A Better Way to Interview: Behavioral Interview Techniques that Actually Yield Results

By Jon Detweiler

Building a winning team begins before your employees ever start their first day in the practice. The interview process should identify candidates who best match your culture and mission. Focusing on behavioral interviewing can reveal far more about an applicant than traditional skills-based questioning. For example, we may have been inclined to ask a candidate, “What are some accomplishments or awards that you have won,” but to focus on their behavioral drivers, we could instead say “tell me about the proudest moment in your life.” This unlocks emotion rather than static, long-term memories. Making small changes to your recruitment and hiring process can significantly improve your chances of hiring your next superstar.

The interview process should provide the insight needed to make a well-informed hiring decision. Your process should focus on discovering a true cultural match for your company, and this begins with those conducting the interview. Panelists and interviewers should be well versed on the practice’s culture and understand the organization’s mission. Your best brand ambassadors could be your most effective interviewers. Consider building an interview panel with both management and non-managerial employees with strong communication skills and a solid understanding of the company ethos.

Engage the panelist in the activities that surround the process, including confirmation, staff preparation, and follow-up. Incorporating the interview panel builds additional trust with the candidate and serves to reduce anxiety during subsequent interactions. Panelists should communicate with the practice team members (non-panelist) with whom they will be interacting during a facility tour or while conducting a working interview. Finally, circle back with the practice team members who interacted with the candidate; this closes the interview loop and provides the panelists with a final opportunity for clarification and understanding.

During the interview, place a focus on behavioral interview techniques that help distinguish the candidate’s core beliefs and attributes from canned interview responses. Questions should provide insight into their analytical thought processes, collaboration skills, and stress management or response to stressful situations. Always provide follow-up questions that probe deeper and validate their original response. Be intentional regarding the behaviors that you are trying to identify and build questions that draw those attributes out. Behavioral interviewing helps panelists understand the fundamental building blocks that ultimately drive the candidate’s performance.

Anxiety is unquestionably the greatest obstacle to transparency. Therefore, be proactive about reducing stress for the candidate. A relaxed interviewee will be able to provide a clearer picture into their thoughts and decision-making. A simple technique for reducing interview anxiety is conversational questioning, where panelists engage in an unassuming conversation with the candidate that builds trust and effectively reduces anxiety.

Tell me about the proudest moment in your life.

Tell me about the worst decision you’ve ever made.

Tell me about a time where someone asked you to do something you didn’t agree with.

Tell me about a time that you worked as part of a team.

Tell be about a time where you had a difficult interaction with a client.

Tell me about a time that you worked under heavy stress and a tight timeline.

Tell me about a time when you were able to convince someone to follow you.

Tell me about a time when you felt as though your efforts were overlooked or marginalized.

Tell me about a time when you took initiative, without being asked, to fix/ improve a situation.

How did others contribute to this moment? How did you celebrate this accomplishment?

What did you learn?

How did that change you?

How did you rationalize your decision?

What impact did your decision have on the situation?

What part of this event did you find most challenging?

What part did you find most rewarding?

What type of service recovery did you provide after the event?

How did your supervisor respond to your actions?

How did your actions impact you personally?

What was the most important takeaway from that event?

What techniques did you find most effective?

How did this event change your actions with future events?

What could you have done differently to prevent it?

How did you respond to those who were responsible?

What steps did you take to solidify your improvement?

How did you address your actions with your supervisor?

For a position that requires real-time responses to difficult or intense situations, you might say, “I’m really sorry, but what would you say if I told you that this interview wasn’t going very well?” This is not appropriate for every candidate and every role and should only be utilized for strong candidates who are, in fact, interviewing extremely well. Contrary to anxiety reduction, this statement is designed to create an immediate stress response that gives insight into critical troubleshooting, situational awareness, personal improvement, and stress response. Resist the temptation to comment further, allow them to think, and let there be uncomfortable silence. After their response, put their anxiety to ease and explain why you asked the question, reassure them of their strong performance, and then take note as to how they responded when learning of your “ruse.” In behavioral interviewing, the words a candidate uses are equally as important as the emotion shown.

The most important step to building a dream team with your practice starts before an employment offer is ever made.

Pride

Humility Value

Personal Improvement

Self-Actualization

Integrity

Honesty

Value

Teamwork

Interpersonal

Interaction

Customer Service

Communication

Time Management

Stress Response

Negotiation

Communication

Coping

Self-Actualization

Initiative

Motivation

Effectively utilizing your own brand ambassadors to interview candidates can be a win-win for all parties involved. Gain the insight and depth you need by focusing on behavioral interviewing techniques to provide an accurate picture of the person you are considering as your next employee.

About the Author: Jon Detweiler is a seasoned veterinary hospital administrator and leadership consultant in southeastern Pennsylvania. He is a dynamic speaker who presents at national events and has authored a variety of management-oriented articles for veterinary journals and publications. Jon has focused on process building/ efficiency, leadership development, and employee performance across several industries including veterinary, public safety, emergency preparedness and mass event management. His undergraduate degree is in Emergency Management from Hahnemann University, and he has completed executive certificate work through Cornell University with a focus on Change Management. He is a proud “Terv” dad and he enjoys cooking, hunting and traveling with his wife. He can be reached at jdetweiler@vbb.vet