Tips on how to conduct a Behavioral Interview

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Behavioral InterviewingBehavioral Interviewing
WorkshopWorkshop

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PreparationPreparation
 Review your resumeReview your resume
 Understand the job descriptionUnderstand the job description
 Determine the competenciesDetermine the competencies
 Interview questions and answersInterview questions and answers
 Know who is on the Interview TeamKnow who is on the Interview Team
 ClosingClosing

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Know your ResumeKnow your Resume
 Error freeError free
 Quantitative & qualitativeQuantitative & qualitative
 Look for your “red flags”Look for your “red flags”
 Unexplained employment gapsUnexplained employment gaps
 Frequent job changesFrequent job changes
 Discrepancies in educational historyDiscrepancies in educational history
 Lack of continuityLack of continuity

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CompetenciesCompetencies
 Reliable indicators of job successReliable indicators of job success
 ““Success Factors”Success Factors”
 Predictable and repeatable measures ofPredictable and repeatable measures of
high performancehigh performance

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CompetenciesCompetencies
KNOWLEDGE
ATTRIBUTESSKILLS

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SkillsSkills
 Specific tasks, operations, processes andSpecific tasks, operations, processes and
procedures viewed as relevant to the workprocedures viewed as relevant to the work
 Often, the way knowledge is demonstratedOften, the way knowledge is demonstrated
 E.g., ability to deliver a client presentationE.g., ability to deliver a client presentation
 Proficiency with using tools and equipmentProficiency with using tools and equipment
in the rolein the role
 E.g., Financial Analyst ability to createE.g., Financial Analyst ability to create
spreadsheetsspreadsheets

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KnowledgeKnowledge
 Large grouping of concepts, disciplines andLarge grouping of concepts, disciplines and
rules that form a context in which to performrules that form a context in which to perform
skillsskills
 The specific background information necessaryThe specific background information necessary
to perform a role:to perform a role:
 E.g., understanding of investment industry, comprehensionE.g., understanding of investment industry, comprehension
of the law, grasp of benefit plan conceptsof the law, grasp of benefit plan concepts
 Sometimes reflected in certifications, licenses, etc.Sometimes reflected in certifications, licenses, etc.

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AttributesAttributes
 A characteristic behavior associated with aA characteristic behavior associated with a
person:person:
 E.g., team player, leadership, initiativeE.g., team player, leadership, initiative

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CompetenciesCompetencies
CommunicatedCommunicated
 General: AdministrativeGeneral: Administrative
 Specific: Develops effective systems andSpecific: Develops effective systems and
processesprocesses
 BehaviorsBehaviors
 Looks for ways to reduce duplication of effortLooks for ways to reduce duplication of effort
in departmentin department
 Uses a flowchart to manage complexUses a flowchart to manage complex
projectsprojects

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Competency Description
 Analytical: Gathers relevant information systematically and applies logic
in solving problems and making decisions. Predicts benefits and costs and
weighs risks.
 Business Perspective : Shows understanding of issues relevant to the
broad organization and business; has and uses cross-functional knowledge.
 Change Management: Champions change. Takes initiative to channel
changes as an opportunity to drive goal-driven initiatives.
 Communication: Expresses ideas clearly and simply both orally and in
writing; creates an environment where people are comfortable expressing
ideas. Promotes the timely flow of information to subordinates, team
members and management.

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Competency Description
 Consumer/Customer Focus: Anticipates consumer and customer needs
(both internal and external); takes action to meet consumer/customer
needs; continually searches for ways to increase customer satisfaction;
demonstrates a concern for helping and serving others.
 Cost Management: Analyzes cost versus benefit. Uses project
management process to maintain cost balance expectations and desired
outcomes.
 Fundamental Technical Expertise: Demonstrates an overall
understanding of current technology resources. Applies various systems
and tools in context of advancing business goals, processes and service
quality.

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Competency Description
 Influence/Negotiations: Seeks mutually beneficial solutions;
obtains cooperation from others including those not under direct control.
 Innovation: Challenges established ways of doing things by coming up
with resourceful ideas and solutions. Pushes for continuous improvement in
all ways of doing business.

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Competency Description
 Leadership/Assuming Accountability: Displays leadership through
actions and work activities. Interprets shared organizational vision by
assuming accountability. Leads by example to establish new benchmarks
for quality and performance.
 Managing People/Coaching: Develops competencies by creating
challenging/broadening work assignments. Gives timely constructive and
specific performance feedback; brings out the best in all people.
 Planning/Priority Setting: Develops plans to support business
strategies; translates objectives into action plans. Identifies tasks critical to
business success; allocates resources accordingly.

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Competency Description
 Results Oriented: Get results and add value to the organization by
moving others to action, takes decisive action on emerging opportunities.
 Risk Management: Assesses and applies Risk Management principles
to all levels of work. Maintains cross-functional view of the organization in
order to pro-actively manage risk impacts.
 Self Management: Can work autonomously by focusing on goals at
hand. Seeks additional responsibilities within balance of current work and
delivering results.

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Competency Description
 Strategy/Vision: Develops and communicates a long-term direction
for the team-organization. Links the overall business goals with the team’s
goals.
 Team Building/Relationship: Creates a commitment to common goals;
initiates and develops relationships with others as a key priority. Develops
an environment that empowers others; values the contributions of all team
members.

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QuestionsQuestions
 GeneralGeneral
 BehavioralBehavioral
 SupportingSupporting
 ContraryContrary
 Follow-upFollow-up
 OtherOther
 Closed-endedClosed-ended
 VagueVague
 LeadingLeading
 TheoreticalTheoretical

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Behavioral InterviewingBehavioral Interviewing
 Key concept: past behavior isKey concept: past behavior is
predictive of future behavior underpredictive of future behavior under
similar conditionssimilar conditions
 Competency-basedCompetency-based

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Behavioral QuestionsBehavioral Questions
 ““Tell me about a time when you . . . .”Tell me about a time when you . . . .”
 ““Give me an example of . . . .”Give me an example of . . . .”
 ““Describe a project where you had to . . . .”Describe a project where you had to . . . .”

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Behavioral QuestionsBehavioral Questions
 What did you do in your last job to contribute toWhat did you do in your last job to contribute to
a team environment?a team environment?
 Describe a situation in which you were able toDescribe a situation in which you were able to
win the support of others that did not report towin the support of others that did not report to
you.you.
 Give me an example of how you organized andGive me an example of how you organized and
tracked a complex project.tracked a complex project.

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Behavioral ResponsesBehavioral Responses
 ScenarioScenario
 ActionAction
 Outcome or resultOutcome or result
 E.g., learningE.g., learning

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Behavioral ResponseBehavioral Response
 ScenarioScenario
 I was a temp in a Finance organization. Two daysI was a temp in a Finance organization. Two days
after I joined, the Senior Financial Analyst left onafter I joined, the Senior Financial Analyst left on
Maternity Leave. I was left to learn on my own.Maternity Leave. I was left to learn on my own.

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Behavioral ResponseBehavioral Response
 ActionAction
 One day, I took it upon myself to create a financialOne day, I took it upon myself to create a financial
model to analyze the cost benefit of hiring Collegemodel to analyze the cost benefit of hiring College
Interns.Interns.

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Behavioral ResponseBehavioral Response
 Outcome or resultOutcome or result
 Now, the organization is expanding its collegeNow, the organization is expanding its college
recruiting efforts by 35%.recruiting efforts by 35%.

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Contrary QuestionsContrary Questions
 Designed to gather data about aDesigned to gather data about a
candidate’s limitationscandidate’s limitations
 Helps interviewer understand theHelps interviewer understand the
candidate more fully:candidate more fully:
 E.g.,E.g., Give me an example of a time whenGive me an example of a time when
you wereyou were unableunable to convince your boss toto convince your boss to
support your proposed course of action.support your proposed course of action.

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Follow-up QuestionsFollow-up Questions
 Help interviewer to probe more deeplyHelp interviewer to probe more deeply
 Useful when candidate:Useful when candidate:
 Gives vague answersGives vague answers
 Responds in a theoretical or future-orientedResponds in a theoretical or future-oriented
mannermanner
 Expresses feelings or opinionsExpresses feelings or opinions

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Follow-up QuestionsFollow-up Questions
 E.g.,E.g.,
 Can you give me a specific example ofCan you give me a specific example of
when you did this?when you did this?
 Under those particular conditions, how didUnder those particular conditions, how did
you react?you react?
 Exactly, how were you involved?Exactly, how were you involved?
 Specifically, how did you use thisSpecifically, how did you use this
knowledge in your job?knowledge in your job?

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Leading QuestionsLeading Questions
 Forecast the desired responseForecast the desired response
 Control candidate’s responseControl candidate’s response
 E.g.,E.g.,
 Are you sitting for the upcoming Level II CFAAre you sitting for the upcoming Level II CFA
exam?exam?

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Theoretical QuestionsTheoretical Questions
 Open-endedOpen-ended
 HypotheticalHypothetical
 E.g.,E.g.,
 We’re looking for someone who is notWe’re looking for someone who is not
afraid to take initiative. How would youafraid to take initiative. How would you
take initiative?take initiative?

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ResponsesResponses
 Take time to answer the question to thinkTake time to answer the question to think
of an appropriate scenario orof an appropriate scenario or
circumstancecircumstance
 Silence is okaySilence is okay

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Roles and ResponsibilitiesRoles and Responsibilities
 RecruiterRecruiter
 GeneralistGeneralist
 Hiring ManagerHiring Manager
 Other InterviewersOther Interviewers

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Common Interview MistakesCommon Interview Mistakes
 Having insufficient knowledge of the jobHaving insufficient knowledge of the job
 Talking too muchTalking too much
 Giving redundant or repetitive examplesGiving redundant or repetitive examples
 Not being preparedNot being prepared

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ClosingClosing
 Summarize why you are theSummarize why you are the
candidatecandidate
 Ask questions that help you assessAsk questions that help you assess
the requirements of the position andthe requirements of the position and
determine if this position is a matchdetermine if this position is a match
for you.for you.
 E.g., culture, requirements,E.g., culture, requirements,
management stylemanagement style
 Thank Interviewer for their timeThank Interviewer for their time