| A behavioral interview is a style of interviewing | | | | behavioral and situational interviews require him to be |
| wherein the job applicant is asked to give examples of | | | | well-prepared with specific examples of situations |
| situations he has personally been involved in where he | | | | drawn from his past experiences that demonstrate his |
| demonstrated a particular trait or skill that the | | | | various competencies. He can examine and make a |
| interviewer is interested in. A situational interview is a | | | | list of his assets and desirable qualities. He can also |
| style wherein theoretical or hypothetical situations are | | | | look at the job description for the position he will be |
| given by the interviewer to assess the applicant's | | | | interviewed for and try to come up with a list of |
| behavior in such a situation. The main difference | | | | competencies that may be needed for the job. For |
| between behavioral and situational interview is that | | | | both of these lists, he can think of situations wherein he |
| behavioral interviews focus on past experiences and | | | | had an active role. He should think of problems he |
| behavior of the applicant, while situational interviews | | | | encountered in those situations and the steps he took |
| concentrate on how the applicant will react when | | | | to resolve those problems. He should practice telling his |
| confronted with a given situation. These two styles of | | | | "stories", which should be concise and to the point. The |
| interviewing are often used in conjunction with each | | | | story should come out naturally and the applicant |
| other.These styles of interviewing job applicants are | | | | should be prepared for the interviewer to interrupt him |
| tailored to specific competencies required for specific | | | | at certain intervals to ask probing questions. Some |
| job positions, thus specific situations must also be given | | | | common competencies interviewers look for in job |
| as examples by the applicant. Vagueness must be | | | | applicants are skills in decision making, problem solving, |
| avoided. The examples may be ordinary events in his | | | | communicating, negotiating, leading, working with a |
| life and not necessarily from previous work | | | | team and planning. He may also be asked questions |
| experience. These styles can be used to interview | | | | related to working under pressure and, especially if he |
| both experienced applicants and recent graduates.For | | | | is applying for a sales position, persuasiveness.For any |
| either style, the interviewer needs to identify the | | | | kind of interview, the applicant should do some |
| required competencies for the job he wants to fill. He | | | | research on the company he is applying to. The |
| must then examine actual situations related to the job | | | | company website may have information that may be |
| where these competencies (or lack thereof) played a | | | | useful to know. If possible, the applicant should also get |
| critical part in its success (or failure). A set of questions | | | | some information on who will be interviewing him. Most |
| can be developed and framed in such a way that | | | | importantly, it is wise for the applicant to prepare for |
| canned responses may be avoided. A rating scale is | | | | the different styles of interviews aside from behavioral |
| also prepared after the job is analyzed and the | | | | and situational interview. |
| competencies are identified.For the interviewee, | | | | |