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216 PART 2 RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT BEHAVIORAL QUESTIONS Whereas situational interviews ask applicants to describe how they would react to a hypothetical situation today or tomorrow, behavioral interviews ask applicants to describe how they reacted to actual situations in the past. 12 For example, when Citizens Banking Corporation in Flint, Michigan, found that 31 of the 50 people in its call center quit in one year, Cynthia Wilson, the center s head, switched to behavioral interviews. Many of those who left did so because they didn t enjoy fielding questions from occasionally irate clients. So Wilson no longer tries to predict how candidates will act based on asking them if they want to work with angry clients. Instead, she asks behavioral questions like, Tell me about a time you were speaking with an irate person, and how you turned the situation around. Wilson says this makes it much harder to fool the interviewer, and, indeed, only four people left her center in the following year. 13 In summary, situational questions start with phrases such as, Suppose you were faced with the following situation . . . What would you do? Behavioral questions start with phrases like, Can you think of a time when . . . What did you do? 14 More employers today are using (or planning to use) behavioral interviews. 15 FIGURE 7-1 Officer Programs Applicant Interview Form Source: www.uscg.mil/forms/cg/ CG5527.pdf, accessed May 9, 2007.
CHAPTER 7 INTERVIEWING CANDIDATES 217 FIGURE 7-1 (Continued) OTHER TYPES OF QUESTIONS In a job-related interview, the interviewer asks applicants questions about relevant past experiences. The questions here don t revolve around hypothetical or actual situations or scenarios. Instead, the interviewer asks job-related questions such as, Which courses did you like best in business school? The aim is to draw conclusions about, say, the candidate s ability to handle the financial aspects of the job the employer seeks to fill. There are other, lesser-used types of questions. In a stress interview, the interviewer seeks to make the applicant uncomfortable with occasionally rude questions. The aim is supposedly to spot sensitive applicants and those with low (or high) stress tolerance. Thus, a candidate for a customer relations manager position behavioral interview A series of job-related questions that focus on how the candidate reacted to actual situations in the past. job-related interview A series of job-related questions that focus on relevant past job-related behaviors. stress interview An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance.
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HUMAN THIRTEENTH EDITION RESOURCE M
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DEDICATED TO SAMANTHA AND TAYLOR
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C O N T E N T S Preface xxiii Ackno
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CONTENTS IX Departmental Managers S
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CONTENTS XI Recruiting Source Use a
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CONTENTS XIII PART THREE TRAINING A
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CONTENTS XV Talent Management and E
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CONTENTS XVII INCENTIVES FOR SALESP
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CONTENTS XIX HR AS A PROFIT CENTER:
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CONTENTS XXI INDIVIDUAL AND GROUP A
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P R E F A C E Human Resource Manage
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PREFACE XXV This edition again cont
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A C K N O W L E D G M E N T S Every
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 1 INTRODUCTION TO HUMAN RES
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 2 EQUAL OPPORTUNITY AND THE
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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CHAPTER 4 JOB ANALYSIS AND THE TALE
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LEARNING OBJECTIVES 1. List the ste
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CHAPTER 5 PERSONNEL PLANNING AND RE
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CHAPTER 8 TRAINING AND DEVELOPING E
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CHAPTER 10 EMPLOYEE RETENTION, ENGA
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LEARNING OBJECTIVES 1. Explain how
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CHAPTER 12 PAY FOR PERFORMANCE AND
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CHAPTER 13 BENEFITS AND SERVICES 42
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CHAPTER 14 ETHICS AND EMPLOYEE RIGH
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CHAPTER 15 LABOR RELATIONS AND COLL
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CHAPTER 16 EMPLOYEE SAFETY AND HEAL
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LEARNING OBJECTIVES 1. List the HR
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CHAPTER 17 MANAGING GLOBAL HUMAN RE
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CHAPTER 18 MANAGING HUMAN RESOURCES
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A P P E N D I X A PHR and SPHR know
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APPENDIX A 635 08 Identify internal
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APPENDIX A 637 04 Total Rewards (16
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A P P E N D I X B Comprehensive Cas
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APPENDIX B 653 The Baker panel look
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G L O S S A R Y action learning A t
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GLOSSARY 657 electronic performance
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GLOSSARY 659 It usually also involv
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GLOSSARY 661 role playing A trainin
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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NAME/ORGANIZATION INDEX 667 F Faceb
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NAME/ORGANIZATION INDEX 669 456n129
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NAME/ORGANIZATION INDEX 671 London,
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NAME/ORGANIZATION INDEX 677 Wolkins
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