Behavior-Based Interviews
September 4th, 2010Leading at Light Speed is a leadership book by Eric Douglas for businesses, public agencies, and nonprofits revealing the 10 Quantum Leaps to build trust, spark innovation, and create a high-performing organization.
In Chapter 3, Lead Through Others, Eric discusses the merits of using a behavior-based interview process instead of a typical interview.
Behavior-based interviewing is a great tool that helps ensure you find the right people. It starts with writing down the behaviors that are most important for success in a particular job – not the tasks. Managing a team, motivating people, developing under-performers, starting a line of business, engaging people in change – these all might be behaviors you’re looking for. This list becomes your litmus test for selecting the right people.
The corollary of behavior-based interviewing is open-ended recruiting: When a position comes open, you keep searching until you find the right person, even if it means temporary hardship. It’s too important to find the right person for a position to settle for less.
The quest to get the right people means you should always be on the lookout for talent. By definition, after all, the most talented people aren’t the ones looking for work. If you want to build a great company you need to get great people on board, and that may mean using unusual tactics. Good leaders typically spend 25 percent of their time recruiting and developing talent.
The cost of settling for second best can be huge. To begin, there is the price you pay to be certain someone get the proper training. That’s a price you would have to pay in any case. But by settling for second best, you may have to spend more time training them to make sure they don’t make mistakes. Perhaps you must spend a greater amount of time checking on their work. Perhaps you require multiple sign-offs on their choice. Maybe you revise a process to make sure his or her work is reviewed by someone you trust. For the sake of filling the position, you add a little bit more bureaucracy to the organization.
Now you see the higher, hidden costs. The talented people in your organization start to resent the new person. His or her mistakes must be dealt with. Maybe they have to subject themselves to the same bureaucracy. This irritates them at first – then it starts to grate. Morale suffers. Ultimately, the genuinely talented people decide to move on. This ultimately results in a damaging loss of trust. All because you failed to find the right people in the first place.
Here is an example of a typical interview vs. behavior-based interview.
Typical Interview:
Describe your experience in sales.
Have you ever had to manage large accounts?
Describe a time you experienced great success.
How are you best motivated?
Tell me about a time you had to handle a conflict?
Behavior Based Interview:
This position requires a person to make five sales calls a day while traveling in a territory from Minneapolis to Atlanta. How have you managed those kinds of sales logistics in the past.
In this position it’s necessary to manage large accounts with multiple contacts inside the organization who need to be on board to get the sale. Explain your experiences making such a sale. How did you succeed in making them all say “yes”?
We insist on people who are self-motivated. Describe your own motivations for success. Describe examples where you went an extra mile for a client – and for your company?
Tell us how you handled a situation that made you look bad. How did you handle the situation? What did you say? What was the result?
This position means working with an internal R&D team to help revamp our product for a new launch every year. Describe how you’ve successfully managed internal relationships with R&D teams to maximize the success of upgraded products?
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