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Behavioral Interviewing

For leaders

Lynne Waldron

on 9 February 2016

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Transcript of Behavioral Interviewing

The Difference Between Behavioral and Traditional Interview Techniques
"What would you do if...?"
"What did you do when...?"
Why Use Behavioral Interviewing?
Increase excellence
Decrease unwanted attrition and turnover
Decrease performance issues
Increase morale among staff
What is BI?
Focuses on experiences, behaviors, knowledge, skills and abilities that are job related.
Past behavior predicts future behavior and performance.
thorough, planned, systematic
way to gather and evaluate information about what candidates have done in the
to show how they would handle future situations." (Henneman III)
The Six Steps
1. Develop job profile & questions
2. Opening & structuring the interview
3. Asking the BI questions- The Core!
4. Review and sell
5. Closing
6. Selection
Step One: Your prep work
1. Identify the
2. Identify the
(or non-technical) skills
3. Identify needed level of
skills, like communication, problem-solving, decision-making
4. Special mental or physical efforts
Step Two
Small talk
Inform of structured format
SBO format
Questions at end
Step Three
The Core: BI Questions
Think of a time when...
Tell me how you handled...
Describe a situation when...
Situation, Behavior, Outcome (SBO)
Probing Questions,
"Keep It Rolling" Questions,
Clarifying Statements & Questions
Step Four
Review,elaborate and sell the position
Step Five: Closing
Remember it's a two way street!
Wrap up & Thank you

Step Six: Selection
Same questions for every candidate
Review notes, evaluate answers
Review peer interviewers' notes
Make a hiring recommendation
Paperwork, paperwork, paperwork
1. BI Interview Scoring Form
2. Candidate Rating Form (HR form)
3. Decision Criteria Matrix
Preview & Review
Behavioral Interviewing
What the heck is a SBO???
oh! That's what SBO is!
True or False?
It makes good business sense to try people out. If they don't work out, replace them. Fancy selection procedures are expensive and don't work anyway. Turnover is just an unavoidable part of the business.
In most cases, the interview is a reliable tool for measuring a job candidate's skills.
Following your first impression generally pays off in interviewing.
Good interviewing is a matter of how good you are with people. It's an art that can't be easily taught.
List 4-7 performance skills (review with at least 2 staff members)
Identify 4-7 behavioral-based questions that relate to the performance skills
moments of truth
SBO: What is that??
one of our goals: to build rapport
Remember that past behaviors predict future behaviors!
This is the goal of the applicant's answer.
Probing Questions
How did this work for you?
Summarize all 3 areas of SBO
Write key words & verbs, direct quotes
Write openly but applicant shouldn't be reading
Sensitive issue? write later if pertinent
Do not write discriminatory or irrelevant info
Systematically finish notes for each question
Make no judgments during the interview
Remember good body language
You may record behaviors
Review your notes immediately & clarify
Probing Questions
What were the circumstances that you encountered?
What in particular was your part in this situation?
How did this work out for you?
Education/Training/Work Experience
Reason for leaving
What did you like about your last position?
and then?
what happened next?
How did you get involved?
Interesting. Tell me more.
Your next step was?
Keep the interview rolling questions
To Clarify...
Repeat what you just heard
Let me highlight what I just heard. Am I on the right track?
Let me take a moment to summarize the steps you took. Did I catch everything?
Tools for the Interviewer
Probing Questions
Keep the Interview Rolling Questions
Clarifying Statements and Questions
Practice Interviews
Groups of three

Surveys state from 35% to 150% of a exiting employee's salary is spent for a replacement!
Turnover is costly!
After this session you will be able to:
Plan a logical, structured interview with preplanned questions to control the interview
Recognize the importance of developing an interview plan on a thorough knowledge of the job
Use BI techniques and open-ended questions to get the best information
And realize the importance of documentation
The Key Assumption:
Job candidates who previously demonstrated a particular behavior to address a situation will REPEAT that behavior in the future when confronted with a similar set of problems.
After the interview:
Score the responses
Plug scores in decision matrix
Select new employee
What are the skills, abilities, behaviors and competencies critical to successful job performance?
OK, we have done our homework. We've determined what we are looking for in a candidate and the questions we are going to ask-
Advantages of a Panel Interview:
Different viewpoints on candidate's strengths and weaknesses
Better record keeping/note taking
Varying opinions on the best candidate
The Interview Form:
Space for notes about SBO
Room for Scoring
Every interviewer should have the same form
a tool to rank all applicants,
just a spreadsheet
Decision Criteria Matrix
Thank you!
Silence....is ok. Ten to fifteen seconds is best.
Ignore personal information
Skim for basic qualifications
Weed out resumes with careless mistakes
Look for
flags (gaps in employment, numerous short-term jobs, evidence of decreasing responsibility, multiple career paths, or ambiguous terms such as "familiar with" or "involved with")
Look for specific accomplishments
Review cover letter carefully.

Separate resumes into three piles: match with requirements closely, don't meet requirements and those in-between.
Tips for Reviewing Resumes
General Tips for Interviewing Candidates
Start slow and safe
Ask and be silent
Manage, but don't dominate.
Take Notes
Goals of Behavioral Interviewing:
Eliminate Bias
Eliminate Inconsistency and Randomness
Establish Consistency, Objectivity, Reliability and Fairness
First impressions
Physical characteristics
Those similar to you
Those that seem to like you
69% of organizations have been adversely affected by a bad hire in the past year. ~ CareerBuilder
Poor performance- #1 result of a failed hire ~ Robert Half

What Happens When We Hire the Wrong Person?
Behavioral interviews nearly triple the correlation with job success compared to traditional interviews.
Compare these two questions:
"Do you work well under pressure?"

"Tell me about a time you felt a lot of pressure at work. What were the circumstances, and what did you do about it?"
Full transcript