MODERN PEOPLE
missed something. This is your
last chance to be absolutely clear
on what you want and need in the
successful candidate.
2
Develop Structured
Questions
Remember, behavioural
questions seek demonstrated
examples of behaviours from
a candidate’s past experience
and concentrate on job-related
competencies and behaviours.
These questions ask for examples
from real life. (For example: ”Tell
me about a recent experience
where you were required to handle
a difficult customer complaint?”)
Do not ask hypothetical questions
or leading questions as these will
not ultimately help you.
3
Conduct the Interview
A great technique to use is
commonly referred to as the
STAR technique. Situation, Time,
Action and Result. This technique
helps you to identify what actually
happened in a given situation,
the timing, the action they took
and the result. The candidates
will not know to answer in this
format, so your role is to draw out
the information to help make the
correct evaluation.
4
Rank Responses
To maintain objectivity,
you should use a uniform
approach in evaluating all
candidates, especially when
there will be more than one
person involved in interviewing.
Your first step is to break down
the role into the various skills
required to perform it. Next, rank
the candidate’s competency
in each of these skills. A good
way to evaluate competency
is for each interviewer to use
the responses “Demonstrated”,
“Partially demonstrated” or
“Not demonstrated” for each of
the role’s skill areas with each
candidate. The results can then be
later compared by all interviewers
to decide on a shortlist.
Anna-Lucia Mackay is an award-winning
educator, speaker and writer in the fields
of management and education and is
the author of The Four Mindsets: How
to Influence, Motivate and Lead High
Performance Teams. (Wiley 2015) visit
www.hcmglobal.biz
5
Evaluate and Validate
Responses
Using objective measures,
an interviewer is able to more
easily eva