We provide competency-based behavioral interviewing training for interview teams including hiring managers, recruiters, and interviewers.
Kennedy's Column
Competency-based Interviews Predict Job Success
We explore Harvard behavioral scientist D. C. McClelland's work on competency and predicting job performance based on people who are clearly successful in their jobs.
A competency is defined as any underlying characteristic that differentiates between superior and average performers. McClelland identifies five types of competencies: motives, traits, self-concept, knowledge, and behavioral skills. Some companies today refer to all competencies as "success factors."
Competencies of top performers have more long-term endurance than job tasks or duties which change rapidly. Selecting for and/or improving individual competencies can help an organization achieve its strategic objectives. Because some competencies like entrepreneurial are difficult to teach or develop, it is more cost effective to hire people who already possess the required characteristics.
Identifying competencies needed in a specific job requires assessing the job's outstanding performers (usually the top 10%) to determine what characteristics make them so effective. The assessment goal is to learn the ways in which these "stars" differ from average performers.
McClelland identifies three steps for identifying competencies:
1. Research the job components.
A focus group of job experts (prior incumbents) develops a list of what they believe are the competencies of both average and star performers. A "best estimate" inventory of competencies that star performers are most likely to possess is created. Today many companies will use a 360-degree performance review to determine job competencies. Incumbents, as well as their subordinates, peers and supervisors are all interviewed to determine competencies of top performers.
2. Study current performers.
Average and top performers are studied to identify the critical competencies that separate stars from average performers. McClelland suggests using Behavioral Event Interviews (BEIs) for these studies.
Behavioral Event Interviews are recorded, 2-2 1/2 hour interviews that specially trained interviewers conduct with 8-12 stars and 8-12 average performers. (See adjoining article, the Behavioral Event Interview, for more on BEIs.)
Analysis of the interview transcripts yields two lists: The first is a list of star competencies; the second describes competencies held by both star and average performers (which become minimum job requirements). The technical competencies are listed separately.
3. Develop and validate the Job Competency Model.
A competency model is created from BEI transcripts to describe superior performers. Each competency is then described in terms of specific behavioral indicators. If one competency is "flexibility," a behavioral indicator would be: "Can shift to another task and still complete current one."
After the competency model has been developed, it must be validated. This means repeating the research by conducting another set of Behavioral Event Interviews with 24 average and 24 star performers.
There are a number of less time-consuming and rigorous ways to identify required competencies. One variation is to collect in written form the critical behavioral stories rather than use a face-to-face Behavioral Event Interview. Another way is to overlay an existing or generic competency model on a job within your organization. Finally, a generic list of competencies can be used as a menu by an employee and his/her manager to identify competencies required for exemplary job performance.
Competencies thus represent the characteristics or behavioral qualities to look for in candidates being interviewed. Forty-eight behavioral qualities or competencies are used in Interview Edge's competency-based behavioral interviewing training Effective Interviewing!®. Each of these forty-eight competencies is further defined with five behavioral indicators which give on-the-job examples of how a behavioral quality or competency is applied. These behavioral indicators have been drawn from work performed for high-profile client organizations over the years.
Top Reads
- Interview Training for Hiring Managers
- Interviewing Candidates Who Prepare With ChatGPT
- Behavioral Interviewing Training Reinvented
- Hiring Successful Leaders for a Hybrid World
- Are Bad Interviews Costing You Good Hires?
- Conducting Effective Performance Reviews Virtually
- Virtual Interviews: The New Benchmark
- Overcome Unconscious Bias in Job Interviews
- How to Interview Sales Candidates
- A Case for Attorney Interviewing Training
- Tech Hiring Fails Without Behavioral Assessment
- Building Relationships with Candidates
- Competency-based Behavioral Interviewing Training
- Questioning Panel Interviews
- Improving the Flawed Interview Process
- Fallacy of "Give Me an Example" Questions
- Real Cost of Hiring Mistakes
- Early Social Competencies Lead to Success
- Why Stress Interviews Don't Work
- Interviewer Training Addresses These Challenges
- Google Validates Behavioral Interviewing Training
- Increase Team Performance By 40%
- How to Interview the Technical Candidate
- Effectively Interviewing New College Graduates
- How Bad Interviews Impact Hiring Results
- Competency Interviewing Narrows Skill Gap
- Sell the Job with Three Paychecks
- Pitfalls of Competencies in Behavioral Interviews
- Three Questions to Keep Your Interviews Legal
- NCHRA:Does Behavior-based Interviewing Still Work?
- Why Bizarre Interview Questions Go Viral
- Training Magazine: Invented Lives
- SHRM: Unconscious Bias in the Hiring Process
- Expand Your Cultural Comfort Zone in the Interview
- Skeptical of the Candidate? Try Three Questions
- Getting Beyond the Resume to Predict Success
- How to Interview and Hire Engineers
- Overcoming First Impressions in an Interview
Ready To Discuss Interviewer Training?
More Resources
Interviewer's Quick Tips
Here are some quick tips from our interview training seminar to help you conduct a successful interview. We recommend that you complete the first three steps before the interview.
Can You Find the Interviewer's Ten Mistakes?
Most of us have experienced the interview from the candidate's perspective. But how often do we have an opportunity to evaluate the interviewer?
Client Login
When you login to HirePath® Interview Tools or Effective Interviewing!® Online Learning, you accept the Terms and Conditions Policy, and acknowledge that this user account is for your individual access only.
Request Password
Request Password
An email has been sent to you with instructions on how to reset your password.
Reset Password
Effective
Interviewing!®
Elearning
and Hirepath®
Interview Tools
Thank you for completing the form.
Click below to make your selection.
Interview Edge, Inc. Terms & Conditions Policy
Copyright
The entire content of this website, including but not limited to text, graphics, logos,
images, and multimedia, is the exclusive property of Interview Edge, Inc. and is protected
by U.S. and international Copyright laws. You may print portions of this content solely in
connection with your use of the services provided on this website as an information resource.
Unauthorized duplication or redistribution of this content may violate Copyright, trademark
and other laws.
Disclaimer
We provide the website on an "as is" and "as available" basis and without warranty or condition
of any kind, express or implied. Each user agrees that use of the website is at the user's sole
risk. We reserve all right to limit, restrict or terminate access to the website for no reason
or any reason whatsoever, including, without limitation, if we believe that user conduct violates
applicable law or is harmful to the interests of Interview Edge, Inc. or our clients.
Interview Edge, Inc. PRIVACY POLICY
Interview Edge, Inc. is committed to protecting the personal information of all visitors to this Website. This Privacy Policy covers how we collect, use, disclose, transfer, and store your personal information.
Use of personal Information
We only collect and use personal information as needed to provide Interview Edge, Inc.'s legitimate interests to conduct business in connection with our training products and services. Our Privacy Policy is intended to describe the information you provide, how we use and share that information, and your rights. Your use of our Website services constitutes your consent to the current version of the Privacy Policy.
Information you provide us
We receive personal information from Website users who submit information directly, such as when they request our training services or register for our online learning. This information typically includes name, company, phone and email address. We may also collect mailing address and phone number for contracts and billing.
How we use the information
We are committed to personal data minimization and limiting use to those processing activities for which consent was given. We use the personal information you provide as necessary to deliver our products or services, or as required for legal compliance or other lawful purposes. We use your personal information to register you for our online user accounts and to directly communicate with you via email or phone. We take reasonable steps to ensure that personal data is accurate, complete, current, and reliable for its intended use.
Information we share
We do not sell, trade, or otherwise transfer to outside parties your personal information. We may share information we collect from Website users with our service providers who help us perform services, such as administering our Website. We permit our service providers to use personal information as needed to deliver services or comply with applicable laws and regulations. We enter into contract with third-parties to keep information confidential prior to sharing personal data. In limited cases, we may share information with other parties if appropriate to respond to your specific request or inquiry. We may share personal information if we have a good faith belief that doing so is necessary to comply with applicable laws, respond to a legitimate request from law enforcement or other government body, to protect our interests or the health and safety of others, or to enforce our terms of use for this Website.
Security
We take reasonable and appropriate measures to protect personal information from loss, misuse and unauthorized access, disclosure, alteration and destruction, considering the risks involved and the nature of the personal information.
Your choices, access and rights
You may have the right to request access to, a copy of, rectification, restriction in the use of, or erasure of your information in accordance with all applicable laws. The erasure of your information shall be subject to applicable state and federal laws.
You may visit and browse our Website without providing any personal information, and you can choose not to provide us with the personal information we request. However, choosing not to provide us with certain information that we request may prevent you from accessing or using certain portions of our Website.
Upon request, Interview Edge, Inc. will provide individuals with reasonable access to their personal data, and in doing so allowing individuals the opportunity to correct, amend or delete personal data where it is inaccurate, or has been processed without your consent. A request may be denied under certain circumstances, such as where the burden or expense of providing access would be disproportionate to the risks to the privacy of the individual in the case in question, or where the rights of persons other than the individual would be violated.
Our contact information
If you have any questions or concerns about our privacy practices described above, you may reach us at:
Email: support@interviewedge.com
Phone: +1 415.459.4800