Interviewing is generally just one job of dozens you need to tackle as a manager. It’s something you have to do only when a position has been vacated or a new position is created, only once you’ve been through a stack of resumes, and only after you and your top few picks have played phone tag for a while.
Possibly, you don’t even think about what you’re going to ask until you’re just about to step into the interview (perhaps rushing from a meeting that ran long or right after putting out the latest fire). You may be clutching the person’s resume and have a list of old-standby questions in your mind: How’d you hear about us? What are your greatest strengths? Weakness? Aw man – where’s my coffee? (If they can answer that, go ahead and hire them).
The usual questions are an effective warm up. People should be prepared for them, and they’re a good way to ease into the conversation. These questions can also help you weed out the wrong person for your company: “My greatest weakness? Leaving my phone on mute on Friday afternoons so a customer call doesn’t cause me to stay late.” (This was an actual answer, by the way). They usually won’t help you find the right person for the job, though. That’s where behavioral interviewing comes in.
It sounds odd. Maybe it conjures up images of candidates being kept in a room with a one-way mirror and a bag of marshmallows. Will they eat one? Who can hold out the longest? Will they start talking to themselves? Don’t worry. No need to get Mr. Stay Puft involved. Behavioral interviewing is a simple strategy you can use to find your next star performer. It means targeting questions to the key traits needed for the position and finding people whose motivators closely match what the role and your company offer.
How can you conduct a behavioral interview (without a one-way mirror)? Follow these steps.
1. Identify what traits you actually need. What are one or two characteristics that are essential for the position?
Consider the type of work: A sales job generally calls for a competitive drive and resilience. Service calls for a drive to help people and attention to detail. Finance and/or technology requires an analytical mindset.
Also consider the environment: High pressure, high productivity means you need someone with initiative and urgency. A team environment where people rely on each other to get work done calls for someone collaborative and willing to share assignments and glory.
2. Ask the questions: Once you have pinpointed what you need, prepare a set of open-ended questions to address them. When possible, use real world examples of situations the candidate could encounter in the position.
3. Listen for the right kind of answer. The best answers are thoughtful and specific. They indicate the person is listening to you and came prepared, and they indicate the person has the trait/traits you need.
Here are some question examples and what to listen for.
Assertiveness for management: In your previous role as a manager, tell me about a time you experienced resistance either from above or below. How did you handle it?
Listen for: Example of standing firm/not acquiescing but not getting aggressive or showing a temper.
Supportiveness: Imagine you are extremely busy with your own work, and you notice someone else is struggling to complete a task you know how to do well. What would you do?
Listen for: Empathy for the other person’s struggle. A willingness to offer help and expertise, even if it means falling a little behind.
Analytical resourcefulness: Talk about a time you successfully solved a complicated problem. How did you know your solution would be a good one?
Listen for: Enthusiasm for having solved the problem and specific examples of how the person came up with the solution.
Time management: What tools, if any, do you use to make sure you meet deadlines? Tell me about a time when your plan for an assignment was abruptly changed?
Listen for: An understanding of the need to be organized and an ability to reprioritize.
Resilience: Tell me about a setback you experienced in the past. What were the immediate next steps you took?
Listen for: Quick recovery, an openness to learn from the mistake.
Attention to detail: What personal standards do you set for yourself? How do you make sure you meet them?
Listen for: an investment in doing the job accurately, and a willingness to check over work to ensure accuracy.
4. Notice the wrong kind of answer. The ideal candidate should be able to find and convey examples of the kind of traits you want. They should show interest in the question and the situations you pose. If the situations don’t hold a candidate’s attention, the position is unlikely to as well. Be mindful of other “wrong” kinds of answers -- ones that include inappropriate information, suggest poor judgment, are overly negative, or indicate an unwillingness to take responsibility for personal actions. Also, listen for the interviewee’s ability to communicate in a professional way.
5. Do all your other due diligence before hiring. Administer cognitive and behavioral assessments, call references and conduct background checks.
If any of this seems overwhelming, don’t worry, help is here! Did you know Omnia offers assistance with writing job postings and coming up with interview questions? In fact, all of our assessments come with a set of interview questions based on the position and the person’s assessment responses. Going beyond the standard questions and following these steps will help you find your next star performer, no need to stock up on marshmallows!
