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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<ul><li><p>EMPLOYMENT INTERVIEWING </p><p>FOR WORK ETHIC TRAITS </p><p> Leadership Through Fully Engaged Employees </p><p>Chapter 2 </p></li><li><p>1 </p><p>Table of Contents </p><p>LEARNING OBJECTIVES ....................................................................................................................... 2 </p><p>INTRODUCTION TO EMPLOYMENT BEHAVIORAL INTERVIEWING FOR WORK ETHIC </p><p>TRAITS ........................................................................................................................................................ 3 </p><p>ADVANTAGES AND BENEFITS OF PEER BEHAVIORAL INTERVIEWING .............................. 4 </p><p>STEPS TO IDENTIFYING KEY WORK ETHIC TRAITS .................................................................. 5 </p><p>UNCOVERING TRAITS WITH BEHAVIORAL QUESTIONS ........................................................ 10 </p><p>EXERCISE: IS THIS ANSWER A COMPLETE STAR ANSWER? ................................................ 14 </p><p>TIPS FOR CONDUCTING THE INTERVIEW ................................................................................... 15 </p><p>EVALUATING CANDIDATES .............................................................................................................. 16 </p><p>AVOIDING ILLEGAL INTERVIEW QUESTIONS............................................................................ 17 </p><p>Appendix .................................................................................................................................................... 18 </p><p>INTERVIEW QUESTIONS BASED ON WORK ETHIC ................................................................... 19 </p><p>LISTEN FOR THE STAR IN THE ANSWER ...................................................................................... 11 </p><p>INTERVIEW NOTE TAKING FORM .................................................................................................. 32 </p><p>PEER INTERVIEW RATING SHEET .................................................................................................. 34 </p><p>APPLICANT COMPARISON MATRIX ............................................................................................... 35 </p><p>BLANK FORMS Back of Chapter </p></li><li><p>2 </p><p>LEARNING OBJECTIVES </p><p>Through participation in this session, you will be able to: </p><p>1. State the advantages of peer interviewing for the department and VPH. </p><p>2. Indicate the advantages of employment interviewing questions focused on work ethic </p><p>behavioral issues. </p><p>3. Conduct a peer interview using behavioral interview techniques. </p><p>4. Evaluate candidates and make a hiring recommendation to the hiring manager. </p><p>5. Identify interview questions to use focused on the work ethic traits most important for </p><p>success within the particular job. </p><p>6. Distinguish illegal interview questions from appropriate questions to ask. </p></li><li><p>3 </p><p>INTRODUCTION TO EMPLOYMENT BEHAVIORAL </p><p>INTERVIEWING FOR WORK ETHIC TRAITS </p><p>Imagine this scenario </p><p>A highly qualified employee with many years of outstanding experience is hired to join your department. </p><p>The Manager tells everyone, Youre just going to love the newest addition to our team. </p><p> Unfortunately, the honeymoon is short lived. </p><p>When you asked for a hand this morning with a difficult client the abrupt response was Look, Ive got </p><p>my own clients to take care of. Find someone else! This is the third outburst of this kind in the last </p><p>couple of days. After a couple of weeks it is clear that the new employee does have exceptional clinical </p><p>skills, but seems to be lacking in some key teamwork and interpersonal skills. </p><p>Then, it goes from bad to worse. </p><p>Before long, it seems no one wants to work with this person and clients are complaining. The outstanding </p><p>clinical and technical skills of the new employee are being overshadowed by some clear behavioral </p><p>issues. Fortunately, in less than three months, the new employee resigns to relocate with their spouse to a </p><p>new city. </p><p>How could what looked like a star new employee turn into your worst </p><p>nightmare? </p><p>Simply put, the new employee had some behavioral flaws that were not picked up during the hiring </p><p>process. The excellent clinical skills and many years of experience had dominated the selection decision. </p><p>The soft skills of teamwork, customer service and cooperation with others had not factored into the </p><p>decision as strongly as they should have been. </p><p>Whats the solution? </p><p>With peer behavioral interviewing, employees participate in the </p><p>interview process and screen candidates for compatibility with the </p><p>department work environment. They then provide critical input into </p><p>the hiring decision and share accountability for supporting the new </p><p>hire. </p></li><li><p>4 </p><p>ADVANTAGES AND BENEFITS OF PEER BEHAVIORAL </p><p>INTERVIEWING </p><p>While the Department Manager retains the final hiring decision, including peers in the process </p><p>has many benefits. </p><p> 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. </p><p> Since key employees have ownership in new hire selection, they will work to help make the new employee successful. </p><p> Applicants comfort levels grow significantly as they sense acceptance up front by key team </p><p>members. </p><p> Applicants have the opportunity to ask questions of the people who know the most about the job. New </p><p>hires know what they will be getting into, which </p><p>reduces job reality turnover. </p><p>The Iceberg of First Hand Knowledge </p><p>25% of problems known to Senior Leaders </p><p>50% of problems known to Directors and Managers </p><p>75% of problems known to Supervisors </p><p>100% of problems known to employees </p><p>Peer interviewing allows the best employees with first-hand knowledge of the </p><p>department to become a valuable part of the hiring process. </p></li><li><p>5 </p><p>STEPS TO IDENTIFYING KEY WORK ETHIC TRAITS </p><p>Step 1: Understanding employee engagement and 4 levels of employee engagement. </p><p>Step 2: List your employees by level of engagement. </p><p>Step 3: Identify the work ethic qualities your most fully engaged employees are strongest in. </p><p>Step 4: Identify the work ethic traits your least engaged employees are weakest in. </p><p>Step 5: By comparing the work ethic traits in steps 3 and 4 with your knowledge of your </p><p>department you are able to identify the 3 most important work ethic traits for your key position </p><p>What is Employee Engagement? </p><p>Employee Engagement is a state of involvement, contribution, and ownership. Engaged </p><p>employees value, enjoy and believe in what they do. </p><p>Fully engaged, committed employees understand that what they and their department are doing is </p><p>meaningful and important. They have clear vision about where their department is going and it is </p><p>consistent with their professional values and aspirations. </p><p> Fully engaged, committed employees are highly motivated, hardworking, growth oriented, and recognize the success of their department is directly impacted by the degree </p><p>to which they demonstrate their professional competence and caring attitude. </p><p> 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 </p><p>department meet the needs of their clients or customers, the fully engaged employees will </p><p>support and in many cases help lead the change initiative. </p><p>Contented, complacent employees tend to be loyal to the tasks they are familiar with. Fully </p><p>engaged employees are committed to the customers, the end results, and are anxious to learn new </p><p>methods if they will improve the outcomes for clients and customers. </p><p>4 PILLARS OF EMPLOYEE ENGAGEMENT </p><p>1. Personally identifies with the organizations mission, vision, and values. </p><p>2. Work ethic exemplifies commitment to high standards of performance. </p><p>3. Behavior earns respect and trust with all whom they interact. </p><p>4. Attitude demonstrates pride in organization and contributes to organizations success. </p></li><li><p>6 </p><p>4 LEVELS OF EMPLOYEE ENGAGEMENT </p><p> Fully Engaged Engaged Somewhat Disengaged </p><p> Engaged Client -Anticipates needs and </p><p>responds with timely effective </p><p>action. </p><p>-Will do whatever it takes to </p><p>deliver exceptional client </p><p>service. </p><p>-Helps management </p><p>become aware of problems. </p><p>-Delivers good, solid </p><p>performance. </p><p>-Does what is </p><p>expected when </p><p>it will likely be </p><p>noticed. </p><p>-At times needs </p><p>encouragement. </p><p>-Responds to </p><p>coaching. </p><p>-Minimizes or </p><p>rationalizes client </p><p>service problems. </p><p>-Defensive </p><p>toward coaching. </p><p>Teamwork -Seen as a role model and </p><p>informal leader. </p><p>-Promotes cooperation. </p><p>-Redirects inappropriate </p><p>conversations. </p><p>-Volunteers to take additional </p><p>assignments when need arises. </p><p>-Maintains a professional </p><p>approach under stress. </p><p>-Works well with others. </p><p>-Is organized and </p><p>completes work </p><p>assignments in a timely </p><p>manner. </p><p>-Helps out when asked. </p><p>-Does what it </p><p>takes to get by. </p><p>-Can be </p><p>positively or </p><p>negatively </p><p>influenced by </p><p>co-workers. </p><p>-Complainer, </p><p>gossips. Points </p><p>out others </p><p>problems in a </p><p>negative way. </p><p>-Passive at times. </p><p>Attitude -Passionate about their work </p><p>and the department. </p><p>-When conflicts occur, rises to </p><p>the occasion. </p><p>-Positive influence on others </p><p>commitment level. </p><p>-Focused on completing </p><p>their individual </p><p>responsibilities well. </p><p>-Accepts changes in work </p><p>assignments without </p><p>negative discussion. </p><p>-Selective about </p><p>where they put </p><p>their energy. </p><p>-When changes </p><p>in work </p><p>assignment are </p><p>needed </p><p>sometimes </p><p>communicates </p><p>displeasure with </p><p>negative </p><p>discussion or </p><p>body language. </p><p>-Cynical. Thinks </p><p>they can outlast </p><p>managements </p><p>efforts for </p><p>improvements. </p><p>-Has negative </p><p>influence on </p><p>some members in </p><p>the group. </p><p>Respect -Sensitive to the needs of </p><p>others. Encourager. Energizes </p><p>others. Builds productivity. </p><p>-Problem solves without </p><p>conflict. Will discuss their </p><p>concerns with involved co-</p><p>worker versus discussing with </p><p>uninvolved parties. </p><p>-Courteous, polite. Treats </p><p>others with consideration. </p><p>-Occasionally </p><p>gets caught up </p><p>in the negativity </p><p>of others. </p><p>-Has a we vs. </p><p>they perspective. </p><p>-Blames others. </p><p>-Makes excuses </p><p>for self. </p></li><li><p>7 </p><p>LIST EMPLOYEES BY LEVEL OF ENGAGEMENT </p><p>Classify or rank employees within job category by level of engagement. Indicate the qualities </p><p>that differentiate the employee either positively or negatively. </p><p>Job Category __________________________________________________________________ </p><p> Employee Engagement Level Key Qualities </p></li><li><p>8 </p><p>5 QUALITIES NEEDED FOR SUCCESSFUL EMPLOYEES </p><p>1. Coachability (27%): The ability to accept and implement feedback from supervisors, </p><p>co-workers, customers, and others. </p><p>2. Emotional Intelligence (25%): The ability to understand and manage ones own </p><p>emotions and accurately assesses others emotions. </p><p>3. Motivation (20%): Sufficient drive to achieve ones full potential and excel at the job. </p><p>4. Temperament (15%): Attitude and personality suited to the particular job and work </p><p>environment. </p><p>5. Technical Competence (13%): Functional or technical skills required to do the job. </p><p>WORK ETHIC TRAITS OF SUCCESSFUL EMPLOYEES </p><p> TRAIT DESCRIPTION </p><p>1. Commitment to Improvement. Coachability. Responsive to </p><p>supervision. (Page 19) </p><p>Has willingness to accept direction and learn </p><p>from others. Open to feedback. </p><p>2. Teamwork and Cooperation. Communication and Relationship Skills </p><p>(Page 21) </p><p>Works well with others. Adjusts to a variety of </p><p>tasks as the priorities change. </p><p>3. Dependability (Page 24) Keeps number of unscheduled absences well under the departments standard. </p><p>4. Resilience, Positivity, and Perseverance (Page 25) </p><p>Has high tolerance for frustration. Hardy, </p><p>resolute, tenacious, and keeps commitments. </p><p>Optimistic outlook with upbeat disposition. </p><p>5. Judgment, Maturity, and Stability, Decision Making and Problem Solving </p><p>(Page 26) </p><p>Solid, steady, loyal. Calm in the face of </p><p>adverse situations. Exercises self-control. </p><p>Skilled at identifying, analyzing and solving </p><p>problems. Able to identify options and </p><p>determine the optimum course of action. </p><p>6. Results-Oriented, Achievement, Drive, and Intensity (Page 27) </p><p>Has the willingness and ability to handle a </p><p>demanding, fast-paced work environment. Has </p><p>the intensity and achievement drive needed to </p><p>complete the tasks and needs of the position. </p><p>7. Client/Customer Service &amp; Responsiveness (Page 28) </p><p>Makes ongoing efforts to understand the needs </p><p>of clients/customers and be exceptionally </p><p>responsive in meeting those needs. </p><p>8. Leadership (Page 30) Inspires action in others, guides group behavior toward accomplishment of its goals. </p></li><li><p>9 </p><p>Work Ethic Trait #2: </p><p>_________________________________________________ </p><p>Work Ethic Trait #3: </p><p>_________________________________________________ </p><p>Work Ethic Trait #1: </p><p>_________________________________________________ </p><p>SELECTING TRAITS TO INTERVIEW FOR </p><p>Typically, employment interview questions focus on applicants experience, technical and job specific </p><p>skills. It is redundant to ask this same type of question in the peer interview. Remember that most </p><p>performance problems dont occur because of weaknesses in the employees technical skills and abilities. </p><p>Most of the problems are caused by work-ethic behavioral issues. </p><p>Its easier to teach a willing employee technical skills than it is to improve their work ethic, </p><p>values, and relationship skills. </p><p> Identify a key position in your department: </p><p> _______________________________________________ </p><p>From the descriptions which follow, identify three important work ethic traits </p><p>that separate your best employees from your least successful in this key position. </p></li><li><p>10 </p><p>UNCOVERING TRAITS WITH BEHAVIORAL QUESTIONS </p><p>After selecting the three traits which the peer interview will focus on, the next step is to develop </p><p>the questions which will be asked. The Appendix in this guide has an extensive list of approved </p><p>questions for each of the listed traits or characteristics. </p><p>What is a behavioral question? </p><p> 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. </p><p> 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. </p><p> The purpose of a behavioral question is to uncover an example of past behavior. </p><p> Someone who has successfully demonstrated a behavior in the past is likely to repeat that behavior in the future. </p><p>Behavioral questions typically begin with </p><p> Tell me about a time when </p><p> Describe a situation where </p><p> Give me an example of </p><p> Share with me an experience when you </p><p> Walk me through a time when </p><p>For example, if looking for evidence of communication skills, you might ask a question such as: </p><p>Describe a situation when you had to be extremely careful in delivering </p><p>information to a client and/or family at a time when everyone was under a </p><p>great deal of stress. Walk me through the conversation. </p><p>Behavioral questions are not concerned with </p><p>Opinions: What do you think are the qualities of a good communicator? You dont need to </p><p>know what they think the qualities are, you...</p></li></ul>