact me by phone?(phone number) or email (email adress) in order to arrange another appointment.We look forward to seeing you.Best regards,(Name)Additional Tips:Provide candidates with sufficient notice when scheduling interviews, and when requested and operationally reasonable, provide candidates with an opportunity to choose an alternate interview date/ time. Schedule enough time for an interview, evaluation and scoringSchedule interviews no less than 2 hours apartDon’t conduct more than 4 interviews a dayReserve a room in a confidential area and secure from noiseMake sure someone is available to greet the candidateBe on timeEnsure candidates do not run into each other in the waiting roomBe transparent and open with the candidates prior to the interview (i.e. provide information about the interview process, let them know what they should expect during the interview)Let candidates know whether they can bring notes to the interviewStep 7: Conduct the interviews:Open the Interview – Greet the candidate and explain the purpose of the interviewReview the Candidate’s Career History – Discuss the candidate’s career history and key job responsibilities. The candidate’s career history is for establishing rapport with the candidate and to provide context for the answers that will follow. This is not intended to be a marked portion of the interview.Conduct Focused Interview Provide the candidate with a copy of the questions to refer to during the interviewAsk focused probing questions to elicit complete informationTake thorough notes so you will be able to recall responsesLook for patterns of behaviour and track all relevant competencies demonstrated in the answer even if the question is directed at a different competencyGive Opportunity for Questions – Allow the candidate an opportunity to ask questions about the job; provide realistic job preview “Describe what a day in the job may look like”Close the Interview – Tell the candidate about next stepsStep 8: Evaluate responses/ Finalize marking Use the Interpretive Guides for Behavioural Interviews to interpret and evaluate candidate responses to competency based interview questions.? Determine the recruitment levels and use a rating scale to assign numerical scores. ?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.? Use your own “ideal response” answer key to evaluate responses to situational questions, knowledge based questions and role plays. Important: Interpret and evaluate candidate's responses immediately after the interview. Plan for time between interviews to accomplish this. Remember to consider information obtained from all the answers in determining whether the candidate demonstrated the knowledge, skills/abilities and competencies. Look for patterns of behaviour and consider all relevant factors. Make notes that will help you in providing feedback to the candidateRecord your rationale for your rating decisionsUse scales, such as the rating scale provided in the Interview Template, to score candidate responses. If the interview is conducted by two or more panel members, panel members should discuss their observations and agree on a final score. The final marks from all candidates are tallied into final rating guide. Additional Information:Make every effort possible to minimize the potential for assessment errors and personal biases that may influence your evaluation. Assessment errors happen when interviewer evaluation is influenced by something other than the factual information provided by the candidate. The following is a list of common assessment errors with suggestions on how to minimize these errors.Leniency and stringency: This is the general tendency to assess candidates consistently high or low. Central tendency: This tendency involves the use of only the middle points on the rating scale, while avoiding the extreme points. Assessors may be reluctant to rate candidates high or low and, therefore, end up rating all candidates as average.“Halo” and “Horn” effects: Sometimes, assessors may allow one good or bad characteristic or qualification to influence the evaluation of all other qualifications of an candidate. Assessors need to be aware that they might be so impressed by an candidate on one qualification that they may falsely attribute positive qualities for all other criteria regardless of the evidence provided. Conversely, when an candidate does poorly in one area, they may be underrated in other areas assessed.Fatigue: This is the tendency for assessors, as they become fatigued during a lengthy assessment process, to become less consistent or less vigilant in their application of the assessment criteria.Stereotypes: At times, an assessor’s own personal biases and preconceptions of an employee can influence the evaluation. Stereotyping is often based on demographics such as sex, race, ethnicity or age. Assessors must be aware that their personal beliefs and perceptions of what is needed for the job may impact their evaluation of candidates.Similar-to-me: This error occurs when an candidate is given more favorable evaluations than warranted because of a similarity to the assessor in some way. The following tactics may help to minimize the effects of error and bias in the assessment process:Be mindful of the errors and biases identified and make sure your ratings are based on the factual information collected.Throughout the interview, take detailed notes to document the candidate’s answers.Resources:Steps in the Hiring ProcessAssessment and SelectionCompetency DictionaryInterpretive Guides for Behavioural InterviewsInterpretive Guides for Aboriginal Relations CompetenciesQuestions? Need more assistance? Contact AskMyHRLast updated: March 2018 ................
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