
Conducting Behavioral Event Interviews
STEP 3 – DATA COLLECTION
A Behavioral Event Interview is a 1 to 1½ hour interview, in which the interviewee is asked to provide highly detailed accounts of how he/she approached 4-7 important accomplishments or other key events from the past year or two in the job. The interviewer uses a probing strategy to get the interviewee to walk through the sequence of what he/she did, said and thought at key points during each accomplishment or event.
The Behavioral Event Interview is usually conducted with superior performers. The assumption underlying the interview is that studying the interviewee’s actions, thoughts and words in these key situations will reveal underlying competencies responsible for superior performance.
For the analysis, each interview is tape recorded and transcribed. An analyst carefully reads each transcript and notes passages evidencing effective behaviors or thought patterns. These passages are noted on index cards or a spreadsheet template, along with the interviewee’s initials and the transcript page and line number. The analysts classify the themes by using a conceptual framework of generic competencies and behavioral indicators. The analysts then meet to review the evidence from their individual analysis and to identify competencies and behavioral indicators for the competency model. This process usually demonstrates that the superior performers used certain generic competencies and behavioral indicators from the conceptual framework used to classify the themes. But the process often reveals new behavioral indicators and competencies that were not part of the original conceptual framework.
Typical Structure of a Behavioral Event Interview
- Introduction explaining the purpose of the project and of the format and purpose of the interview
- Brief section on interviewee’s main responsibilities to provide orientation for the interviewer
- “Event” questions asking the interviewee to provide detailed accounts how he/she approached key accomplishments and other work experiences
- Follow-up probing of the interviewee’s response to each “event” question, to:
- A closing question asking for the interviewee’s views about the personal characteristics needed for effectiveness in the job
- Follow-up probing for examples from the interviewee’s experience
Advantages of Behavioral Event Interviews
- Provide specific, high-quality behavioral data describing what superior performers do to achieve superior results
- Surface non-obvious effective behaviors that job incumbents and their bosses may be unaware of or unable to articulate
- Provide strong evidence for a competency model’s validity – evidence that is especially important if the model will be used for external selection
- Provide excellent case material that can be adapted for use in developing training materials
Disadvantages of Behavioral Event Interviews
- Are time consuming to conduct
- Require extensive interview training and practice to ensure that high-quality data will be obtained
- Are time consuming to analyze
- Require training and practice to ensure the quality of the analysis
Structured Event Interviews
The Structured Event Interview is a simplified type of Behavioral Event Interview developed by Workitect to provide many of the benefits of Behavioral Event Interview, while significantly reducing the time and cost required to conduct and analyze the interview. This interview takes about one hour to conduct and focuses on three accomplishments, each of which is related to performance of a different main responsibility. The Structured Event Interview Protocol includes both “event” questions and specified follow-up questions that guide the interviewer through the process of probing each accomplishment. The protocol includes spaces to capture key information in response to each specified question.
This interview is taught in Workitect’s Building Competency Models workshop.
To learn more about our products and services, and how competencies and competency models can help your organization, call 800-870-9490, email info@workitect.com
or use the contact form at Workitect.
©️2019, Workitect, Inc.
Post Views: 1
Tags: assessment, behavioral, building, competence, competencies, competency, create, develop, HR, interview, interviewing, interviews, models, selection, talent
Related Posts
Recent Posts
In Good Times & Tough Times, You Need Competent People
People. Not money, not buildings, not tools. Competent people are your most valuable resource. And…
What is the One-Size-Fits-All Competency Model?
In the One-Size-Fits-All Approach, a competency model is developed for a broadly defined set of…
Is Your Performance Management System Working?
If it isn’t working, consider a… COMPETENCY-BASED PERFORMANCE MANAGEMENT SYSTEM Many organizations are becoming…
The New Reality: Career Streams vs. Career Ladders
Along with many other changes in how employee performance is managed, there is a…
Categories
Archives
- April 2026
- March 2026
- February 2026
- August 2025
- November 2018
- October 2018
- September 2018
- August 2018
- July 2018
- June 2018
- May 2018
- April 2018
- March 2018
- February 2018
- January 2018
- December 2017
- November 2017
- October 2017
- September 2017
- August 2017
- July 2017
- June 2017
- May 2017
- April 2017
- March 2017
- January 2017
- December 2016
- November 2016
- October 2016
- September 2016
- August 2016
- July 2016
- June 2016
- April 2016
- March 2016
- February 2016
- January 2016
- December 2015
- November 2015
- October 2015
- September 2015
- July 2015
- April 2015
- March 2015
- February 2015
- January 2015
- December 2014
- November 2014
- October 2014
- September 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- November 2012
- October 2012
- September 2012
- January 2012
Popular Searches
assessment
building
business strategy
career
Career Development
Career Planning
change management
competence
competencies
competency
competency dictionary
competency framework
competency library
competency modeling
competency models
competency system
Development
employee selection
framework
HR
HR strategy
human resources
interviewing
job
job competencies
leadership assessment development
Leadership Competencies
McBer
modeling
models
organization development
performance
performance management
productivity
resources
strategy
success
succession planning
talent
talent management
talent management system
talent strategies
technical competencies
training
workforce planning




