Behavioral Interviewing

and
The Faculty Hiring Process

Selecting the best faculty

candidate for a specific open
position.

Welcome to a slideshow and notes on Behavioral Interviewing.

While this course was developed with faculty hiring in mind, its
basic principles will carry across to other positions within the
University as well.

Todays Agenda
Define Successful Job Applicants
KSAs and CSFs
Diversity

Interviewing
Establishing Critical Success Factors
Establishing an Interview Results
Guide
Utilizing a Decision Criteria Matrix

Reference Checks
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Today were going to talk about several topics.

By the end of the session, you will be able to define what the
Knowledge/Skills and Abilities-Education-Experience for the
position which is open, and the Critical Success Factors for an
individual hired into that position.
Were going to discuss how diversity fits into that picture.
For the interview itself, well talk about how to establish
Critical Success Factors, how to personalize an Interview
Results Guide for the position at hand, and why a Decision
Criteria Matrix is important.
Well also talk about Reference Checks. These are important
tools, but they can also be a source of litigation. So they must
be done right!

Hire the Best, Because

Selecting the right candidate will:
Increase excellence
Decrease unwanted attrition &
turnover;
Decrease performance issues;
Decrease lawsuits and employee
relations litigation;
Increase morale among faculty, staff
and students;
Other reasons?
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Why work so hard to get just the right person? I listed a few
reasons here, and want to talk about some of them.
Increasing excellence Id like us to be a top ranked school
in every subject we choose to explore. Top ranked faculty will
help us get there.
Turnover is costly. What percentage of an exiting
employees salary is the cost of a replacement?
Surveys range from 35% to 150% Why might this be?
Advertising
Processing CVs, screening, interviewing, reference
checks a lot of TIME and dollars
Relocation
Orientation
Other costs maybe even alumni donations!
Do bad selections cost more than good selections?

Selecting Successful Faculty

Critical Success Factors based on

Knowledge, Skills and Abilities and other
key factors

Before we can hire successful faculty, we need to be clear on

the characteristics of the job. Youre all faculty, we have a
couple different areas represented here. But there are some
things well find are the same across departments, others that
are very department specific.

Defining success
What characteristics makes a faculty
member successful? Consider
KSAs = Knowledge, Skills and
Ability/Experience/Education
Motivational factors
Personality factors

Diversity the best candidate often does

not look like the rest of the department.
What constitutes diversity?
Why is diversity important?
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What are the characteristics that make one person shine and
another be asked to or decide to leave after a year or two?
Knowledge and experience surely are part of it
What about motivation? Does the environment here lend
itself to a certain type of motivation on the part of a faculty
member? Do individuals who are differently motivated have
less success?
Personality
Diversity how does it fit in? The best candidate may be the one
who looks like NO one else in the department in terms of his/her
race, religion, socio-economic background, and so on. Why might
it be important to seek out someone who adds that diverse
element?
Diverse student body
Diverse viewpoints
Cultural enrichment
Adds to the transformative experience perhaps?
Other reasons?

Behavioral Interviewing

This has all been leading to the key issue were talking about
today how to interview a candidate using behavioral
interviewing techniques as one of your tools.
My hope is that after this session youll be able to
Plan a logical structured interview including preplanned
questions to control the interview and get the best information
Recognize the importance of developing an interview plan
based on a thorough knowledge of the job
Use behavioral interview techniques and open ended
questions to control the interview and get the best information
AND realize the importance of documentation!

Behavioral vs. Traditional

Traditional:
What would you do if

Behavioral:
What did you do when

Is past performance & behavior the

best indicator of future performance
& behavior? What do you think?
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Behavioral interviewing may be a new term to some of you.

The word behavioral may not be used in the same context as
it might be for Social Work or Psychology, this is a human
resource/business definition.
What do you think, is past performance and behavior ON THE
JOB the best indicator of future performance and behavior ON
THE JOB?
Again, I realize that people can and do change. But in their
overall work life, they probably exhibit skills throughout their
career that have a great deal of continuality: if they are
ambitious, or research focused, or hate meeting one on one
with students, you can rest reasonably assured that this will
be a continuing factor in their career.

Definition of Behavioral
Interviewing
A thorough, planned, systematic
way to gather and evaluate
information about what
candidates have done in the past
to show how they would handle
future situations.
(Herbert G. Henneman III, Professor of
Business, University of Wisconsin)
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Thats what Dr. Henneman is talking about in this quote. The

fact that there are certain characteristics that carry across.

The Key Assumption

Job candidates who previously
demonstrated a particular behavior
to address a situation will repeat
that behavior in the future when
confronted with a similar set of
problems.

A person gains experience and abilities over time, at least we

hope they do, but some core elements will carry across.
A person may not have dealt with a difficult student acting out
in class, but theyve probably handled some difficult situation
in the past that may give you a clue as to how they will react.

Behavioral Interviewing Model

Open
Position

Identify
CSFs

Develop
Interview
?s

Decision
Criteria
Matrix

Score
candidate
responses

Conduct
Interview

Candidate
Selection!
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This is the overall flow after the position is approved, we

should advertise based on the critical success factors, then
develop our interview questions,
After which we interview
Score the responses formally decide how each candidate
ranks
Plug the numbers into the decision matrix
Discuss the outcomes and determine if you have selected who
is the best candidate for the position
Thenselect the new faculty member.

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Behavioral Interviewing
Involves:
Identifying the KSAs (Knowledge, Skills &
Abilities), behaviors, and competencies
critical for successful job performance;
Developing interview questions based on
the Critical Success Factors (CSFs);
Asking each candidate the same set of
questions (follow-ups could vary based on
candidate response);
Scoring candidate responses & assigning
rank (Decision Criteria Matrix).
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Expanding that flow, we can see that Behavioral Interviewing

involves several steps.

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Using Behavioral Interviewing

Techniques
Behavioral interviewing involves
asking for examples of how a
candidate has handled given
situations in the past.
Example Please tell me about a time when you
had to give constructive feedback to a
student. What was the situation, and
how did you handle it? In retrospect,
would you do anything differently now?
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This was the most obvious example I could think of. Im sure
it would apply to all faculty positions.
Well talk about questions some more in a few minutes, but
first we need to talk about the critical success factors of the
job.
Remember, we need to keep those in mind when were
creating the questions.

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Critical Success Factors

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While some questions, like the one on the last slide, are
obviously linked to being a successful faculty member in
general,
before you can develop all your behavioral interview
questions, you have to be clear on the critical success factors
of the job.

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Establishing Critical Success

Factors
Critical Success Factors (CSF) are
those skills, abilities, behaviors &
competencies critical to successful
job performance.
CSFs are established based on:
Position description
Analysis of job duties and the
incumbents in the position currently.
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CSFs are the essential competencies critical to being a

success in a position.
We establish the CSFs based on the job description. Youve
got a cc of a general FACULTY job description in your packet.
When your search committee meets, youll want to discuss
CSFs in light of the job description and in light of an in depth
discussion of what success looks like for your department and
the University as a whole.
Look at job duties what does it take to do those well? Look
at current incumbents are there other skills that would
complement the existing team?

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Critical Success Factors:

Faculty Position
Possible CSFs:

Knowledge &
Ability/Education/Experience
Scholarship
Communication / Interpersonal Skills
Problem Solving / Decision Making
Others?

For each CSF,

establish a clear &
succinct definition.

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Lets discuss this a bit.

Taking a term like scholarship. It is important for a faculty
member to exhibit scholarship. But, what do you mean by
that term? Be sure your team is very clear on what each CSF
means.
Decision making define what you mean. Is a successful
person one who makes every decision with input from peers
and Dean? Or is the successful person one who makes all
decisions on his/her own? Or is it somewhere in the middle?
And so on

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CSF vs. Competencies:

Critical Success Factors can be
Competencies, but they are not
necessarily the same thing - e.g.:
Is Scholarship a competency or a
CSF?
Is Communication Ability a
competency or a CSF?

Or are they both?

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How does scholarship fit in, anyway? CSF? Competency?

Same with Communication Ability. You need to think through
these issues and be sure the team is all on the same page.

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Connecting CSFs to the

Interview
Develop questions that focus on the
key competencies (CSFs) for the job.
Determine which behavioral or
situational questions elicit the desired
behaviors for each particular job.
Think of an occasion when
Can you give me an example of

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I suggest that you design a flowing series of questions for the

interview process.
This doesnt mean that you ask the questions in 1-2-3-4-5
order for every candidate, the flow of the conversation may
dictate otherwise in some cases.
The important thing is to ask the SAME questions over the
course of the interview of all candidates.
How a candidate answers will determine where you go. With
some questions and some candidates, you may not probe as
deeply, as there may be no need. With others, 3 or 4 follow
up questions might be needed based on their initial response.

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Validity and Reliability in

Interviewing
Federal guidelines an interview is a
test
Reliability are we getting consistent
info for decision making even with
different interviewers?
Structured process
Preplanned questions tied to job

Validity does the interview measure

skills/predict performance?
Base on job analysis
Questions relate to job skills for specific job
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Federal guidelines concerning the evaluation of selection instruments

consider interviewing as a test. Thus, if we are challenged on any
candidate search, one thing that WILL be reviewed is the interview
process.
Thus we need to consider validation criteria. The issue? It is almost
impossible in a situation such as ours to develop true validity and
reliability indicators. So we need to do what we can.
As far as reliability, interviews must generate consistent information for
decision making even though different interviewers may be part of the
process. That is why a structured interview is so helpful it gives us
preplanned questions based on the job requirements, not on gut
feeling, which could lead to legal problems.
Validity the interview needs to measure a persons skills for the specific
job or predict job performance. Difficult to measure, but if we can show
that the interview process is
Based on Job Analysis
Contains questions that provide evidence about important job skills
Systematically relates interview information to the specific job
We have a solid chance of proving our case.

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Hiring Criteria
Must be:

Measurable or Observable;
Clearly understood by each interviewer;
Related significantly to the open job;
Identified as a Must or a Want
Must - applicant must possess to be
considered;
Want - remaining criteria used to
determine best candidate;

Written in behavioral terms

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Thus, hiring criteria need to be.

The more of this you have documented before the interview
process begins, the better. It helps you decide between
candidates, all of who might look similar on paper.
Written in behavioral terms? Not a good teacher but define
some of the characteristics that make up that good teacher
status such as
(examples?)

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The Interview

Putting Together the Pieces for

a Successful Hire
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OK, weve done our homework, weve determined what were

looking for in a candidate and the questions were going to ask
to see how candidates measure up.
Its time to talk to people.

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Conducting the Interview

Typical structure:
Opening & building rapport;
Obtaining / Scoring information;
Job-relevant data to make hiring
decision;

Giving information;
Information about AU, this position, etc.

Closing the interview

Informing candidate of next steps,
timeline, etc.
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I suspect youve all seen this information. This is the basic

interview structure. I thought Id tuck it in here as a quick
review, we dont need to spend much time on it unless youd
like to.

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Conducting the Interview

Panel vs. Individual:
Panel has advantages over individual
interviewing formats:
Different viewpoints on candidate
strengths/weaknesses;
Better record keeping / note taking;
Varying opinions on the best candidate come to consensus during Decision
Criteria Matrix (DCM) conversation

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We do a lot of panel interviews here if you havent been part

of one, you may not realize the advantages.
As far as taking notes do so! And if the candidate decides to
take notes as well, thats just fine.

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Interview Results Guide

Allows you to:
Ask each candidate the same set of
questions - follow-ups may vary based
on candidate responses;
Review answers for consistency of
responses / things that are comparable
between candidates;
Score answers and transfer to Decision
Criteria Matrix (consensus between
interviewers)
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I usually use two forms: one for the interview and one for
evaluating. The training program Ive pulled much of this class
from used one form for both. It is up to your committee as to
which way youll decide to go.
With one form, youll need to put down the questions that will be
asked so that youre sure to hit all the questions with every
candidate. Youll need space to make notes about the candidates
response and behaviors exhibited during the interview. Youll also
need room for scoring on that same form.
With two forms, you can separate out some of the analysis to a
separate form, on our website and in your packet we have a
sample Applicant Assessment Sheet that has a lot of potential
areas of analysis. So in a two form setup youll have one for
questions and notes, one for analysis and scores.
Either method is perfectly acceptable. The important thing is
consistent documentation.

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Interview Results Guide

KSAs
Meets minimum
qualifications
Factor 1
Meets/exceeds
Factor 2
Meets/exceeds
Factor 3
Meets/exceeds
Comments

CSFs
Factor 1
grade
Factor 2
grade
Factor 3
grade
Comments

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Things youll want to consider when analyzing the results of

the interview.
Again, the form available online doesnt hit the details, it just
gives some overall criteria. YOUR form should end up more
specific. Having some overall is fine, but be sure to get the
specific KSA/CSFs into the process.
ALL members of the university community who will interview
the candidate should fill out a sheet and submit it back to the
chair of the committee. As far as a housekeeping detail
youll want a CV to go to every interviewing party, along with
an Applicant Assessment Sheet of some format so that you
can get information from many sources in order to make your
final decision.

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Decision Criteria Matrix

Use as a tool to help you rank all
applicants;
Come to consensus with interview
partners on assigned scores;
Assists with candidate selection /
de-selection process;
Maintain documentation!

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Once youve got your information back from the Committee

and from the others whove talked with the candidate, you
need to put it all together.
A tool that will help is a decision criteria matrix. OK, its a
spreadsheet. Nothing too fancy, just a way to pull everything
together.

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Decision Criteria Matrix Sample

Decision Criteria Matrix
Faculty Position: ________

Candidate
Name

Date
intv.

Factor: Factor:

Factor:

Refs

Total

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Yours will vary depending on how you set up the scoring. You
may have two levels of scoring that from your committee,
which is probably the most important piece, and that from the
other interview participants.
Talk about red flags that come up when and if they come up
if a person on or not on the committee has strong reservations
about a candidate that the rest of the committee favors,
discuss that. It may be a stopping point. It may not.
The decision matrix should not be a strictly numerical form,
but numbers do add to the reliability of the process. Weighted
numbers that lead to the selection of the best candidate would
be the best situation. But that isnt always realistic.

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Reference Checking

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OK, youve interviewed. Youve figured out who your top 3 or

4 candidates are based on those interviews.
Now its time to reference check those top candidates.
I know some here have reference checked BEFORE the
interview, this isnt optimal. Well talk about why.

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Reference Checking
Why reference check?
Verifies CV
Verifies interview
Protects against negligent hiring charges

Why ask for written consent before

reference check?
State/Fed guidelines including FRCA
Release of information
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We reference check for a lot of reasons.

We may have picked up hints of an issue in the interview,
the reference check allows us to check it out.
It allows us to ask people that know the candidate some
pointed and specific questions that could help protect us
against negligent hiring.
It allows us to check facts as well
WRITTEN Consent is VITAL. Thats another reason to check AFTER
the interview. At the interview process (probably while theyre in
HR) we can get a release/consent form. It heads off problems
later if we decide not to hire based on references for us and for
the person who gave the reference.
We comply with state and federal laws, including FRCA Fair
Credit Reporting Act dictates some of the language on the form.

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What information?
Persistence pays off
Who else do you think I should talk to?

Listen listen listen.

How it is said
What isnt said

Keep written records

Dont release information to applicant

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Persistence pays off. Some tips

Ask the person on the list is there anyone else you think I
should talk to about this candidate? Our release form lets us
talk to more people than just those the candidate provided.
LISTEN WHAT is being said? HOW is it being said. What
ISNT being said? Read between the lines if those lines are
slapping you in the face.
Keep written records. The reference is an interview ask the
same question of all references, take notes. Keep the notes!
We never EVER release reference materials to an applicant.
Did you know that even after hire you dont have an absolute
right to see that part of your file?

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What information? (slide 2)

Information must relate to position
KSAs and CSFs
Information re arrests/convictions
In Illinois arrest and expunged records
cannot be considered
Conviction is not automatic disqualifier
HR performs sex offender checks (that
WOULD BE an automatic disqualifier!)
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You do need to remember that the information does need to

relate to the job, of course.
Information regarding to arrests and convictions can be
sticky. If you find out someone has an arrest record, please
realize that arrest records CANNOT be considered against the
individual in Illinois or Wisconsin. Neither can sealed or
expunged conviction records.
A conviction does not automatically disqualify an individual it
depends on several factors including how long its been since
the conviction, subsequent employment history, what the
conviction was for, and so on.
A definite disqualifier? Being listed on a Sexual Offenders site
as a convicted sex offender. We do check that in HR, by the
way.

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Documentation
Interview guides, notes, reference
check notes, and decision matrices
must be sent to Human Resources at
conclusion of process
HR keeps this data for 2 years for
legal purposes
Extra copies of CVs should be
shredded
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Any one count how many times Ive talked about

documentation?
We need the information.
A few years ago, we did have a case where a candidate
decided we didnt hire him because of his national origin.
Because the hiring supervisor kept such fabulous
documentation, we easily won that case before an arbitrator,
it never went to court.
Documentation can absolutely make or break the Universitys
case.

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Interview Dos & Donts

Do:

Make the candidate

feel comfortable /
provide information;
Allow for moments of
silence during the
process;
Take control of the
interview in the event
the candidate begins to
ramble.
Provide a timeline;
Ask if candidate has
any questions.

Dont:

Go unprepared;
Make a hiring decision
based on gut instinct;
Lead or guide the
candidates answers;
Use body language
which indicates
disinterest in the
candidate or his/her
answers;
Make any promises of
employment, benefits,
etc.
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This is just a refresher. I think you know most or all of this

already. Are there any of the above that youd like to discuss
a bit?

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In Closing ...
Behavioral interviewing is the best
avenue for using past behaviors to
predict future performance.
Interviewing is a skill that requires
practice the interview tool you
choose can make your decision
making process easier.

S uc

!
s
s
ce

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As you all know, practice may not make perfect, but it does
make you better and more skilled.

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HR - Early & Often!

Utilize HR to assist in:
Developing Critical Success Factors;
Developing interview questions
connected to the CSFs;
Utilizing the Decision Criteria Matrix;
Making the hiring decision.
Terri Hoehne x 3866 AUR
Susan Brown x 5260 AUR
Kristan Smith x 8508 GWC
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Were here to assist you through the process.

Our goal is that the incoming class of faculty will truly shine,
and that well end up with a group that will stay with us,
increase the excellence of the University, and add value to our
overall faculty.
So please feel free to work with us every step of the way.

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