Competency Based

Behavioural Interviewing

A programme by
Enablers’ Management Institute
 INTERVIEW PROCESS - REQUIREMENTS

CANDIDATE (Expects) INTERVIEWER (Needs)

 Purpose of Interview
 Professionalism  Agreed Criteria
 Realistic picture of job &  Application form
company/organization
 Time to prepare and judge
 Input on where he job and company knowledge
stands (process, time
scale etc.)  Skills to obtain & evaluate
information and make
 Minimal Wait effective judgments
 Objectivity  Relaxed and open mind
 Right attitude

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OBJECTIVES OF SELECTION IN INTERVIEW

1 Selecting people for jobs by:

 Informing applicants about the job

 Gaining unbiased factual information against the
criteria
 Influencing suitable candidates to accept

2 Demonstrating that the company operates a

fair and equitable selection procedure (Public
Relations)
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Type of Interviews

 Traditional Interviews

 Situational Interviews

 Behavioural Interviews

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Type of Interviews

 Panel Interviews

 Serial Interviews

 Telephonic Interviews

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Panel Interviews: Preparation.

 Select panel members

 Select the panel Chairperson.
 Train the panel members
 Agree roles & structures
 Stick to roles
 Do not interrupt

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Serial Interviews
 The applicant is interviewed at separate times by
more than one individual.
 Special efforts should be made to reduce duplication
of questions.
 The guidelines are the same as for panel Interview.

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Telephonic Interview
 You cannot see the candidate , so you have to trust only
two senses - hearing & intuition
 Do not short circuit the interview. The process should be
the same as a face-to-face interview
 Follow the interview structure
 Use many encouraging, prompting expressions, like
 … Describe
 I see
 For example?
 In what sense?
 Tell me more
 Keep sentences & discussions short
 Summarize each section

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SETTING THE ENVIRONMENT
 No disturbance
 No phone Calls
 Seating - Neutral (Perhaps an L shape )
 No distraction in the vicinity
 Having water available on the table ( for candidate )
 Have stationary ready ( for candidate )

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Conducting the Interview

 Opening, establishing rapport

 Appropriate recognition.
 Relaxed Approach.
 Introduce yourself.
 Share
 Interview purpose
 Recruitment process
 Job Role ( briefly)
 Interview structure & Time
 Check Understanding

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Conducting the Interview
 Take notes
 Don’t allow interruptions
 Avoid being overly positive or negative
 Do not be critical
 Be in control of the Interview
 Listen
 Take care of Nonverbal communication
 Closing question (Do not end abruptly)
 Communicate what next?
 Thank the applicant
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How can we make our interviews
better?
 Make Them Structured.
 Make Them Competency Based.
 Make Them Behaviorally Focused.

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 The premise behind behavioral interviewing
is that the most accurate predictor of future
performance is past performance in similar
situations.

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Why Competency Based?
 Competencies Are More Encompassing
than Experience Alone.
 Competencies Are Not Restricted to
Specific Work Experiences.
 Competencies Are Determined Through a Thorough
Job Analysis.
 Competencies Are More Directly Linked to
Successful Job Performance.

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Why Behaviorally Focused?
 Research has shown that
 Behavioral Interviewing allows the interviewer to get into
greater depth and determine with greater certainty if the
candidate has the skills and characteristics needed to be
successful on the job.

 Behavioral Questions are 55 percent predictive of future on-the-

job behavior, while traditional interviewing is only 10 percent
predictive

 Hypothetical Questions Can Be Faked.

 Behaviorally-based Questions Are Verifiable.

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Benefits of CBI
 This prevents interviewers from assessing irrelevant
knowledge or skills.
 Eliminates Haphazard Interviewing
 Interviewers follow a structured format, including standardized
questions and objective rating scales. This increases reliability
and consistency.
 The quantitative ratings are used to measure candidates
against an objective job-related competency profile. This
prevents interviewers from comparing candidates to each
other, and from using other irrelevant criteria.

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Benefits of CBI

 Allows You to Compare Apples to Apples

 All candidates are treated the same. Regardless of who conducts
the interview, all candidates are asked the same questions,
assessed against the same set of job-related competencies, and
rated using the same method.
 The standardized interview questions and the objective rating
procedures keep the interview focused on important job-related
competencies.

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Benefits of CBBI

 Help managers evaluate candidates who have little or no

traditional work experience. Candidates are not limited by
vocational life experiences when answering behavioral interview
questions.
 Provides Equal Treatment to all candidates
 Candidates perceive that behavioral interview questions are
fair and are less likely to challenge their use.

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 The Objective is not to select the “best”
person but to select a person who will best fit
the job requirement

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Behavioral Interviews - 4 Parts

 Introductory Conversation
 Preliminary Questions (if needed)
 Clarification of Resume
 Closed-ended Confirmations
 Prepared Questions
 Main Questions
 Follow-up Questions
 Closing Conversation/Questions from the
candidates
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Developing a Behavioral Interview
questions

 A candidate is asked to describe the following:

 Situation / Task
 The context in which the behavior or action took place
 Action / Behavior
 what the candidate actually did in the situation
 Results/Outcomes
 the results or outcomes of the behavior/action

STAR
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