In the recruitment interview process, reliability and efficacy are essential considerations. The credibility of information presented by candidates greatly influences the hiring decisions of HR workers or managers. An excellent technique to achieve this is by employing Behavioral Event Interviewing (BEI), where interviewers ask questions based on tales, guiding candidates to provide clear and honest descriptions of their past experiences.

To achieve a good recruiting interview, the most crucial factor is that questions must be clear and reliable to build confidence in the final selection. Additionally, adopting a systematic interview procedure and steps is vital for sustaining the high performance of the process.

Facing these issues, Aniday provides two main management tools to address each issue, acting as the key to streamlining the interview process.

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Behavioral Event Interviewing

Research reveals that utilizing this strategy enhances dependability from 14% in standard interview methods to 55% in BEI. (This will be described and thoroughly in the article).

Structured Interview

Interviewers employ a similar structured interview process to evaluate each job seeker for the same post, increasing the efficacy compared to unstructured interviews. (This area will be detailed in the following post).

What is Behavioral Event Interviewing (BEI)?

In the recruitment interview process, locating acceptable talent generally focuses on recruiting goals based on “performance.” To assess whether applicants meet performance requirements, the dependability of the information they supply needs verification. Using tools like Behavioral Event Interviewing in a corporate environment can boost the reliability of forecasting a job seeker’s “performance” (rising from 14% to 55% compared to standard interview methods).

For example: There is a person, Truong, who has constantly been late for twenty years. When asking questions concerning participation in an event, such as a monthly meeting, interviewers often rely on historical behavioral patterns to forecast. This method stresses the “reliability” of Behavioral Event Interviewing, with an increase from 14% to 55%.

Further analysis concentrates around the relationship between “action” and work performance. In Behavioral Event Interviewing, concentrating on “action” helps predict performance better than other aspects like “thinking” or “speaking.” Attention to event behavior, like in questions about business meetings, yields more trustworthy forecasts (55% compared to 14% in typical interviews). This emphasizes the fairness and validity of the Behavioral Event Interviewing approach.

>>> See more: What is Talent Acquisition?

Collecting Important Performance Behaviors

Behavioral Event Interviewing, originally a tool for psychological experts to analyze and test psychology, has been implemented in business realities by utilizing a series of questions to acquire thorough information about applicants’ conduct in real settings.

Questions are grouped in the 5W1H format, helping determine the time, place, persons involved, and how candidates handled the problem. The purpose is to examine the relevance of prior behavior to specific work needs.

Specific examples include:

– When: When did the incident take place?

– Where: What was the location and major process?

– Why: What was your major task?

– Who: Who was involved? Customers? Colleagues? Managers?

– How: What activities did you take? Did you take any measures?

– What: What was the end result?

During the interview process, asking accurate and straightforward questions regarding experiences is vital. Before the interview, both the interviewer and the job seeker should prepare questions by identifying necessary abilities for the position, estimating important behavior, and designing relevant questions.

Include extra questions such as:

– Did you succeed? Why or why not?

– What was the hardest hurdle you faced, and how did you overcome it?

– What did you gain from that experience?

– If given a chance to redo, how would you manage it?

– How did your manager analyze the situation?

Posing “positive,” “negative,” and “clarifying” questions helps better comprehend the candidate’s past conduct. In essence, this strategy needs considerable preparation from both parties to generate a highly productive interview.

Contact

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