Determining Competence Through Behavioural Interviewing
Determining Competence Through Behavioural Interviewing
Introduction
Behavioural interviewing has been a recommended technique for selection interviewing for some
years now. Unstructured selection interviewing has always been notoriously poor in
guaranteeing a good outcome. Using the structure and rigour of the behavioural interviewing
technique it has been found (and confirmed by academic research) that far better outcomes can
be achieved than by use of unstructured interview techniques.
It is based upon the premise that the best predictor of future performance is past performance.
References:
Janz, T. (1982). Initial comparisons of patterned behavior description interviews versus unstructured
interviews. Journal of Applied Psychology, 67(5), 577-580
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The exact form of the processes and procedures that the assessor uses for Recognition will
depend on the context in which the process takes place. This will include the location, purpose
and circumstances of the candidate.
Rules of Evidence
When evidence is being assessed it is critical that the assessor ensures that it meets the
established rules of evidence.
Validity
Currency
Sufficiency
Authenticity
Validity – The assessor needs to ensure that the evidence provided by the candidate directly
covers the unit(s) of competence for which they are seeking recognition.
Currency – While historical evidence can be used to confirm competence, it is critical that
appropriate evidence is obtained to show that the candidate is currently able to use the skills and
knowledge for which recognition is sought.
Sufficiency – While there is no exact amount of evidence that needs to be collected, assessors
need to ensure that the candidate has provided enough to enable them to make a confident
judgement that competence has been achieved. Sufficiency of evidence is really a question of
the coverage of the unit of competency rather than the number of pieces of evidence collected by
the assessor.
Authenticity – The assessor needs to ensure that the evidence collected is actually the work of
the candidate and not of someone else. ‘Triangulation’ in evidence collection can assist here.
(E.g. In the interview the candidate tells you that he/she has performed certain tasks and this is
confirmed through third party reports.)
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When using questioning in the evidence collection interview we must be mindful of these rules
of evidence. The behavioural approach to questioning and evidence collection is built upon
these principles.
Principles of Assessment
The process of Recognition must also follow the principles of assessment to ensure that the
candidate is treated appropriately.
Validity
Reliability
Flexibility
Fairness
Validity – the assessment evidence proves that the person has the skills in the relevant Unit of
Competence, and that the candidate is not actually mistakenly being assessed against a different
standard or criteria.
Flexibility – the assessment is either on or off-the-job and at a mutually convenient time and
situation.
Fairness – the method of collecting the evidence didn’t make it more difficult than the level of
the Unit of Competence requires.
The use of an interview may or may not meet these principles. It is the skill of the assessor to
decide whether it is an appropriate tool in the mix of evidence collection. For example, a
candidate from a non-English speaking background may find the preparation of portfolio of
evidence to be quite daunting; however speaking to an assessor in an interview may be a far
more flexible approach. On the other hand, if we have been provided with a very comprehensive
portfolio of evidence then to also require the candidate to submit themselves to an interview it
may not meet the requirement of fairness.
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Remember also, in modern assessment we want to achieve an efficient process. Time is money.
Interviews may be a very efficient way of completing a holistic Recognition assessment. On the
other hand, we may be wasting time if we are trying to gather excessive amounts of evidence if
we already have enough to make a judgement about competence.
The preparation of questions for use in the interview requires that units of competence be
interpreted holistically.
Asking
It is very difficult to start a conversation without asking a question. Questions fall into two
types.
Closed Questions.
These type of questions give ‘yes’ or ‘no’ responses.
Advantages – can be used to get confirmation of evidence gathered so far. Can also be
used to ‘shut-down’ an overly talkative candidate.
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Disadvantages – does not encouraging much talking from the candidate. Excessive use
can make the interview sound more like an interrogation!
Open Questions
These type of questions give expansive answers, usually containing much information.
Advantages – get the candidate talking, and helps put them at ease.
Disadvantages – you may be overwhelmed by the amount of information you are
hearing!
Encouraging
Making the sounds that will encourage the other person to continue talking. This behaviour
shows that you are genuinely interested in allowing them to speak.
Advantages – demonstrates empathy with the candidate and encourages them to keep
talking.
Disadvantages – if used excessively it can show lack of interest (not listening) or
impatience.
Reflecting
Repeating the last one or two words you have just heard. The length is rarely more than three or
four words and the intention is to show that you are following, understanding and that you are
interested. It is usually balanced with the use of the ‘encouraging’ skill (or used simultaneously).
Advantages – demonstrates empathy with the candidate and encourages them to keep
talking.
Disadvantages – if used excessively it can make the conversation sound stilted – the
interviewer sounds a bit like a parrot!
Summarising
It is a summary of the key points the interviewer has gained from the conversation so far.
Usually occurs about every two or three minutes. It is typically about two or three sentences in
length.
Advantages – demonstrates to the candidate that the interviewer has paid close attention
to the evidence being presented. Gives an opportunity to confirm that the interviewer has
correctly interpreted what he or she was told by the candidate.
Disadvantages – there is no real disadvantage. It does however require concentration
and work!
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Summarising also pulls together the conversation so far and structures how it is to continue.
This behaviour allows the discussion to keep on track and stops the other person going round in
circles.
Behavioural Evidence
Candidates (or job interviewees) will often try to ‘fudge’ their way through the interview by
quoting hypothetical or theoretical responses to how they would propose that they would deal
with certain situations. Behavioural interviewing rejects these ‘hypothetical’ responses and only
accepts evidence in the form of past actual behaviour – actions, activities, etc that the candidate
has actually done. It is not uncommon for a candidate to start by quoting a theoretical response
to how they would deal with a situation. This can often be used by the skilled interviewer as the
lead in to a good behavioural example.
To help the interviewer ensure that they have all the aspects required to make the evidence valid,
a mnemonic has been developed. We call it the PRO technique:
Problem or Position – what was the problem, position or situation that the candidate
needed to deal with?
Response – how did the candidate respond or deal with the position or situation they
found themselves in? What skills and knowledge were used?
Outcome – having applied their skills and knowledge what was the outcome? Was it as
expected (positive) or otherwise (negative?)
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Behavioural Example Exercise
Indicate if the following are complete behavioural examples, incomplete behavioural examples,
or FALSE (i.e. hypothetical, theoretical, vague) examples.
1. The radio transmitter failed whilst on high power. I switched over to low power and we were
still able to continue to transmit the weather information to the ships at sea. All reports
indicated that we were still received OK.
2. I was really great at dealing with employees about their Conditions of Employment
problems. I really nipped them in the bud.
3. Ninety percent of typing was in the same format, so, instead of resetting the word processor’s
format every time, I set up a glossary which I could call up with one key stroke.
4. I overloaded the shredder with paper every time I used it until the day that it finally stopped
working.
5. When I first started work in the store the inventory was in complete chaos. There was no
standard way of handling incoming and outgoing goods.
6. I was responsible for the preparation and finally delivery of the company’s annual report. I
always made sure that my planning for this regular event was done well ahead of time, and
that was usually satisfactory.
7. My boss allocated me the task of giving the proposal outline to the senior management team.
They were very thorough, and asked difficult questions and raised interesting debating
points. But at the conclusion they all voted to let us proceed to the next step of the project.
8. I prepared a help screen to be incorporated into the computer program. My colleagues later
congratulated me for my efforts which made using the graphics program much easier than it
had been.
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Preparation
The Interview Panel
It is assumed that those conducting the interview will be subject matter experts. This is so that
areas of interest that are uncovered during the interview will be able to be explored further.
If possible, use two assessors on the interview panel. This enables one assessor to take notes
while the other asks questions and engages with the candidate. Use of two assessors also helps
with ensuring that the Rules of Evidence and Principles of Assessment are complied with. When
it comes time to make a judgement of competence, use of two assessors can increase the
reliability of the process.
The Candidate
What information do you already have on the candidate? Perhaps they have provided a portfolio
of evidence? A work resume may provide guidance on the type of tasks and jobs the candidate
has done previously that are applicable to the current assessment. What qualifications does the
candidate hold?
By developing a background on the candidate you will be better placed to formulate questions
and areas that need to be explored during the interview.
Interview Guide
The use of a pre-prepared interview guide serves a number of purposes.
iii. It can be used as the basis for providing feedback to the candidate.
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iv. It can be used as a part of the Record of Assessment that Registered Training
Organisations (RTOs) are required to keep after completion of the assessment.
The design/structure and appearance of the interview guide is one of personal preference. These
notes include a style which the author has found in the past to be quite functional. The important
aspect is that the interview guide should have adequate white space for writing the responses by
the candidate, and one aspect of evidence per page.
Interview Structure
The recognition interviews can serve a range of purposes. The following graphic shows what
these purposes may be. (The colour has been used to emphasise where the behavioural evidence
technique specifically fits.
The following page shows a typical template that may be used in behavioural interviewing.
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Candidate’s Name
Date of Recognition Interview
Unit/s of competence being assessed:
Question:
……………………………………………………………………………………………
………………………………………………………………………………………
Problem/Position
Response
Outcome
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Participant Exercise
Using the Unit of Competency, BSBFLM309C: Support continuous improvement systems and
processes -
a. Review the unit of competence and consider how it may be synthesised (or considered
‘holistically’) when gathering evidence at interview.
c. Formulate behavioural-based questions that you would use during the recognition
interview to check for evidence of past behaviour.
d. Be prepared to test those questions and your interviewing technique in a simulated role
play.
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BSBFLM309C: Support continuous improvement systems and
processes
Description
This unit specifies the outcomes required to support the organisation's continuous
improvement systems and processes. Particular emphasis is on actively encouraging
the team to participate in the process, on monitoring and reporting on specified
outcomes and on supporting opportunities for further improvements. No licensing,
legislative, regulatory or certification requirements apply to this unit at the time of
endorsement.
Employability Skills
Application Of Unit
At this level, work will normally be carried out within known routines, methods and
procedures, and may also involve a number of complex or non-routine activities that
require some discretion and judgement.
Unit Sector
No sector assigned
Performance criteria
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2. Monitor and 2.1 Utilise the organisation's systems and technology to
report on monitor team progress and to identify ways in which
specified planning and operations could be improved
outcomes
2.2 Apply continuous improvement techniques and processes
to improve customer service
3. Support 3.1 Communicate agreed recommendations for
opportunities for improvements in achieving the business plan to team
further members
improvement
3.2 Document and use work performance to identify
opportunities for further improvement
3.3 Maintain records, reports and recommendations for
improvement within the organisation's systems and
processes
Required skills
• ability to relate to people from a range of social, cultural and ethnic backgrounds
and physical and mental abilities
• functional literacy skills to access and use workplace information
• research, analysis, interpretation and reporting skills
• monitoring and evaluation skills
• communication skills to:
o gain the commitment of individuals and teams to continuous improvement
o deal with people openly and fairly
o use consultation skills effectively
• skills to consolidate opportunities for improvement
• coaching and mentoring skills to provide support to colleagues.
Required knowledge
Range statement
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The range statement relates to the unit of competency as a whole. It allows for different
work environments and situations that may affect performance. Bold italicised wording, if
used in the performance criteria, is detailed below. Essential operating conditions that
may be present with training and assessment (depending on the work situation, needs
of the candidate, accessibility of the item, and local industry and regional contexts) may
also be included.
Legislation, codes and • award and enterprise agreements and relevant industrial
national standards instruments
relevant to the workplace • relevant legislation from all levels of government that
may include: affects business operation, especially in regard to
occupational health and safety (OHS) and environmental
issues, equal opportunity, industrial relations and anti-
discrimination
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Technology may include: • computerised systems and software such as databases,
project management and word-processing
• telecommunications devices
Evidence guide
The evidence guide provides advice on assessment and must be read in conjunction
with the performance criteria, required skills and knowledge, range statement and the
Assessment Guidelines for the Training Package.
Overview of
assessment
Critical aspects for Evidence of the following is essential:
assessment and
evidence required to • examples of actions taken by the candidate to support
demonstrate continuous improvement including:
competency in this unit • use of work performance to identify improvement
• adjusted plans to reflect changes
• effective communication to all stakeholders
• use of technology to monitor operational progress
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procedures
o contributions to procedures and policies for dealing
with continuous improvement processes, and
related codes of conduct
o actions taken to address information collection,
retrieval and use in the workplace
o actions taken to address issues and problems
within work team
o actions taken to address methods of reporting
information
o learning and development plans for team members
o materials developed for coaching, mentoring and
training
o induction programs developed and/or delivered
o actions taken to address internal and external
information management issues
o reviews of people management
o advice and input into management decisions
related to continuous improvement
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References
Some of the content for this workshop has been developed from the kit of resource materials
developed for workplace assessors by the Australian National Training Authority in 2001.
It can be purchased from Australian Training Products. www.atpl.net.au using the ATP
Stockcode 1700103R
Lightship People System holds moral rights over the concept of using behavioural interviewing
techniques for use in Recognition Interviews. Trainers and assessors are given the right to
reproduce these training materials for not-for-profit purposes and to provide professional
development of the training and assessing fraternity.
Organisations who may be interested in having similar workshops run, or who wish to discuss
the concept further, can contact the author, David Neyle at:
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