Quintessential Careers Press:
The Quintessential Guide to Storytelling that Propels Careers
Chapter 8: Interviews That Tell a Story
Page 97
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And just what is a behavioral interview? In use for about the last two decades, it’s a behavior-based interview approach that increasing numbers of employers are using to screen job candidates. The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. Behavioral interviewing, in fact, is said to be up to seven times more accurate than traditional interviewing, according to Schmidt and Conaway in their book Results-Oriented Interviewing: Principles, Practices, and Procedures.
Behavioral-based interviewing is touted as providing a more objective set of facts to make employment decisions than other interviewing methods. Traditional interview questions ask you general questions such as “Why should we hire you?” The process of behavioral interviewing is much more probing and works very differently.
In a traditional job-interview, you can usually get away with telling the interviewer what he or she wants to hear, even if you are fudging a bit on the truth. Even if you are asked situational questions that start out “How would you handle XYZ situation?” you have minimal accountability. How does the interviewer know, after all, if you would really react in a given situation the way you say you would? In a behavioral interview, however, it’s much more difficult to give responses that are untrue to your character. When you start to tell a behavioral story, the behavioral interviewer typically will pick it apart to try to get at the specific behavior(s). The interviewer will probe further for more depth or detail such as “What were you thinking at that point?” or “Tell me more about your meeting with that person,” or “Who were the other people on the team?” or “Lead me through your decision process.” If you’ve told a story that’s anything but totally honest, your response will not hold up through the barrage of probing questions.
Employers use the behavioral interview technique to evaluate a candidate’s experiences and behaviors so they can determine the applicant’s potential for success. The interviewer identifies job-related experiences, behaviors, knowledge, skills, and abilities that the company has decided are desirable in a particular position and then structures very pointed questions to elicit detailed responses aimed at determining if the candidate possesses the desired characteristics. Questions (often not even framed as a question) typically start out: “Tell about a time...” or “Describe a situation...” Clearly, these questions call for stories in response.
“Evidence shows that behavioral description questions require respondents to tell stories and that storytelling is now critical to applicants’ success in employment interviews,” write scholars Ralston, Kirkwood, and Burant, whose research in Business Communication Quarterly (2003) of other academic studies of storytelling in behavioral interviewing suggests that stories told in interviews garner attention, serve as a way to make the applicant memorable, and describe past behavior in an appealing way.
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