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First have the candidate describe a work situation, then have them describe what specific actions they took, then explain the final result of their actions. As the interviewer, you have to take this information and apply it to the position for which they are interviewing. Use their actions from previous situations to predict how they might perform in the job at hand, or react to the situations that arise as a part of that job. Situational interviewing Situational interviewing is similar to behavioral interviewing in that it seeks specific information about actions taken to solve a problem or complete a project. It is based, however, on a hypothetical situation you create rather than a specific past experience of the candidate. You create situations based on the job's functions. The candidate will still pull from past experience in most cases so you are getting virtually the same information, but the candidate does more of the work making the connection between the two. They may even illustrate their answer to your hypothetical situation with an example of how they handled a similar situation in their past work experience. Both behavior-based and situational interviewing take some skill and practice for the interviewer, but can definitely unearth good information about the behavior, work ethic, and work style of the candidate. Other techniques There are several more techniques that use behavioral type information. Competency-based interviews are one. These focus on the essential competencies of the job and ask that the candidate apply their skills to those areas. Other more traditional (although probably less effective) types of interview techniques draw more from personality traits and the candidates' own claims to their work ethics and skill levels. For example, a candidate can claim to thrive on challenge, be creative, assertive, etc. and probably truly believe these things about themselves. Unless you have specific examples of how they demonstrated these traits in their past work environments then you don't have much more than their word for it. There are also much more complicated and expensive techniques for interviewing candidates. These often involve testing, assessment centers, and even psychological interviews. For more information on these techniques go to the Links section of this article. Also, visit How Hiring and Training Your Sales Team Works for more ideas. A final note about interviewing If you are not the interviewer, make sure the first interviewer is someone who knows the job. If it's a tight labor market, your company is being interviewed as well as the job applicant. Don't let the candidate's first exposure to your company be through someone unqualified to answer the technical questions they may have. This first exposure needs to go to the manager of the position.
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