Recently one of our Job Seekers asked about the Behavioural interview questions they might expect to encounter at an interview.

Now, while we cant give you a list of every behavioural question out there, we can share the 75 of the most common behavioural questions with you to help you nail your next interview.

Behavioural interview questions are designed to investigate skill sets in certain categories. We have grouped the behavioural questions you might encounter (below) into common categories.

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75 BEHAVIOURAL INTERVIEW QUESTIONS:

CLIENT FOCUS / CUSTOMER ORIENTATION

When have you had to deal with an irate customer? What did you do? How did the situation end up?Tell me about a time you have “inherited” a customer. What steps did you take to establish rapport with them? What did you do to gain their trust?How have you handled a situation in the past where your client has changed the brief or “changed the goal posts”?Give an example of a time you went well out of your way to ensure a customer received the best possible service from you and organisation. What was their reaction?When have you ever gone out on a limb to defend a customer? What happened?

ABILITY TO HANDLE STRESS

What has been the most stressful situation you have ever found yourself in at work? How did you handle it?What have you done in the past to prevent a situation from becoming too stressful for you or your colleagues to handle?

ADAPTABILITY

Tell me about a situation in which you have had to adjust to changes over which you had no control. How did you handle it?Tell me about a time when you had to adjust to a colleague’s working style in order to complete a project or achieve your objectives.How was your transition from high school to university? Did you face any particular problems? How did you handle them?

ANALYTICAL SKILLS / PROBLEM SOLVING

Describe the project or situation that best demonstrates your analytical abilities. What was your role?Tell me about a time when you had to analyse information and make a recommendation. What kind of thought process did you go through? Was the recommendation accepted? If not, why?Tell me about a situation where you had to solve a difficult problem. What did you do? What was the outcome? What do you wish you had done differently?What steps do you follow to study a problem before making a decision? Why?

ATTENTION TO DETAIL

What process do you use to check that you have the right details from a customer?Give me an example of a time you discovered an error that been overlooked by a colleague. What did you do? What was the outcome?Tell me about a time that you were confused by a customer’s request. What steps did you take to clarify things?

COMMUNICATION

Tell me about a recent successful experience in making a speech or presentation?When have you had to present to a group of people with little or no preparation? What obstacles did you face? How did you handle them?Have you ever had to “sell” an idea to your co-workers? How did you do it?Give me an example of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you (or vice versa).What obstacles or difficulties have you ever faced in communicating your ideas to a manager?Tell me about a time in which you had to use your written communication skills to get an important point across.When have you chosen to communicate a particular message in person as opposed to via email even though the email channel would have been a lot faster?

CREATIVITY

When was the last time you thought “outside the box” and how did you do it? Why?Tell me about a problem that you’ve solved in a unique or unusual way. What was the outcome? Were you happy or satisfied with it?Give me an example of when someone brought you a new idea that was odd or unusual. What did you do?When have you brought an innovative idea into your team? How was it received?

DECISION MAKING

Tell me about a time when you had to make a decision without all the information you needed. How did you handle it?Give me an example of a time when you had to be quick in coming to a decision. What obstacles did you face?What is the most difficult decision you’ve ever had to make at work? How did you arrive at your decision? What was the result?Give me an example of a business decision you made that you ultimately regretted. What happened?

GOAL SETTING

Give me an example of an important career goal which you set yourself and tell me how you reached it. What obstacles did you encounter? How did you overcome the obstacles?Tell me about a professional goal that you set that you did not reach. How did it make you feel?How have you gone about setting short-term goals and long-term goals for yourself or your team? What steps did you take along the way to keep yourself accountable?

INITIATIVE

Describe a project or idea (not necessarily your own) that was implemented primarily because of your efforts. What was your role? What was the outcome?Describe a situation in which you recognised a potential problem as an opportunity. What did you do? What was the result? What, if anything, do you wish you had done differently?Tell me about a project you initiated. What did you do? Why? What was the outcome? Were you happy with the result?Tell me about a time when your initiative caused a change to occur.What has been the best idea you have come up with during your professional career?

INTEGRITY/HONESTY

Discuss a time when your integrity was challenged. How did you handle it?Tell me about a time when you experienced a loss for doing what is right. How did you react?Tell me about a business situation when you felt honesty was inappropriate. Why? What did you do?Give a specific example of a policy you conformed to with which you did not agree. Why?

INTERPERSONAL SKILLS

Give an example of when you had to work with someone who was difficult to get along with. How/why was this person difficult? How did you handle it? How did the relationship progress?Describe a situation where you found yourself dealing with someone who didn’t like you. How did you handle it?Describe a recent unpopular decision you made. How was it received? How did you handle it?What, in your opinion, are the key ingredients in guiding and maintaining successful business relationships? Give me examples of how you have made these work for you.Give me an example of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you (or vice versa). How did you handle the situation?Tell me about a time when you had to work on a team with someone you did not get along with. What happened?Describe a situation where you had a conflict with another individual, and how you dealt with it. What was the outcome? How did you feel about it?

LEADERSHIP

Tell me about a team project when you had to take charge of the project? What did you do? What was the result?Describe a leadership role of yours outside of work. Why did you commit your time to it? How did you feel about it?What is the toughest group that you have ever had to lead? What were the obstacles? How did you handle the situation?What has been your greatest leadership achievement in a professional environment? Talk through the steps you took to reach it.What have been the greatest obstacles you have faced in building/growing a team?Describe a time when you have not only been responsible for leading a team of people but for also doing the same job as your team members? How did you juggle/balance your time?

PLANNING AND ORGANISATION / TIME MANAGEMENT

Describe a situation that required you to do many things at the same time. How did you handle it? What was the result?How do you prioritise projects and tasks when scheduling your time? Give me some examples.Tell me about a project that you planned. How did you organise and schedule the tasks? Tell me about your action plan.When has a project or event you organised not gone according to plan? What happened? Why? How did you feel?

SALES / NEGOTIATION

Tell me about your previous success in building a customer base from a standing start. What steps did you take?What is your greatest sales-related achievement to date? What steps led to the outcome?Describe a time when you convinced a resistant customer to utilize your services.What was the most stressful professional negotiation you have been involved in? How did you handle it?

TEAMWORK

Describe a situation where others you were working with on a project disagreed with your ideas. What did you do?Tell me about a time when you worked with a colleague who was not doing their share of the work. How did you handle it?Describe a situation in which you had to arrive at a compromise or help others to compromise. What was your role? What steps did you take? What was the result?Tell me about a time when you had to work on a team that did not get along. What happened? What role did you take? What was the result?What was the biggest mistake you have made when delegating work as part of a team project?Tell me about a time when you had settle a dispute between team members. How did you go about identifying the issues? What was the result?What have you found to be the difficult part of being a member, not leader, of a team? How did you handle this?

TENACITY / RESILIENCE

Tell me about a work-related setback you have faced. How did you deal with it?When have you ever found yourself in a competitive situation professionally? How did you handle it?When have you seen your tenacity or resilience really pay off in a professional setting? What was the outcome?

Good luck at your interview. We wish you the very best.

Do you have a Career Question you need answered? Email us

Why are behavioural questions so important to employers? It’s because they focus on how you behaved in the past to predict how you’ll act in the future. And while these types of questions are favourites of employers, they’re the type of questions Job Seekers fear most. Luckily, with these tips and a little preparation, you’ll master behavioural questions and impress in an interview.

Most companies use behavioural questions when interviewing. In fact it is very likely you've faced Behavioural interviews questions before, you can recognise them quickly as they often begin with:

Tell me about a time…Give me an example of when…How did you…

What’s Your STAR Story?

The secret to answering behavioural questions is to use your storytelling skills (true stories, not falsehoods)! Stories make the Interviewer feel like a participant in the narrative, and makes them more likely to connect with you. Also, a story is more likely to engage the listener emotionally and be remembered after the interview is over, making you stand out among the applicants. Well crafted and true stories are highly compelling. But how do you come up with a compelling story spontaneously during an interview? At Kingston Human Capital, we’ve taught Job Seekers how to successfully prepare for these unpredictable questions using the STAR approach.

SITUATIONTASK

APPROACH

RESULT

STAR is a succinct, easy-to-follow framework that ensures you provide the interviewer with all the right details— not too much, not too little.

Figure out your best stories

The first step is to figure out what experiences from your past are going to make the best stories. Think about the top moments in your career; your greatest achievements. Jot them down.

Analyse the Job Description for themes

Once you’ve got your “Greatest Hits or Accomplishment Stories” identified, analyse the Job Description and pick out the key competencies the position requires. You’ll start to see common themes of what’s important to this employer, such as deadlines, teamwork, stakeholder management etcetera. Jot those down as well.

Why bother jotting down the themes? Because its highly likely that you'll be asked a behavioural interview question that is designed to investigate your experience and skills with those themes. So if you identify the themes that are important in advance you are putting yourself in a position to predict (with a high degree of accuracy) the behavioural question you will be asked in relation to exploring your capabilities along that theme. And, when you can predict some of the behavioural questions you will be up against, you have a better chance of preparing a well crafted story/answer that satisfies it. You can prevent off-the-cuff waffle and being caught unaware.

Now, review each “accomplishment story” and ask yourself:

Is this story relevant to the role I am applying for?Is this story my best story that highlight the skills required?Is this the best story for the audience? (Interviewers)Does this story speak to the themes that I identified in the Job Description

Not all of your stories will be a good fit; so save them for later. Focus on the ones that are relevant to the job at hand and best showcase your skill set.

Creating Your STAR Response

SITUATION— The idea here is to give the interviewer(s) the context and background. Its really important to set the scene so the rest of you story makes sense. Essentially, you’re telling them what the challenge was and why it was important to resolve it. Resist the temptation to go into too much detail— but be sure to give enough information to clarify your role and make them understand the difficulty, complexity and scope of the situation.

Most candidates we interview do a fair job of setting up the situation. The key thing to remember is that your Interviewer may not be familiar with your previous employer or your role in that company. So, don’t rely on your interviewer to, “just get it”. Avoid jargon, mention titles of other people important to your story, and leave out unnecessary details that will distract the listener.

TASK— Now that you’ve described the situation, it’s time to get specific about the task. What did you have to do? What were the consequences if the task wasn’t completed? What would the long term impacts be? This doesn’t have to be long or detailed, you just need to clarify the challenge you faced. Here’s an over-simplified example to illustrate Task in relation to Situation:

Situation– “We were very lost, it was stormy, and the four children with me were shivering from the cold.”

Task (challenge + consequence)– “I had to find shelter before dark or we would all freeze.”

APPROACH— Here you want to describe the actions/approach you took to complete the task and solve the problem! Then back it up with WHY you did what you did. This shows what you are like on the job, what you’re like to work with, and how you tackle problems. Also, consider underscoring your actions by pinning it back to some of the key competencies (and themes) you identified in the Job Description.

Again, here’s an oversimplified example:

Situation– “We were lost, it was stormy and the four children with me were shivering from the cold.”

Task– “I had to find shelter before dark or we would all freeze.”

Approach (action + reason) – “I used the skills I learned in camp to make a quick lean-to because I knew it needed to be built quickly and there were limited resources.”

RESULTS— Every good story has a positive ending. You need to emphasise a positive outcome for this story, not only to show that you are results-driven but also to end in a crisp, upbeat and impactful way that leaves a good impression. When crafting the Results part of your answer be sure to mention any tangible results like:

Revenue GenerationCost ReductionTime SavedPromotions EarnedClients WonClients SavedIssues Resolved

Give hard data if possible; Interviewers love hard facts, metrics, and percentages. If you don’t have tangible results or metrics, give anecdotal results. Impress your interviewer by sharing the positive feedback you received from your manager, client, co-workers or customers. You can talk about improvements made, friction reduced, culture changed, and relationships improved— whatever the positive outcomes of your Actions were.

So many of the candidates we interview sell themselves short in Results. It does feel strange to sell yourself, but you can’t assume your Interviewer is connecting the dots and understanding how your Action improved the company’s bottom line— so, go right ahead and state it.

Pro Tips

The good thing about doing the STAR exercise is you will find that these professional accomplishments can be used as answers to a range of different behavioural questions and demonstrate multiple competencies. So, take the time to jot down your achievements, put them in the STAR framework, and make those dreaded behavioural questions your shining moment in an interview.

Here are some more quick tips for creating your STAR stories:

When preparing and writing your professional (true) stories, don’t write them word for word or you will sound scripted and wooden. Instead, jot down the general points of your story and keep it natural.Tell the human side of the story, it creates an insightful narrative that is easy to remember.If you are a humble person by nature and you have a tough time saying great things about yourself, quote other people saying them, like your boss, customers, or colleagues. Choose only your best stories; you have limited time to make an impression.Make sure your stories are relevant to the role.Review the Job Description, look for reoccurring themes and competencies, then take a moment to predict some of the behavioural questions you may be asked. Decide which of your stories best answers them.Stories with risk, urgency, drama or great human outcomes are powerful, as are measurable results like percentages, revenue, and sales numbers.

Want more? Click here to check out a list of the 75 Most Commonly Asked Behavioural Interview Questions?

Do you have a Career Question that you'd like answered?

Hi Liz,

I've recently arrived in Brisbane, and my first few roles have been temp roles.

I needed to take a temp role to get my income happening fast. Ultimately I want a permanent role. Some days I’m treated like a full-time employee, other days like a temp.

But they keep extending me month by month. As I have not temped for that long I dont really know how to behave. Some days I take loads of initiative but other times, I take a back seat.

I've been in my current role for a while now but I'm still confused how to act.

They are an amazing company, but I want a permanent role. What can I do?

From

Temping is Tricky.

Dear Temping is Tricky,

Thanks for your question. Temping can be confusing right?

First things first, let’s acknowledge that you must be doing something right if they keep extending your contract each month. Well done.

I appreciate you really want permanent work but had to take what you could to make sure your income needs were covered. I am glad to hear that you think the company is amazing.

Have you considered trying start a Temp-to-Perm journey in the company you are with?

Here at Kingston Human Capital about 40% of our Temporary jobs end up converting into permanent jobs after a period of time (usually between six and twelve months).

If permanent is what you want, and you like the organisation you are with, why not consider your Temporary job like a bit of a working interview? You could use the temp assignment as a opportunity to show how much value you can add. This might encourage the employer to transition you to permanent employment.

Treating your Temp assignment as a working job interview gives you a chance to demonstrate that you are well worth retaining. Sure, this will take effort, energy and initiative, but I've no doubt that its well worth a shot.

These days many Employers are starting their staff on temporary contracts because they find it gives them the opportunity to see past the interview stage and observe how you really function in their workplace.

I'd encourage you to look at your temp role and consider how can you add the most value and exceed your Manager's expectations, it could be a great way to show them what a great operator you are and entice them to hire you on a permanent basis.

I hope this answers your question. Good luck, be great!

Liz Kingston

Dear Asking for a Pay Rise,

Thanks for your question!

First off, let me say - good for you! If you take the time to prepare well, you'll seriously increase your chances of getting one.

I'm sure you've got this covered but - here goes...

Prepare well.

Create a list of specific and measurable examples of where you have exceeded the parameters of your job, added value to the company, increased revenue, affected savings or improved service and efficiency. Make it hard evidence, and a good solid list. Waffle and sentiment wont stack up when it comes to increasing your remuneration, but facts, evidence and metrics do. Consider building the list in a way that you can sum total the value of the savings/income/improvement you've delivered to your organisation. I've always built my lists in excel, but use what works best for you.

Now if you start your list and you are struggling, or you can’t create a list of achievements that demonstrate how you have gone beyond the parameters of your job description – do not pass go, do not collect $200, get back to the office and start working on exceeding expectations. Its my opinion that just fulfilling the job description is simply not enough. Give your list an honesty test. Ask yourself would I give one of my team members a raise based on these achievements?

Rehearse.

For some people, negotiating a raise can be daunting. Rehearsing will help you hit the right tone, and iron out the kinks in how compelling your case is. It will help you appear more confident on the day. Make sure that you are not coming across as overly demanding or dramatic, but rather as reasonable, well thought and with a strong set of evidence to support your case.

Consider videoing your rehearsal on your smartphone. You’ll hate the footage but it will increase your performance big time. Ask yourself, do I have an evidence based, and compelling case? If you can’t convince yourself – you won’t convince your boss either

Don't make threats (or if you do, be prepared to follow through), and be realistic in your expectations.

If you’re using “ another employer is prepared to pay me this” make sure you can back it up. Smart employers know to ask you for written evidence, or to see the employment contract. Don’t use it as a ruse- you’ll be caught.

If you use the approach “give me a raise -or else I will resign” be prepared to tender your resignation. Demands, ultimatums and good old fashion tantrums, demonstrate you’ve got poor negotiation skills, and your employer might just consider you lack of skill in this area, a good reason to let you resign and move on.

Have a fair number in mind.

If you’re serious about a raise and you’ve got a good solid body of evidence behind you, you likely have a number in mind. After you’ve made your case. Communicate that number. Don’t assume people are going to be able to guess your expectations. You’ve come this far, don’t wimp out when it comes to about talking about dollars.

Make sure it’s fair. Organisations have felt the pinch of a tough economy. So be mindful that as an organisation remaining cost efficient is important. Ask for fair dollars and you’ll likely get a fair response.

Prepare for a delay.

In many organisations the manager may need to seek higher approval to grant a salary increase. So anticipate that you might not get an answer on the spot. If your meeting is adjourned without no outcome take the initiative to establish when the next meeting will be. Lock it in.

Hot tip:

When it comes to making a positive case for a pay rise. It helps to keep a record of what you’ve achieved during your tenure. Keep a list ( or even better a spreadsheet ) that documents dates, achievements and value of what you’ve done. This document will also come in handy when you are interviewing for your next internal promotion.

Down the track when you are ready to make a career move, you can use some of this data, to remind you of what to list in the achievement section of your resume.

Good Luck! We wish you well in negotiating your next increase.

Liz Kingston

Got a career question you need answered? Click here to email us

In the lead up to End of Financial Year, organisations are reporting they find themselves in fierce competition for the same Candidate. :(

You know the drill; You go through the shortlisting and interview process, and you find a great candidate. But that perfect candidate selects another organisation’s job opportunity—a significant waste of time and effort, not to mention frustrating.

You find yourself limited by non-negotiable factors like Position Level, Location, Rate of Pay or Salary, but many organisations often underestimate the range of talent-attracting-arsenal they have up their sleeves.

We know that remuneration and location are two key factors that Candidates assess when faced with competing job offers, however a recent Australian-based study by titled, ‘What Matters to the Modern Candidate’ indicates that Candidates are giving weight to three other non-financial factors in their decision-making process:

• Connection + Lifestyle Fit

• Meaningful + Dignified work

• How they perceive you as a leader.

Sometimes you cant compete on fixed items like rate of pay or location, but you can compete hard on your ability to offer lifestyle fit, meaningful work and your leadership offering.

Here are some recent examples of how our Clients have out-competed other organisations in securing the best talent for their teams:

Meet their lifestyle and emotive needs Maslow had it right when he identified that we perform best when our primary needs are met. Connecting deeply and understanding your Candidate’s personal needs is critical. More and more we work-to-live rather than live-to-work. We’re seeing savvy departments discuss and identify the lifestyle accommodations their Candidate is looking for during interview. In fact, it is fast becoming a standard interview question. What do they want? Is it more time with their children? Flexible start and finish times? Whatever it is, smart leaders work hard during the interview to identify it, discuss it and then appeal to it. By making sure you go there during the interview, you are likely to leave your Candidate feeling that you care about their needs and have a range of offerings to suit.

Create meaning and dignity Different individuals have different definitions of meaningful work and no two Candidates are alike. By listening to what gives your Candidate a sense of satisfaction, you can customise your discussions to appeal to their satisfaction-drivers. What substantial challenges will the role be tackling? How does your team contribute to the organisations goals ? You might think you don’t have to connect those dots for a Candidate, but if you do, you’ll see an instant increase in your job offer to acceptance ratio(JO: JA).

Connect more than once + use narrative Here is a recent example of how one of our State Government Clients used Connectivity and Narratives to engage superior talent. One of our savvy and forward-thinking Clients were competing for a Candidate in the post interview part of the recruitment process. Competing against an unknown role, our Client understood that “connection was key” and established a coffee meeting. Both parties connected again which deepened the sense of trust and engagement. This savvy leader also used the opportunity to share positive narratives as an engagement technique which provided compelling insight to the candidate. The outcome? The Candidate accepted. The Client continues to be one of the most effective and forward-thinking teams in State Government.

You as leader + how your team leaders come off at interview We know people leave managers, not jobs. That’s not news to anyone. We all want to work for great leaders. Being self-aware about the impression you and your team leaders provide at interview is critical. Are you 100% aware of how you are perceived? We might think we are warm, friendly, and accommodating but the fact is, Candidates report all kinds of interesting “impressions” post-interview, for example:

• the interviewer seemed very flustered and distracted

• the interviewer asked great questions but in a confrontational manner

• the interviewer was very reserved and didn’t seem warm or friendly at all.

Let me share a recent (humbling) example. The team and I were celebrating another business birthday and talking about our successes and lamenting some of our failures when one of my team members said to me, “Gosh Liz, when I interviewed with you, I found you a bit scary”. Gulp, out came my default response when I receive unexpected feedback “Thank-you for sharing, I’m glad you raised that, tell me more”. She said, “You asked great questions, and you were friendly, but you scared me a bit because you had some serious RBF (Resting Business Face ) and I wasn’t sure if I was doing well”. Self-awareness moment #3251. I must not forget my glasses when I interview candidates because when I listen deeply, I have an acute case of RBF happening!

I’m humbled to admit I wasn’t aware of it, but now I can manage my impression at interview a little better to give candidates a less “scary” experience. The question we’ve got to ask ourselves is: What impression are we giving at interview? And am I 100% confident in the impressions my team leaders are giving at interview? It doesn’t matter if we extend the Candidate the job or not. Are your candidates walking away thinking, “Wow, that would be a great place to work”?

PS. Please accept my apologies if I have resting-business-faced you in the past you when listening to the recruitment briefing you were giving me.

Thanks for reading. If you'd like to share your opinion or get in touch, you can reach me at Elizabeth@Kingstonhumancapital.com.au

One small concession can have big consequences

Desperate times call for desperate measures — and in a tough employment market, job hunters may be tempted to lie on their resume to make themselves more attractive to potential employers.

HireRight.com, recently found that 34 percent of job applicants lie on their resumes.

But job hunters who stretch the truth are playing a risky game according to Elizabeth Kingston, Director of Kingston Human Capital “Background checks, tenure checks, qualification checks, job title checks, digital foot print checks, are much easier now,” she says. “It’s incredibly easy to dig for the data these days, and we expect the market to continue on this path of more intense scrutiny”

One small concession can have big consequences

Once identified a significant lie on your resume can result in termination. “Losing the job is just the start of it” she says “ the secondary impacts are long ranging, with ever-increasing interconnectivity, an event like this can hit the digital grapevine and have far reaching consequences on your future employment”.

Even if you win the role with falsified resume, you’ll likely be caught out.

Think you are in the clear because you got the job ages ago? Don’t be so confident. If your Company is acquired, for instance, the acquirer may perform a talent audit of its new employees. What happens if the acquiring company has a more diligent background checking process? Have you considered that some companies recheck your background when you apply for a promotion? Your past indiscretions can come back to bite you.

You’ll have the job, but you still won’t have the right skills

When employers hire you, they do so on the basis that your resumé is an honest representation of your capability. They are hiring your skills for a reason. If you don’t truly have those skills or possess those experiences you’ll struggle in an observable manner and it’s likely you won’t meet the achievement milestones expected of you in the role. Why win the job just to find yourself struggling on a performance management plan?

Employers know you’re lying

“Most employers have some sort of background checking process in play and those that don’t should seriously review their hiring processes” urges Kingston. Companies focused on hiring top talent have gone far beyond the “two reference checks and a resume process” You may think you’re perfect for the role, but your employer will soon realize you can’t do your job and you’ll be asked to leave.

It will jeopardize your career

It won’t take long for your employer to realize the job doesn’t fit you and you’ll be stuck having to rationalize this during future job interviews. Lying begets lying. Don’t underestimate the fact that Companies competing with each other, often are strongly networked. It’s not unlikely for the General Manager of Company A to pick up the phone and have a chat with the General Manager of Company B.

You've worked hard to build a positive professional reputation, don’t jeopardize it

New Techniques for Better Hires

If you've ever conducted an interview, you're no doubt familiar with Behavioural Interviewing.

Developed in the 1970s, Behavioural Interviewing is based on the principle that the best indicator of future behaviour is past behaviour. And this is where questions like, "Did you ever miss a deadline and, if so, what did you do?" come from.

There is absolutely no doubt that these Behavioural interviewing techniques revolutionised hiring and are still very useful. But over the decades, researchers and hiring experts have discovered a new technique that digs deeper and results in better hires, its called - Performance-based Interviewing.

Don't Just Examine Behaviour — Predict Performance

A Behavioural question that asks how a candidate handled a situation in the past reveals a lot about them—in the past. It does not always accurately show how the candidate will perform NOW.

It's a subtle difference, but an important one. Performance-based questions focus on the future and predict how this person is likely to act once they're on your team. A Performance-based question would look like this: “How would you go about solving (insert a real work situation for your company here).”

If you listen closely, their answers will reveal the candidate's problem-solving skills, their ability to probe for more information, their intelligence, vision, and leadership. You’ll identify strengths and weaknesses in their ability to diagnose a problem, make a strategic plan, and execute it. You’ll also get a feel for situational relevance – if the way they are likely to handle the issue is suitable for your company and your culture.

Predicting performance, instead of just reviewing behaviours, will make it even more likely you'll find the perfect candidate for the job.

Better Techniques, Better Results

Kingston Human Capital is one of the few recruitment providers using modern Performance-based Interviewing methods. This, along with our exceptional team and talent-mapping advancements, allows us to provide our clients consistently better hires.

Want to see how our team can help you build your team? Contact us for a free consultation!

Call: 07 3211 7719

Email: hello@kingstonhumancapital.com.au

As you've no doubt noticed, your top-performing team members have more than just the education and experience needed for the job. They have a “x-factor”. They're dedicated and adaptable, they go beyond what's expected, and often they lead others. They're your superstars.

Can you imagine what it would be like ifeveryone on your team was a high performer? Go ahead and take a moment to picture it. How far could your team go if every person performed at a high level of productivity? What if peak performance was a norm, not an exception?

It may seem like wishful thinking but hiring your dream team is possible if you know how.

The key is to change the way you interview.

Let's talk about the Most Important Interview Question Leaders Commonly Fail To Ask.

Traditional interview questions (behavoural inerview questions)only reveal what a candidate did, not who they are.

If you want insight into how a candidate will truly perform in your organisation, ask:"What is the most significant thing you've done in your career?"

Why is this question so important? Because it's performance-based. It not only tells you how they improved operations or results for their former employer, it will shine a light on what THEY think is a meaningful contribution and open the door for further exploration.

Make sure your follow-up questions also address those "soft" performance skills over "hard" technical skills. Here are some examples:

How long did it take to complete this project?What was the situation you faced going in?What were the three biggest challenges you had to overcome?Where did you fail and what did you do about it?What was the toughest decision you had to make and why?Would you do differently now?What type of recognition did you receive? Was it appropriate in your mind?

Listen carefully to the answers. Behind the how, what, and why is the WHO. Their core values, personality traits, attitude towards others, response to challenge, adversity, and authority, and even their insecurities.

Accurate interviewing is about digging deep into an accomplishment and investigating the layers, not just asking clever behavioural questions. Do this, and you're sure to identify the candidate with that "X" factor.

Kingston Human Capital are experts at helping companies find Superstar talent. We're an industry leader, using new, proven, 21st Century hiring methods to deliver exceptional results.

We're happy to help you build the best team possible— can we help you recruit a role today?

Call: 07 3211 7719

Email: hello@kingstonhumancapital.com.au

Stuck in a rut or not getting promoted? Have you considered what your manager really needs from you?

This month we spoke with 102 leaders and managers and asked them what behaviors they really want from their team members.

Here are the top 5 most valued attributes in star employees:

#1 Bring Solutions (Not Problems) to the Table Leaders want solution-focused team members.

While managers are open to discussing issues and keen to help you find solutions, they're not fond of having a problem just dumped on them.

The majority of team leaders interviewed want employees to think about a range of possible solutions that could resolve an issue before you meet with them. Not only does it reduce their workload (for which they'll be grateful), it shows you have initiative and good problem-solving skills.

You don't have to come up with the solution entirely on your own, but getting an idea started will make you more valuable to your manager and the company.

TIP: STAY AHEAD OF THE PACK

You don't have to be the one who discovers a problem to be the one to offer a solution. Example: "In the meeting yesterday Bob said there was a problem with backorders. I have an idea that might help, do you have a minute?" Be professional: discuss it with your manager only and never speak poorly of others.

#2 Be On Time and Prepared for Meetings

No doubt you've heard this a thousand times before. However, you'd be surprised at how frequently this topic came up as a major concern for managers. You may have a great manager who doesn't make a big deal if you slide in to a meeting a few minutes late... but it's being noticed.

Why is it such a big deal? Because being late, even by a few minutes, says that you're not able to properly manage your time and resources. Being unprepared or flustered erodes the confidence your manager— and the rest of the team—have in your abilities.

So don't sabotage all the hard work you've done to build your professional reputation! Be on time, be prepared, and be present. Get your preparation done the day before. Plan your day so you know you'll be on time. If you're late, don't kid yourself— it's on you.

TIP: STAY AHEAD OF THE PACK

If you can't control the schedule, control people's expectations. For example, if you have meetings scheduled back-to-back, when you arrive at the first meeting let everyone know that you need to leave at a certain time to make the second meeting. Always schedule a 5-10 minute time buffer so you can manage delays.

#3 Remember You're an Ambassador for Your Team or Department

No matter where you go or what you do, you are representing your team or department. How you conduct yourself reflects on how your entire team is perceived. It's up to you to demonstrate a credible and professional demeanor.

TIP: STAY AHEAD OF THE PACK

No matter where you are in the workplace, always remember you are being observed. Conduct yourself in a way that you'll be proud of, no matter what is happening around you.

#4 Maintain a Good Attitude

This was a great point made by more than over 70 of the mangers we interviewed—a bad attitude is bad news for everyone.

Employees with a lot of negativity rarely get promoted. They bring down the whole team, and productivity suffers.

Every job has its stresses, but the key is to handle them as calmly as possible. You may not be able to control the situation, but you can control your response to it. Take charge of yourself and choose to behave in a way that will best serve your long-term professional goals.

TIP: STAY AHEAD OF THE PACK

When tired, overworked, or feeling undervalued, attitude and optimism tends to decline. If you learn to recognize when you're stressed and take steps to calm yourself, you can prevent negative reactions and resist being influenced by the negativity of others.

#5 Own Your Mistakes and Learn From Them

When we make a mistake, especially at work, the temptation is to downplay it. But covering it up, blaming someone else, or being defensive can actually make the situation worse in the long run.

Managers want team members who will own up to their mistakes. By admitting you made a mistake, you're not showing a weakness— you're actually showing your strength. It demonstrates to your manager that you're responsible, you have integrity, and that you're willing to learn and grow.

TIP: STAY AHEAD OF THE PACK

Think of your mistake as happening for you, not to you. That allows you to see it as an opportunity. Can you help other team members avoid the same mistake by writing up a new procedure for your manager to review? Can you research a new piece of equipment or suggest a training program? By doing this, you take the spotlight off your slip-up and refocus it on your value.

Good luck - go out there and be great!

Two employees might have the same education, skills, qualifications and experience, but one outperforms the other by miles. Why?

Some people find it confronting when we say you are 100% accountable for your own performance. We know that is a big statement, but it is true.

Managing yourself in a way that enables you to maintain peak performance is critical to your career success. Employers are looking for team members who are highly self-aware and know how to optimize their own peak performance levels.

Kingston Human Capital met with 302 employees who were nominated as “top performers” by their organisations. Today we share their tips on how they achieve peak performance.

Get Enough Sleep

Top performers recognise that good sleep is essential to peak performance.You’ll be surprised what a difference a well-rested mind makes to your daily productivity. Well rested individuals face challenges with more optimism and energy. Compare your productivity on a day when you are tired, to a day when you had a great night’s sleep. Be honest with yourself. Most people find they are 40 to 50% less productive after a poor night’s sleep.

You are in charge here. Do everything you can to ensure you get enough sleep.

Eat Well

Another common behaviour observed in the Peak Performers group was a commitment to eating well. It make sense- what you put in your body, fuels your body. If you equip your body with the nutrients it needs it will run well – you will be able to rely on it to provide you with the energy and focus you need.

You choose what you put in your mouth. Choose well.

Exercise

Each of the Peak Performers we met with had a commitment to an exercise regime. The choice of exercise was broad, from stepping out on a lunch break to a quick yoga class, to throwing on their sneakers and strolling around the building a few times, to running up and down the fire stairs, Peak Performers were deeply committed to finding a way to win 20 minutes of exercise each day.

Build a Daily To–Do List

We found that 100% of the Peak Performers started their day with some sort of To Do List.Whether it was a task list in Trello (free software – check it out) or a hand written list of action - each and every Peak Performer started their day, with a well thought out list of outcomes they needed to produce.

Interestingly almost 45% of the subject group allocated the number of minutes they would spend on each task. Its makes sense to determine the amount of time you are going to spend on a task or outcome. Your time is money and thinking about your time as money brings you a greater sense of how you can spend it effectively.

You’re in charge of your time, think about how you should best spend it

Eat the toad

This isn’t a new concept. Peak Performers are completely wedded to this concept. They recommend doing the thing you hate the most, first thing every day. Why? When you start your day you are usually in your most energetic state. You are in the best position to work on your most challenging task. Taking on the task you hate first thing in the morning, enables you to ensure you don’t procrastinate and put off the important things that need doing. It gets the thing you hate most out of your way so you can get into a good flow for the rest of you day. Don’t avoid the tasks you hate. Man up - eat your toad.

Single Burning Task (SBT)

In every day there is a single burning task that needs to be completed. In your daily to do list – identify your single burning task. After you’ve eaten your toad, kick right into making sure you address your single burning task. By executing your single burning task early in your day, you limit the distractions and interruptions that can send you off- track, rob you of your time and affect your productivity. The Peak Performance group we interviewed were able to clearly identify their single burning task - daily.

Go on, you know your job well – are you executing your SBT daily?

Split up the Big Projects

Big projects can be psychologically overwhelming. Just looking at a big project in its entirety can kill the energy and zest you started your day with. Peak Performers have found ways to break the project down in to very small and very manageable segments. They get a start on a small part of the project, they tick that off their list then tackle another small segment. This builds psychological momentum and motivation. It’s a smart trick.

We observed a great behaviour in one peak performer who had to undertake large projects that she found uninspiring. She used the “JDI” approach that Michelle Bridges promotes. JUST-DO-IT. She bargains with herself… She tells herself I’ll JUST-DO-IT for 25 minutes that’s all. Most often she finds herself well and truly into the project and has built momentum and decides to keep going.

Improve your capabilities

Another common orientation we observed among the Peak Performance group was a personal commitment to upgrading their own expertise. Peak Performers proactively looked for training opportunities, coaching and mentors within their organisations. More importantly they did not rely on their Employers to provide all their training. They had a deep commitment to sourcing and participating in courses and opportunities that would enhance their skills. Your really are your own brand/product/resource. It makes sense to invest in yourself.

Kingston Human Capital help great leaders recruit great teams.

Need to hire a high performing team member?

Contact us today hello@kingstonhumancapital.com.au

Virtual staffing is fast becoming the norm for forward thinking Australian businesses. Here are the top reasons why Companies are choosing Kingston Human Capital for their Virtual Services.

Lower Costs

Typically our customers find the cost of virtual staff members is between 30% and 60% lower than operating locally. There are no sign up fees or contracts, you pay on a per hour basis. Virtual staffing can help you avoid some of the costs associated with full time employees like PAYG, Superannuation, Sick Leave. As a result of our offices in Australia and Manilla we can source the right Virtual team member at a price point to suit your budget.

Free Up Office Space

People often underestimate the cost of providing office space for employees. Hiring a virtual team member means you don’t have to provide a office space, desks, or IT equipment, your virtual team member brings their own to the engagement

On-Demand Staff

Sometimes you may need to add additional staff at short notice to help you manage an increase in workload, drive a sales campaign or execute a project For these requirements Kingston Human Capital have On Demand staff available to help.

No Long Term Commitments

We are so confident in our offering, we don’t need to lock our customers into contracts. We know you'll be thrilled with the outcomes and efficiencies we produce for you

Security

Our technologies enable us to track and monitor screen activity and productivity of your Virtual team members. We conduct criminal history checks on all our Virtual workforce, and we ensure our team members have passed a strict range of testing and compliance requirements. In addition our team members are interviewed against a performance based critical that identifies strong work ethics and high levels of emotional intelligence

Continual Training

Not only do we provide you great Virtual Staff we are committed to providing ongoing training for them and its at no cost to you!

Subject Matter Experts

When it comes to the Virtual Staffing world, our team has years of experience. We are not a flash in the pan, here one day gone the next operation. We are masters in this space, with excellence systems, processes and procedures and we're here to stay. We'll ensure you get sustainable solutions

Lets get you a Virtual Solution today

P) 07 3211 7719

E) hello@kingstonhumancapital.com.au