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Behavioral Interviewing - Getting the Most Out Of an Interview

Posted by Nancy Saperstone on Thu, Jul 29, 2010 @ 12:37 PM
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The resume looks great, the prescreening phone conversation went well and now it’s time to meet the candidate face to face.  Often times, the interviewer has less than an hour to make their determination on a candidate, so the questions must be effective in getting the information necessary to make an educated decision about a candidate’s qualifications and potential success in a position.  Sounds easy, but figuring out what those questions are, is not as easy as it may sound.

Behavioral Interviewing is an interview technique that relies on questions around how the candidate behaved in previous situations.  The idea is that past behavior is a predictor of future success.  Experience has shown that people are more likely to repeat behavior, rather than change, so by understanding what has happened in the past one can somewhat predict the future.  By implementing behavioral interviewing techniques, companies often find a decrease in employee turnover, as they are able to hire qualified employees for the positions with a better fit. 

Behavioral interview questions are open ended and force the candidate to talk about what they did in certain past situations verses how they might respond in the future.  When asking traditional questions, the candidate is able to form an answer they think the interviewer wants to hear or how they’d like to perform, if given the chance.  Behavioral questions, however, direct them to talk about what actually happened and to give a specific example of a past situation.  Any interview will be a combination of behavioral based and traditional interview questions.  Traditional interview questions allow the interviewer to assess experience as written on the resume, clarify skills and ask basic questions.  The combination of both types of interview questions will result in a good assessment of the skills, experience and fit for the position.

In order to conduct an effective behavioral interview, the interviewee must prepare in advanced.  The resume, job description and any other collateral information should be carefully reviewed.   Determining specific skills and behavioral traits necessary to be successful in the job is imperative.  Once you’ve identified those skills and behaviors, you can begin designing your questions that will help you assess if the candidate possesses those skills and behaviors.

What are you favorite behavioral interview questions?

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COMMENTS

Favourite question is  
Describe for me a time that you had a conflict with a colleague and how did you get to a resolution?

posted @ Thursday, July 29, 2010 9:11 PM by Les Freeman


One question I almost always use is - "Give me an example of a project when it was most important for you to coordinate with another department or individual outside your immediate team." Outside the compfort zone can often tell alot - listen closely for the clues.

posted @ Thursday, July 29, 2010 9:34 PM by Joe Sommers


I like this article. We have used this approach in interviews where I work and it is successful.

posted @ Friday, July 30, 2010 7:28 AM by David Baldwin


Behavioral interview questions have been the norm at most companies I’ve dealt with over the last seven or eight years. It’s always shocking to me when someone comes to a job interview and is caught off guard by this type of question. You can find some good examples of behavioral interview questions here:  
 
http://www.quintcareers.com/sample_behavioral.html  
 

posted @ Friday, July 30, 2010 6:28 PM by Stan Twist


Asking the right questions, probing deeper, active listening for the situation, task, action and result are all extremely important. And doing probing questions to references related to the answers the candidate provided is the missing ingredient. 
 
 
 
I am constantly surprised at how honest and valuable past references are in providing a window into the world of the candidate's past performance.  
 
 
 
Of course, the questioning and the person asking needs to be skilled at the asking, with understanding how to ask in such a way as to elicit truthfulness. My experience is references will “pull back the curtain” and tell you behavior sins, as well as the performance omissions, plus the accomplishments of the candidate, after you have spent some time learning about them and their organization. They want to be an active participant in the process, if you only allow them to be an active participant.  
 
 
 
To give an example, I recently checked references on a stellar candidate, but this position needs to work independently. In talking with (3) former supervisors, each one said in response to a question: 
 
 
 
“What one piece of advice would you provide to his or her new supervisor? 
 
 
 
All three stated that she works independently but does not keep her supervisor informed, each one said they were constantly surprised and caught off guard on items or decisions he she made. One reference said that the decisions were ones he would support, however he seldom had the opportunity to pave the way politically. Ultimately his/her frustration was the catalyst for leaving, which was unfortunate in his and the companies eyes. 
 

posted @ Sunday, August 01, 2010 6:36 AM by Tony Warner


What would your previous employees describe as your greatest weakness?

posted @ Monday, August 02, 2010 4:42 PM by M Lankenau


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