The Art of

Behavioral Interviewing
Presenter: Bob Dolan, Asst Director Career Services
MIT Postdoctoral Scholars
[email protected] Office E25-143G

Global Education & Career Development

Building E17-294, 617-715-5329
https://gecd.mit.edu/

Feb 13, 2018

 Workshop Overview
Intended Learning Outcomes

• Career Planning Process

• Purpose of Behavioral Interviews
• Sample Interview Questions
• How to Prepare
• What Do Hiring Managers Look For?
• Important Interview Tips & Strategies
• Top 7 Interview Mistakes
• Questions and Answers
• Tips from Recruiters
Career Planning-A Life Long Process
Today’s
Job Subject

Search
Resumes, Interviews,
Networking, LinkedIn

Focusing
Which organizations are a good fit? What do
I need to be competitive? Who can connect
me to these organizations? Networking

Exploration
What’s out there? What options do I have? What jobs fit my
skills? What careers and industries can use them? Networking

Self Assessment
Who am I? What are my interests? What kinds of skills do I have?
What are my work-related values? What is my work style? Networking

From Peter Fiske: Workshop at MIT. Modified from Stanford University Career Planning and Placement Office
 Your Resume/CV

Speed
Reading

Be Careful

Tpyos r
wicked Use your
badd MIT/Prof
email

LinkedIn
Now 96%

No Photo Use Good Judgment

in U.S. Now 42%
recruiterslounge.com Apr2013
 Purpose of Behavioral Interview
Hiring Manager
• Opportunity for them to evaluate your performance skills
• Help determine if you are the right fit for the job
• Initially their view is narrow…they have an open position
that needs to be filled
• In addition to skills/competencies, they look for traits that
they believe are important to meet their needs, solve their
problems, fix what’s broken, etc.
 Purpose of Behavioral Interview
You (remember, it’s initially about them)
• You need to find out what they need by researching
the company and asking the right questions
• You need to communicate/demonstrate that you
have the interpersonal skills and competencies to
meet their needs
• Assess if the employer/position is a good fit for you
based on your skills, interest, and values

Show…don’t tell
 Purpose of Behavioral Interview

Hiring Manager’s Mind Set

• What do you know?
• How do you act?
• Why should I care?

Technical gets you the interview, Behavioral gets you the job !!
 Purpose of Behavioral Interview

Recruiters believe that your past behavior is

the best predictor for your future behavior!

Therefore, questions will be open ended

• Please describe how you handled….
• Tell me about a time when you….
 The Art of Behavioral Interviewing
How to Prepare

Employers will focus on actual behaviors and emotions

• Prepare answers that will describe how you handled a situation
• Concrete, specific examples of your actions are expected and
will reveal your interpersonal skills, or lack thereof
• Employers make assumptions about your performance based
on past behaviors, attitudes and experiences

Do You
Fit?

Once technical is established…Behavioral gets you the job !!

 The Art of Behavioral Interviewing
A recent study by Leadership IQ found that 46% of new
hires are either fired or disciplined within their first 18
months. And in a staggering 89% of those cases, the
reason for the action isn't incompetence, but attitude:
poor motivation, bad temperament, or emotional issues.

As Herb Kelleher says, you can teach technical skills,

but you can't teach attitude.
https://www.leadershipiq.com/
 The Art of Behavioral Interviewing
Avoid 'talented terrors': Hire for attitude
• "If you don't have a good attitude, we don't want you, no matter
how skilled you are. We can change skill level through training.
We can't change attitude." — Herb Kelleher, co-founder of
Southwest Airlines
• Figuring out if applicants have the technical skills to perform a
job is relatively easy. You run a test and look at the numbers.
What's more difficult is finding out whether a person has the
personal characteristics that would make them successful AND
someone co-workers wouldn't go nuts working alongside.
• Nearly half of new hires (46%) fail within 18 months of being
hired, according to research in Mark Murphy's book Hiring for
Attitude.
 The Art of Behavioral Interviewing
What Do Hiring Managers Look For?

Hiring Managers are looking for:

• Technical Acumen I.Q . 40%
• Social Acumen E.Q . 50%
• Clarity of Purpose I have a Clue 10%

Communicated by a Partner from a Tier 1 Management Consulting Firm

IQ = Intellectual Quotient
EQ = Emotional Quotient (the behavioral stuff)
 Four Key Dimensions of
Management Consulting
• Problem Solving: Reasons logically, can think conceptually, demonstrates
curiosity, creativity, good business judgment, tolerance for ambiguity, and an
intuitive feel for numbers
• Achieving: Sets high standards for self, expects and achieves outstanding
results, handles obstacles well, shows signs of entrepreneurship and a willingness
to take personal risks
• Impacting Others: Positively influences others, shows an interest in other
people, self-confidence without arrogance, listens, understands and responds well
to others
• Building Relationships: Takes on leadership roles, seizes opportunities and
takes action, helps to build highly effective teams with a shared vision, and is
sensitive to the thoughts and feelings of others team members

Not just MC, almost all companies look for these attributes
 The Art of Behavioral Interviewing
EQ Versus IQ

EQ: IQ:
• Is learned, you need to be • Is innate
intentional about its
development
• Is about behavior • Is about cognition
• Is based on conscious • Is something you already
choice have

EQ can be developed, expanded, and

strengthened throughout your life
 The Art of Behavioral Interviewing
EQ…How Can You Improve?

“Making emotions work for you by using them to guide

your behavior and thinking in ways that enhance your
results” Hendrie Weisinger “Emotional Intelligence at Work”

“Your ability to understand your own emotions and

others’ emotions and use this information to guide
your thinking and actions” Adapted from John Mayer and Peter Salovey “Emotional Intelligence”
 Emotional Competence Framework
Self Awareness Motivation
• Emotional Awareness • Achievement drive
• Accurate self-assessment • Commitment
• Self-confidence • Initiative
• Optimism

Empathy Personal
• Understanding others Self-Regulation
• Developing others Competence • Self-control
• Service orientation • Trustworthiness
• Leveraging diversity • Conscientiousness
• Political awareness • Adaptability
• Innovation

Social Skills
• Influence Communication
• Conflict management Leadership
• Change catalyst Building bonds Adapted from the works of Daniel
Coleman – Emotional Intelligence at Work
• Collaboration & Cooperation Team capabilities
The Art of Behavioral Interviewing
Your Strategy
Your approach to answering questions:
• Recognize, Read, Respond
 The Art of Behavioral Interviewing
Behavioral Question Categories

The line of questioning may fall into several categories…

• Your Skills, Background and Experience

• Your Goals and Objectives
• Your Education and Training
• Your Growth Opportunities/Weaknesses
Most of the questions will be open ended
 The Art of Behavioral Interviewing
Sample Behavioral Questions

Your Skills, Background and Experience

• Tell me about yourself (Almost always asked, often the 1st question)
• What aspects of your background qualify you for this position?
• What activities have you been involved with that allowed you to use
your leadership skills? Be specific
• Give me an example of how you used your team building skills
• What contribution do you think you can make to our company/lab?
• What criteria are you using to evaluate this position/industry?
• What kinds of people are difficult for you to work with?
 Pre Interviewing Prep

“Tell me about yourself”

• Consider responding in the following manner
• I am a …………
• With interest/expertise in ………...
• I have had internships in; project/lab work on; worked for…
• My strengths include skill, skill, skill

Your response should highlight your skills and

competencies, specifically in their areas of interest
 Pre Interviewing Prep
I am a Post Doctoral Fellow at MIT with expertise in optogenetics/biophotonics.

My areas of interest are in optics, microscopy and image processing/analysis, with

particular emphasis on the technical requirements related to optogenetic
applications.

I have worked in several labs and have lead teams in the design and implementation
of hardware necessary to grow biophotonic and ontogenetic capabilities. I have
also had access to a broad range of sophisticated instruments and assisted in the
design and construction of new hardware/software to develop unique and
customized imaging capabilities.
As a Scientist at the Computer Science and Artificial Intelligence Laboratory and
Laboratory for Nuclear Science at MIT, my research has enabled me to develop
additional skills in EthoVision XT, video tracking, behavioral patterns, operant
conditioning, and exploratory behavior.

Note: Words underlined appeared in the actual job description

 Pre Interviewing Prep
Actual example of an M.Eng targeting an I.T. role at Google:

I am a candidate for a Masters in Engineering in Computer Science & Electrical

Engineering and will graduate in June 20xx.
My areas of interest are in software development and systems design. My expertise
is focused on understanding the user’s needs, and to provide solutions to solve
problems, improve product quality or increase productivity in the workplace.
I interned with IBM and was a member of the research team that designed,
prototyped, and implemented a successful multi-user enterprise web application to
visualize and manage collaborative projects and work activities. Additionally, I was
able to strengthen my skills in Java and JavaScript and work closely with highly
experienced, world-class engineers.
I have additional strengths in natural language processing, artificial intelligence,
distributed computing and proficient with Windows environments, C++, information
retrieval and TCP/IP. I will also complete my BS in Mathematics upon graduation
this June.
Note: Words underlined appeared in the actual job description
 The Art of Behavioral Interviewing
Sample Behavioral Questions
Your Goals and Objectives
• What important career goals have you set for yourself?
• Where do you see yourself in 3-5 years? (your response = growth strategy)
• Please describe a goal you had that was not reached,
or re-directed. What happened?
• What is most important to you in a job?
• What do you know about our company and how does it fit into
your career goals?
• What motivates you in a job?
• Do you prefer to work alone, or with others?
 The Art of Behavioral Interviewing
Sample Behavioral Questions

Your Education and Training

• Other than technical expertise, what part of your
education/training has prepared you for this role?
• Describe a collaborative initiative you were involved with
• Tell me about a time when you were challenged to solve a
complex problem. What strategy and resources did you use to
create a solution?
• Tell me about a conflict that existed on a class/job/lab project you
worked on. How did you handle it?
• Describe a job, class project, or internship that inspired you
 The Art of Behavioral Interviewing
Sample Behavioral Questions

Your Growth Opportunities/Weaknesses

• Please describe a weakness of yours and what you are doing to
improve it
• Tell me about a project you worked on that would reflect your
ability to deal with pressure
• Give me an example of a time when you became bored with a
project or assignment. What happened?
• What part of a job is least enjoyable to you?
 The Art of Behavioral Interviewing
Recommended Response Structure
• Consider structuring all of your responses using the
following format:
“STAR” Framework (1-2 minutes max)
• What was the Situation? 10%
• What was your Task? 10%
• What Action did you take? 60%
• What was the Result? 20%

Other Similar Formats:

PAR – Project, Action, Result
CAR – Challenge, Action, Result
Whatever works best for you
 The Art of Behavioral Interviewing
Modes of Interviewing
• In Person:
• On campus
• Company location
• Telephone
• Screening process - May be first round
• Sometimes the screening process can be either an elimination
or qualification strategy for employer See Handout
• Off-Site/Dinner Interview
• Video-Conferencing/Skype See Handout
• The “All Day” Interview (mostly for PhD’s)
 The Art of Behavioral Interviewing
What Do Hiring Managers Look For?
That depends upon who is conducting the interview
• Recruiter/HR – focus will be primarily on fit/behavioral attributes
• May ask some technical questions, but at a high level
• Recruiter/HR – Their goal is to find an employee who best fits the
culture of the organization/company

• Hiring Manager - focus will be primarily on technical abilities

• May ask behavioral questions - team orientation, conflict resolution
• Hiring Manager – Their view is longer term and are looking for
technical & personal attributes that fit current initiatives and group
dynamics, but are also assessing abilities for future projects
 Employer Rated Career Readiness Competencies
• Critical Thinking/Problem Solving 4.58
• Professionalism/Work Ethic 4.56
• Oral/Written Communication Skills 4.43 How many
• Teamwork/Collaboration 4.43 of these
skills do
• Leadership 3.86 you have?

• Information Technology Application 3.78

• Career Management 3.47
• Global/Multicultural Fluency 2.85

5-point scale, where 1 = Not Important and 5 = Extremely Important

Let’s take a moment and identify every skill you have on this list...

Job Outlook Survey 2017 - NACE

The Art of Behavioral Interviewing

• How best to prepare for an interview?

– Thoroughly dissect the job description and
identify/highlight all technical and behavioral skills
– Also review how they emphasize their needs
 Content
Actual Job Description – Broad Institute
Software Engineer Area of Interest: Software Engineering
Job Description - Will design and implement new algorithms, applications, and infrastructure to
engineer the computational infrastructure underlying the diabetes genetics portal

RESPONSIBILITIES:
• Collaborates with peers with biological, computational, and outreach domain knowledge to design and
implement applications and visualization infrastructure for a large scale human genetics data portal
• Will rapidly prototype and validate using novel data sets, tools and infrastructure and instantiate into
software for use by the broader community
• Maintains, upgrades, fixes, and reviews product source codes
• Prepare written reports and presentations for internal use and publication Requirements: Bachelor’s degree
in computer science or a related field.

PREFERRED QUALIFICATIONS: 2 to 5 years software development experience.

SKILLS / TECHNICAL KNOWLEDGE / CERTIFICATION REQUIREMENTS:
• Must have extensive experience with Java (or C/C++), web development (php, json, javascript)
• Experience developing distributed software infrastructure
• Prior biological experience a plus but not required
• Capable of understanding and translating high-level scientific goals into concrete computational approaches
• Excellent oral and written communication skills required.
• Must be able to work collaboratively with other scientists on computational research in a fast-paced environment.
• Must enable the research of other program scientists through excellent communication, teamwork, and a focus on
creating usable and accessible research software tools.
• Must be capable of working in an interactive team environment while conducting self-directed research within
broader goals set by group.

Behavioral Attributes required in this job

 Look at the Emphasis
Content Actual Job Description – Pfizer
Qualifications
• PhD or PharmD in Pharmacology, Pharmaceutical Sciences, Biochemistry, Biology, or
equivalent with track record of sound scientific achievement, 2-4 years industrial and
relevant experience
• Excellent understanding of ADME and PK principles
• Demonstrated in depth and hands on PK/tissue distribution/PD study design.
• Experience in bioimaging studies are preferred
• PK software experience such as WINNONLIN is required
• Experience with hands on biochemical and cell-based assay is a plus
• Work effectively across scientific disciplines and summarize concisely, developing
recommendations
• Knowledge of IACUC, animal use protocols, animal model use
• Attention to detail is critical
• Strong interpersonal skills, communication (verbal and written)
• Demonstrated evidence of strong problem-solving skills and the ability to thrive in a
matrixed environment by influencing and networking efficiently to leverage internal
capabilities to increase overall efficiency and productivity
• Excellent organizational, communication and presentation skills
• High level of initiative in performing experiments, multi-tasking and troubleshooting
• Proven effective skill and expertise in cross discipline interactions, influence and
collaborations
• Proven scientific writing and oral summarization, publication and presentation skills
• Works well independently and as a member of a team
 The Art of Behavioral Interviewing
What Do Hiring Managers Look For?
• 1,400 CFO’s were asked – “Other than technical ability
and willingness to do the job, what quality impresses you the
most when hiring a candidate?”
• Honesty & Integrity 58%
• Enthusiasm 14%
• Communications Skills 12% Behavioral – 92%
• Professional Appearance 7%
• Sense of Humor 1%
• Other 8%
Survey conducted by Robert Half International (Global Career Service Firm)
 Important Interview Tips
Before the Interview:
• Prepare
• Know as much as you can about the company/job description
• Know the interviewers (names, job titles, responsibilities, etc)
• Prepare a list of questions to ask about the company/position
• Become familiar with own resume, bring copies, portfolio and notepad
• Practice
• Practice answering behavioral questions
• Use examples of actual experiences that describe your skills
• Appropriate Dress
• Suit is recommended (tie for men)
• No sneakers or sandals (men…same color socks)
• Light or no perfume/cologne suggested
• No distracting accessory (i.e. large jewelry, hats, sunglasses, etc)
 Important Interview Tips
Day of/During the Interview:
• Arrive 10/15 minutes early (shut cell phone OFF)
• timeliness shows respect, punctuality and reliability
• Stand/Sit tall and confidently
• have body language express confidence in your abilities
• Solid Handshake… opening and closing
• Eye Contact
• Maintain eye contact when listening and answering questions
• Demonstrates engagement and attentiveness
• Smiling supports the Emotion Theory of Facial Expression
• Try to relax, but being nervous is not unusual
• Deep breathing prior to interview may help
• Practicing can help you feel more comfortable
 Important Interview Tips
After the Interview:
• Reflect on what you did well, what you could improve
• Important to learn and grow from each interview
• Send a thank-you email to interviewers
• Ensure all interviewers receive a thank you…individually tailored
to each interviewer
• Thank you note allows you to reiterate your interest and re-sell
your skills…it keeps you top of mind
• Provide interviewers with additional information that you
want to share based on your enhanced knowledge of the
job or company
 Top 7 Interview Mistakes
1. Being late to the interview – wicked bad
2. Not researching the company/position before interview
3. Inability to articulate your own skills, needs, and desires
4. Being unprofessional in the interview
• Dress appropriately, no gum chewing, minimize personal information
5. Demonstrating poor communication skills
• Be articulate, clear and concise with your language and verbal delivery
6. Talking the negative (Always Stay Neutral to Positive)
• Important to always frame things in the positive
• Instead of saying “I don’t have experience in consulting”, try saying, “I am
eager to use my problem solving skills in the consulting industry”
7. Being too arrogant
• Important to be assertive/confident but not pushy
 Dress for Success
• For a Formal Look – wear a well-fitted, wrinkle free suit in a neutral color
(grey, navy, black, brown). This applies to both suits with pants or a
dress/skirt.
• No Suit – Combine a blazer and slacks with a button-down shirt and tie, or a
skirt with a blouse. Choose a white, off-white, or a solid color shirt or blouse.
• Shoes Matter – Wear clean, polished shoes that coordinate with your
clothes. Black goes with everything. Avoid heels higher than 2 inches.
• Go Simple – Skip any strong-smelling cologne, perfume, or beauty products.
Pull long hair back out of your face. Trim beard and mustache.
• Don’t Wear – Avoid jeans, sweatpants, yoga pants, athletic gear, shorts,
short-sleeved shirts, T-shirts, sneakers, loafers, boots, stiletto heels, sheer
tops, and mini-shirts.
• Be Present – Make eye contact, shake hands, and smile. This will help
them remember you when selecting future candidates.
 Final Thoughts
During the Interview:
• Link your skills and attributes to their needs, it’s that simple!

Your Skills

Questions / On-Point Answers

Hiring Managers Needs

What do Recruiters say about
the hiring process?
 Fortune Magazine
Top 100 Best Companies-Industry Recruiter Guidance

Anna Gray, Patient Care Director, Lifebridge Health #96

• What do you look for on a Resume?
“After I look for the skill set, I’ll look for how they might have
assisted with some change, how they impacted the
organization, if they made a difference.”

• What if the applicant hasn’t interviewed in many years?

“Practice in the mirror or do a role-play with a friend. Sit down
with them and have them ask you questions so you’ll feel a
little bit more comfortable and confident.”
 Fortune Magazine
Top 100 Best Companies-Industry Recruiter Guidance

Stacey Hattle, Director of HR, Scottrade #27

• Any Resume Tips?
“I don’t want to have to search to try to find out if the
candidate has the skills set we’re looking for. Their
objective should be for that particular position.”

• What should applicants know in advance?

“The candidate needs to have the right attitude. You want to
see enthusiasm when they talk about prior experience and
projects. They have to have a passion for what they do.”
 Fortune Magazine
Top 100 Best Companies-Industry Recruiter Guidance

Lynn Franklin, HR Manager, Wegmans Food Markets #3

• What do you look for first?
“I usually go right for the Cover Letter, because Resumes are all
very similar. I look for a candidate to engage me and to really
get a glimpse of who that person is. What do they know about
us as an organization? Can they clearly define how their
values and their skill set match up to what we offer as an
organization.”
 Fortune Magazine
Top 100 Best Companies-Industry Recruiter Guidance

Kerrie Peraino, Chief Diversity Officer,

American Express #73
• Any tips for applicants?
“I look for clarity. Be clear and focused in how you articulate
what you’re looking for. If you come across confused, then
we are confused.”

• Any Resume advice?

“Keep it simple and clean. When a resume is overcrowded and
there’s no white space, you can’t jump into it.”
 The Art of Behavioral Interviewing
Every human has four endowments…
• Self Awareness
• Conscience
• Independent Will
• Creative Imagination
These give us the ultimate human freedom...
The power:
• To choose
• To respond
• To change
Stephen Covey
The Art of Behavioral Interviewing

Final Q & A
 Other Behaviors - Something to Consider
Researchers surveyed 554 full-time working professionals who earned more
than $50K in income and were employed by companies with at least 50
employees. The researchers asked the survey participants about the use of
smartphones in formal and informal meetings to uncover attitudes about
answering calls, writing or reading emails or text messages, browsing the
Internet, and other mobile phone-related behaviors. Key findings include the
following:

• 86% think it’s inappropriate to answer phone calls during formal meetings
• 84% think it’s inappropriate to write texts or emails during formal meetings
• 75% think it’s inappropriate to read texts or emails during formal meetings
• 66% think it’s inappropriate to write texts or emails during any meeting
• 22% think it’s inappropriate to use phones during any meeting

Survey conducted by University of Southern California’s Marshall School of Business, Jan 2015
Source: Talent Smart – Premier Provider of Emotional Intelligence