If you’ve been asked to give an example of a project you aced, a lesson learned or another slice of your work life, you’ve been on the receiving end of behavioral interviewing, a technique that’s gained popularity during the past decade. Here’s why: some of the “old school” questions such as “Tell me your greatest strength” or “Where do you see yourself in 5 years?” tended to elicit pat, formulaic responses that didn’t help with assessing candidates or making decisions.
The theory behind behavioral interviewing is that past behavior is the best predictor of future behavior, so interviewers can better predict your success by drilling down into specific examples from your past jobs.
Done correctly and with a little panache, it leads to good discussion that helps both candidate and employer. Done poorly, it can feel like you’re being assaulted by a firing squad.
The question for today is, how can you employ this tactic to get what you need out of the interview. Think about the last interview you went on and the kinds of questions you asked when given an opportunity. You’re smart enough not to have used the time to ask prematurely about salary, vacation time, etc. But you may have used the opportunity to show how smart you are by asking impressive philosophical or industry questions that showed you were smart and savvy – which the interviewer probably got already – but yielded little useable information to help you figure out if you actually wanted the job if offered.
Here are some questions to help you get the real scoop:
- For advancement potential: can you give me an example or two individuals who joined the company or department at this level and how they progressed within the role or the company? On the flip side, can you think of an individual who didn’t work out and why?
- For measurement: how will you know in six months whether I’m succeeding this role? What are the three biggest changes you will look for in the output of this function?
- For compatibility: Can you describe the interpersonal style of an individual who has been an A player here?
- For managerial style: How have your direct reports described your strengths and weaknesses in 360 degree performance reviews? In your years of managing this department, can you describe the behavior of staffers that really got under you skin? How did you resolve these cases?
- For leadership support of function: Was there a moment in the past year where you really felt that Communications had accomplished its mission? What projects or initiatives received the most support from your CEO? What was your greatest disappointment this year?
And so on.
Good behavioral questions are open-ended. They probe for specifics. And the answers generally invite follow-on invitations: “Can you tell me more about that?”
Final words of caution: do not deliver these questions in an officious manner that suggests you are the HR expert (even if you think you are). Use a conversational manner. Remember that the best interviews are just that – good conversation, give and take. Keep your tone light, but probe for the information you need.
Good luck.
By Janet Long, founder and president of Integrity Search, Inc
