Learn HR with Fernando #1: The Foundation of Behavioral Event Interview (BEI)

Behavioral Event Interview (BEI) can be used as a powerful HR tool that to assess candidates’ competencies and predict future performance.

For HR professionals, finding the right candidate with the necessary skills and competencies is crucial. To make informed decisions, organizations have turned to the use of innovative techniques such as Behavioral Event Interview (BEI). As a technique, BEI offer a unique and insightful approach to talent acquisition, allowing HR professionals to delve into candidates’ past behaviors and experiences to predict their future success.

Behavioral Event Interview (BEI) #1: A History

The history of behavioral event interviews (BEIs) can be traced back to the work of Harvard professor David McClelland in 1973. You may heard that he wrote about BEI in that year, but you may be wrong. In that year, McClelland wrote an influential article entitled “Testing for Competence Rather Than Intelligence”. In this article, McClelland proposed that evaluating a person’s competence, specifically their demonstrated skills, abilities, and behaviors, would be a more accurate predictor of success in academic and professional settings compared to traditional measures of intelligence or aptitude. He argued that competencies such as motivation, achievement orientation, and problem-solving skills were better indicators of future performance. While he may not have specifically referred to BEI in that particular article, it laid the foundation for the importance of assessing past behavior and performance in predicting future success which later adopted into behavioral event interview as a valuable tool in performing selection and assessment for HR Professionals.

Later, in 1998 he wrote another article entitled “Identifying Competencies with Behavioral-Event Interviews”. As he became more specific this time, McClelland added that BEI was originally adopted from critical-incident interview originally developed by another practicioners, such as Flanagan (1954) and later elaborated by Dailey (1971). Early on, his Behavioral Event Interview (BEI) was developed to effectively distinguish between two types of job incumbents based on judges/interviewers’ evaluation: there are (O) who can be recognized as outstanding, and (T) who have received fewer or no nominations. Since people agree more on who is outstanding than on what makes them outstanding, and because having judges rate characteristics supposedly related to success (rather than rating actually successful people) might result in a biased criterion. BEI aims to clearly show the differences to make a more professional and unbiased criterion.

The differences between O and T performers:

1. Recognition: O performers are identified by knowledgeable judges as outstanding in their respective roles. They have received nominations and are considered top performers in their field. On the other hand, T performers have received fewer or no nominations and are considered more typical or average in their performance.
2. Level of Achievement: O performers demonstrate exceptional performance and have consistently achieved outstanding results. They are recognized for their exceptional skills, competencies, and accomplishments in their respective roles. T performers, while competent, may not have consistently achieved the same level of excellence as their O counterparts.
3. Frequency of Nomination: O performers are nominated more frequently by judges due to their outstanding performance and exemplary behaviors. They often stand out among their peers and are consistently recognized for their exceptional contributions. T performers, on the other hand, receive fewer nominations or may not be nominated at all, indicating that their performance may be considered more typical or average.
4. Sample Size: O performers typically represent a smaller percentage of the population being evaluated. They are often in the top 5% to 10% of performers, indicating a relatively exclusive group of high achievers. T performers, in contrast, make up the next 11% to 25% of the population, representing a larger group of performers who may still be competent but have not reached the same level of recognition as the O performers.

To validate differences between O and T performers, McClelland provided us with 12 points of competencies that can be assessed to perform BEI :

1. Achievement Orientation
2. Analytical Thinking
3. Conceptual Thinking
4. Developing Others
5. Flexibility
6. Impact and Influence
7. Information Seeking
8. Initiative
9. Interpersonal Understanding
10. Organizational Awareness
11. Self-Confidence
12. Team Leadership

Behavioral Event Interview (BEI) #2: Definitive Edition in 2023

Q: So, what is BEI actually?

A: Behavioral Event Interview (BEI) is a way of interviewing others in a structured form and is widely used in selection processes for new employees to identify certain behavioural aspects.

The technique is based on the assumption that predicting future behaviour should best be based on the knowledge about the candidate’s past behaviour. This explains why the word ‘behavior’ plays a prominent role in the naming of BEI. The connection between BEI and past behavior/performance lies in the understanding that an individual’s past actions serve as valuable indicators of their future potential, providing insights into their ability to perform well in a specific role or organizational context.

Furthermore, we can assume that the technique is based on the fact that knowledge and behaviour from the past play a crucial role in how someone will behave in the present as well as in the future. On other hand, some also said BEI might also be interconnected with Iceberg Model, which claims how behaviour, knowledge, and skills are just like an iceberg, that they are mostly visible above water and only form the tip of the iceberg. Exploring the depths of motivations behind someone’s behavior can be accomplished through the act of asking questions.

Behavioral Event Interview (BEI) #3: STAR Method

Q: What is STAR? Is it used by the interviewer or candidate?

A: STAR is a method used by the candidate during a Behavioral Event Interview (BEI) to structure and guide their responses. It provides a systematic approach for candidates to present their past experiences and behaviors in a structured manner. The STAR method helps candidates effectively communicate their stories by breaking them down into four components: Situation, Task, Action, and Result. However, interviewers also play a role in guiding the interview using the STAR method by asking questions that prompt candidates to provide specific examples and follow the STAR structure in their responses.

Therefore, we can assume that the interviewer’s expectation deals with four different types of information:

• S — Situation (What was the situation?)

Provide the interviewer with clear and specific information. Include relevant details such as names (the company and the position) and dates, if applicable, to create reference points. Be specific and stick to the facts when explaining the situation, avoiding personal judgments or biases. Present an objective account of what occurred, focusing on evaluating the situation based on objective criteria rather than personal opinions.

• T — Task (What was your task in the situation?)

What specific task were you assigned in that situation? How did the situation directly involve you? Provide an accurate description of the challenge you encountered, including the goal, context, and how it affected both you and others involved. Ensure that the information you provide is consistent and presented in a timely manner.

• A — Approach (What you did in this situation?)

Explain how you acted and the decisions you made when confronted with that task or challenge. What actions did you take to address it? Why did you choose that particular approach? Highlight the key steps that led to a successful outcome. Discuss the skills you utilized, emphasizing your strengths in particular

• R — Result (What was the result of all the actions taken by you?)

In the end, what was the outcome of the situation? Provide a specific and measurable “happy ending.” Whenever possible, quantify the results using concrete figures and facts to showcase the achieved outcome.

Real Example on Acing BEI with STAR Method

Q: Can you tell me about a time when you went above and beyond to deliver excellent customer experience?

A:

S — “When I was working at Company X, we were preparing for a video presentation for a client when I learned that someone on their team was deaf. The presentation was due the next day in the morning and I was the only one left in the office after 5PM.”

T — “I realized there was only one solution and that was for me to stay behind in the evening and add the captions myself.”

A — “It took a few hours, and around 8PM, I was done. Then, I let our team know about the update.”

R — “In the end, the client enjoyed the presentation. They were very impressed by our attention to detail, and we ended up closing them soon after.”

Behavioral Event Interview (BEI) #4: Alternative Questions

Additionally, these are alternative questions which may help explore the candidate’s behavior in more detail split by categories:

• Give me an example of a time you had a conflict with a team member. How did you handle it? (COMMUNICATION)
• Tell me about a time when you successfully explained a technical problem to a colleague or a customer who didn’t have a tech background? (COMMUNICATION)
• Describe an occasion when you had to manage your time to complete a task. How did you do it? (TIME MANAGEMENT)
• How do you accomplish tasks when under a tight deadline? Give me an example. (TIME MANAGEMENT)
• Can you give me an example of when you had to adapt to a new and sudden change in the workplace? What happened? (ADAPTABILITY)
• Give me an example of when you had to suddenly perform under pressure. What happened and how did you handle it? (ADAPTABILITY)
• Give an example of a time in which you felt you were able to build motivation in your co‐workers or subordinates at work. (LEADERSHIP)
• Give an example of your ability to build motivation in your co‐workers, classmates, and even if on a volunteer committee. (LEADERSHIP)
• On occasion we are confronted by dishonesty in the workplace. Tell about such an occurrence and how you handled it. (INTEGRITY)
• Tell us about a specific time when you had to handle a tough problem which challenged fairness or ethnical issues. (INTEGRITY)

Indeed, while the aforementioned questions provide a solid foundation, it is worth exploring additional aspects that may prove enlightening for your need in HR.

Behavioral Event Interview (BEI) #5: BEI vs CBI?

As BEI stands for Behavioral Event Interview, CBI stands for Competency-Based Interview. While both interview approaches focus on assessing a candidate’s behavior and competencies, there are some differences between BEI and CBI:

1. ORIENTATIONS:

• BEI: Behavioral Event Interviews primarily emphasize gathering specific examples from a candidate’s past experiences and behaviors to predict their future performance. It focuses on understanding how candidates have approached real-life situations in the past.
• CBI: Competency-Based Interviews concentrate on evaluating a candidate’s competencies or skills directly related to the job requirements. It aims to assess the candidate’s proficiency in specific areas such as problem-solving, leadership, teamwork, or communication.

2. APPROACH METHODS:

• BEI: BEI questions typically begin with phrases like “Tell me about a time when…” or “Describe a situation where…” to prompt candidates to provide detailed examples of their past behavior and actions.
• CBI: CBI involve questions designed to assess the candidate’s competencies directly. These questions often start with phrases like “Give me an example of…” or “Tell me how you have demonstrated…” to evaluate specific skills or behaviors related to the job competencies.

3. STRUCTURES

• BEI: BEI typically follows a structured approach, where the interviewer focuses on specific behavioral indicators and evaluates the candidate’s responses against predetermined criteria. This allows for consistency in evaluating candidates’ behaviors and comparing their responses.
• CBI: CBI can be both structured and unstructured. While some organizations may have predetermined competencies and criteria to assess, others may allow for more flexibility in exploring different competency areas during the interview.

While both BEI and CBI share the goal of assessing a candidate’s behavior and competencies, they differ in terms of approach, orientation, and structure. The choice between using a BEI or CBI depends on the specific needs and objectives of the hiring organization.

Behavioral Event Interview (BEI) #6: Conclusion

The Behavioral Event Interview (BEI) is a powerful HR tool that offers valuable insights into a candidate’s past behavior, actions, and competencies. By focusing on real-life experiences, BEIs provide a more accurate assessment of a candidate’s potential for future success. The structured approach of BEIs allows for consistency in evaluating candidates and comparing their responses against predetermined criteria. This tool helps HR professionals identify individuals who have demonstrated the desired competencies and behaviors needed for a specific role. By leveraging the BEI technique, organizations can make more informed hiring decisions, build high-performing teams, and increase the likelihood of finding candidates who will excel in their roles.

References:

Kurian, S., Ribeiro, N., & Gomes, D. R. (2016). The Relevance of Behavioral Event Interview (BEI) in Selection Processes: A Corporate Sector Study. IUP Journal of Organizational Behavior, 15(1).

McClelland, D. C. (1998). Identifying competencies with behavioral-event interviews. Psychological science, 9(5), 331–339.

Mulder, P. (2019). Behavioral Event Interview (BEI).

Copyright, Fernando Ramadhan, 2023.