Wednesday, April 29, 2009

Sanders: Recession Requires a Responsibility Revolution

4/28/2009 

By Theresa Minton-Eversole 



LAS VEGAS—There’s only one way to shake off the recessionary doldrums that hold the country in an economic vise grip, according to Tim Sanders, best-selling author and former Yahoo! leadership coach and chief solutions officer.

“When times get tough, people go through their own personal recession. And when attitudes go negative, people and companies must get inspirational,” said Sanders on April 28, 2009, during the opening keynote session of the Society for Human Resource Management (SHRM) Staffing Management Conference & Exposition, being held here through April 30. “The secret to turning the negativity around is to create an emotional compensation plan. You must make yourself emotionally attractive. Companies must make themselves emotionally attractive.”

Psychologists call it the “likeability factor,” Sanders explained. “People who have the likeability factor have the ability to consistently create positive emotional experiences in the lives of other people. And because they do it on such a consistent basis, they get into the positive feedback mode.” They make people feel good about themselves every day, and these folks in turn say, “You’re making a positive difference in the world,” which builds the likeable people back up so they can make that positive difference again the next day.

“Recessions are great equalizers,” he said. They bring out the best in the best people and the worst in the worst, contributing to a scarcity mind-set of defensiveness, negativity and lack of confidence that eventually alters one’s perception of the world.

The Mutterers

Perspective moves from thoughts to words to actions, negative or positive. “So if you want to get your mojo back, your positive perspective must be cultivated.” The way to do that, Sanders said, is to “change your diet and exercise.

“Clean up your diet by getting rid of all the negative reporting, negative people and bad influences in your life,” he said, adding that people can practice being a more positive influence on others by simply focusing more on their e-mail etiquette.

“E-mail is one of the greatest sources of frustration in the workplace, second only to change,” Sanders said, offering suggestions for how to clean it up:

RULE #1: Communicate no bad news through e-mail. “Remember when you used to have to wait for someone to leave the office before you left them a voice mail?”

RULE #2: Stop sending e-mails during nonbusiness hours. “Heavy weekend e-mailers [managers] have three times more regretful turnover than those managers who expect e-mails to stop after business hours. So how do you kick the habit? Just click on ‘File,’ then ‘Offline.’ ”

RULE #3: Think before you “forward.” “Only a third of the people scroll down through an entire e-mail before forwarding to others,” which he said could lead to embarrassment if not career sabotage. “The people who send the most e-mails are the most deleted and the least likely to be read or responded to. So stay relevant.”

RULE #4: Stamp out “Reply to All.” Enough said.

Sanders said there are several attributes that highly likeable people possess, noting that honing these attributes can lead not only to great personal success but also to professional success:

Friendliness: “The only way to sustain this is to be authentic. For example, when you show up for a meeting, show up! Leave the ‘CrackBerry,’ the PDA, the iPod in your office, and be attentive. Turn off your computer screen when someone enters your office in order to give them your undivided attention. And obsess over keeping your word on the little promises you make.” This will show people you truly care about them, he said. “And be grateful, not for things, but for experiences you’ve had, the people who are in your life and your capabilities. Have you ever seen an unhappy grateful person?”

Relevance: The ability to develop a sincere interest in just a few people’s lives will do more for one’s career and life than learning a minimal amount about a whole lot of people, he said.

Empathy: “Every human leaks emotions. Help people understand that their feelings are facts. If you ‘accurately’ determine and understand all the feelings of people in a room, then you’re the best leader in the room.”

And what can companies do to make themselves emotionally attractive to all their stakeholders? Sanders made these suggestions:

“Stop hiring jerks, particularly high-potential jerks. You’ve got time, particularly now, to hire folks who are a good cultural match with the organization.”

Regarding the onboarding process: “Skip the policies and procedures; share how things are done in the organization and the company culture.” And stay engaged even after the new employees’ first days or months. Also, make hiring managers responsible for the continued success of the onboarding process and employees’ training and development by adding these goals to their performance goals.

Companies should promote a culture of continuous learning, work/life balance and wellness, Sanders said, adding that recent research shows that smoking and obesity percentages are rising because of the stresses of the economic downturn on individuals. “Double down on wellness to show employees the company really does care about them.”

Finally, he said, “Institute social compensation. Have your employees make meaning, not just money, in the world. Encourage community service, so that if they go, they’ll not only have to leave their job, they’ll have to leave their life.”

Theresa Minton-Eversole is an editor/manager for SHRM Online.

Have Cutbacks Peaked?

Study: Companies’ cost-cutting plans slow in anticipation of economic recovery 

U.S. employers’ efforts to battle the recession through cost-cutting actions such as layoffs and salary freezes might have peaked, according to an April 2009 update to an ongoing series of surveys by consultancy Watson Wyatt. A key finding: While some companies are still adopting measures such as salary and workweek reductions, cost-cutting plans for the next 12 months have been scaled back across the board in anticipation of an eventual recovery. Only one in four employers plan to increase their cost-cutting initiatives over the next 12 months, a sharp decline from the 51 percent that were planning more cost-cutting measures in February 2009.

According to the report, Effect of the Economic Crisis on HR Programs-- Update: April 2009, many U.S. employers have adopted a wait-and-see attitude, allowing them to make decisions over the coming months as they get a better sense of how long their companies will continue to be affected by the downturn.

The survey, with responses from 141 broad-based U.S. companies, was conducted in April 2009. At that time, most surveyed companies said they were planning:

 No further salary reductions (89 percent).

 No further salary freezes (76 percent).

 No further hiring freezes (67 percent).

 No further organizational restructuring changes (65 percent).

No further layoffs (53 percent).

Although the majority of respondents were not planning any further salary reductions or salary freezes in the next 12 months, the number that had already made these changes had risen sharply from February to April 2009.   

Majority of companies not planning cost-cutting actions for the next 12 months (following April 2009):  

Action

Planning change in next 12 months  (%)

Not planning change (%)

Have already made change and expect to do so again

Have not made change yet but expect to in next 12 months

Have already made change and do not expect to make further changes

No changes made or expected

Layoffs/reductions in force

41%

5%

31%

22%

Organization-wide restructuring

24%

10%

25%

40%

Salary freeze

17%

7%

43%

33%

Reduced workweek

16%

4%

6%

75%

Salary reductions

7%

4%

14%

75%

Reduce employer 401(k)/403(b) match

4%

8%

18%

70%

“Companies have started to move into the next stage of their cost-cutting actions but are also looking ahead to an eventual recovery,” says Laury Sejen, global director of strategic rewards consulting at Watson Wyatt. “There is a recognition that employers will need to be poised for a turnaround, and that continuing some cost-cutting measures such as reductions in force can put them at a disadvantage once the economy improves.”

Pay and Bonuses Down – for Now

Pay increases are bonuses were down across the board for 2009, with lower merit increases and short-term incentive (STI) funding. Yet, companies feel more optimistic about the future, the survey shows, projecting merit increase budgets to be closer to previous years' levels:

 Companies planned to fund their STI plans at 69 percent in April 2009, down from 71 percent in February 2009.

 Only 17 percent of organizations took cost-cutting measures to protect bonus pool funding.

 Planned merit pay increases are expected to remain at 2 percent in 2009 but will increase to 3 percent in 2010.

401(k) Matches Cut

The number of companies that reduced their 401(k) match jumped by 10 percentage points, from 12 percent in February 2009 to 22 percent in April 2009. There has been a slight jump in the number of hardship withdrawals taken from 401(k) plans – 44 percent of respondents in April 2009 noticed an increase in withdrawals, compared with 35 percent in February 2009.

“Even though companies are beginning to anticipate the end of the current downturn, they are still under great pressure to cut costs,” says Laurie Bienstock, U.S. strategic rewards leader at Watson Wyatt. “For employers forced to make difficult decisions such as reducing salaries, it would be beneficial to follow up with consistent communication to reassure employees through this last push.”

Other Key Findings

Among additional survey highlights:

 Companies continue to add or increase restrictions to travel policies and eliminate/ reduce training. Those implementing these measures have increased from 69 percent to 77 percent of respondents (travel policy) and from 35 percent to 42 percent of respondents (training).

 For companies that have already frozen salaries or plan to freeze salaries in the next 12 months, 58 percent will institute these changes across the board for employees, while 36 percent will institute it for only certain employee populations.

 31 percent who have already reduced salaries plan to reinstate them by the end of 2009. For those that have already reduced salaries, 37 percent plan to reinstate and build off them at the next merit increase. 

Wednesday, April 22, 2009

Do More With Less. Cal Poly Talks Efficiencies In HR/Payroll

- Interesting article from hrhub.com

In today's economic climate, organizations are feeling the pressure to do more with less. California Polytechnic State University found a technology solution that allows it to get more from its existing technology, is easy to use, and delivers a rapid return on investment — ImageNow.

Join Chris Blackburn and Lori Serna from Cal Poly as they discuss how ImageNow enterprise document management, imaging and workflow from Perceptive Software, combined with PeopleSoft from Oracle, gives Cal Poly a complete HR and payroll solution. ImageNow helps Cal Poly capture, organize and process résumés, W-4s, I-9s, benefit enrollment forms, performance reviews, pay and leave usage requests and more — all with the combined power of ImageNow and PeopleSoft HR and payroll systems.

With ImageNow and PeopleSoft, Cal Poly's HR and Payroll staff members instantly access the documents they need and route them across campus electronically. Find out how ImageNow helps Cal Poly staff members:

  • Improve service to employees
  • Cut storage and supply costs
  • Boost productivity by eliminating manual tasks
  • Become a paperless office using workflow
  • Enhance information sharing with other departments
Find the rest fo the article here.

Tuesday, April 7, 2009

Spring Temperatures Don't Thaw Employment Deep Freeze

By Theresa Minton-Eversole 

With a dearth of good news on the economic front, manufacturing and service sector companies will keep a tight rein on payrolls in April, according to the latest Society for Human Resource Management (SHRM) Leading Indicators of National Employment (LINE) survey.

The LINE report examines four key areas: employers’ hiring expectations, new-hire compensation, difficulty in recruiting top-level talent and job vacancies.

Continuing the trend of recent months, April 2009 hiring expectations will hit four-year lows, and recruiting difficulty was nearly nonexistent in March 2009. Likewise, wages and benefits packages for new hires are shrinking, with employers in both sectors reporting decreases in new-hire compensation, which was at the lowest March levels in four years in both sectors. 

Employment Expectations

Manufacturing

Service

Employment expectations for April 2009 at four-year lows in both manufacturing and service sectors.

 -53.5

 

 

-40.7

Recruiting Difficulty

 

 

Recruiting difficulty in both sectors in March 2009 was down sharply compared with March 2008.

 

 -24.7

-32.3

New-Hire Compensation

 

 

Wages and benefits packages for new hires continued to shrink in March 2009 compared with March 2008.

 -10.0

 

 

-7.0

Source:  SHRM Leading Indicators of National Employment (LINE)

Manufacturing, Service Sectors Still Shedding Jobs

By nearly a two-to-one margin, manufacturing sector survey respondents plan to eliminate jobs in April 2009 (31.2 percent will decrease payrolls, 16.7 percent will be hiring). The number of manufacturing companies adding jobs in April will fall by more than two-thirds from April 2008. April has traditionally been a strong month for manufacturing job growth. In April 2007, more than 60 percent of companies added to their payrolls. But the number of hiring companies has dwindled to 16.7 percent in just two years. The manufacturing sector lost 1.3 million jobs from the start of the recession in December 2007 through February 2009, according to the Bureau of Labor Statistics (BLS).

Hiring in the service sector, while still far behind 2008 levels, had shown some promise in February and March 2009. During each of those months, more companies conducted hiring than layoffs. In April, however, the sector has regressed: A net of 5.5 percent of companies will cut jobs during the month (21.7 percent will add to payrolls, 27.2 percent will conduct layoffs). April 2009’s negative net of 5.5 percent is a four-year low for LINE, down from a peak reached in April 2006, when 53 percent of service sector companies added jobs.

Abundance of Talent Available to Hiring Companies

For the first time in four years in March 2009, LINE recorded single-digit response levels for those reporting increased difficulty with recruiting. In the manufacturing sector, only 2.7 percent of respondents reported increased recruiting difficulty in March, compared with 24 percent who reported less difficulty.

The gap was even wider in the service sector. In March 2009, just 1.7 percent of those respondents reported increased recruiting difficulty, compared with 25.4 percent that had less difficulty.

“With millions of people seeking work and fewer opportunities that exist, a reverse to this trend in the LINE recruiting difficulty index is not likely in the near future,” according to Jennifer Schramm, SHRM’s manager of workplace trends and forecasting.

Exempt, Nonexempt Vacancies Dropping Steadily

HR professionals in the manufacturing and service sectors reported declines in exempt vacancies in March 2009 compared with March 2008. In the manufacturing sector, a net total of 8.3 percent of respondents reported decreases in exempt vacancies (8.7 percent reported increases, 17 percent reported decreases).

In the service sector, a net total of 11.3 percent of respondents reported declines in exempt vacancies in March (7.7 percent reported increases, 19.0 percent reported decreases). In January 2009, there were 3 million job openings in the United States. That represents a 35 percent drop from September 2007, when the number of job openings began a gradual monthly decline, according to the BLS.

A net total of 9.2 percent of manufacturing respondents reported that nonexempt vacancies declined in March 2009 as well (9.6 percent increased, 18.8 percent decreased).

In March 2008, manufacturing respondents were still reporting increases in vacancies (a net total of 10.5 percent), according to the LINE survey data, indicating that manufacturers were still hiring only 12 months ago and had yet to face the worst of the economic downturn.

For nonexempt service positions, a net total of 8.4 percent reported decreased vacancies in March 2009 (15.0 percent increased, 23.4 percent decreased).

With vacancy levels falling in both sectors, LINE data show that more employers are cutting jobs or imposing hiring freezes during the economic downturn. Likewise, the BLS reported in January 2008 that the national job openings rate was 2.2 percent—the lowest level in five years.

Increases for Wages, Benefits at Four-Year Low

Many companies have scuttled hiring plans during the recession, and wages and benefits are getting trimmed in the effort to control costs.

In the manufacturing sector, a net total of 1.3 percent of respondents said they would decrease new-hire compensation in March 2009 (1.3 percent increased, 2.6 percent decreased). That is the first time in four years that the net total for manufacturers ventured into negative territory.

The service sector is also showing a four-year low for March 2009 for net increases to new-hire compensation packages. A net total of 2.2 percent of companies reduced wages and benefits packages for new hires in March (1.2 percent increased, 3.4 percent decreased).

“The low response total in both sectors indicates that many companies are likely keeping wages and benefits packages flat for new hires,” Schramm said.

The LINE report is based on a monthly survey of private sector human resource professionals at more than 500 manufacturing and 500 service-sector companies. Together, these sectors employ more than 90 percent of the nation’s private sector workers.

THE AMERICAN RECOVERY AND REINVESTMENT ACT: WHAT EMPLOYERS NEED TO KNOW

By Jennifer Brown Shaw and Becki D. Graham 

On February 17, 2009, President Obama signed the American Recovery and Reinvestment Act (“ARRA”) into law. The stated purpose of the ARRA, often referred to simply as the “stimulus bill,” is to improve our economy by, among other things, creating and saving jobs, improving affordable health care, providing tax relief, and improving the nation’s infrastructure.

The ARRA affects employers in a number of ways. Most notably, it significantly amends the Consolidated Omnibus Budget Reconciliation Act (“COBRA”), which provides workers and their families who lose their group health plan benefits the ability to continue benefits for a limited period of time. The ARRA also contains provisions relating to the employment of H1-B workers, executive compensation, unemployment compensation, HIPAA, whistleblower protections for employees of contractors that receive ARRA funds, and certain tax credits. We briefly summarize each of these provisions below.

COBRA Premium Subsidy and Related Employer Tax Credits

Congress passed COBRA in 1986 to provide employees and their dependents the ability to temporarily continue group health care coverage for up to 18 months after a “qualifying event,” such as termination or reduction in hours. Until the ARRA became law, the employee was responsible for paying the entire premium for continued coverage—generally up to 102% of the applicable premium while the employee was working.

The ARRA makes several temporary modifications to COBRA, the most significant of which is the implementation of a federal subsidy to reduce the cost to employees of COBRA premiums.

Eligibility and Coverage. Under the ARRA, individuals (and their qualifying beneficiaries) who are “involuntarily terminated” between September 1, 2008, and December 31, 2009, will be eligible for a 65% reduction in their COBRA premiums. There is an interesting debate among commentators about the definition of “involuntarily terminated,” particularly when there is a mutual decision to end the employment relationship.

Covered employers are responsible for subsidizing the premium and then taking an appropriate tax credit. Importantly, the subsidy requirement applies not only to employers subject to federal COBRA, but also to smaller employers covered under an equivalent state law, such as Cal-COBRA. As predicted, some employers have chosen to cancel health insurance coverage altogether rather than provide the subsidy. Similarly, certain employers that agreed in the past to pay COBRA benefits as part of a separation package have eliminated that aspect of the package. After all, the thought goes, if the government will pay, why should the employer?

Congress recognized that some individuals who became eligible for COBRA before the enactment of the ARRA may have declined coverage due to its cost. Accordingly, the ARRA provides for an extended COBRA election period for eligible individuals who did not initially elect coverage. These individuals have up to 60 days from notification of the extended period to elect COBRA continuation coverage.

Notably, certain “high income” individuals with adjusted gross incomes exceeding $125,000 ($250,000 if filing a joint tax return) will not be eligible for the COBRA subsidy.

Premium Reduction Period. Eligible individuals will receive a premium reduction for up to nine months, unless their COBRA coverage period expires or they become eligible for other types of health care coverage before the nine-month period ends.

Notice Requirements. Employers must comply with specific notice requirements under the new provisions. Any individuals eligible for COBRA coverage between September 1, 2008, and December 31, 2009, must receive a notice describing their rights. Any individuals who became eligible for COBRA before February 17, 2009, must receive the notice no later than April 18, 2009. Also, in certain circumstances, employers also must inform individuals of their right to enroll in a different health benefit plan.

The Secretary of Labor will provide sample notices by March 19, 2009.

Employer Tax Credits. Employers may recover subsidized COBRA premiums by either offsetting their payroll tax deposits or claiming the subsidy as an overpayment on the tax return at the end of each quarter. The Internal Revenue Service recently revised Form 941 for this purpose. Interestingly, employers may not claim a credit until they receive the 35% payment from the individual. Also, employers must report the number of individuals to whom they provided the subsidy. While employers are not required to submit any documentation to the IRS, they must retain the appropriate documentation to support any claimed credits.

Tips for Implementation. The new COBRA rules are extensive and complicated. As such, employers should partner with counsel experienced in benefits law regarding compliance questions. Employers must tend to a number of items, including amending their current COBRA forms, creating a retention policy for documents that support claimed tax credits, and assessing how the new rules apply to employees involuntarily terminated prior to the effective date of the ARRA.

Additional information regarding the changes to COBRA can be found on the Department of Labor’s website at http://www.dol.gov/ebsa/cobra.html and on the IRS’s website at http://www.irs.gov/newsroom/article/0,,id=204708,00.html.

Restrictions on the Use of H1-B Workers

Under the ARRA, employers that receive funds from the Troubled Asset Relief Program (“TARP”) (a 2008 law passed to address the subprime mortgage crisis) will be limited in their ability to use H1-B workers. For the next two years, such employers must actively recruit U.S. workers before employing H1-B workers. That includes situations in which employers are seeking to replace workers previously laid off.

Limitations on Executive Compensation

The ARRA also limits executive compensation for employers that receive TARP funds. Among other things, the ARRA limits bonuses and certain “excessive” or “luxury” expenditures. Employers subject to this provision should become familiar with the new restrictions and modify their practices accordingly.

Increased Unemployment Compensation Benefits

With the enactment of the ARRA, individuals who receive benefits through regular unemployment compensation, Trade Readjustment Allowances, Disaster Unemployment Benefits, Emergency Unemployment Compensation, or Extended Benefits will receive $25 more a week until December 31, 2009. In addition, any federal income tax on the first $2,400 of federal unemployment benefits is suspended for 2009.

Changes to HIPAA

The ARRA expands the privacy and security measures required under the Health Insurance Portability and Accountability Act (“HIPPA”). Widely misunderstood by many employers, HIPPA generally seeks to protect individuals’ health information. Some of the most notable changes include expanding HIPAA coverage to the “business associates” of entities currently subject to HIPAA’s rules, requiring covered entities and business associates to report breaches of protected health information, creating a new enforcement authority to bring actions for damages or injunctions to enforce the HIPAA rules, and increasing the civil penalties for HIPAA violations.

While non-health care employers have relatively few obligations under HIPAA, all employers should consult with benefits counsel to ensure they are in full compliance with the new rules.

Whistleblower Protections for State and Local Government Contractors

To promote accountability, the ARRA protects “whistleblowers” who report alleged misuse of ARRA funds. Specifically, state and local government contractors (federal contractors are exempt) that receive ARRA funds are prohibited from discharging, demoting, or otherwise discriminating against an employee for reporting (a) instances of gross mismanagement of a contract or grant, (b) waste of agency funds, (c) public health or safety dangers, (d) abuse of authority related to the implementation or use of covered funds, or (e) a violation of any laws related to the contract or grant.

The federal Investigator General will review whistleblower complaints. If a compliant is substantiated, the appropriate federal agency director will order the contractor to take affirmative action to stop the retaliatory conduct, pay the subject employee an amount equal to the aggregate amount of all costs and expenses (including attorneys’ and expert witnesses’ fees) the employee incurred in connection with bringing the complaint, and/or, if applicable, reinstate the employee to his or her former position and provide the employee compensation and other employment benefits the employee would have received if the retaliatory conduct had not taken place.

If a complaint is not substantiated through the ARRA’s administrative process, the “whistleblower” may bring an action for damages in federal court. In addition, the agency director may file a civil action for enforcement of any issued order, subjecting the contractor to compensatory and punitive damages.

In addition, employers receiving ARRA funds must post a notice of “whistleblower” rights and remedies. As of the date of this article, there is no indication regarding where employers can obtain a copy of the notice.

Making Work Pay Tax Credit

The ARRA establishes a number of tax credits, including the Making Work Pay credit. This earned income tax credit is the lesser of 6.2% of an individual’s earned income or $400 ($800 for joint tax returns). The credit applies to the 2009 and 2010 tax year, and will be spread out over employee paychecks. The credit begins to phase out for individuals whose adjusted gross income is between $75,000 and $95,000 (between $150,000 and $190,000 for joint tax returns).

The IRS recently released new tax withholding tables that incorporate the new credit. According to the IRS, employers should begin using the new tables no later than April 1, 2009. The new tables can be found at http://www.irs.gov/pub/irs-pdf/n1036.pdf. The IRS will also post instructions outlined in Publication 15-T on its website (www.irs.gov) during the week of March 9, 2009.

Employers should work with their payroll staff or vendors to ensure the new credit is properly applied.

Tax Credits for Hiring Unemployed Veterans and Disconnected Youth

Section 51 of the Internal Revenue Code permits employers to claim a work opportunity tax credit for wages paid to certain “target group” employees. The ARRA expands this credit for the 2009 and 2010 tax years to make it available to employers who hire unemployed veterans and “disconnected youth.”

A “disconnected youth” is an individual between the ages of 16 and 25 who lacks a sufficient number of basic skills, and has not attended school or been regularly employed within six months of being hired by the employer. An “unemployed veteran” is someone who was discharged five years prior to being hired and received unemployment benefits for more than four weeks in the prior year.

Employers should assess whether they have hired any individuals in these target groups to take advantage of the new credit.

Increased Commuter Benefits

The ARRA temporarily increases the mass transit and vanpool benefits employers may provide to their employees. Through December 31, 2010, employers may claim an increased tax deduction for paying certain employee commuting expenses. Alternatively, employees may fund their own commuting expenses as part of a qualified transportation fringe benefits plan and exclude such expenses from their gross income. For 2009, the maximum exclusion amount will increase from $120 to $230.

Employers who wish to offer the increased benefits should amend their plan documents accordingly and notify employees of the change.

Conclusion

Most of the ARRA’s provisions became effective on February 17, 2009. Therefore, employers should work quickly to evaluate how the ARRA will affect their operations and take the necessary steps to ensure compliance. 

Using Behavioral Interviewing Techniques To Select the Right Employees

By Libby Anderson, M.S., SPHR 

Employee turnover is a costly fact of life. Hiring a replacement worker can cost companies anywhere from $10,000 to half an employee’s annual salary—that’s per each lost employee, according to some experts.

Turnover expenses can be avoided or reduced significantly, however, by selecting the right applicant for the position in the first place. Of course, employee selection success doesn’t always come naturally. Well-intentioned employers can be duped by applicants who might know all the right things to say in an interview but who don’t have the skills to do the job. But learning a few behavioral interviewing techniques can help recruiters, HR professionals and hiring managers gain added insight into how an applicant will perform on the job.

Traditional approaches to interviewing—such as asking open-ended questions, relying on “gut instincts” and asking the basic who, what, why, when and where questions—typically don’t garner all the information needed to make a smart hiring decision. Responses to these questions are often vague, future-oriented and entirely subjective.

Behavioral-based questions, however, follow the psychological premise that past behavior predicts future performance. In other words, if an applicant has done something in the past, he or she is likely to do it again in the future.

Focus on Job Criteria, Performance

Behavioral-based interviews incorporate questions that deal with specifics about an applicant’s past work performance. Knowing how an applicant has behaved in the past can help determine if that person will exhibit the company’s preferred workplace behavior. As a bonus, behavioral interviewing reduces liability because it involves questions that are strictly related to workplace behavior.

Begin the behavioral-interviewing process by determining the performance criteria for the job that needs to be filled. An easy way to achieve this is to use a job description. If a job description isn’t available, make a list of the things that are essential to performing the job effectively. For example, a customer service representative position might involve the following job-related criteria:

  • Energy: Consistently maintains high productivity or activity level.
  • Oral Communication Skills: Effective nonverbal and verbal expression.
  • Tolerance for Stress: Stability of performance under pressure.
  • Adaptability: Maintains effectiveness in varying situations.
  • Positive Customer Service Orientation: Makes proactive effort to listen to and understand the customer, anticipates customer needs, and gives high priority to customer satisfaction.
  • Team Player Attitude: Works effectively and willingly with team members.
Every position has different criteria. Other criteria that can be used include initiative, judgment, professionalism, tenacity, written communication skills, sales ability, practical learning, safety awareness, quality orientation, attention to detail, decisiveness, problem solving and goal setting.

Once the criteria for effective job performance have been determined, design questions that will garner the information needed to decide if the person being interviewed will meet the criteria for the position. Remember, what you are looking for are answers that relate to specific work performance from previous experience because they serve as predictors of how the applicant will perform in your work environment. The following are sample questions for a few of the criteria for the customer service representative job noted previously:

Energy: Describe a time when you had to work at a fast pace for a long period of time. What kind of work did you do? What did you do to maintain the pace?

Oral Communication Skills: Describe a time when you had difficulty communicating with a customer and what you did to overcome that challenge. What was the outcome of that adjustment?

Tolerance for Stress: Describe a situation in which you were faced with a large amount of customer requests at one time. How did you handle the situation, and what was the result?

The key to designing behavioral-based interview questions is to look at the business’s environment and performance requirements and to ask questions that will reveal whether applicants have worked in similar environments and exhibited preferred behaviors in those situations.

Behavioral interviewing does have its challenges, though. For example, most applicants are not used to giving specific examples of their performance and, therefore, will need some coaching. Nevertheless, it’s worth it. Blanket statements such as “I’m a people person” don’t fit into this method of interviewing. Instead of accepting an applicant’s word when he or she refers to being a people person, ask for a specific example of when working with people was a motivating experience.

Behavioral interview questions certainly do not replace traditional interview questions that serve to clarify specifics about experience, education and background. Rather they enhance the quality of information received during the interview process by providing examples of a person’s work-related behavioral patterns. In the long run, effective use of behavioral interviewing techniques can help companies reduce turnover costs and improve their selection process.

Libby Anderson, M.S., SPHR, is a human resource consultant and trainer with EDA Human Resource Services, and a member of the Society for Human Resource Management's Organizational Development Special Expertise Panel. She can be reached at edahrsvcs@aol.com.