Behavioral Event Interview (BEI): proposed by David McMillan in combination with key event method and subject awareness test, it is a recognized and effective method in the current modeling process. This method determines competency characteristics by asking the interviewee to list key events in management work (two to three items each of positive and negative), describes the ideas at that time in detail and summarizes the reasons for success or failure. By comparing the competency characteristics differences between outstanding achievers and ordinary people, establish a competency model for task roles.

The behavioral event interview method adopts an open behavioral review exploration technology, allowing the interviewee to find and describe the three most successful and least successful things in the work, and report in detail the situation of the incident, the person involved, his own thoughts, feelings, Actions and results, and then the interview content is analyzed to determine competency characteristics. This method can provide information on a person's behavior, thoughts and feelings in actual work, and can also provide time-compressed observations, allowing researchers to obtain what happened to the interviewee within months or even years, and the encoding efficiency is greater than direct observation or Real-time simulation is higher.

Preparation before the interview

Steps to interview behavioral events

Interview focus: The interview focus is on measures and actions in actual situations in the past, and STAR method is used to explore specific behavioral details. The STAR method contains four questions:

The technical key points of the STAR method include: starting from a positive event; following the chronological order of the event; exploring the relevant time, place and mood to help the interviewee recall the plot; strengthening the interviewee to provide useful materials; paying attention to the interviewee’s possible emotional reactions ; Only describe one situation at a time and explore behavioral patterns.

During the interview process, it is also necessary to pay attention to avoid the interviewee entering theorized or generalized statements, avoid the absolute and abstraction of the problems, avoid the use of current, future and hypothetical questions, avoid asking general and guided questions, Speculate and induce the interviewees to do not explore areas that limit their thinking. 4. Difficulties and countermeasures of interviews - Overly talkative respondents: This type of respondent talks a lot and often deviates from the topic, which may be due to good expression skills or a sense of accomplishment. The response method is to interrupt decisively, guide them back to the topic, or explain the interview requirements in advance, so that they can understand the interview focus. Usually, this type of respondent is easier to communicate with, and reasonable guidance can achieve satisfactory interview results. - Overly shy or nervous respondents: Most of them are technicians with lower positions, due to fewer communication opportunities, weak expression skills and work nature. You can first talk about relaxing topics and ease the atmosphere, use repetition and summary to strengthen communication, and use more encouragement and non-verbal information to help them explore key event information. - Respondents with excessive dominance: manifested as failure to answer as required or to be the mainstay, which may be due to self-conceit, habitual communication or wanting to cover up their shortcomings. Interviewers should maintain confidence and professionalism, politely but resolutely turn the situation around, clarify the interview requirements, and obtain their cooperation. - Emotional or very sensitive respondents: When encountering such respondents’ emotional fluctuations, the interviewer should express understanding and care, and help them calm their mood, bring their relationship closer, and promote the interview work by pouring water, handing them tissues, etc. 5. Pay attention to problems - Strengthen training and improve quality: Mastering and applying behavioral event interview methods requires training and practical exercises for inspectors, and at the same time, the inspectors are required to have multiple knowledge and be able to flexibly apply them. - Pay attention to the scope of use: This method is suitable for directly talking to the subject of investigation. If the person who is interviewed is not the subject of investigation, you can learn from this method and use a third person. The content of the conversation can verify the accuracy and authenticity of the behavioral characteristics of the person being examined. - It should be used in combination with other methods: any interview technology has limitations, and the behavioral event interview method is organically combined with other inspection methods to better effect.

Behavioral anchoring hierarchy evaluation method: proposed by American scholars P.C. Smith and L. Kendall in 1963, it is a combination of key event method and hierarchy evaluation. This method measures various typical behaviors that may occur in the same position, establishes an anchor scoring table, and evaluates and scores the actual behavior of employees based on this table. It effectively combines key events and rating evaluations, displays different performance levels behaviors in the same performance dimension through the behavior rating evaluation table, quantifies performance levels, and makes the evaluation results more effective and fair. It is also called behavior positioning method and behavior decisive rating quantity Table method or behavioral positioning hierarchy method.

Conduct job analysis, obtain key events, and describe key events representing good and inferior performance.

Establish an evaluation level, which is generally divided into 5-9 levels, combine key events into several performance indicators, and give an exact definition.

For key events, another group of managers will classify the key events into the most appropriate performance elements and indicators, determine the final location of the key events, and build a performance evaluation index system.

The key events are evaluated and the correctness of the performance evaluation indicator level classification is reviewed. The second group of personnel arranges the important events in the performance indicators according to their pros and cons and levels.

Establish a final work performance evaluation system.

Advantages: It can provide employees with the company's expectations and feedback on their performance, has good coherence and high reliability, and has clear performance evaluation standards.

Disadvantages: Design anchoring standards are relatively complex. When assessing complex work, especially work where work behaviors and effects are not clearly linked, managers tend to focus on result assessment rather than on assessment based on anchoring events.

[Take the position of supermarket waiter as an example]: Relevant personnel collect key events and specific behaviors of the position's performance and divide them into five performance dimensions: enthusiastic hospitality, awareness, interpersonal skills, bagging ability, and observation ability. Then, for each dimension, from high (best performance) to low (worst performance) is divided into 7 ratings and specific behavioral performance is given. For example, in the “enter hospitality” dimension:

Finally, the scores of the examinee in all five dimensions are added to obtain quantitative scores for performance evaluation.