08/09/2013 00:53:00

BEHAVIORAL BASED INTERVIEWS

Most interviewers routinely include several behavioral questions along with more standard questions. Their goal is to ensure they dont hire a candidate who can talk a good game, but cant deliver a great performance. This is based on the belief that past performance is the best predictor of future success. Questions usually begin with such phrases as, Tell me about a time when ! or "ive me an e#ample of ! $ompanies who utili%e this type of format usually develop questions around the traits and skills they have deemed important for success in their current position. &ehavioral interviews can be unsettling if under the pressure of the interviewing process you cant think of one e#ample.

STEP ONE: 'etermine your skills and strengths and tie them into actual e#periences which e#emplify each one. (emember details that will convey the situation to the interviewer. ). *lmost + years of e#perience with c"M, manufacturing.

-.

STEP TWO: Make sure you understand the .ob description and are prepared to recall specific actions and behaviors that address the required skills. STEP THREE: /t is important to avoid vague proclamations of skills. 0mall, precise actions and behaviors are more important than unsubstantiated claims of .ob success. STEP FOUR: 1ou should learn to structure your stories. /t helps to use the ,*( formula2 ,roblem 3 *ction 3 (esults. This formula will greatly assist you to become an effective storyteller! while discussing their past e#perience and successes.

BEHAVIORAL BASED INTERVIEWS

The twenty most popular eha!"or# ase$ %uest"onsare: Tell me about a time when you worked effectively under pressure handled a difficult co4worker were creative in solving a problem missed an obvious solution to a problem did not meet a deadline on a pro.ect persuaded team members to do things your way made a bad decision were rewarded based on your performance set your sights too high or too low had to deal with an irate customer had to make an important decision with limited facts were forced to make an unpopular decision were put in a role of leadership

were disappointed in your performance saved your employer time or money wrote a report that was well received displayed your team playing abilities got bogged down by a pro.ect displayed your political savvy surmounted a ma.or obstacle 5hen you dont know the answer ..you can do one of two things2 AS& 'OR (LARI'I(ATION /f you dont understand what the employer is looking for, ask him or her to be more specific. Most employers will appreciate your interest and thoroughness. BE HONEST 1ou may respond with, /m sorry but nothing comes to mind.! (ather than make something up, it is better to be honest about what you have and havent done6