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CONDUCT BEHAVIORAL INTERVIEWS

Update the Job Description
Times change, and jobs change with them. An opening in your company is a great opportunity to
evaluate how the position for which you’re hiring for has changed. Think through this checklist and use
it to help you determine how you need to rewrite and update the job description.

zz What are the reasons this job exists? What need does it fill in the organization?

zz What is the job title?

Is it aspirational?
Do people want this job?
Are the job duties aligned with the overall goals of the organization?

zz What duties have been added?

zz What duties have been removed?

zz What are the difficult aspects of this position?

zz What changes in the market require new skills to accomplish tasks?

zz List technology and software skill sets used in the position.

zz What are the qualifications for the job? How have they changed since it was last filled?
Years of experience
Education
Certifications

zz Where does the job fit in the organizational hierarchy?

Are there reports?

zz What is the time commitment for this job?

Can this position have flexible hours?
Does this job require travel?

zz What is the salary for this job?

Is it negotiable?
How much are you willing to pay to bring on the right person?

zz What are the benefits/perks of this job?

zz Consider discussing the requirements of the job with others who currently hold similar
positions or work in the same team.

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Compile Competencies
A “competency” is the ability to use a set of skills and knowledge to successfully perform tasks in a
given situation. Collectively, competencies are the set of skills people in your organization need to
have. You’ll need to define the competencies a position needs before the interview and evaluate for
competencies during the interview. Once you have your job description written, you’ll want to define
the competencies needed for the candidate to be successful on the job.

Different types of positions use different competency models. Check with your HR department to see
if there is an existing competency model you’ll need to use. If there is not, you may need to compile
one yourself.

TIP You can find the Stanford Competency

Model here: https://cardinalatwork.stanford.edu/
learn-grow/resources/stanford-pms-competency-
model-definitions

Each outer section identifies a competency, while the inner section defines the key behaviors of
that competency. Key behaviors explain what the competency means in practice and define the
responsibilities associated with that competency. When identifying the key behaviors of a competency,
you’ll need to describe them in greater detail to avoid ambiguity or uncertainty. Here’s an example
of a description of a key behavior from the Integrity competency, again taken from the Stanford
Competency Model:

Displays Courage and Conviction
Doesn’t hold back anything that needs to be said or done; always lets people know where
they stand; faces up to people and problems quickly and directly; challenges the status
quo and encourages an environment where others do the same; is willing to take risks; is
able to give difficult feedback when required.

If you need help building your competency model, try searching for examples on trade websites from
your field. And at every step, be sure to consult HR and keep them in the loop about what you’re
developing. They may identify an important competency that you’ve missed.

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Use Behavioral Interviewing Questions

Get started developing questions for your position by writing 5 questions to start conversation about
the specific skills needed for your position. Try using questions that start with “Tell me about a time
when…” or “Describe a situation…” in order to start a conversation.

zz If you need a hand developing good interview questions, here are some to consider

zz Tell me about a time when you had to deliver difficult or unpleasant news to a superior.

zz Can you describe a time where you took too much initiative?

zz Tell me about a problem you solved in a unique or unusual way. What was the outcome
and were you satisfied with it?

zz Tell me about a time when you really felt part of a team.

zz Describe how would you coach an employee through completing a new assignment.

zz Describe a time when you were overloaded with work and how you handled it.

zz Tell me about a time when you had to use your verbal communication skills in order to get
an important point across.

zz Tell me about your most dynamic work environment.

zz Describe how your position fits in with the organization & team’s goals/missions.

zz Do you prefer “big picture” work or the “details” of a situation? Can you give me an
example that illustrates your preference?

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zz What was the most difficult decision you had to make in the past six months?

zz Tell me about a time when you had to go above and beyond the call of duty in order to get
a job done.

zz Give me an example of a specific occasion in which you had to conform to a policy with
which you did not agree.

zz Describe a situation in which you were able to positively influence the actions of others in
a desired direction.

zz Describe in any job experience how you developed rapport with your peers and
your supervisor.

zz Describe for me a job experience when you had to serve as the leader in order to
accomplish a goal.

zz Tell me about a time you dramatically improved something at work?

zz What process do you use to establish priorities?

zz Describe a time on any job in which you were faced with stresses which tested your coping
skills. What did you do?

zz What kinds of software have you used and what did you use it for?

zz Describe the process you went through to make one or two of the most important
decisions of your professional life.

TIP Remember to get STAR information by asking good follow-

up questions. That way you’ll get the full story.

Situation – What was happening at their organization?

Task – What was their job/role in the situation?
Action – What action did they take?
Result – What resulted from their actions?

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TIP You’ll need to stay informed about the latest legal

requirements and regulations concerning interviewing in
your area. Here are some websites you can check to see
which laws apply to you.

International Labour Organization: http://ilo.org/global/lang--en/index.htm

U.S. Equal Employment Opportunity Commission: http://www.eeoc.gov/
U.S. Small Business Administration: http://www.sba.gov/
HG Legal Resources: http://www.hg.org/
Preventing Discrimination Guidelines for the U.K.:
https://www.gov.uk/employer-preventing-discrimination/recruitment
Canada Human Resources Centre:
http://www.canadahrcentre.com/base/interview-questions/

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