How to Conduct A Structured Behavioral Interview

Structured behavioral interviewing is founded on the notion that the best predictor of a candidate’s future performance is his or her past performance. Therefore, structured behavioral interview questions are built around specific incidents that have happened rather than hypothetical situations. The questions ask candidates to describe things that they have actually done, as opposed to what they would do in a given situation. Therefore, this interview approach is most useful for higher level positions; however, modifications may be made to suit the needs of any position. You may also create an interview that includes different types of questions (i.e., situational, behavioral, and job knowledge-based). Answers to structured behavioral interview questions should provide verifiable, concrete evidence as to how a candidate has dealt with issues in the past. This information often reveals a candidate’s level of experience and his or her potential to handle similar situations in your organization. The information may also be highly useful in conducting final reference checks, as one may verify that the candidate actually did what he or she has claimed.

Instructions

Difficulty: Moderately Easy

Things You’ll Need:

• Interview Panel Members
• Copies Of Job Description
• Candidates

1. Conduct the interviews in a private setting in which candidates can feel relatively comfortable. Do what you can to put candidates at ease, including the offer of water and a comfortable chair.
2. Consider providing a list of the questions for candidates to look at during the interview. The list allows candidates to review questions as they answer, and increases the likelihood that they will provide complete responses. You may tape the list to the table to make sure candidates do not accidentally take it with them when they leave.
3. Short and simple interview questions are better than long and complex ones. Also, candidates typically know less about the job than you do, and they will not likely “read between the lines” when answering questions. Make sure your questions are clear, easy to understand, and ask for all the details you wish candidates to provide.
4. Consider having some of the more complex questions be pre-exposed. By allowing candidates time (15 – 30 minutes) to think about the questions, you are likely to receive more thorough responses.
5. Keep comments and gestures neutral. Saying “thank you” and nodding is more appropriate than saying “that’s great!” or frowning. This maintains objectivity and reduces the likelihood of leading (or misleading) candidates to feel or think a certain way.
6. If a candidate gives a generalized answer such as, “I have to prioritize my assignments every day,” you may choose to restate the question to elicit a more specific response: “Do you recall a particular situation of this type?” Panel members will find it easier to rate responses if the candidates provide details. Similarly, if a candidate gives an incomplete response, such as leaving out the result, you may ask, “How did that turn out?” I recommend limiting clarifying questions because they can reduce the reliability of the interview process if only certain candidates are asked extra questions. You may wish to have a pre-determined set of follow-up questions to ask candidates as necessary.
7. Each panel member should take notes regarding the candidates’ responses. Or you may designate the senior HR panel member to take the notes. The aforementioned option is gaining increased popularity, as it frees up the majority of the panel members from taking notes and they can intern study the candidates non-verbal behavior instead. These notes should be factual in nature: Candidate chose to finish typing report before acknowledging customer, but customer was satisfied with the service. Personal judgments made by the panel members, physical descriptions, and comparisons between candidates should not be part of the notes.
8. Each response should be scored independently of all other responses made by the candidate, and should be based upon the rating criteria for that question.
9. After each interview, panel members should first discuss what they heard the candidate say. They should then go over the ratings given to each response and discuss significant differences in score (perhaps those of more than one point). While consensus is preferred, panel members are entitled to their individual decisions and should not be required to change a rating. They may, however, choose to do so as a result of the discussion.
10. Allow sufficient time between interviews so that the process isn’t rushed. Sitting through hours of non-stop interviews can cause panel members to lose focus and grow tired. Better decisions are usually made by interviewers who are not exhausted by the process.
11. Be sure to give candidates the opportunity to ask questions of you. Also tell them approximately when they may expect to be informed of your decision. And always notify candidates that reach the final stages by phone, whether they were selected or not.