Hiring Techniques: Using Behavioral Interviewing

What Is Behavioral Interviewing?

Behavioral interviewing is a technique in which interviewers ask potential candidates for specific examples of previous experiences.

With behavioral interviewing, instead of simply asking interviewees what they did in past positions or school projects, interviewers request descriptive details: why the candidate did something, how they did it, and what was the resulting accomplishment. Essentially, a three-part answer is requested, one that includes the situation, the candidate's action, and the result (referred to as "SAR").

Before the behavioral interview technique, interviewers tended to ask more task- and list-oriented questions, like, "What were your responsibilities as  marketing intern?" Or, they focused on hypothetical questions, such as, "What would you do if your supervisor asked you to do something against company policy?"

The problem, interviewers realized, was that it's easy to spout off a list of actions that one did or did not truly take part in. And, they presumed, most interviewees are going to give the "right" response to hypothetical inquiries.

But what one would ideally do in a situation and what they actually did do when faced with a formidable challenge can be two totally different things. We want to know the reality, employers concluded.

In line with this, the theory behind behavioral interviewing is that past performance is the best predictor of future performance. Furthermore, it's much harder to paint a well-colored picture of artificial accomplishments than it is to crank out quick, canned responses.

So behavioral interviewers often ask questions beginning with, "Give me a specific example of a time when you...," "Describe a situation in which you were able to...," or "Tell me about a recent challenge that you..." Questions like these require an in-depth description to support statements made in the interview or on a resume.

Introduced more than 30 years ago, and still a gold standard at many industry-leading organizations, behavioral interviewing is a time-tested and empirically validated evaluation technique. Applicable for assessing fulltime team members and intern candidates alike, behavioral interviewing can help you identify and select the interns and staff members most suitable to your organization.

Top Reasons to Conduct Second Interviews for Interns

Should Employers Conduct Second Interviews When Hiring Interns?

Most employers and HR representatives wouldn't think of hiring a permanent employee without (at least) a second interview. But when it comes to conducting intern interviews, some feel one meeting is sufficient. After all, they believe, It's only an internship; they're not likely to be here long term.

Or are they?

The truth is that if your organization is utilizing its internship program properly, the time someone spends as an intern is an excellent opportunity to evaluate his or her potential as a future fulltime employee. And, given all the benefits that today's interns bring to the workplace, why wouldn't you want to hire the best intern possible?

One of the simplest methods for improving your interview process is to take the time to conduct a second interview; when doing so, call back not only the candidates you are seriously considering, but also any qualified candidates receiving conflicting reviews from different interviewers.

Top reasons to conduct second interviews when hiring interns:

• As newbie interviewees, interns are especially prone to nerves. A second interview can give some candidates a chance to come out of their shells, and give interviewers a more accurate portrayal of their personalities.

• A second interview gives you a more consistent picture of a person, intern or otherwise. Similar to a second date, it enables you to confirm or contest your initial reactions.

• An interviewer can only ask so many questions in one interview without completely overwhelming a candidate (especially an intern). A second interview gives you the chance to cover more ground and probe more deeply on important issues.

• On the other hand, a second interview allows you to ask some of the same questions, in a slightly different manner, to see if you receive a consistent response. Candidates who are fibbing or exaggerating experience don't often keep track of exactly what they tell each interviewer.

• A second interview means the intern candidate can meet more staff members. This balances out personal biases and takes in more points of view. Also, many times one interviewer will catch something others may have missed.

 

If after a second interview your team is still unsure about which intern is the best fit, consider setting up a third interview. At that point, however, you'll have to make a decision: Calling an intern in for more than three interviews will likely make your organization look indecisive.

"Gen Y” interns: 7 Reasons Why They Are Good Hires

"Generation Y." "Generation Next." "Millennials." "Echo Boomers." Even, "The Baby-on-Board Generation." A group known by many monikers, the successors to Generation X have entered the workforce and comprise today's pool of intern candidates.

As with every past generation, Gen Y—or those born roughly between the early 80s and the early 2000s—are often seen as doing things differently by their more established counterparts. And as we're well aware, at some organizations, "different" is approached with apprehension.

But smart employers are embracing the potential of Generation Y to make significant contributions to the success of their organizations…both in the short term, as interns, and down the road, as permanent employees.

Like previous generations, Gen Y can't be lumped into one homogenous group. However, there are certain defining characteristics of today's class of interns. Understanding and knowing how to harness these qualities can be infinitely beneficial to your business.

7 Benefits of Hiring Generation Y into Your Internship Program

1. Tech-savvy. The first generation to be brought up with computers, members of Gen Y are early adopters. In fact, not only can they uncover, operate, and recommend the most advanced tools and technologies; they can teach you how to use things like content management systems and social media.

2. Cost-effective. Compared to other populations, Generation Y appears less motivated by money. According to a 2009 online survey conducted by Monster.com, 37% of employers report that "work/life balance and flexibility" is the most motivating factor for Gen Y, with only 17% claiming "compensation" as the primary driver.

   Couple this with Monster's finding that 40% of 2008 graduates still reside with their parents—and seem willing to do so for at least a bit longer—and you've got a group solidly linked to a high ROI.

3. Team players. If some called Generation X "The Me Generation," we might term Generation Y "The We Generation" for their heightened sense of community and peer-to-peer relationships.

   Events like September 11th and ongoing fears of terrorism have led to feelings of patriotism and a desire to help others. This translates into more of a group mentality and increased collaboration in the workplace…which is never bad for business.

   Meanwhile, for those concerned that this cooperative spirit only extends to other Millennials, think again. By welcoming Gen Y with open arms and practicing a few creative management techniques, Generation Y can work alongside boomers just as well.

4. Acceptance seeking. Some have termed Gen Y "The Trophy Generation" in response to the "everyone's a winner" mentality and the endless pats on the backs associated with their upbringing.

   Once again, while some see this as a negative, in effect, it can be very motivating: A need for praise and validation often facilitates effort and achievement. So, yes, this will mean they'll need more feedback; but they'll work hard to make sure it's of a positive nature.

5. Self-expressive. In the Gen Y world, Twitter has taught them to express themselves. And while their parents would have shuddered at this type of sharing, the positive effect has been a group of prospective interns who aren't afraid to put ideas out there. In the workplace, this translates into unabashed brainstorming, generating new solutions and fresh perspectives.

6. Conscious of the competition. Coming of age in a recession makes Gen Y more aware of job-market competition. So unlike older workers who may be more used to calling the shots in their careers, this generation of interns counts their blessings when it comes to employment opportunities.

   Essentially, they know there are more applicants than openings and that someone is always willing to take their place. Should they actually get a chance in their chosen field, they're more likely to make the extra effort to stay there.

7. Current. Like any youth generation, hiring Gen Y helps keep your company up to date with social, entertainment, and other market trends. Build a relationship and offer Gen Y'ers an opportunity to grow with your organization, and they'll reward you with continued relevance.

   Employer takeaway: Don't be fooled by bad press. True, Generation Y may be a little different. (Weren't you when you entered the workforce?) But with the right attitude and appropriate management, welcoming Gen Y into your internship program just might make the difference between whether your company soars or stagnates.

8 Warning Signs When Interviewing Interns

Sure, you’re “only hiring an intern.” But if you’re utilizing your internship program properly, you should see it as a pipeline for potential permanent employees. Because even if you are not short staffed right now, savvy recruiters know a resignation could be right around the corner. Having a handful of prescreened internal candidates means you don’t need to scramble for a last-minute replacement later.

Furthermore, it is often when an organization is not actively looking, that they stumble across a real gem. In some cases, a position can be created to make sure you keep that person who is a perfect fit for your company… and fills a niche you didn’t even know existed.

Because of this, it’s important to treat intern recruiting with the same respect you would fulltime hiring.

Yes, you are dealing with a different degree of experience; and you certainly needn’t know that an intern could become part of your team. But it’s counterproductive to take on an intern you’re certain you wouldn’t want on a long-term basis.

Although employers’ primary concern should be assessing the positive elements an intern can bring to the company, there are certain signs—red flags if you will—that should not be ignored. Pushing these out of your mind, or rationalizing with “we’re only hiring an intern” puts you at risk for problems later on.

8 Signs to Watch for When Interviewing Interns

1. Arriving late or ill-prepared. Yes, flat tires happen. But hitting traffic or getting lost are not legitimate excuses for being late. The truth is that if an interview is important enough to an intern, they’ll leave extra early—with their route mapped out—and all the materials they need to make a positive impression. If not, chances are they’re either chronically late… or they just don’t care that much about getting the job.

2. Lack of detailed description. When asked about education or previous positions on their resume, an intern should be able to describe—in detail—their daily activities. The fact is, if you really worked somewhere or completed certain courses, you are able to say more than “carried out marketing functions” when questioned.

3. Absence of enthusiasm. In the intern arena, especially, one of the most essential aspects is enthusiasm. Because it’s important that any employee have a passion for your business; but for interns, it’s even more crucial, since they are there to learn.

In an interview, passion presents itself as enthusiasm. So if an intern seems too nonchalant, they’re probably applying just to receive a paycheck or to pad their resume. Generally speaking, the best interns are those who truly want to be there.

4. Intense interest in salary. Speaking of paychecks, another red flag is the intern who inquires immediately about pay. While compensation is certainly a criterion, it shouldn’t be the most important issue on their agenda. Immediately mentioning money is often a sign they’re picking a position primarily by pay…as opposed to genuine interest in your organization.

5. Self-centeredness. The astute candidate understands that an internship is a two-way street: The intern carries out tasks for the company, and the company provides teaching and training. An intern who comes in too focused on their own list of criteria often doesn’t end up being a team player. Interns who mesh the most seamlessly usually have an attitude of confidence, but also of gratefulness for being given the opportunity.

6. Put-downs of past positions or employers. Everyone has had a bad boss or professor. But most professionals realize an interview is not the place for boss bashing. When a potential intern describes previous falling outs or confrontations, it says more about their ability to relate to people than their previous employer’s bad personality. An intern who’s had problems in the past, will probably have problems with your staff as well.

7. Unpleasant personality. Personality matters as much as—if not more than—experience when selecting interns. And in the case of interviews, a candidate’s personality doesn’t have to be overtly awful to become a problem. Since they are, assumingly, on their best behavior, even small signs should be examined closely.

Characteristics like acting annoyed if kept waiting, seeming standoffish or aloof, or being pushy about learning the outcome of the interview are real red flags for future behavior. When interviewing interns, it’s crucial you keep two issues in mind: How easy it seems they’d be to work with (and take direction) and the culture of your organization—and how well they would fit within it.

8. Hesitation. Once again, the interviewee who really wants a job will appear enthusiastic. On the other hand, the intern who is looking to do as little as possible—or who is interviewing with your company in case the program they really want doesn’t pan out—will often seem reluctant or indecisive. In other words, you won’t feel certain they really want to work there.

Regardless of someone’s qualifications, you should take this into consideration. Gamble on this intern, and there’s a good chance they won’t be happy…and you’ll be back in hiring mode.

Employer takeaway: With the exception of nervousness, keep in mind that interviews usually show an intern’s best side. So if you notice red flags, it’s important to pay attention. But most of all, follow your instincts: If you sense someone is not a fit, you’re probably right. Admit it to yourself and move on to a better match.