Many employers believe that people can be taught skills--but that their character is fixed. Thus, they specifically look for people with the attitude or personality that will mesh with their organization’s culture. To weed out candidates who might have the experience for the job but not the right stuff, a technique called behaviour-based interviewing was developed. In this approach, candidates are asked to give examples of how they performed or behaved in the past in specific situations. For example, to assess leadership ability, you might ask, “Can you tell me about a time when you had to persuade someone to do something that he or she did not want to do? What did you say to them and what was the result?” In behaviour based interviews, all questions attempt to elicit examples of how the candidate has handled situations in the past that demonstrate particular desirable qualities.

It’s important to get detailed descriptions. If a candidate’s fi rst account of his experience is too general or vague, follow up with more questions.

experience for the job but not the right stuff, atechnique called behavior-based interviewingwas developed. In this approach, candidates areasked to give examples of how they performedor behaved in the past in specifi c situations. Forexample, to assess leadership ability, you mightask, “Can you tell me about a time when youhad to persuade someone to do something thathe or she did not want to do? What did you sayto them and what was the result?” In behaviorbasedinterviews, all questions attempt to elicitexamples of how the candidate has handled situationsin the past that demonstrate particulardesirable qualities.It’s important to get detailed descriptions. If acandidate’s fi rst account of his experience is toogeneral or vague, follow up with more questions.
Probe for a couple of recent examples of each situation. Look for answers that show that the candidate took responsibility for the outcome. This technique works well in many situations. The secret is to identify the qualities and behaviors you want in a candidate, and then to formulate questions that will elicit accounts of how candidates have displayed those qualities in the past. Here are a few examples of typically desirable traits in job candidates and the questions or approaches designed to reveal whether someone has demonstrated them:

• If you are looking for someone who’s passionate about her work, find out what she likes most about her current job and why. Solicit an example of a time when the candidate was so involved with a project she put everything else aside to work on it. Ask how the candidate has handled a situation when she didn’t believe in a project or a mission.

• If you are looking for a person who delivers on commitments, ask how the candidate managed commitments in previous jobs. Who set the direction and made the plans? If there were setbacks, how did she deal with them? To what extent did she achieve her goals?

• If integrity matters, ask the candidate to describe a situation in which her integrity was challenged at work -- for instance, a colleague asked her to tell a lie.

• If flexibility is important, ask the candidate to talk about a situation in which she had to change plans to accommodate the needs of a coworker.

• If time management skills are critical, ask the candidate to describe a situation in which she had to prioritize among various demands on her time. How did she decide which task to complete fi rst, second, and third?

• If the ability to innovate is important, have the candidate tell you about a situation in which she had to develop new methods and techniques.

• If you want to know how the candidate deals with obstacles, ask her to tell you how she tackled a particularly challenging goal.

Sonal Aurora is director and co-founder of one of the largest players in the Recruitment Consultants India [http://www.perfmanhr.com/] Market. For more articles on personal success tips go to [http://www.perfmanhr.com]