The Art of Behavioral Interview Questions: Unveiling the Value of Understanding Through Stories

As a seasoned SEOer at Google, I have delved into the intricacies of job interviews and the role of Human Resources (HR) in hiring processes. Behavioral interviews, a crucial part of this process, aim to uncover an individual's past actions, decision-making processes, and their cultural fit within a company. The questions herein reflect not only a need for specific skills but also the candidate's ability to articulate their experiences and values.

HR Practices and Gender Criticism

It's a known fact that HR practices often suffer from gender bias, with female candidates frequently facing unfair criticism based on gender rather than merit. This issue extends across sectors, leading to a challenging environment where hard work and achievements are met with skepticism. However, such realities have led to a more accepting mindset among individuals. Self-acceptance and resilience have become essential, as the journey of personal growth and professional development remains ongoing.

Behavioral Interview Questions: A Closer Look

During behavioral interviews, HR evaluators often ask candidates to describe specific past experiences or moments. However, the key isn't merely the content but how the candidate details their journey and the lessons learned. For instance, a straightforward question like 'How do you eat food?' might seem redundant, but it can reveal more about the candidate's communication style, organization skills, and ability to articulate their experiences. This question serves as a microcosm of the broader goal: to understand the candidate's thought process and cultural alignment with the company's values.

Personal Insight as Determinator

Typically, I like to kick off the interview by asking candidates, 'Tell me how you got to where you are today.' This question invites candidates to share their life's journey, enabling me to gauge their decision-making processes and the factors that have shaped their career path. Every individual's story is unique; the challenge lies in extracting the relevant insights and values that resonate with both the candidate's background and the organization's ethos. To accomplish this, I use Bayesian inference to assess the probability of future success based on past actions and experiences.

As I delve deeper into the candidate's life story, I interrupt with strategic questions to gather more detailed information. For example:

Why did you go to graduate school? How did you choose an advisor? What was the singular moment when you decided to leave your last company? What was your relationship like with your former product manager?

These questions help me understand the frequency of certain actions and the likelihood of future decisions. They also enable me to evaluate whether the candidate's experiences align with the organization's culture and needs.

More "Contrived" Questions and Direct Evaluation

When the life's story alone does not provide sufficient information, I transition to more "contrived" questions. The classic 'Tell me about a time when...' format is often used to elicit specific examples. I encourage candidates to provide detailed narratives, continuously asking for more context to ensure the story is authentic rather than a fabricated response. This approach ensures that the candidate's claims are backed by genuine experiences.

Qualitative Questions for Senior Candidates

For senior candidates, I also explore deeper questions designed to understand their leadership style and professional views:

Write up on the whiteboard 1 to 3 of the proudest moments in your life. Make sure they are very specific moments. What was your feeling at the time? Write 1 to 3 of the worst moments that you are comfortable sharing with me today. Make sure they are specific. What was your exact feeling at the time? What was your biggest professional failure? What went wrong? What could you have done better? To managers, what do you view as the role of a manager? How should your success be measured? To senior candidates, what do you view as the difference between a technical lead and a manager?

These questions are crafted to elicit candid and insightful responses that provide a holistic view of the candidate's experiences, challenges, and aspirations. Through such conversations, I aim to create a clear picture of their fit within the organization and their potential contribution to its success.

The art of behavioral interviewing requires a balance of empathy and discernment. By listening carefully and asking thoughtful questions, we can uncover the true potential of a candidate, ensuring that hiring decisions are not only based on skills but also on cultural fit and personal values.