Behavior Based Interviewing - Hiring and Retaining the Right Staff

The best predictor of future behavior is past behavior in similar circumstances – even if the candidate has limited work experience, look at other situations with similar behavioral needs to what you’re hiring for.

First thing the interviewer need to do is make the interview environment comfortable. This is not an interrogation after all – this is where you’ll see if the candidate is appropriate for the job on several levels. Put the candidate at ease – you’re simply having a conversation.

When the candidate’s anxiety has decreased, you’ll want to ask specific questions to ascertain the information you need – their specific thoughts, feelings, and behaviors – in similar circumstances to the job they’re interviewing for.

1.       What did they do in the past – an actual situation they recall from memory – with a situation they’ll deal with in the new job? Hear their story….

2.       Let them tell their story fully – enabling them to replay it in their mind relive the actions they took, the emotions they felt, AND the way they behaved

3.       Specifically ask them to tell you about the extremes – worst, hardest… best, most successful, easiest…. and listen carefully to what and how (e.g. tone, non-verbal) they answer.

Hypothetical situations do not work because any one can give the “right answer,” but it does not predict what they’ll truly do.

 For existing staff - What you have already observed directly OR if there is consistent feedback on a person’s behavior when you’re not watching.

 Long standing behavior is the best predictor.

 Recall - Some of the Key Competencies you’ll need for the candidate to have, to compliment your firm’s culture, will be critical and harder to develop:

1. Interpersonal - e.g. during the challenge/disaster, did they maintain empathic, respectful interactions? Maintaining professional, empathic, respectful interactions may be an overarching Key Competency regarding how one behaves with all staff, clients, vendors, etc. in your firm.

2. Motivation – e.g. did the candidate go the extra mile and help problem solve the disaster? When working with the easy client, did the candidate work diligently or did they become lax? Problem solving complex issues and attention to detail may be overarching Key Competencies in your firm.

3.Self Management – e.g. during the challenge/disaster, did they become passive, ignore it, or consistently blame others? Did they say inappropriate things about the staff, client, or vendor? Did the candidate manage their time well or let other work slide? Mature, professional, self-reflective behavior and time management skills may be overarching Key Competencies in your firm.

Now ask yourself this as the interview progresses:

Did the candidate demonstrate Key Competencies in the interpersonal, motivation, self-management realm (explicit behaviors) that are consistent with your firms Culture during her/his story? If yes, great. If not, give more ‘story’ opportunities to determine if a pattern of behavior is occurring.

If a behavior pattern emerges that is contrary to your Key Competencies/Culture, even the best technically qualified candidate won’t be a good fit.

Don’t rush – stay true to what you need. You’ll find the right person.