Opening the Kimono Too Wide?
So after my last post on the process for creating questions for Behavioral-Based Interviews, someone in my office questioned “Is this post too revealing?” He was concerned that we were displaying too much of our internal process for candidates and competition. It is a valid point – but I am not worried.
Regarding my competitors gleaning confidential information, I am not too concerned. Behavioral Based Interviewing is not my invention and there is lots of information on the process out there. Also I have found that it takes a good amount of practice to be able to hone down the essential behaviors. At least it did for me. Even if you know the methodology, you are going to make some mistakes and analyze your results to become really competent. The results are well worth it, but there is no silver bullet. If my competition wanted to use this method they probably would have by now. For those competitors reading this who want to start behavioral based interviewing – talk to me in six months and let me know how you are doing.
Now for the potential candidates , it gets really cool. A behavioral based interview, when done correctly, is a window into who you are. And you can’t hide who you really are. It gets at how your react to specific situations. It is up to the interviewer to determine whether or not the candidate displays the behavior and whether they do so to the extent the organization requires.
I don’t think you can fake personally.
Case in point- two weeks ago I interviewed a candidate for an internal position and during the interview she mentioned that she had read this blog –extensively. And it showed. Her answers were well thought out, specific and spoke to the behavior I was looking for. However, for the questions meant to get at her level of drive, her responses clearly showed that she was below the appropriate level for the role. She was prepared – She knew I wanted to explore instances that would display her sense of drive. Yet her examples still failed to paint a picture of someone who was incredibly driven.
OK, so what about lying then? I don’t think this can be done effectively either. When you are asking someone to be very specific, and asking about precise details, it tends to be come across in some way or another. So don’t lose sleep about that.
Ultimately, it is all about getting to the core of how people react to what life and their jobs throw at them. When a team member is falling short are you the type of person who takes over and pushes them aside, or do you find a way to bring them back into the group? People can’t obscure that.
Can you think of a better window?