Behavioural Interviews
Behavioural interviews are a technique used in the candidate evaluation process that focuses on discovering how the interviewee acted in specific employment-related situations. The rationale behind this approach is that past behaviour is a reliable indicator of future performance in similar scenarios.
Goal
The goal of behavioural interviews is to identify candidates who possess the qualities and skills necessary for success in a role by exploring their past experiences and actions. This method aims to go beyond superficial attributes to assess the candidate's problem-solving, teamwork, leadership, and adaptability among other competencies.
Context
It can be very difficult to predict a candidate's future performance based solely on their resume or technical skills because often how a person behaves in a given situation is a better indicator of their potential success. After all it takes a team, working together, to deliver a product.
Behavioural interviews try to uncover how a candidate has acted in the past, to predict how they will act in the new role. Like all other interviewing techniques it is not perfect but it can provide valuable insights into a candidate's potential fit within the team and the organisation.
Recruitment as a ladder of evidence
The same ladder of evidence that applies to user research applies to recruitment. Different evaluation techniques produce different qualities of signal about the candidate, ordered from weakest to strongest:
| Technique | What it asks | Quality of signal |
|---|---|---|
| Hypothetical questions | "What would you do?" | Not useful. Hypothetical questions get hypothetical answers. |
| Behavioural interviews | "What have you done in the past?" | Past behaviour is a much better predictor of future behaviour than what someone imagines they would do. |
| Take-home assignments | "Show me what you did (in a simulation)." | Viewing the work directly converts from the candidate's lens to their actual approach, but it's still simulated. |
| Trial period | Observe them in real conditions over weeks. | Simulations can be a little stilted. The real-world response is the true behaviour. |
Each rung up the ladder takes more time and money but produces stronger signal. A typical hiring funnel uses cheap, weaker techniques to filter early and saves the expensive ones for the candidates most likely to succeed.
Behavioural interview red flags
When the candidate's stories don't quite hold together, three patterns reliably indicate that the experience claimed is not real (or is not the candidate's own):
- Vague or general answers. Cannot describe specific situations, names, or outcomes. Real experience produces vivid, specific stories.
- Inability to provide concrete examples. When pressed for "what happened next," the candidate retreats further into abstractions.
- Shifting blame or not taking responsibility. When asked about a failure, the answer focuses on what others did wrong rather than what the candidate learned.
None of these is automatically disqualifying. But two or three together in a single interview is usually enough to deprioritise a candidate.
Inputs
| Artifact | Description | Benefits |
|---|---|---|
| Behavioural Questions | A set of questions designed to evaluate candidates past behaviour in specific situations. | |
| Shortlisted Candidates | A list of candidates who meet the initial criteria and are selected for further evaluation. |
Outputs
| Artifact | Description | Benefits |
|---|---|---|
| Written Notes | Detailed notes capturing the candidate's responses and the interviewer's observations. | Provides a record of the interview and facilitates informed decision-making. |
| Shortlisted Candidates | A list of candidates who have passed the interview process. | Streamlines the recruitment process by focusing on qualified candidates. |
| Feedback for Rejected Candidates | Constructive feedback provided to candidates who were not selected for further consideration. | Enhances employer brand and candidate experience. |
Anti-patterns
- Focusing Solely on Technical Skills: Overemphasising technical skills while neglecting behavioural and cultural fit.
- High-Pressure Interview: High-pressure scenarios might not accurately showcase a candidate's typical response to workplace challenges.