Targeted Selection® Interview Guide – Claims Generalist

Interview Preparation

• Thoroughly review all candidate materials prior to the interview
  • Résumé, application, assessment results, internal HR notes, prior‐interview feedback
• If you are the assigned Key Background Reviewer
  • Be ready to probe on education, work history, knowledge, experience, motivations
• Prepare the Planned Behavioral Questions (PBQs) section
  • Review definitions & key actions for each competency/target
  • Adapt questions to the candidate’s depth of experience and the specific Claims role
  • Decide the sequence of questions within each target
  • Develop supplemental questions if needed
  • Goal: collect 3 complete STARs per target (Situation/Task, Action, Result)
• Time management
  • Estimate the minutes needed for each guide section (total ≈ 60 min)
  • Record planned start times at the top of each guide page to stay on track

Interview Opening

• Greet candidate; state your name & position
• Clarify purpose — mutual information-gathering for sound decisions
• Outline the plan
  • If assigned: brief review of education & work history
  • Ask job-specific, experience-based, knowledge questions
  • Provide information & answer questions about company/role
• Explain that you will take notes continuously
• Smooth transition into the first section (e.g.
  “Let’s start by talking about your recent position…”)

Key Background Review (KBR)

• For each job in work history log:
  • Why the candidate wanted to leave
  • Primary duties & responsibilities
  • Most-/least-liked aspects
  • If applicable, reasons for any workforce gap
• Capture concise notes; KBR often produces early “mini-STARs” you can revisit

STAR Technique Refresher

• Situation/Task (S/T): context & trigger
• Action (A): specific, personal behaviors
• Result (R): measurable or observable outcome
• Use Follow-Ups to build full STARs
  • S/T-focused probes: “Why did you…?”, “What were you reacting to?”
  • A-focused probes: “Walk me through each step…”, “Exactly what did you do first?”
  • R-focused probes: “How did it work out?”, “What feedback did you receive?”
• Motivational Fit follow-ups: “How satisfied were you?”, “What did you like/dislike?”

Competency-Based PBQs & Key Actions

Managing Work (Time & Resource Management)

• Definition: Using time & resources so work is completed efficiently
• Key Actions
  • Prioritizes • Makes preparations • Schedules • Leverages resources • Stays focused
• Core PBQs
  • “Describe one method you use to organize your work… give an example when it worked and when it didn’t.”
  • “Give a recent example when your schedule was disrupted by unforeseen circumstances.”
  • “Tell me about a time you couldn’t finish everything on time.”

Building Customer Loyalty

• Definition: Meeting/exceeding customer expectations while creating trust & commitment
• Key Actions
  • Enhances customer’s self-esteem • Clarifies situation • Involves customer
  • Takes the “HEAT” (Hear, Empathize, Apologize, Take action) • Meets/Exceeds needs • Confirms satisfaction
• Core PBQs
  • “Tell me about a time you were the focus of a customer’s dissatisfaction.”
  • “What have you learned about keeping a customer satisfied? Provide an example.”
  • “Describe a customer interaction you wish you’d handled differently.”

Decision Making

• Definition: Identifying & understanding problems; gathering, analyzing, interpreting data; selecting the optimal action consistent with facts, constraints & consequences
• Key Actions
  • Identifies problems/opportunities • Gathers & interprets info
  • Generates & evaluates alternatives (incl. risk assessment)
  • Chooses effective option • Commits to action • Considers others’ perspectives
• Core PBQs
  • “Describe when you involved others in a decision—why and how.”
  • “Walk me through resolving a complicated on-the-job problem.”
  • “Give an example when you decided too quickly.”

Negotiation

• Definition: Exploring alternatives & positions to secure mutually supported outcomes
• Key Actions
  • Clarifies current situation • Identifies agreement/disagreement points
  • Keeps discussion issue-oriented • Develops all parties’ ideas
  • Builds support • Facilitates agreement/compromise
• Core PBQs
  • “Describe a situation requiring compromise; what was your role?”
  • “How do you keep people from becoming defensive? Give an example.”
  • “Tell me about a negotiation where you traded off points to reach the goal.”

Motivational Fit

• Definition: Degree of personal satisfaction derived from job responsibilities, organizational style/values, and geographic location
• Fit Sub-Dimensions
  • Job Fit
  • Organization Fit
  • Location Fit
• Core PBQs
  • “Tell me about a time you were dissatisfied with your work situation—why?”
  • “Describe a work situation whose responsibilities you truly enjoyed—what was most satisfying?”
• Also probe any motivational fit indicators surfaced throughout interview

Rating & Evaluation Process

Numerical Ratings (per target & overall)

• $5$ Much more than acceptable — significantly exceeds criteria
• $4$ More than acceptable — exceeds criteria
• $3$ Acceptable — meets criteria
• $2$ Less than acceptable — generally does not meet criteria
• $1$ Much less than acceptable — significantly below criteria
• Additional codes
  • $N$ No opportunity to observe/assess
  • $I$ Incomplete data — further info needed
  • $5H$ Too high strength in one aspect causing weakness elsewhere

Post-Interview Evaluation Steps

1. Evaluate data for each target
   • Verify each STAR is complete & assigned to the correct competency
   • Judge STARs as Effective vs. Ineffective
   • Weigh each STAR for similarity, impact, recency
   • Derive overall target rating
2. Evaluate observable targets if applicable
   • Mark each Key Action as Positive (+), Neutral (0), Negative (–)
3. Transfer ratings & comments to Rating Grid for data integration session

Rating Grid Template (excerpt)

• Managing Work — Rating Comments _
• Building Customer Loyalty — Rating _ Comments __
• Decision Making — Rating Comments
• Negotiation — Rating Comments ____
• Motivational Fit — Rating Comments _

Coverage Grid (Multi-Interviewer Assignments)

• Aligns targets across Interviewers A-D to avoid duplication & ensure total coverage
• Example mapping:
  • Interviewer A: Managing Work, Building Customer Loyalty
  • Interviewer B: Decision Making, Negotiation
  • Interviewer C: Adaptability (if required), Motivational Fit
  • Interviewer D: Any additional or role-specific targets

Interview Close

• Ask final clarifying questions to fill any STAR gaps
• Provide role, organization, or location details (per assignment)
• Invite candidate’s questions
• Ask: “Is there anything that might prevent you from accepting an offer?”
• Explain next steps in the selection process
• Thank the candidate for their time and participation

Practical / Ethical Notes & Real-World Relevance

• Consistency & Fairness: Using structured PBQs with STAR follow-ups mitigates bias and supports equal opportunity hiring
• Legal defensibility: Documented STAR evidence & numeric ratings can defend selection decisions if challenged
• Data integration: Multiple interviewers compare grids to reach consensus, ensuring no single viewpoint dominates
• Improving candidate experience: Clear structure, note-taking transparency, and closing Q&A boost employer brand
• Transferability: STAR methodology is valuable beyond recruiting (e.g.
  performance reviews, coaching, training)

Quick Reference: HEAT Model (for Building Customer Loyalty)

• Hear the customer out (active listening)
• Empathize (“I understand how frustrating this is…”)
• Apologize (where appropriate)
• Take action / ownership to resolve

Example Quantitative Probe (Decision Making)

• Ask candidate to estimate cost/benefit: “What $\%$ reduction in claim cycle time did you achieve?”
• Record concrete metrics wherever provided (e.g.
  $15\%$ cycle-time reduction; $\$25{,}000$ cost avoidance)

Hypothetical Scenario (Negotiation)

• If lacking a real example, you may introduce a short hypothetical: “Assume two body shops disagree on repair labor hours for the same vehicle—walk me through how you would reach consensus.”
  • Still seek STAR depth: treat the hypothetical as Situation, probe planned Actions and expected Results

Connections to Foundational Principles

• Aligns with behavioral-based interviewing theory: Past behavior → Best predictor of future behavior
• Reinforces adult-learning principle of reflection: candidate narrates past experiences, deepening self-awareness
• Supports continuous improvement: post-interview evaluation feeds back to refine PBQs and interviewer skills

Mnemonics & Memory Aids

• STAR for storytelling
• HEAT for dissatisfied customer
• PARLA (Prioritize – Allocate – Review – Leverage – Adjust) as an internal shorthand for Managing Work key actions

Common Pitfalls & Mitigations

• Pitfall: Accepting incompletely formed stories ⇒ Mitigation: probe until each STAR element is explicit
• Pitfall: Halo/Horn effect ⇒ Mitigation: rely on specific behavior evidence, not general impressions
• Pitfall: Over-weighting ancient examples ⇒ Mitigation: apply recency weighting during evaluation

Wrap-Up Checklist (Interviewer’s Desk Reference)

• [ ] Enter start times on each guide page
• [ ] Capture ≥3 STARs per target
• [ ] Rate each observable key action (+ 0 –)
• [ ] Transfer numeric ratings to grid
• [ ] Draft evidence-based comments for integration meeting
• [ ] File notes per data-privacy policy within $24$ hours