|
Getting your Trinity Audio player ready...
|
Jobseekers go into interviews hoping to be memorable, to stand out and land that offer. On the other side, HR/hiring managers are often eager, too – to spot an exceptional candidate with potential to become their next company superstar.
As a recruiter, I have the unique privilege of hearing both sides of the hiring conversation every day. I like to say: I work in the recruitment match-making game.
Now, what if you, as a career development professional, had direct insight into what HR/hiring managers really need from candidates? Imagine the strategic edge you could give your jobseekers, helping them to not just answer questions, but demonstrate their value in a way that breaks through all the clutter.
Mastering the behavioural interview can provide just such a pathway.
Rooted in industrial psychology and used since the 1970s, behavioural interviews remain a gold standard in recruitment today. By exploring how a candidate has responded to past situations, employers gauge potential future performance and fit. At my firm, we use this technique daily and help our clients do the same, in order to make stronger hiring decisions.
Behavioural interviews aren’t just questions, they’re high-powered insight tools. As such, when jobseekers understand what hiring managers are truly evaluating, they can respond with stories and insights that directly reveal the depth of their value. To this end, consider the following three powerhouse questions that are critical in the behavioural interview. With each question, review what HR/hiring managers hope to uncover, and then help your jobseekers prepare to make an authentic, lasting impression.
Question #1:
“Tell me about a time when you had to go above and beyond your call of duty to get a job done.”
What hiring personnel want to know: When and where has the job candidate demonstrated exceptional commitment at work? How motivated were they to exceed expectations? Do they take initiative or wait for direction?
How CDPs can prepare jobseekers: Encourage a mindset shift from performance to storytelling. Vague answers like, “I always go the extra mile” don’t stand out. Instead, coach jobseekers to prepare specific examples of when they went beyond what was expected. Have them provide clear examples of their impact on the business instead of simply explaining what they did. Help your jobseeker reflect on the how, what and when of their story, have them share what prompted their effort, how they took initiative and what changed as a result.
Question #2:
“Describe a stressful situation – your worst-case scenario and how you handled it?”
What hiring personnel want to know: This question helps HR/hiring managers evaluate how a jobseeker perceives stress. Do they cope constructively? Are they resilient and solutions-oriented in tough moments? Hearing about worst-case scenarios helps employers understand a candidate’s problem-solving capabilities and how they respond under pressure.
How CDPs can prepare jobseekers: Encourage jobseekers to frame stress as a growth opportunity. This is their chance to showcase their self-awareness and emotional intelligence. Assist jobseekers in learning to describe how they navigated a difficult situation, and how they were capable under pressure.
Question #3:
“If you were made the manager in your last position, what would you have changed?”
What hiring personnel want to know: Employers are trying to understand the real reason why a jobseeker wants to leave or left their last position. The other side of this coin is: “Tell me about the best position you’ve had and why it was great?” Such queries reveal a candidate’s leadership lens, team preferences and ideal work environment. Hiring personnel want to know, how does this candidate best thrive in their work environment? For example, if a company’s culture is autocratic in nature but the candidate thrives in a laissez-faire environment, the fit may be misaligned.
How CDPs can prepare jobseekers: Encourage thoughtful reflection here, versus criticism of past managers. Jobseekers can research a company’s culture in advance and prepare strong responses that highlight their adaptability, emotional intelligence and top leadership values. Remind jobseekers that it’s critical to find the right fit for both parties, not just for employers.
Through this whole process, reinforce to jobseekers that employers are looking for authenticity over rehearsed answers. By demystifying what interviewers are really looking for, you can help your jobseekers show up and shine as their best, truest selves. When they can turn their experiences into compelling stories, their interviews are much more likely to turn into job offers.
To review more questions from the Behavioural Interview method, please read Julie’s article entitled: 7 Telling Interview Questions: Reveal a Candidate’s True Potential by Asking the Right Questions.
