Page 1
Applicant Name:
Date:
Interviewer:
BIDMC Interview Resource Guide
Part I: Interview Outline
For guidelines on what NOT to ask, CTRL+click on this link from the MA Commission Against Discrimination.
Or, go to BIDMC General Portal> Employee References / Manager Resource Express > Manage Employees.
Section 1: Welcoming the Candidate
Build rapport with the candidate to help the candidate feel welcome.
a)Introduce yourself and also use the candidate’s name
b)Engage in short conversation or small talk to put candidate at ease. Be sure it is legal and appropriate.
- Example: “Can you believe what a gorgeous (freezing cold) day it is?”
Let the candidate know how the interview time will be spent.
“During our hour together, I will…”
- Ask you some questions
- Describe the position
- Take some notes so I can best remember our conversation
- Give you time to ask me some questions
- Close our time together by explaining the next steps
Section 2: Interviewing the Candidate
NOTE: For EACH question, be sure to:
- Revise, edit, or modify question to fit the position and your department.
- Use STAR model for follow-up questions (Situation, Thoughts, Actions, Results)
- Talk with your Staffing Partner for additional assistance.
- Required competency: service quality
CTRL+click here for sample Service Quality questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- required competency: cultural competency
CTRL+click here for sample Cultural Competency questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- Collaboration and Teamwork: (Optional question)Describe a time when you put the team’s needs and goals ahead of your own individual achievement. OR CTRL+click here for more sample behavioral interview questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- Initiative: (Optional question)Give an example of a time when you had to go above and beyond the call of duty in order to get a job or project done. OR CTRL+click here for more sample behavioral interview questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- Communication: (Optional question)Describe a time when you communicated something unpleasant or difficult to your manager. Be specific in how you handled it. OR CTRL+click here for more sample behavioral interview questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- Insert additional optional question here: CTRL+click here for more sample behavioral interview questions.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
- Insert additional optional question here: CTRL+click here for more behavioral interview question here.
Follow Up Questions: Use STAR Model (Situation Thoughts Actions Results) or the samples provided
Notes:
Section 3: Closing the Interview
Briefly recap / describe the position so the candidate can be further educated about the job and begin to learn about BIDMC.
- State title of position
- Explain 3 – 5 competencies: both technical-skills and performance-skills.
- Describe a typical day or a typical week
- Describe BIDMC
Invite candidate to ask a few questions. (Leave 10 minutes at end of interview for questions)
“I’ve asked a lot of questions. Now it’s your turn. What questions do you have for me? What can I answer for you?”
Notes:
Close the interview, explain next steps, and thank the candidate.
“We’ve reached the end of our interview. In terms of next steps, you should hear from by .Thanks so much for your time. Here’s my business card. Feel free to contact me if you have any additional questions.”
Section 4: Debriefing After the Interview
After the interview, review and complete your notes. Debrief your observations of the candidate with other interviewers and your Staffing Partner; discuss the candidate’s fit to the competencies and job requirements. (Click here to access Part III: Post Interview Debriefing Discussion Starters.)
BIDMC Interview Resource Guide
Part II: Sample Behavioral Interviewing Questions
For Customizing Your Guide
You can cut and paste these questions into pages 1 and 2 of the interview guide. Be sure to revise, edit, or modify the question to fit the requirements of the position. Check for any unintended bias. For assistance, consult with your Staffing Partner. Ask all candidates the same questions for the same position. As an added reference, example follow-up questions (related to the STAR model) have been provided for the first question in each section and are highlighted in red.You should apply these (or similar) follow-up questions to any of the behavioral interview questions provided.
Service Quality
Example for a direct patient contact position: As a hospital that cares for those who are very sick, our patients and their families can be in tough places emotionally—sad, frustrated, or angry. Tell me about a time when you dealt with an emotional patient or family member of a patient. (What did you do? How did you know to do that? How did it turn out?)
Example for a position that primarily interfaces with other hospital employees (non-direct patient contact): Tell me about a time when you provided superior customer service to an internal customer, like a co-worker or colleague or someone in another department? Describe what made the difference between adequate and superior service?
Example for research: Give me an example of a time when you provided exceptional customer service in a lab setting. Describe what made the difference between adequate and exceptional service?
General question: Tell me about a time when you handled a dissatisfied customer.
General question: Give me an example of a time when you dealt with an emotional customer.
Cultural Competency
Example for a position that primarily interfaces with other hospital employees (non-direct patient contact): In this position, most of your interaction will be BIDMC employees. Here at the medical center, we have many employees that may be different from you, for example they may come from other cultures. Tell me about a time when you had to change your communication and/or problem-solving strategy to work with someone different from yourself.(How did you make the decision? How did it turn out?)
Example for a position with direct patient contact: This position serves as the key contact for patients and family members. At BIDMC we have many patients that may be different from you, for example they may come from other cultures, hold different beliefs or have different mental or physical abilities. Tell us about a time when you had to resolve a problem with someone from a culture different from your own.
Example for a caregiver: At BIDMC we have many patients that may be different from you, for example they may come from other cultures, hold different beliefs or have different mental or physical abilities. Describe a situation where you encountered and included a culturally different approach to healthcare.
Example for research: Describe the most culturally diverse lab setting you have worked with and any problems you encountered. What did you do? What happened as a result?
Adaptability
We all have to make adjustments in our work to be effective. Tell me about a challenging change you’ve had to face at work. (How did the change affect you? What did you do?)
Give me an example when you had to be creative in solving a problem.
Describe a situation in which you had to arrive at a compromise or guide others to a compromise.
Tell me about a specific occasion in which you conformed to a policy with which you did not agree.
Building Trust and Relationships with Employees and Others
Describe a time when you had to earn others’ trust, and as a result, developed a positive relationship with them. (What were some of the steps you took? Why?)
Think of a situation when you encountered conflicting priorities with a co-worker or employee. What did you do to work out an agreement?
Tell me about a time when you were angry or irritated with a co-worker. How did you deal with it?
Almost all work situations will require us to interact with some people we dislike. Describe a situation like this, which you encountered, and explain how you handled it.
Tell me about a time when your ability to be a two-way communicator helped you resolve an interpersonal problem.
Commitment to Task
Tell me about any work you have done which could be considered to be routine or monotonous. (What did you do to avoid errors and mistakes? What were the results?)
Describe a specific situation that showcased your willingness to work hard.
Sooner or later it’s important to put one’s feelings aside in order to get results on a job. Tell me about a time when you held back feelings to get results.
Please discuss an important written document you were required to complete in a short time-frame.
Conflict
Describe a time when you helped co-workers - who disliked each other - to work together. (How did you accomplish this? What was the outcome?)
Tell me about a specific situation where you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
Recall a specific example of a time when a co-worker criticized your work in front of others.
Please tell me about a time when you had to fire someone you really liked.
Decision Making
Describe an occasion when you decided to involve others in making a decision. (Why did you do so? To what extent did you use their contributions?)
Give me an example of a good decision you made recently.
Sometimes we may take too long to make a decision. Tell me about a situation when you wish you had taken action sooner.
Tell me about a time when you had to make an unpopular decision.
Flexibility
Give me a specific example of a time when you had to conform to a policy with which you did not agree. (How did you deal with it?)
Describe a time when you put your needs aside to help a co-worker complete a task.
Goals
Tell me about two specific goals you set for yourself and how successful you were in meeting them.(What did you do? Why do you think you were successful?)
Describe a time when you set your expectations too high.
Give me a specific example where you had set your sights too low.
Initiative
Tell me about an issue or problem in your department/organization that you either solved yourself or “red flagged” for escalation. (What options did you consider? What steps did you take? How did it turn out?)
Describe an instance where you exceeded goals and pushed yourself and others for results.
Give me an example of a time when you sought out new approaches to improve the way in which work gets done.
Explain a time when you were able to achieve something by doing more than was expected.
Persuasion and Influence
Describe a time when you motivated others. (What did you say? Why? What was the outcome?)
Provide an example where you presented your supervisor with a new and different idea or concept which was accepted and implemented.
Tell me about a specific time when you were able to be persuasive.
Planning and Organization
Tell me about a time when you failed to meet a deadline. (What things did you fail to do? What were the repercussions? What did you learn?)
Give me an example when you had too many things to do and you were required to prioritize your tasks.
Tell me about the last time you could have done a better job at prioritizing. What happened?
Describe a time when you had to adjust your priorities to make an important deadline.
Recall a time when you were assigned what you considered to be a complex project. Specifically, what steps did you take to prepare for and finish the project and what were the results?
Problem Solving
Describe a time when you missed an obvious solution to a problem. (What was the situation? How did you realize the missed solution? What did you do? What did you learn?)
Recall a time when you anticipated potential problems and developed preventive measures.
Give me an example of a time when you used good judgment and logic in solving a problem.
Technical/Professional Skills
Peak performance refers to one’s ability to achieve at a superior level. Describe a situation when you considered yourself a peak performer. (What was the situation? What did you do? Why? What did you accomplish?)
Even though we try to be expert in our area of work, it’s impossible to know and understand everything. Give me an example of how you have kept up with current business models and financial reporting systems?
Describe a major technical problem you faced at work and explain your method of dealing with it.
BIDMC Interview Resource Guide
Part III: Post Interview Debriefing Discussion Starters
Instructions:
- Use your notes to engage in a post-interview debriefing discussion with other interviewers who also met with the candidate—preferably within the same day as meeting the candidate.
- First, review the STAR Model Debriefing Questions. Be sure to use the STAR Model for each competency.
- Then, discuss Overall Debriefing Questions.
- If you take notes from the debriefing discussion, write in the conclusions section of the Interview Resource Guide. Do NOT write on this page.
STAR Model Debriefing Questions (use for each competency)
- How well did the candidate describe the details of the situation?
- What were the candidate’s thoughts?
- What actions did the candidate take?
- What were the final results?
Overall Debriefing Questions
- Based on the above answers, what are the job-related strengths of this candidate? What are the job-related concerns about this candidate?
- Are there any conclusions or decisions that you have come to, about this candidate, which may have been influenced by your own unconscious bias (lens) or your ladder of inference? (Do NOT write notes in response to this question.)
- Would this candidate be a good fit?
BIDMC Interview Resource Guide
Part IV: Post-Interview Self Assessment
Detach this page and save separately.
Ask yourself these questions after the interview:
Did I consult with my Staffing Partner about job requirements and the Interview Guide?
Did I review the resume prior to the interview?
Did I tailor / customize behavioral questions on the Interview Resource Guide?
Did I check my questions for any unintended bias?
Did I build rapport with the candidate and help the applicant feel welcome?
Did I follow my Interview Resource Guide?
Did I explain that I would be taking notes and why?
Did I ask behavioral questions?
Did I ask probing follow up questions—like the STAR model?
Did I ask the questions in a manner that was consistent with other interviews for this same position?
Did I allow silence?
Did I keep myself from talking too much?
Did the candidate spend about 80% of the time talking?
Did I mentally acknowledge behaviors that might lead me to draw quick conclusions (such as the candidate talking too softly or talking too loud) and then put them aside to remain open-minded?
Did I take note of non-verbal behavior and other social cues?
Did I acknowledge responses with nods, smiles, and/or verbal encouragement?
Did I review next steps with the candidate?
Did I complete my written notes after the interview?
Did I debrief with other interviewers (who saw the same candidate) so that I could understand their assessment of the candidate?
Did I discuss my observations (and notes) with other interviewers and my Staffing Partner?
What is one thing I can try to do at my next interview?
Rev. 08/06