This document discusses behavioral event interview (BEI) training for managers of Islamic schools. It explains that BEI involves asking candidates to describe past situations and experiences to predict future performance. The document recommends using the I-STAR approach for Islamic BEIs, which focuses on the basis of decisions in Islam. It provides guidance on creating a BEI template, practicing probing questions, conducting the interview, and evaluating candidates after the interview. The goal is to assess cultural fit and skills through discussion of real experiences rather than philosophical views.

1. BEHAVIORAL EVENT INTERVIEW TRAINING FOR ISLAMIC SCHOOL MANAGERS
MIERZA MIRANTI

2. Most
Effective
Least
Effective
V
a
l
i
d
i
t
y
Unstructured
Process
Systematic Application
& Screening Process
…plus validated
Assessments
...plus
Behavioral
Interviews
The Science of Employee Selection
Mierza Miranti

3. WHAT IS BEI?
Behavioral Event Interviewing
A technique that asks the candidate
to describe a situation or an experience
in a previous job/ recent study.
Mierza Miranti

4. ISLAMIC BEI USES THE I-STAR APPROACH
I= Islamic
“Ask the basis of their decision by the end (Hadeethor ayyah)”
SITUATION
•Askarealsituationoraccomplishedtask
•Describeaspecificeventorsituation,notageneralizeddescriptioninthepast–VERYDETAILED
TASK
ACTION
Focused on what they DID not MIGHT DO
RESULT
Ask what happened? How did the event end? What did they accomplish? What did theylearn?
Mierza Miranti

5. WHY BEI?
•Responsesaredifficulttopolishandrehearsedaheadoftime.
•Togetpredictfutureperformancebasedontheirpastperformance.
•Toassessthecandidateculturalfitness.
•Togetreal-lifeexperientialresponsestoevaluatetheirskills,knowledge,andbehaviorsv.s.philosophicalviewMierza Miranti

6. HOW TO DO BEI?
1.CreateaBEITemplate>>>we’regoingtodoitnow
2.Practiceprobing>>>practicemakesperfect
3.Startdoingwiththesesteps(inbrief):
a.Warmup
b.Findingthematchingtask/preference
c.Diginthefunction-specificcompetency
d.Exploretheirorganizationalcompetencies
e.Exitdialogs
f.PostinterviewMierza Miranti

7. WHY DO WE NEED A TEMPLATE?
Tocustomizequestions
Toaligntherequirementsoftheopenpositionandtheorganization’sculture.
Tohavethesametypeofquestionsdeliveredtoeveryone
ToavoidbiasMierza Miranti

8. WHY DO WE PRACTICE PROBING?
Becauseitisnotwritten
Becausebetterquestions=betterresult
Example:ATTITUDE:PATIENT>>>QUESTION??
Describeatimewhenyouwerefacedwithastressfulsituationthataskyoutobepatient.>>>PROBE???
•When?Whoinvolved?Whatdotheothersrespond?
•Really? How do you respond to that?
•What is the result? Did you still have good relationship?
Mierza Miranti

9. THE BEI WARM-UPS
Let him/her feel welcomed & build rapport to have openness.
Explain that you’ll be asking about specific experiences they’ve had and how they reacted in certain situations.
Tellthemtobethemselves
Ask them to explain the situation, who was involved, their role, actions taken, and results/outcomes.
Let the candidate know you will be taking notes may briefly interrupt them from time to time to explore or gain clarity.
Ensure the candidate knows that there will be time
for him/her to ask questions toward the end of interview
Mierza Miranti

10. START: FINDING MATCHES WITH I-STAR
Evaluate a candidate’s task preferences compatibility with the school’s pace, people, task, and problem-solving requirements.
Gaining a candidate’s likes and dislikes also provides insight to their level of engagement and future performance.
Example: “Everyone has some tasks/projects they feel more comfortable with than others. Think back over the last two years or so, and tell me about a task or project you worked on that you really enjoyed –one where you really like/ dislike
Probe with: Who were they working with?
What was the pace of the work?” Mierza Miranti

11. NEXT: FUNCTION COMPATIBILITY
Questions&probestofindoutwhetheracandidate’scurrentknowledge,skillsandeducationmeetthetechnicalrequirementsoftheopenposition
EXAMPLEQUESTIONS:
“Tellmeaboutthemostdifficultorfrustratingcolleagueorstudentcustomeryou’veeverdealtwith.“
Howdoyouinspirehonestytothestudentsyouteach?Givemeanexampleofatimeinthepastwhenyoudidthis?”
EXAMPLEPROBEwithI-STAR:Whendidithappen?Withwhatlevelofclassesdidyoudoit?Whatwastherespondofthestudents?Wasitsuccessful?Whatdidyoulearn?
WhatIslamicvaluedidyouinstill?
CouldyoumentionthesourcefromQur’an/Hadeeth?Mierza Miranti

12. NEXT: ORGANIZATIONAL THINGY
Thisistomeasurethebehaviorsortraitsrequiredforsuccessfulperformanceforallemployees
Plus,toexplorehowtheywouldprefertogetacclimated
EXAMPLEQUESTIONS:Tellmeaboutaprojecttaskwhereyoufounditdifficulttogetthethingthatyouneed.Whatwasthesituationandwhatdidyoudo?”
EXAMPLEPROBES:Whatthekeyfactorswereinovercomingtheobstacle?Howdidyouacceptandmanagethechange? Howdidyoureactwhensomeone/somethingpreventyouachievinganobjective?WhatIslamicbasisthatmadeyoudecideditorcanyourelateyouractiontoacertain
surah/hadeeth? Mierza Miranti

13. THE EXIT DOOR
Providetimetoanswerthecandidate’squestions,tosharewhatyourorganizationhastooffer,andtorelaynextsteps.
Bepreparedtoanswerquestionsaboutcareerpathsandbenefits(medical,retirement,education, vacation,absenteeism,etc.).
Committogettingtheanswerstothecandidateasquicklyaspossibleifyou’renotknowledgeableofallthespecificsMierza Miranti

14. THE POST INTERVIEW
Provideopportunitytocapturefindings,evaluateandmakeconclusionsofeachcandidate.
Immediatelyfollowingtheinterview,reviewyournotesforeachquestion,evaluatethecandidate’sresponse.
OntheCandidateAssessmentSummary,enterarating,theirkeystrengthsandweaknessesforeachquestion.
Thehiringmanagershouldcollectcandidateevaluationsfromtheinterviewteamsohe/shecananalyzetheresultsanddevelopacomprehensiveranking.
Doingsoensuresthehiringmanagerisawareofallinformationattainedduringtheteaminterviewprocess.
Mierza Miranti

15. Three Sources of Information
Skill
Notes
Rating Scale
Mierza Miranti

16. TIPS & SUCCESS FACTORS
Determine who will be part of the interview team; assign specific areas of focus and questions to members.
Give every candidate interviewed the same set of questions.
Focus the candidate on their actions –“I” vs. “we” –so that you gain perspective on what he/she has personallyaccomplished.
Limit discussion to no more than five minutes for each.
Be watchful of the “halo effect,” . They might have rehearsed if ALL answers are polished.
Mierza Miranti

17. TIPS & SUCCESS FACTORS
Reserve judgment! Avoid conclusions from a single statement.
Deliberately look for evidence contrary to your initial view. Use follow-up probes to gain clarity and encourage the candidate to explain his or her statement.
Be aware of your own subtle biases and behaviors when assessing responses, particularly from different cultural backgrounds
If interviewers present conflicting perspectives, schedule an information-sharing and consensus-building meeting with the interview team before finalizing the hiring decision.
Mierza Miranti

18. TIPS & SUCCESS FACTORS
Although it’s important for employees to share common qualifications and experiences, a diverse workforce can offer unique ideas and solutions which open up avenues of new business.
When using referral information from others, ensure it’s coming from an accurate and credible source. Avoid hearsay or office gossip.
Do check the candidate’s reference.
Interviews are a time for candidates to sell themselves, and also an opportunity for you to market the advantages (e.g., benefits, career paths, development opportunities) Mierza Miranti

19. Now, let’s make the templateand rating  Please sit with your partner to work on the same division recruitment team.
Mierza Miranti

20. RESOURCES
SyracuseUniversity.BehavioralEventInterviewing.NewYork:JPMorgan.&Co.
CareerServices.BehavioralEventInterview–TheSTARApproach. www.quintcareers.com
DepartmentofVeteransAffairs.BehavioralInterviewing:SelectingQualityEmployeesforQualityOrganizations.From:EmployeeEducationSystem
Mierza Miranti