Annisa Monserrate – 1

Cindy D’souza – 4

Delilah Tuscano – 5

Farha Ali - 6

What is BEI ?Goal of BEI Traditional v/s Behavioural InterviewsFeatures of BEIUse of BEI in OrganizationsBasic Structure of the InterviewSteps involved in BEI STAR TechniqueMerits of BEIDemerits of BEIConclusion

A structured interview that is used to collect information about past behaviour.

Based on the premise - The best predictor of future behaviour is the past behaviour.

Open-ended questions.

Ability to understand related competencies.

Face-to-Face process

Heart of the Job Competency Assessment process.

To identify the competencies.

The focus is what it takes to do a given job

well.

Determine good performers v/s poor

performers.

Used to select or to train people.

To get raw behavioural data.

To predict future task performance.

Corporate Usage Series of questions Job Competency Identification Reliability of Information given Types of questions Probing based on answers given Fact finding Interaction level Duration

Face-to-face interviews.

It draws upon the fact that what you are today is because of events in the past.

Selection of candidates based on certain traits.

The interviews are backward looking.

BEI reduces the risk of personal judgements.

It uses past behaviour as a definite and sure shot indicator or future performance .

Eliminates negative impression about BEI being achievement oriented.

They can design specific behavioural questions.

To determine if candidates have demonstrated these competencies in past work experience.

They can use reference checks to validate the specific situations, events and examples.

A. Preparation Stage before conducting BEI Formats of BEI1. One-to-One Interview2. Panel Interview

B. Qualification for the Interviewer C. Guidelines for Interviewer D. Steps involved in BEI

Introduction and Explanation

Job Description (Roles & Responsibilities)

Behavioral Events

Characteristics Needed to do the Job

Conclusion and Summary

To establish a sense of mutual trust between interviewer and the interviewee so that he or she is relaxed, open and ready to talk.

Introduction of the interviewer/s to put the interviewee at ease and develop trust.

Explaining the purpose of the interview because interviewee may be curious to know why he/she is being interviewed.

If Tape-Recording, inform and take a formal permission.

This part of the interview should be of about 5-10 minutes.

To get the interviewee to describe his or her most important job tasks, responsibilities and desired output.

Information like the Job Title, Span of Control, etc. can be obtained by the interviewers prior to the interview.

“What are your major tasks or responsibilities? What do you actually do? What do you do in a given day, week, or month?”

Not more than 10 to 15 minutes should be spent on this part of the interview.

The interviewee describes complete stories of critical incidents.

Specific details should be provided.

Maximum time consumed.

“Star Technique” should be used for all critical events.

The STAR technique is a way to frame the answers to each question in an organized manner that will give the interviewer the most information about your past experience.

Components of the STAR technique: What was the Situation you were involved in?

What was the Task you needed to accomplish?

What Action(s) did you take?

What Results did you achieve?

To get additional critical incidents in areas that may have been overlooked by asking interviewees what characteristics, knowledge, skills, or abilities they think are needed to do their job.

Terminate the interview or continue to probe by encouraging the interviewee to speak more.

Conclude the interview by thanking the interviewee for his or her time and the “valuable information”.

It is a good idea to sit down quietly for an hour and summarize what you have learned.

This is the best point to write up the entire interview, while your memory is still fresh.

Summary should be prepared in a particular format and an attempt is to be made on your part to make sure that nothing has been left out.

Types of competencies to consider:Physical.Cognitive.Social.Motivational.Attitudinal.

Try to think in terms of competencies that we already know how to measure.

Try to determine at what level a competency exists.

Be sure to distinguish between minimal and optimal competencies.

Keep in mind the competencies already validated for related jobs

Removing the impact of misunderstandings about past experiences.

Reducing the impact of personal impressions and allowing the candidate to highlight good performance.

Reducing the chance of the candidate faking the interview.

Allowing the panel to hear information about the candidate's performance.

Provides an in-depth perspective of challenges .

Clear discrimination between the competencies required for top performance and the baseline competencies.

For identifying the interpersonal and management competencies.

Very specific descriptions of effective and ineffective behaviors.

Time and labor intensive.

A highly trained and skilled interviewer is essential to obtain accurate information.

Not practical for analyzing a series of jobs.

Focus is solely on current and past behaviors.

Competencies needed for the more routine aspects of work may be missed.

The data collected may not be widely accepted.

By providing examples, convince me that you can adapt to a wide variety of people, situations and environments.

Give an example of how you applied knowledge from previous coursework to a project in another class.

Describe a situation in which you found that your results were not up to your professor's or supervisor's expectations. What happened? What action did you take?

Describe some projects or ideas (not necessarily your own) that were implemented, or carried out successfully primarily because of your efforts.

Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.

Give me a specific example of a time when you used good judgment and logic in solving a problem.

Give me a specific occasion in which you conformed to a policy with which you did not agree.

Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.

Recruitment of staff has a major and lasting impact on an organization.

Using behavioural event interviewing techniques Help differentiate between good performers

and poor performers. Identify competencies Useful for Performance Appraisals,

Promotions, etc.