How do you incorporate situational or case-based questions in your interview process?

I believe there are numerous advantages to asking situational or key questions during interviews. One benefit is the ability to assess how candidates have reacted to specific situations in the past, providing insight into their communication skills, grammar proficiency, storytelling abilities, and overall suitability for the organizational culture and values. By posing questions related to past experiences, interviewers can gauge how candidates may handle similar scenarios within the company.

Incorporate situational or case-based questions by designing scenarios that reflect real challenges or tasks relevant to the role. Present candidates with these scenarios during the interview and ask them to explain how they would handle the situation, focusing on their problem-solving and decision-making skills. Evaluate their responses based on their analytical approach, creativity, and practical solutions. This method provides insight into how candidates might perform in actual job situations and helps assess their fit for the role and company culture.

Behavioral interview questions, can be tricky, but I would encourage future new hires that can you recall a time, when you had a challenging situation, how did you handle it. For example, when I worked on claims, I had to deal with the old age and emotional challenge population. I had to use compassion, to calm the situation and empathy to be placed in their shoes to deescalate the situation. How to solve the problem, once they calm down, I can find a solution to solve their problem.

When using situational or case-based questions in interviews, remember that life doesn’t give us tests subject-wise. Be ready for “out-of-the-syllabus” scenarios. These real-world questions highlight applicants problem-solving skills as well as their flexibility and ability to adapt. These types of questions reveal a candidate's ability to deal with unforeseen difficulties and reveal their intelligence and character. With this dynamic method,?interviews become rich conversations that showcase the candidates' strengths and real-world problem-solving skills.

Many candidates tend to respond to situational and case-based questions with stories from their past but tend to rely too heavily on the plot of the story. A good hiring manager should use these questions to fully understand how a candidate thinks and how that informs their actions at work. So if all you're getting is plot-heavy responses to your behavioral questions it is up to you to dig deeper and to understand more about the thought process the logic and the reasoning behind the candidate's responses. Here are follow-up questions that can help dig deeper: 1) Help me understand why you choose that response/solution/tatic? 2) How did you know that was the right course of action? 3) What was your biggest lesson from that instance? Why?

Crafting situational or case-related questions is simple: ask candidates to recall a past scenario. For instance, inquire about a time they felt stuck, unsure of their next steps. What actions did they take, and what were the results? This structured question, focusing on the situation, task, action, and result (STAR), helps assess a candidate's suitability and potential impact on the organization

Behavioural questions are the most effective systematic form of interview evaluation. We ask them to learn how a candidate would respond to a specific workplace situation and solve problems to achieve a successful outcome. They are not really questions but rather invitations to reflect on past experiences. They sound like this: "Right decisions are sometimes unpopular. Tell me about a time when you made a decision that wasn't popular, and explain how you implemented it successfully." They follow this format: the Context (i.e. Right decisions are unpopular), the Invitation (i.e. Tell me), and the Desired Behaviour (i.e. How you implemented it successfully).

We make sure to align questions with the specific requirements and challenges of the role. Incorporating questions that reflect real-world scenarios allows candidates to demonstrate their problem-solving abilities and decision-making skills. Our team also integrates questions that assess how candidates would leverage emerging technologies like AI to address industry-specific challenges. Additionally, we ensure that the scenarios presented are relevant and up-to-date, reflecting current trends and developments in the field.

Here are some tips on how to ask these types of questions effectively Provide context for the situation you're presenting. Briefly describe the scenario, including relevant details such as the context, stakeholders involved, and any constraints or challenges Instead of asking yes/no questions, frame your questions in a way that encourages the candidate to elaborate on their thought process and actions. For example, ask "How would you handle...XYZ OR Give me a situation from your past OR Tell me about...XYZ

Typically when candidates answer a situational question, they communicate the actions that would be taken. But as an advanced leader, you don't simply want to know what somebody would do. You need to trust HOW somebody thinks. So get good at asking follow-up and deeper questions to get to the root of why somebody would choose that course of action: What previous experience or situations did they encounter to inspire that choice? What hard lesson have they already learned to know what not to do in a situation? This helps you not simply understand what somebody would do but why they would do it and ultimately help you trust them to take the right course of action in a situation that you can't predict in the future.

Assumption is a statement that can be proven to be true,but, can lack assumptions can be a fact check a cause effect relationship to determine, why the candidates said these answers. Sometimes candidates, propose answering questions out of fears, and intimidate.

Ideally we determine in advance the types of behaviours we are looking for in each answer. For example, the answer to the following question: "Describe a situation when you have successfully managed multiple projects simultaneously" Can display weak or strong behaviours, for example: Weak behaviours: Did not make plans to handle the amount of work. Failed to complete projects on time and within budget. Showed unhappiness about having to be in charge. Did not give tasks to others or guide them to meet objectives. Strong behaviours: Has an effective way to handle several projects at once. Completes projects on time and within budget. Communicates consistently and systematically with others. Utilizes the team's abilities to achieve goals.

Achieving a balance between situational-based questions and other types of inquiries is crucial in evaluating candidates during interviews. While situational questions offer insights into problem-solving skills and past experiences, relying solely on them may not provide a complete understanding of the candidate. It's vital to include a variety of question types, such as icebreakers and present situation inquiries, to conduct a well-rounded assessment

Scenario-based questions also creates a more conversational and natural tone of the interview. Rather than asking "Tell me a time when..." question and the candidate GUESSING at what you want to hear as an example and possibly rambling off, this format focuses the candidate allows the interviewer to witness their thought and problem solving process while creating a positive association with the interview/company. It is also an better alternative to assessments that are considered bias thus reducing risk to the company.

In me interviewing candidates I look for certain qualities, and skills set. Administration office support and management roles are the main criteria.

Many times when questions like this are asked in an interview it can feel very one-sided and make the candidate feel on the spot or awkward. Making sure that you're being proactive to dig deeper, getting curious, and seeking to understanding is going to be the key to building positive rapport with a candidate. This also helps you get them out of their shell and shed some of those interview nerves so that you can have a genuine conversation and make a much better and more accurate evaluation of their fit and their impact in your company. If you don't do this, you're simply evaluating candidates based on their ability to successfully predict what you're going to ask and memorize answers to those questions.