Introduction
The purpose of this web-guide is to describe the Department of Administration and Information – Human Resource Division’s (A&I-HRD) most highly recommended interview approaches. This approach is known as Behavioral-Based Interviewing. Although similar to traditional interviewing techniques, a structured Behavioral-Based Interviewing process employs some elements that make it more legally defensible and useful to employers in identifying qualified candidates.
All interview processes seek to: provide the candidate with an accurate view of the position; gather information about the candidate’s competencies (knowledge, skills, abilities, and workplace behaviors) not previously assessed in the screening process; and, evaluate the candidate in light of the position and organizational culture.
Interview styles range from highly intuitive processes to those that are strictly fact-based. While no technique is perfect, Behavioral-Based Interviewing can alleviate some of the common problems associated with other interview methods. Common errors include:
-
Lack of a clear purpose;
-
Inadequate preparation;
-
Lack of structure;
-
Failure to utilize job analysis;
-
Personal bias; and,
-
Premature decisions.
Done well, structured Behavioral-Based Interviewing increase the likelihood of receiving honest and revealing responses to structured, job-related questions. The information obtained may be used to gauge candidates’ job-related competencies and assist employers in determining which candidate is most qualified for a position.
This web-guide contains:
-
A definition of Behavioral-Based Interviewing
-
How to develop a Behavioral-Based Interview
-
Tips for conducting a Behavioral-Based Interview
-
Examples of Behavioral-Based Interviewing questions
-
Examples of different styles of rating guides
