Behavioral Event Interview

The behavioral interview is used to bring forth the understanding of the competencies of a person. The interviews and aptitude tests we conduct will tell us about the educational and expertise factors of the interviewee's life. To understand specific components of his/her talents there is a requirement for a much more guiding narrative technique which will help the interviewee recount the specific acts he/she has done with respect to the competency the interviewer is looking for. There are certain preparations required for this as well. This chapter outlines the procedure for conducting the BEI with the competency clusters given. It also attempts to explain competencies and the process of how it can be used.

Competency models and culture

Purpose – Compares the competencies of managers, working for the same organization, in the UK and Taiwan. Design/methodology/approach – Deploys a comparative analysis of managers using a behavioral event interviewing (BEI) technique. Findings – Concludes that both cultures were highly achievement focused. Notes, however, several marked differences in other behaviors which appear to be cultural in nature. Finds that UK managers demonstrated more interpersonal awareness, and concern for impact, whereas Taiwanese managers were more likely to demonstrate critical information seeking behavior. Research limitations/implications – Warns that interviews in some instances failed to uncover data, with the consequent implications for the use of generic behavioral event interviews internationally. Practical implications – Suggests the idea of organizations’ employing generic “international” competency models and behavioral event interview techniques is problematic. Originality/value – Demonstrates the problems with international competency models through unique access to an organization’s competency model and to managers in two locations.