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    Behavior Interview Winning Answer Strategy
    Behavior Interview Winning Answer Strategy
    Behavior Interview Winning Answer Strategy
    Ebook103 pages1 hour

    Behavior Interview Winning Answer Strategy

    By Gyan Shankar

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    About this ebook

    Situation & Competency-Based Behavioural Interviews are made easy to crack. In this guidebook, discover the secrets to acing your next behavioural interview! Master the art of answering with a contingency and competency-based format, designed to highlight your strengths while aligning your values with what companies are truly looking for. This essential guide includes over a hundred questions with expert tips and sample answers, including real examples from twelve global MNCs. this book will equip you to make a lasting impression and increase your chances of getting hired!

                       

    LanguageEnglish
    PublisherGyan Shankar
    Release dateSep 23, 2024
    ISBN9798227182524
    Behavior Interview Winning Answer Strategy

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      Book preview

      Behavior Interview Winning Answer Strategy - Gyan Shankar

      BEHAVIOR INTERVIEW

      Winning Answer Strategy

      Situation

      & 

      Competency-Based

      ––––––––

      Gyan Shankar

      !

      Content

      Chapter 1 Purpose of Behaviour Questions

      Chapter 2 Types of Behaviour Questions

      Chapter 3 How to Answer Behaviour Questions

      Chapter 4 STAR Answer

      Chapter 1

      Purpose of Behaviour Questions

      The productivity of human capital is the only profit lever in today’s knowledge-based economy. In that case, companies have to hire the best and brightest and develop them to their fullest potential. Whether they’re looking to identify corporate-wide competencies or job-specific competencies in a prospective new hire, interviewers use behavioural questions specific to multiple scenarios.

      The recruitment process is one of the most important tasks any hiring manager will undertake. A bad hiring decision will not only affect the hiring manager directly but may also have repercussions throughout the entire organization.

      There exist three forms of interviewing questions traditional, situational, and brainteaser interview questions. However, many companies particularly MNCs are using behavioural interviews employing situational and Competency-Based questions to hire candidates. Behaviour-based interviewing, or competency-based interviewing, has been used in some organizations for as long as twenty-five years.

      Behavioural interviewing is based on real analysis of historical on-the-job performance. The premise is simple. Behavioural interview techniques attempt to relate a candidate’s answers to specific past experiences and focus on projecting potential performance from past actions. By relating a candidate’s answers to specific past experiences, you’ll develop a reliable indicator of how that individual will most likely perform in the future.

      Behavioural interview questioning strategies do not deny that people can learn from their mistakes and alter their behaviours. However, they do assume that future behaviour will closely reflect past actions. Because behavioural interview questions tie responses to concrete past events, candidates naturally minimize any inclination to exaggerate answers. Hence, interviewers are assured of more accurate responses during your interview, and they’re provided with specific information to use a little later down the line when checking references.

      The unpredictable course of behavior-based interviewing exchange may sound something like this:

      Interviewer: Tell me what you like least about being a manager at your current company.

      Candidate: Oh, it’s having to discipline, lay off, or terminate employees for poor performance. We’ve had a lot of restructuring in the past year or so.

      Interviewer: Sure, that’s understandable. I agree that’s no fun. Tell me about the last time that you had to terminate someone for cause: What were the circumstances, and how did you handle it?

      Candidate: Well, the most recent term for cause in my group happened about four months ago when a member of my staff just couldn’t or wouldn’t focus on his job. He made continuous errors on the manufacturing line, and it seemed like no amount of training or supervision could get him to focus on his work and lessen the breakage and scrap rate he was experiencing.

      Interviewer: Oh, that’s too bad. So, Marial; tell me more about it.

      Candidate: Well, I first went to the union steward and gave her a tip that he was having continuous problems because I knew that they were friends and that he trusted her. I thought she might be able to help him and quietly find out what was bothering him. I also asked her to give him the Employee Assistance Program (EAP) brochure to make sure he had resources available to help him if personal issues in his life were getting in the way. Unfortunately, she came back to me a few days later and said he wouldn’t let her in either. Then she reminded me that since she was a union steward, she really couldn’t be involved any further in any activities that could have negative ramifications for a union member, which I fully understood.

      Interviewer: Interesting. What was your next step?

      Candidate: Well, I then decided to go straight to the employee with his prior year’s performance appraisal in hand. He had scored 4 out of 5, meaning that he had done well, and I told him that I couldn’t give him a 4 if I had to grade him right now. I honestly told him that if the performance evaluation period were right then and there, he’d probably get a score of 2, meaning that he didn’t meet company expectations. I told him the good news, though, was that it wasn’t the time for the annual evaluation and that it wasn’t too late to turn things around. I just wanted to know if and how I could help. Unfortunately, he wouldn’t open up to me either, so we just left it at that.

      Interviewer: Did he realize he was heading down a path of termination?

      Candidate: He certainly did. I ended that meeting letting him know that my door was always open if he needed anything, but that if there were any more problems with excessive breakage and scrap rate, I’d have no choice but to go to Human Resources and look into writing him up for substandard job performance. He even seemed apathetic when I said that.

      Interviewers also use probing or follow-up questions. So, their conversation might continue with additional queries like these:

      • How would you handle it differently if you could do it all over again?

      • Could you argue that you either jumped the gun or waited too long to initiate progressive disciplinary action?

      • How would your boss grade you on how you handled this deteriorating performance situation in terms of your willingness to confront the problem head-on?

      • In retrospect, was going to the union first a mistake? What kinds of downsides could it have caused?

      • What did the union say in the grievance process about your supervision in its arguments to either avoid termination or to reinstate its member?

      • What is it about you that prompted you to handle this situation as you did?

      The insights gleaned from this behaviour-based interviewing exchange are enormous. The feel, the interviewer now has for this candidate after such a short exchange provides real insights into her approach toward supervision and leadership.

      In the behavioural form of an interview, the questions come with the intent to predict how a job candidate is based to act when they face certain situations in the future. They use behavioural interviews to determine who gets the job and the job role.

      Top Companies do Behavioural Interviews for hiring. Most of Amazon’s interview questions are behavioural interview questions. Google used tricky brain teasers to test candidates’ ability to tackle challenges and work through complex problems. Google replaced those with behavioural and situational questions called Googleyness and Leadership (G&L) questions. Grant Thornton interviews are behavioural interview questions. The list is exhaustive. Most of the top Fortune 500 companies use Behavioural Interviews.

      In today's world, many organizations and hiring managers are turning to behaviour-based interviews instead of traditional interviews to help them identify job candidates for long-term success. This format is popular with hiring managers across industries. In cases where there are lots of qualified candidates for a specific job role – after the traditional interview method, the behavioural interview is used to fish out the candidate with the best personality. A lot of companies are looking for candidates who not only fit the job description of the advertised position but will also make an impact with their responsive skills and behaviour.

      A traditional interview involves open-ended questions that allow

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