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Behavior over Skill


An illustration of two business professionals in a meeting. One person is seated, while the other stands, presenting a chart on a flip board. The scene depicts a structured and formal discussion, symbolizing the importance of behavioral-based interviews in evaluating top talent.

Identifying and assessing top talent is one of the greatest opportunities for managers. After all, people and their behaviors are your primary competitive advantage. We’re not talking about a LinkedIn search for the right keywords or competitor resume, but rather sourcing the right balance of critical thinking, emotional intelligence, adaptability, initiative, innovation, passion, and commitment.


The Problem with Traditional Hiring

Processes


The process of talent identification and selection for most small and middle-sized companies is reactionary at best, with managers scurrying to fill a hole with the best keyword-laden resume the internet can deliver. After enticing the candidate for an interview, the conversation often centers on why the organization is great, with the interviewer leading 75% of the time, asking occasional closed-ended questions like, “Are you familiar with X?” or “Have you had exposure to Y?” The candidate affirms with generic responses, leading to a shallow understanding of their true capabilities.


Common Rating Errors and Interviewer Biases


Several biases can influence our judgment process when interviewing candidates. Here are a few of the most common:


  • Halo Effect – Judging a candidate as proficient in multiple areas due to their strength in one area. For instance, the lead sales producer doesn’t always make the best manager.

  • Stereotyping – Judging a candidate based on their association with a group or company, like assuming someone from Disney must be creative.

  • Similar-to-Me – Favoring a candidate because they exhibit a similar style, interest, or personality to the interviewer.

  • Central Tendency – Viewing all candidates as "middle of the road" and failing to identify high-potential or below-average candidates.


Moving Beyond Luck: The Structured Behavioral Interview


To lessen reliance on interview “luck” and break the cycle of subjective criteria and human bias, a structured behavioral-based interview can help create an objective process to ensure the best fit for both parties. Here’s a simplified chronological outline for conducting this process effectively:


Step 1: Welcome the Candidate


Start by welcoming the candidate, establishing rapport, and setting the interview rhythm, timeframe, and objectives. Clearly express your commitment to assessing behavioral, cultural, and skill fit for both parties.


  • Question: We’d like to get to know you a little better. Please tell us a little more about yourself.

  • Question: What are your top three drivers in selecting your next opportunity?

  • Question: How would you value the fair market value for your services today? How did you arrive at that?


Step 2: Knowledge of the Company, Industry, or Market Segment


Assess the candidate’s understanding of your company, the industry, or the role they are considering.


  • Question: What was most impressive to you about our organization? What concerns did you have in evaluating this opportunity?

  • Question: What do you think are the underlying opportunities in our industry, or specifically for this role?


Step 3: Chronological Review of Employment History


Review the candidate’s employment history with a focus on the size, scope, and role of each position

.

  • Question: Let’s go over your employment history. Help me understand the size, scope, and role of companies you worked for and your title and responsibilities in each.

  • Question: What three objective metrics would you use to judge your success in previous roles, and how did you improve these metrics?

  • Question: Describe three accomplishments that significantly evolved your role or the organization.


Step 4: Behavioral and Critical Thinking


Engage the candidate with scenarios to evaluate their behavioral responses and critical thinking.


  • Scenario: Picture this scenario: [Describe specific scenario]. How would you handle it?

  • Exercise: Evaluate this report/design/process and provide your critique.


Step 5: Skill Set


Discuss specific skills and how the candidate applies them, delving into their approach and the tools they use.


  • Question: You have an impressive background in [skill/field]. What are your core strengths in this area?

  • Question: How do you rate your [specific skill] and why?


Step 6: Candidate Questions


Allow the candidate to ask questions about the role, and assess their reflection on the interview process.


  • Question: What questions do you have about the role, company, or expectations?

  • Question: On a scale of 1-10, how would you rate your performance in this interview?


Step 7: Closing and Setting Next Steps


Conclude by expressing appreciation for their transparency and outlining the next steps in the hiring process. Be cautious about making assumptions or conclusions about a candidate’s capabilities. Support any conclusions with observed behaviors rather than vague traits.


Objective Evaluation Through Behavioral Criteria


For each skill or competency, use performance standards and success criteria developed with subject matter experts, testing, and scenarios. This approach ensures candidates are evaluated based on behavioral criteria rather than in comparison with each other. Following this structured behavioral-based interview process helps create an environment where people perform their best, while also fostering a culture of accountability and collaboration.


Final Thoughts: Screening for Behavior as a Primary Indicator


Behavioral issues are often the reason for 85% of terminations, making it essential to screen for the behaviors that indicate a good cultural fit. By implementing a structured interview approach, managers can more accurately identify candidates who align with organizational values and performance standards.


To learn more about enhancing the value of your organization, contact us at info@flvcp.com. FL Venture Catalysts. 


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