Behavioral Interview Guide Tips and Hints

Transcription

1 Behavioral Interview Guide Tips and Hints Overview: This guide has been designed to provide insight into behavioral questions that you might encounter in an interview. This information has not been designed to provide you with an exhaustive list of every behavioral question you possibly might encounter, but rather a guide for understanding what an interviewer is looking for and how you might best respond to particular types of questions. In fact, there is no way to be certain which questions you might encounter, and there are literally hundreds of questions which could be asked in any given interview. Remember, each firm, industry concentration, and interviewer has a particular method (and maybe even skill level) which varies one from another. The material presented in this handout is broken down into competency-specific questions that are generic enough that they could be asked in any interview, regardless of industry differences. Maybe you re wondering how to get information on which competencies a given company values so that you can better prepare for your interviews. If this is the case, remember that all the literature a company puts out with regards to its positions (especially the job descriptions themselves) tell you quite clearly the competencies they are looking for from a skill perspective. Be sure to check company literature for these kinds of insights, as they are not too difficult to find. The key to being successful in any behavioral interview is to be able to communicate a clear story behind your interest in the position, as well as competent demonstration through past (or current) experiences that lend credibility to your story. Your task in any behavioral interview is to convince the interviewer that you have the initiative, interest, skills, and mature competence to do the job in question. Use this guide as one of several means of preparing yourself for an interview. 1

2 Sitting On The Other Side of The Table: What an interviewer might do if they have difficulty getting the answer they want from you Distinguishing Behavior from Opinions: One of the interviewer s tasks in a behavioral interview is to interpret your answer and separate the behavioral components from your personal opinions. Your opinions do count, but remember they want to see if you have any behavioral experiences that indicate that you are capable of doing the work required in the job. One of the ways they do this is by listening to your answers and recognizing when you are using past tense descriptions. Answers which are descriptions of behavior always take the past tense. They describe what the candidate (you) actually did in a specific situation. If the interviewer can not get the behavioral response they are looking for, they might try probing further around the initial question. They know when to do this when a candidate avoids or does not apply past tense in a natural, conversational manner. For the interviewer, the following words are indicators of your non-behavioral responses: should, could, would, may, will, sometimes, usually, never, always, and often. If you use these words in responding to a behavioral question, then expect further probing around a particular question. Handling Tough Candidate Situations In any given situation, a candidate (you) might deliberately attempt to apply an answering technique to one or several behavioral questions. Sometimes, a candidate has no idea that they are not providing the right information back to the interviewer they way they need to. Here are some typical situations that occur and what you might do to overcome the situation successfully: The Silence: the candidate (you) cannot think of an example to give: What the interviewer might do: Allow you time to think (15 second pause). Follow with a reassuring statement (you're okay). Rephrase the question, expanding the boundaries. What you need to do: Think clearly, and not pause more than 15 seconds, then give your best answer. If stuck, confused, or you did not hear the question clearly, ask the interviewer to clarify or repeat it. The Bluff: the candidate (you) denies being able to recall an example: What the interviewer might do: Ask for an example that happened yesterday, since you cannot give a past example. 2

3 Restate the question something like "I realize it may be difficult to remember all the details. Tell me what you do remember." What you need to do: Do not try to bluff the interviewer. Give the best example you can phrasing it something like The best example I can provide you is one that happened awhile ago. Not confess to the interviewer you cannot recall an example. The Slip: the candidate (you) slips into responding with an opinion: What the interviewer might do: Compliment you for the opinion, but probe further for the answer. Assume responsibility for not phrasing the question properly. Gently persist to get the example. What you need to do: Recognize a behavioral question when you see it, and not give only an opinionated answer. Recover by adding something like and I recall at least one example which I can provide from my past experience where I., in order to provide the behavioral example the interviewer might be looking for. In your answer, give an example from real experience that supports your opinions or viewpoints. Moving Through the Interview Pattern The following techniques are often used by interviewers when questioning candidates with a behavioral methodology: Coverage: The interviewer asks the highest weighted questions first. They then ask at least one question from each core area being probed. These core areas are often referred to as competencies. Balance: The interviewer will attempt to maintain a balance between questions which focus on positive examples and questions which probe for more negative stories. They often times lean toward the positive with examples such as Tell me what you liked best about your last job.. but may also probe for negatives such as Tell me about your biggest failure Tact: An interviewer generally tries to avoid signaling approval or disapproval to your answers. Not every interviewer does this however, and some are not always gifted interviewers. A good interviewer will attempt to continually focus the candidate (you) on responses which discuss "I" and away from those which discuss "we". The interviewer needs to discover what you personally did and what outcomes resulted. Remember! Darden students are sometimes cited by interviewers as candidates who can only talk about their teams, and never themselves (that s a negative). Be aware of this, and avoid it completely. 3

4 Sample Behavioral Questions: Competency Based Do s and Don ts Competency Based Question Formats: In a behavioral interview, the interviewer will typically break questions down into areas where they can probe your past experiences along specific skill areas (or competencies) that are deemed essential to being able to do the job in question. These might include your experiences or abilities relative to: Flexibility and openness Oranizational know-how Commitment to task Innovation and continuous improvement Communication Coaching Problem solving and decision making Functional and technical skill Customer focus Business and strategic perspective Team contributions This section of the handout provides sample questions along each of these dimensions and proper do s and don ts relative to each question. The sections that follow provide: One sample question from each competency. A do response and a don t response for comparison. Characteristics that define whether the interviewer sees postive indicators or negative indicators in your response. Competency: Flexibility & Openness Question: How effectively do you adapt readily to shifting priorities? Do answer: Based on my past experience, I feel that I can shift quite rapidlyto any given situation. In particular, my experince at the ABC Company put me in a postion where I was continuosly faced with keeping pace with client demands that often exceeded our service capabilities. I like to look ahead and anticipate changes so that I m ready to handle them when they come. I try my best to stay in touch with what s occuring around me. Having handled previous situations well, and to each client s satisfaction, I feel I could do the same at your firm. 4

5 Don t answer: I need to know what s going on all the time. No one can predict what might happen in any given circumstance, but I seem to do well here, except when my team mates don t take the initiative to assist, and the work is all left for me to do and I don t have the resources I need to get the job done. Positive lndicators: Proactively looking ahead for signals of change, allowing for enough lead time to study coming changes and prepare for them. Evaluating ALL the consequences of coming changes, keeping the pros and cons in perspective. Checking out others' experiences with similar change situations, seeking the details of what happened and what was learned. Expecting and accepting change as part of any dynamic organizational environment. Ignore or resist all changes in priorities or structures. Exaggerating the possible downsides of change out of proportion while ignoring the potential benefits. Demanding to achieve absolute certainty of success before trying new approaches. Reacting defensively to changes, taking suggestions or developments as personal cynicisms. Competency: Organizational Know-How Question: How effectively do you develop a more broadly based understanding of the business? I ve always found it effective to step back and look at the big picture first, so I can place where my work fits in the overall operation of things. The way I like to approach learning about an organization is to first look at what s really being done. I find it helpful to talk with experienced people on my team or in the firm to get their insights. I also think its important to see the product from all angles from concept to the final sale. I think a person needs to look at how things are done, and then see it from the perspective of the customer. This is how I have always approached my work in the past. I think a person needs to understand the business overall. Once they have this, I think they need to stick to what they do best to keep up their part of the team s overall effort. I ve read a lot about this kind of work, and I think I m qualified to do it. Networking with customers and professionals to gain from the experience and advice of others. Taking the role of customer or supplier to see how policies impact other key players. Walking through a complete implementation cycle of a proposed change, asking for feedback from all affected groups. 5

6 Signing up for training courses or stretching work assignments outside of traditional knowledge areas. Stick within tightly defined areas of technical and business specialties. Avoiding or changing conversations that stray outside of well-defined areas of existing competencies. Consistently passing up opportunities to learn about and practice new technical or business topics. Seeking out additional projects or training within areas of established expertise in order to avoid broaching new skill areas. Competency: Commitment to Task Question: How effectively do you complete assigned tasks/projects on time or under budget? In my previous position as general manager at the ABC company, I was required to direct all of the operations necessary in the distribution of our product to customers. I had to forecast my costs to develop an operating budget and plan that would ensure our customers where satisfied. This required keeping pace with anticipated slow downs and adjusting as necessary. It also required me to have clear goals and objectives set for my group, and that I communicated these goals clearly to all levels of the organization when necessary. I ve been fortunate to have always been able to complete my assigned projects on time, and as long as I stick to a similar process I think that I could continue to deliver this kind of result. I ve always gotten things done on time and think that I can manage projects quite well. I think its important to get things done on time which is why I ve always paid attention to this in my previous jobs. Prioritizing tasks and budgeting for requirements. Setting realistic goals for completion. Monitoring progress to ensure the project is proceeding as planned. Making adjustments to plans as necessary based on new circumstances. Completes assigned tasks/projects late or over budget. Failing to monitor progress on a regular basis. Simply making excuses for not meeting deadlines or budgets. Underestimating the requirements of a project. Neglecting to inform budgetary authorities of overruns until after they occur. 6

7 Competency: Innovation Continuous Improvement Question: How effectively do you initiate valuable improvements to procedures? I m always keeping an eye out for a means to improve whatever I m involved with, whether I m leading the project, or just part of a team. I like to bring up my ideas often, and like to work in an environment where new ideas are valued and encouraged. In my previous job at the XYZ firm, I made several improvements to the sales side of the business by watching closely and testing concepts in relatively low risk areas. This resulted in some significant revenue growth for the firm. I think its also important to get feedback from customers as to where they think improvements can be made. I like to make suggestions on how things can be improved. I find that in my past experiences, people were always doing things differently, and that bothered me. They needed to make changes but couldn t see it, and that lead to a lot of problems. I don t like to work in places where things aren t done correctly. Using slack time to think about how costly problems could be solved. Trying out small changes, one at a time, in low impact settings. Coming forward with suggestions to superiors. Talking over ideas for improving procedures with peers and customers. Ignoring or deferring action on costly problems, leaving them for others to fix. Blaming others for work problems. Insisting that specialists or management do all the problem solving. Refusing or putting off novel work assignments. Competency: Communication Question: How effectively do you explain concepts and procedures, clearly and completely, while maintaining attention and interest? I ve always been successful in communicating to various groups, both internal and external. To do the job effectively, I take the time to look at whatever is being communicated from the listener s perspective. I think the facts need to be present clearly and concisely in order to be effective. I ve always tried to watch my audience closely, to keep pace with them in the event they drift from the message or aren t hearing clearly what is being said. This requires good preparation and attention to details which I take very seriously. 7

8 I think a person needs to feel comfortable with the audience, and get to know them some before actually getting to that point. You need to understand what has to be communicated and then get that message across. I ve done this before, can do it again, and feel that I am good with all kinds of people. I ve worked quite successfully with my study group here at Darden, and we seem to work well and understand each other. We seem to communicate well as a group. Knowing what needs to be communicated and the level of detail necessary. Keeping the explanation as simple as possible, using terms and phrases aimed at the receiver's level of understanding. Getting feedback from the listener at all stages, asking questions to ensure understanding. Preparing an outline and developing a strategy for the presentation. Researching the data, facts and support material. Failing to understand who the audience is, and their communication level. Either giving too much detail or not giving enough direction. Assuming the listener understands the message. Speaking in a flat, monotonic voice. Relying on his/her own expertise, neglecting to consult experts. Presenting in a disjointed and disorganized manner. Competency: Coaching Question: How effectively do you provide detailed, accurate feedback when asked or needed in a supportive manner? My previous position at the XYZ Company required me to provide both coaching and mentoring to peers and subordinates. My approach has always been to give a person accurate, detailed feedback in such a way as to not offend them, but rather to support them. This is true of both people struggling in their assignments, and those who are performing adequately. I think its also important to listen carefully to what the person has to say, to see their perspective clearly, and to factor that in to any type of coaching experience. My goal has always been to get the person to focus on the task and what they can do to continuously improve their overall performance on the job. I ve always shared my opinion openly with subordinates. I think people need to be told what to do when they can t quite see things clearly. If they can t get the job done, I let them know it. If its still a problem for me, then 8

9 I take the person off the assignment and get someone else to do it right. I figure a person needs to hear the truth, then its their job to figure it out. If they can t do it, then maybe they re in the wrong job. Seeking the permission and interest of the other persons before providing the feedback. Describing the observable actions of others as they relate to your knowledge, experiences and/or feelings. Using phrases that honestly describe possible limitations of your information (i.e. I have only talked with one customer so far). Asking for the other person's viewpoint or conclusions on the observations you offer. Blurting out unsolicited feedback regardless of the situation or who else may be present, causing resentment and defensiveness. Focusing on personal opinions, threats, commands or statements that label the person receiving the feedback. Using phrases that imply the absolute knowledge and correctness of the provider (i.e. everybody knows that). Quickly delivering the feedback and then leaving (known as a hit and nun). Competency: Problem Solving and Decision Making Question: How effectively do you make the tough calls and tradeoffs to ensure the company s long term success? In my position as account representative at ABC Company, it was part of my job to make tough calls on a regular basis. The way I approach this is to make sure that I am constantly keeping an eye on what the market conditions are like for both the firm and even from a competitor s standpoint. I make sure that I research all the facts out first, weighing both the risks and advantages to any move I might make, and then taking the responsibility to get the job done. I think in any situation, an effective, open line of communication needs to exist between all parties so that everyone knows what risks are being taken. In my experience, this approach has always paid off for the company s short and long term interests. I think a person needs to make moves quickly to take advantage of market conditions and to maintain a competitive advantage. This requires people to use the best judgement they can, even if all the facts aren t known. I ve always taken my ideas to the people I can trust most in the firm, and in a tight situation, I make the call myself because I feel like I ve got what it takes to get the job done. Regularly scanning the business environment and competitors in order to be the first to know when business conditions change. 9

10 Relentlessly pursuing all the reliable and relevant data or evidence when evaluating options. Clearly communicating the importance of learning about negative results as quickly as possible. Dealing with tough issues openly, putting the critical information on the table for all who are involved to evaluate. Moving steadily from scoping out the problem through exploring and evaluating alternatives to timely implementation of decisions. Retaining a narrow technical focus in scanning for new developments or spending little time on scanning for business changes. Accepting the first viewpoints or biased evaluations that appear when evaluating action options. Criticizing or punishing the bearers of bad news, resulting in a reluctance to bring forward negative numbers or outcomes. Putting off tough issues until the last minute, then covertly making decisions personally, or drawing on a few loyal group members. Competency: Functional and Technical Skill Question: How effectively and quickly do you detect subtle but critical changes in operations? While I haven t had any direct experience in operations management, what I have learned from my prior positions is that its critical for any operations manager to watch the entire operation for subtle changes or indications that things aren t running smoothly. For example, in my position at the XYZ Firm, I had to keep pace with the technical aspects of the operations, and did so by discussing issues with peers and supervisors, and also by reading whatever material I could in order to better understand how things work. This helped me to identify problem areas quickly, and to respond to them appropriately whenever they came up. I respond quickly to any problem areas whenever they come up. If a person doesn t do this, they can run into a lot of problems and cause difficulty for the entire operations team. I figure it s the job of the people on the technical side to keep pace with the details, and inform me, or the operations manager, when things aren t right. That way, I can respond when they come up, to get things back on track, or to fix them myself. Knowing what normal operations are, remaining alert and aware of general conditions. Paying close attention to signs and symptoms. Looking up unusual readings, conditions or signals in operations manuals. Discussing apparent problems with peers or supervisors. Misses or underestimates subtle but critical changes in operations. 10

11 Having inadequate knowledge about normal operations. Failing to implement systematic methods of monitoring. Ignoring potential indicators, or assuming that they are unimportant. Assuming that someone else will report apparent problems to supervisors. Competency: Customer Focus Question: How effectively do you personally insist on high quality for internal and external customers? In every job I ve had, I always held myself and others to high standards around customer satisfaction. In order to ensure quality services and customer satisfaction, I ve always taken the initiative to know who my customers are, both big and small, and what it takes to meet their expectations. I like to work in an environment where there is an emphasis on clear quality control. In my job at the ABC company, I was part of the quality assurance team that held the responsibility for making sure customer feedback was taken on a regular basis, and integrated into the units overall quality assurance process. I always made sure I was monitoring the feedback to ensure that I wasn t missing any opportunities to make adjustments that would improve customer satisfaction, or win new business. I hold myself to high quality standards in everything I do. I believe its important to put quality into everything you do, and without it, you can be assured that you could lose customers. I expect that your firm, like others, have quality assurance programs in place that do this already. Customers sometimes demand more of a firm than what can be delivered, and I think that a company needs to adjust as necessary, but not to the extent that it always requires a massive change in the established processes. Knowing who all their external and internal customers are. Knowing what it takes to meet and exceed customer expectations. Developing clear, specific, quality control standards and then monitoring team performance. Supportively seeking customer feedback, taking timely action to resolve problems. Shifting attention to something else as soon as the basic minimum has been accomplished. Avoiding opportunities to obtain customer feedback. Telling customers that they expect too much when they ask for additional features or consideration. Adhering strictly to a narrow definition of the job, leaving quality up to someone else. 11

12 Competency: Business and Strategic Perspective Question: How effectively do you develop a more broadly-based understanding of the business? In my previous positions, either as a new-hire or when promoted to a new job, I ve taken it upon myself to network with key clients and internal peers who can give me their perspectives based on real experiences. I ve also taken the opportunity to participate in any project where I could see the work go through a complete cycle, from initial planning and design to implementation. I think its important that all levels of an organization have a big picture of what the firm does and why. I ve always worked hard at making sure that I get that picture, and maintain it in order to be solid contributor whether I m managing the project directly, or participating as a team member. I ve read a lot about this type of business, and feel that I can work closely with others to get the job done. If there are areas that I need improvement on, or greater understanding, I hope that my peers or supervisor will tell me what I can do to improve or get on board. My strengths are on the research side of the business, so I like to apply my energy here to make the biggest contribution I can. Networking with customers and professionals to gain from the experience and advice of others. Taking the role of customer or supplier to see how policies impact other key players. Walking through a complete implementation cycle of a proposed change, asking for feedback from all affected groups. Signing up for training courses or stretching work assignments outside of traditional knowledge areas. Sticking within tightly defined areas of technical and business specialties. Avoiding or changing conversations that stray outside of well defined areas of existing competencies. Consistently passing up opportunities to learn about and practice new technical or business topics. Seeking out additional projects or training within areas of established expertise in order to avoid broaching new skill areas. Competency: Team Contributions Question: How effectively do you work cooperatively as a team member? As you know, there is a strong emphasis on team development here at Darden, and my prior work experiences have also emphasized a high degree of team work. In my past and current team interactions, I have always placed a strong emphasis on making sure that the goals and objectives of the project are met, despite the usual 12

13 differences of ideas or perspectives among team members. I think a team needs to solve problems cooperatively, develop good working relationships and trust, and support each other throughout the project. I believe the strength of a team is its people, and the diversity of experiences and skills they bring to the table. In all the teams I ve ever managed or participated on, I ve always applied these personal attributes. I feel that without them, the quality of the end product could suffer. Here at Darden there is a strong emphasis on team work. My study team and I get along well and I have always been a good team member. We approach everything we do with the big picture in mind, making sure that we don t overlook any of the details, suggestions, or ideas that might be worth considering. We always have been able to resolve any conflicts in the team, and we have supported each other through each case we have been given. I don t like to work with teams that can t cooperate, or on teams where people aren t willing to pull their own weight. Implementing team decisions even when they vary somewhat from personal preferences. Taking the initiative to develop strong working relationships with team members. Solving problems within the team as much as possible. Supportively bringing conflicts into the open, seeking to reach mutually satisfying solutions. Working independently or counter to team objectives. Frequently attacking team leadership, other members, or the organization with critical comments. Working strictly as a group of one, excluding other team members. Covering up or withdrawing from disagreements. Stubbornly promoting personal views without listening to team members. 13