It focuses on gathering information about an individual's past behavior based on the generally recognized fact that the best

indicator of future behavior and performance in a position is past behavior. The interviewer asks open-ended questions and maps the subject's behavior in situations where he or she had to demonstrate key competences for successfully performance in the given position. The BEI structure uses the STAR model: "S" situation, "T" - task, "A" - action, "R" result.

Behavioral Event Interview can be used both by HR staff and managers. Its purpose is to get information to assess and evaluate candidates or employees and set forecasts in terms of their key competences necessary for the given position. BEI, therefore, represents a very powerful tool for employee selection and assessment. It can be efficiently used in mergers, company restructuring or outplacement. Building competencies of staff

As you prepare for your interview, consider situations where you

demonstrated leadership mentored someone solved a problem increased company profits made a good decision/made a poor decision worked through organizational change received criticism met a deadline/missed a deadline worked as part of a team

The following are some examples of behavioral questions

What did you do?

Describe a time when you were faced with problems or stresses that tested your coping skills. Give an example of a time when you had to be relatively quick in coming to a decision. Describe the system you use to keep track of multiple projects. Tell me about a time when you came up with an innovative solution to a challenge.
What What What What was the challenge? was the outcome? role did you play? role did others play?

Describe the most creative work-related project you have completed. Tell me about a situation where you worked with an upset customer or co-worker. Describe a difficult problem that you faced.

is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria. These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles.

. The first is determining and reviewing the incident, then fact-finding, which involves collecting the details of the incident from the participants. When all of the facts are collected, the next step is to identify the issues. Afterwards a decision can be made on how to resolve the issues based on various possible solutions. The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of the situation and will cause no further problems.

Communication Achievement/ Result Orientation Customer Focus Teamwork Leadership Planning and Organizing Commercial/business awareness Development Orientation Problem Solving Analytical Thinking Relationship Building

Competencies, in order to be measurable, are described in behavioral indicators Competencies are measured from observable behavior. Behavioral Indicators are behaviors exhibited by the interviewees. Behavioral Indicators describe directly observable behavior or specific evidence of an individuals competency. Behavior without intent is not a competency.

The behavioral indicators are from the interviews/observations of sample of job incumbents that are used to build the Competency Model for an organization. The indicators explicitly define those behaviors that are associated with a competency and are demonstrated by superior performers. The wording of the behavioral indicators is general enough for it to apply to behavior in variety of similar situations, rather than simply in one kind of situation. The behavioral Indicators are applied rigorously, so that there is reliability

The Competency Model is made using only those behaviors that relate to superior performance on the job.