How I build and run behavioral interviews
benkuhn.net
How I build and run behavioral interviews
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Re: How I build and run behavioral interviews
#2Strong recommend to use these techniques when interviewing.
For example: employees from large companies may claim credit for substantial initiatives but when you drill in they had only a tangential involvement. They don't intend to mislead, thats just the language people speak inside of large companies, and behavioral interviewing can help translate that into more objective information.
Re: How I build and run behavioral interviews
#3> To figure out whether they’re real or BSing you, the best way is to get them to tell you a lot of details about the situation—the more you get them to tell you, the harder it will be to BS all the details.
This is exactly the feature that allows people to distinguish a genuine recording from a faked one in Iain Banks' sci-fi series "The Culture"---it's impossible to fake a recording taken by a (machine) Mind because there's too much detail to fabricate.
Re: How I build and run behavioral interviews
#4[flagged]
Re: How I build and run behavioral interviews
#5I've almost never been part of an interview so well thought-out, but I continue to hope to be. I find this is also helpful reading for candidates.
Re: How I build and run behavioral interviews
#6> To figure out whether they’re real or BSing you, the best way is to get them to tell you a lot of details about the situation—the more you get them to tell you, the harder it will be to BS all the details. This is exactly the feature that allows people to distinguish a genuine recording from a faked one in Iain Banks' sci-fi series "The Culture"---it's impossible to fake a recording taken by a (machine) Mind becaus…
I've had a few of these interviews. Some do it well by showing genuine interest and maybe they have expertise in the area and it's fun chatting about the project. Other's see it more like cross examination or make it adversarial. I personally get nervous and tense up when I feel attacked. Maybe it's a good way to opt myself out of working in those environments.
Re: How I build and run behavioral interviews
#7[flagged]
"A rubric is a type of scoring guide that assesses and articulates specific components and expectations for an assignment."
I don't think there is an "overuse". It's just using the word rubric instead of something like scorecard or checklist.
Re: How I build and run behavioral interviews
#8> To figure out whether they’re real or BSing you, the best way is to get them to tell you a lot of details about the situation—the more you get them to tell you, the harder it will be to BS all the details. This is exactly the feature that allows people to distinguish a genuine recording from a faked one in Iain Banks' sci-fi series "The Culture"---it's impossible to fake a recording taken by a (machine) Mind becaus…
I've had a few of these interviews. Some do it well by showing genuine interest and maybe they have expertise in the area and it's fun chatting about the project. Other's see it more like cross examination or make it adversarial. I personally get nervous and tense up when I feel attacked. Maybe it's a good way to opt myself out of working in those environments.
This is spot on. Having shadowed my share of interviews, I've found that the attitude of the interviewer is the biggest factor in having a good interview experience.
Making sure interviewers show genuine interest, and are open to different candidate background is one of the most difficult things to guarantee when you have many people interviewing.
Re: How I build and run behavioral interviews
#9From the examples section:
> making their reports feel psychologically safe
> ask how they thought their report felt after the tough convo
> bad answer = not sure, or saying things in a non-supportive / non-generous way
I wouldn’t feel “psychologically safe” with someone who expects me to read minds. How can you ever be sure about how others feel as a manager? I check in with my reports and their colleagues but I’m still never certain. Your reports don’t want to be fired and as such every interaction you have with them is flavored with coercion.
If I asked this question and they didn’t say something to the effect of I’m not sure, that would be an enormous red flag to me that this person doesn’t give others proper agency.
Re: How I build and run behavioral interviews
#10This sounds like an honest attempt to be more objective, but it’s still so subjective that I question the value.
>Vague platitudes: some people have a tendency to fall back on vague generalities in behavioral interviews. “In recruiting, it’s all about communication!” “No org structure is perfect!” If they don’t follow this up with a more specific, precise or nuanced claim, they may not be a strong first-principles thinker.”
I don’t think that conclusion follows. I think what is usually happening there is that the person is saying what they think you want to hear.
Ironically the phrase “first principles thinker” sounds like vague business speak to me.