CIGNA Takes the Guesswork Out Of The Hiring Process

Behavioral Interviewing Ensures Good 'Fit' Between Employer and Employee

Whether it is a job opening at the administrative assistant level or a search for a department manager, identifying superior candidates whose background and skills support the immediate and long-term goals of a company can be a challenge. Reference checking, review of credentials and "good vibes" notwithstanding, managers must be certain of a 'fit' between the needs of the organization and the candidate's skills and professional goals.

Because CIGNA understands the importance of hiring employees who are most likely to perform well in their positions, the company has instituted behavioral interviewing. While the science of behavioral interviewing is not new, CIGNA's use of the technique is—all candidates for positions hired through the company's Corporate Staffing department, from clerical to management, undergo the process. This system helps hiring managers determine a candidate's skills and qualifications by using special questioning techniques in the personnel selection process.

With behavioral interviewing, a candidate's past job performance and results are assessed and used to predict future job performance. In addition to evaluating a candidate's demeanor and credentials, the behavioral interviewer evaluates the person's responses to core questions to measure their strengths and weaknesses. Interview questions are designed to reveal pre-determined behaviors that the position requires.

"We are one of the first companies to use behavioral interviewing for hires at all levels in our company," says Mark Jacobs, assistant vice president of CIGNA Corporate Staffing. "This process allows for a more comprehensive, evidence-based approach."

Instituting behavioral interviewing at all levels is exhaustive, but CIGNA managers believe it is worthwhile. Poor hiring decisions affect a company's bottom line, costing many times an individual salary and benefits package. Direct expenses include recruitment and advertising costs, unemployment and severance pay. Indirect expenses, which can be more costly than monetary outlays, include decreased productivity and employee morale, and wasted time and effort having recruited an employee who did not perform well in their position. By valuing potential employees during the hiring process through behavioral interviewing, CIGNA managers arm themselves with the information and resources needed to avoid poor hiring decisions.