BehaviorBased Interviewing

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• Behavior-Based Interviewing

Creating a High-Performance Team by Selecting
the Right Person for the Job
Don Sanders, Chief, Employment Section
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What is Behavior-Based Interviewing?

• The most accurate predictor of future performance
  is past performance in a similar situation.
• It provides a more objective set of facts to make
  employment decisions than other interviewing
  methods.
• Instead of general questions such as "Tell me
  about yourself," behavioral interviewing is much
  more probing and works very differently.

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Important Points About Behavior Based
Interviewing

• In the interview, your response needs to be
  specific and detailed.
• Tell them about a particular situation that
  relates specifically to the question, and the
  skills they have indicated they are looking for.
• Tell them briefly the situation, what you did
  specifically, and the positive result or outcome
  (quantify if at all possible).

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Preparing Your Response

• Your resume will serve as a good guide when
  answering these questions.
• Refresh your memory regarding your achievements
  in the past couple of years.
• Demonstration of the desired behaviors may be
  proven in many ways.
• Use examples from past internships, classes,
  activities, team involvement, community service
  and work experience.
• Use examples of which you may be especially proud
  such as running a marathon or running for student
  body president.

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Engage the Interviewer When Appropriate

• Always listen carefully to the question
• Ask for clarification if necessary
• Make sure you answer the question completely

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Frame Your Response Using a Three-Step Process

• Situation
• Action
• Results/outcome

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Situation
For example, the interviewee tells a story for a
few minutes then, the interviewer will pick
apart the story to try to get at the specific
behavior(s) that they are looking for or looking
to avoid.
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Situation (Contd)
Your interview preparation should include
identifying examples of situations where you have
demonstrated the behaviors for a given
organization.
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The interviewer can probe further for more depth
or detail

• "What were you thinking at that point?"
• "Tell me more about your meeting with that
  person," or
• "Lead me through your decision-making process."

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Action

• How did you assess the situation?
• What steps did you take to address the situation?
• Present your actions in a manner to exhibit your
  strengths.

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Results / Outcome

• Should be measurable/quantifiable
• Achieve the objective
• Add value to the organization
• Align with the vision of the organization

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Executive Core Qualifications

• Leading Change
• Leading People
• Results-Driven
• Business Acumen
• Building Coalitions / Communications

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Leading Change (competencies)

• Continual Learning
• Creativity/Innovation
• External Awareness
• Flexibility
• Resilience
• Service
• Motivation
• Strategic Thinking
• Vision

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Leading People(Competencies)

• Conflict Management
• Leveraging Diversity
• Integrity/Honesty
• Team Building

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Results-Driven(Competencies)

• Accountability
• Customer Service
• Decisiveness
• Entrepreneurship
• Problem Solving
• Technical Credibility

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Business Acumen(Competencies)

• Financial Management
• Human Resources Management
• Technology Management

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Building Coalitions/ Communications(Competencies)

• Influencing/Negotiating
• Interpersonal Skills
• Oral Communication
• Partnering
• Political Savvy
• Written Communication

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• Behavior-Based Interviewing

Creating a High-Performance Team by Selecting
the Right Person for the Job
Don Sanders, Chief, Employment Section