Behavioural interview - The HR guide to the difficult job interview

Behavioural interview at work

Difficult conversations are part of the leadership task. This type of employee interview can, for example, occur if an employee exhibits behaviour that negatively affects the working environment.

In this article, we will therefore equip you for how you can handle the difficult conversation.

What is a behavioural job interview?

A behavioural interview at work is a dialogue with your employee and it can have different purposes, including instructions or rearrangement in relation to work tasks.

However, the official interview can also have a more serious nature, for example an official interview can deal with cooperation difficulties, compliance with workplace guidelines, or negative or disruptive behaviour.

In this post, we will primarily deal with the conversation that has a more serious nature, the behaviourcorrecting conversation.

How do you conduct a behaviour interview?

The behaviour conversation can be a big mental challenge, even if you have management experience. This is due to, among other things, that you get close to another person, e.g. if you share that person's behaviour and set of values.

It can therefore be an advantage if you go into the interview with a liberating mindset rather than a nervous, difficult mindset. The behaviour correcting conversation is an opportunity to develop behaviour and increase mutual understanding, thus creating results and strengthening wellbeing in the long run.

Furthermore, it is recommended that you hold the interview while the problems are still minor. You should also prepare for this so that you keep the serious conversation on a factual level rather than an emotional basis.

Before the conversation

Before you arrange for the behaviour correcting interview with your employee, it is crucial that you have a clear purpose for the dialogue. Here you can for example consider:

• Why is the conversation important?
• What benefit should the conversation have?
• What would I like to change?
• What happens if the conversation is successful?
• What are the consequences if the conversation goes awry?

In addition, you should investigate whether your workplace has policies or guidelines for serious conversations that can help you further.

After you have considered the above questions, you can book a meeting room where you can hold the conversation undisturbed. It may also be a good idea to set aside extra time for a subsequent dialogue.

It is also an advantage to invite your employee well in advance and to inform them about the topic of the conversation. When you begin the conversation, it is important to get off to a good start.

Please bear in mind that a witness may join the employee at the behavioural interview.

You can, for example, start the behaviour regulating conversation with one of the following sentences:

• I am glad that you had the opportunity to meet at such short notice
• I would like to talk to you about […] The aim of the conversation is for us to find a solution to […]
• I would like some suggestions on how I can help you with [...]
• It would be great if you could share your opinion regarding […] What motivates you to […]
• It is not abnormal if you experience irritation with the employee, but try prepare yourself before the interview – this can give a more nuanced view of the employee. Here you can find, for example, five positive traits of the employee. Finally, it can be advantageous to seek advice from your managers who have previously had serious conversations with their employees.

During the conversation

It is essential that you clarify early in the interview process why you have called the employee in for an interview and what the goal of the interview is.

Remember to be present in the conversation and listen to what your employee is saying. Perhaps the employee gives you information that you were not aware of or had considered. It may also be that there is a good reason why the employee has acted in an unfortunate way. In addition, you should be honest and say things directly, but with respect.

If the employee does not contribute with proposed solutions, you can ask, for example:

• What would happen if […]?
• Could you imagine us doing […]?
• If your colleague experienced a similar problem, what would you say to them?
• Can you remember another situation where you faced a similar problem? What did you do then to solve the problem?

In addition, you should talk to the employee about what can happen if the challenge is not resolved. Finally, it is productive to agree on a time when you follow up on the conversation.

After the conversation

After the interview, it is essential that you write a report and send a copy to the employee. If you have given the employee a charge, it is also important that you draw up a written warning.

Thus, you have a common picture of the conversation and the content of the dialogue. You can for example write down which agreements you have entered into and who does what and when you follow up on the behaviour regulation conversation.

When you assess that the employee has reached the goal, it is a good idea to hold a meeting where you wipe the slate clean.