As an employer, you are probably no stranger to issues such as turnover, low productivity, coworker conflicts, and absenteeism. It is an unfortunate reality of running a business that human error all too frequently creeps into the hiring and employee administration processes. When it comes to assisting corporations in overcoming these flaws, we’re all ears in terms of methods for minimizing these flaws. That is why we are so interested in the question, “Does behavioral interviewing really work?”
We recently discussed whether or not cultural fit makes a difference in hiring and concluded that in order to leverage your employees’ expertise and achieve higher productivity in the workplace, a beneficial balance between cultural match and technical expertise is essential. This is an important point to revisit because behavioral interviewing is a technique for determining a candidate’s cultural fit during the interview. So, does behavioral interviewing really work for hiring higher-level employees? We anticipate a prompt response. This is the reason.
Why Behavioral Interviewing Is More Effective
Traditional interview questions, such as “tell me about yourself” and “what are your strengths and weaknesses,” are very limited in their ability to reveal a lot about a candidate. A typical job seeker knows their resume inside and out and has likely practiced many answers to common interview questions.
Their primary goal is to impress the interviewer and overcome their nerves; this frequently directly contradicts your goal of getting to know them in a way that demonstrates how they will perform in your office and in the position you hire them for.
That is why behavioral interview questions are more in-depth. They are questions designed to elicit a candidate’s previous office behaviors in order to forecast future efficiency. And, according to the Society of Human Resource Administration, behavioral interviewing is becoming more popular.
What Exactly Is Behavioral Interviewing?
Behavioral interview questions describe a scenario that could occur in your organization and then ask the interviewee how they responded to similar conditions in their previous work experience. For example, you might want to know how the candidate handles high-pressure deadlines, workplace conflicts and miscommunications, or tasks that are outside of their comfort zone.
Regardless of how you choose to frame your questions, they should be consistent for each candidate you interview. Furthermore, they must subtly instruct the candidate on how to construct their response. You’re looking for a three-part response that includes an outline of the previous state of affairs, the candidate’s response and actions, and the end result or results of the scenario.
What are you looking for in the Candidate’s Solutions?
So the question is, does behavioral interviewing really work for hiring higher-level employees? We believe the answer is certain, but in order for it to work properly, you must listen carefully to your candidates’ responses.
Is their response consistent with how you expect your employees to respond in difficult situations? Are the lessons learned from the candidate’s experiences priceless in the context of your organization’s work environment and team dynamics? What do their responses reveal about their personalities in a piece setting? Are they goal-driven? Unbiased? Capable of dealing with high-stress situations?
Equally important is their point of view while responding. After they describe the problem they were dealing with, pay close attention for any hints of negativity or complaining. Ideally, you want a candidate who enjoys problem solving and sees opportunities for advancement. If they get stuck in a rut due to flaws, their negativity may be poisonous to your crew.
Is Behavioral Interviewing Effective for Hiring High-Level Employees?
Many industries are struggling to find top talent, particularly in the most recent technology (we just lately explored how corporations are attracting Millennials to the manufacturing business).
At JDP Search, we believe that cultivating an ideal firm culture is the first step in recruiting and retaining high-performing employees. And the process of identifying people who fit that tradition begins with behavioral interviewing.