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Template InterviewGuide

The document provides guidance for conducting behavioral interviews, including preparing interviewers, understanding the key aspects of the position being interviewed for, best practices during the interview, legally defensible behaviors to follow, note taking tips, sample interview materials and a candidate summary template. The guide emphasizes evaluating candidates based on past experiences and examples using the same behavioral questions for all in a consistent manner.

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James Patrick Narcisso
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Download as PDF, TXT or read online on Scribd
157 views

Template InterviewGuide

The document provides guidance for conducting behavioral interviews, including preparing interviewers, understanding the key aspects of the position being interviewed for, best practices during the interview, legally defensible behaviors to follow, note taking tips, sample interview materials and a candidate summary template. The guide emphasizes evaluating candidates based on past experiences and examples using the same behavioral questions for all in a consistent manner.

Uploaded by

James Patrick Narcisso
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Interview Guide

The following guide is a sample document which includes the types of information and materials hiring
managers would want to provide to interviewers when preparing them to conduct behavioral
interviews.

The HR team should use this document as a template to help prepare an interview guide that would suit
their own organization’s needs. In addition to your organization’s interview guide, provide your
interviewers with:

 Job Description
 Candidate’s Resume

Interview Preparation
Behavioral interviewing is an interview technique that focuses on a candidate’s past experiences,
behaviors, knowledge, skills and abilities by asking the candidate to provide specific examples of when
he or she has demonstrated certain behaviors or skills.

In a behavioral interview:

 The interviewer(s) ask each candidate the same series of questions, using the same phrasing,
and in the same order
 The questions asked are created prior to the interview, and often have little room for variation
in responses. There are few open-ended questions used.
 The interviewer is neutral but friendly. He/she does not provide any opinions during the
interview.
 All candidates are evaluated on the same rating scale

Key Position Knowledge

Before walking into a behavioral interview, it is important to have an understanding of the role for which
you’re interviewing. Be sure that you’re aware of the following:

 Why is the position being filled (organizational growth? Employee replacement?)


 What are the key position behaviors (KSAOs) and competencies?
 What does each rating on the rating scale look like to all of the interviewers?
 What are the dynamics like on the team where this open position resides?
 What type of person might work well with this team?
 What behavior or knowledge might be missing from this team?
 What type of person might fit best into the organization (organizational core competencies)?
Key Interview Behaviors

During an interview, it is imperative to follow these behavioral best practices:

 Be organized
 Come prepared with a writing utensil and a place to capture notes
 Bring a copy of the candidate’s resume to reference
 Look and act professional
 Explain the interview process to candidates
 Allow opportunities for the candidate to ask questions
 Practice legally defensible behaviors
 Ask the behavioral interviewing questions exactly as provided
 Ask the same questions in the same order (by the same individuals) for each candidate
 Avoid leading questions when your probe for additional information
 Use appropriate body language
 Avoid non-verbal cues that could change a candidate’s behavior or response
 Avoid evaluating non-verbal behaviors of candidates
 Use active listening skills
 Treat all candidates the same (ensure that the candidate has a positive and fair experience)
 Do not give the candidate any unfair or unrealistic expectations
 Be clear on the next steps in the process and their appropriate points of contact

Legally Defensible Behaviors

Under Title VII of the Civil Rights Act of 1964, and a variety of other federal and state laws, it is unlawful
for employers with 15 or more employees to discriminate against job candidates on the basis of:

 Sex
 Race
 Color
 National Origin
 Religion
By avoiding questions related to these topics, and teaching all interviewers to avoid these topics, you
can help your organization minimize their potential for litigation.
Note Taking Tips

Below are some key tips for taking effective notes during a behavioral interview:

 Use short-hand or key phrases to summarize the content and delivery of responses
 Balance your note taking and maintaining eye contact and engaging in conversation
 Avoid judgment in your notes
 Avoid rating a candidate’s response until they have left the interview (but rate the candidate
responses for yourself as soon as possible after the interview)
 Ensure that your notes support or justify your ratings (list actual answers along with how these
answers apply to the competency being rated)

Interview Materials
Position Title:

Hiring Manager:

Interviewer:

Panelists:

Candidate:

Date:

Rating Scale:

Rating Values Definition


Perfect answer. Demonstrates competency accurately, consistently,
Far Exceeds Requirements and independently. All points relevant. All good examples.
Demonstrates competency accurately and consistently in most
Exceeds Requirements situations with minimal guidance. Many good examples.
Demonstrates competency accurately and consistently on familiar
procedures and needs supervisor guidance for new skills. Some good
Meets Requirements examples.
Demonstrates competency inconsistently, even with repeated
Below Requirements instruction or guidance. Few good examples
Fails to demonstrate competency regardless of guidance provided. No
Significant Gap good examples.
Behavioral Interview Questions

Competency:

Lead Question:

Response:

Probing Questions/Responses:

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements

Competency:

Lead Question:

Response:

Probing Questions/Responses:

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements
Candidate Summary

Please complete the following assessment of this applicant, along with your overall comments and
recommendation.

KNOWLEDGE: The sum of what is known and resides in the intelligence and the competence of people.

Candidate possesses the knowledge required to carry out this role.

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements

SKILLS: Ability to carry out complex activities or job functions involving ideas (cognitive skills), things
(technical skills), and/or people (interpersonal skills).

Candidate possesses the skills as outlined in the job description to carry out this role.

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements

ABILITY: An acquired or natural capacity or talent that enables an individual to perform a particular job
or task successfully.

Candidate possesses the ability as outlined in the job description to carry out this role.

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements
ORGANIZATIONAL / CULTURAL FIT: Subscribes to the mission, vision and values of SHRM. Exemplifies
strong customer relationship management, ability to collaborate and work across the organization to
accomplish goals.

Candidate is a team player and open to contributing positively to SHRM’s unique culture and
environment.

Significant Gap Below Meets Exceeds Far Exceeds


Requirements Requirements Requirements Requirements

Overall Comments:

Recommendation:

Make Hiring Offer Do Not Make Offer

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