Common Behavioral Interview Questions That Actually Predict Job Success

Are your hiring managers asking sales job candidates the questions they’ve always asked? Traditional interview questions do not dig into what a candidate has accomplished and how they might react in a specific situation. Hiring managers will experience better outcomes when they ask behavioral interview questions. Candidates’ answers to these questions will help recruiters analyze past workplace behaviors. Combining this interview information with behavioral assessments provides the most accurate and successful hiring outcomes.

What are common behavioral interview questions?

Common behavioral interview questions are designed to encourage the candidate to explain how they handled a specific job-​related situation in the past. A candidate’s past reaction in a job situation is a good predictor of how they’ll handle a similar situation in the future. Recruiters should have a list of these questions to use during the interview process.

Why employers use behavioral interview questions

Recruiters need to understand how a candidate behaves in the workplace. A candidate’s ability to make good decisions, communicate effectively and fit into the company all contribute to making the right hire. Good behavioral interview questions will solicit this information from candidates.

If they don’t have prepared questions ahead of the interview, they risk letting the candidate control the process. And in some cases, the candidate will steer the interview in the direction that will show them in the best light, instead of answering questions about their likely on-​the-​job behavior.

The psychology behind behavioral interviewing

Behavioral interview questions typically focus on past job-​related situations. Interviewers expect answers to be given in the STAR technique. The candidate explains the job situation. They then explain the tasks needed to resolve the situation. From there, they explain the actions they took and the result or outcome from their actions.

Focusing on a real-​life job situation gives the interviewer insight into how the candidate thinks and the skills they possess. Without this process, interviewers may rely on hypothetical questions that allow candidates to give hypothetical answers. And candidates may embellish these answers to give the interviewer the best impression of their abilities.

Why behavioral interview questions matter in hiring

Structured behavioral interviews improve hiring quality and reduce bias. When recruiters ask specific questions that are designed to understand a candidate’s past workplace behavior, they can understand the person’s strengths and weaknesses.

Reveal real workplace behaviors

Managers strive to hire individuals who can handle workplace stress and unpredictable situations. In a stressful sales environment, some reps may react by yelling at their colleagues or managers. Asking a candidate how they handled a previously stressful situation will help to reveal their likely workplace behavior.

Evaluate soft skills

A sales professional’s soft skills matter, in the office and with prospects and clients. A behavioral interview question that asks how the candidate handled an upset client will clarify whether they possess empathy. Our research shows that sales professionals believe the soft skills they need to succeed in their careers are confidence, self-​motivation and problem-​solving skills.

Predict job performance

A candidate’s answer to a question about their past approaches to specific work scenarios shows how they will work in the future. For example, when they explain how they prospect for new clients, they are indirectly telling interviewers whether they have the mindset and the skill to do the job.

Improve hiring consistency

Organizations that use an agreed-​upon set of behavioral interview questions will be able to evaluate candidates fairly. With similar information on each candidate, they’ll understand which individual is the best fit for an open position.

Common behavioral interview questions by competency

Competency-​based interviewing is designed to help recruiters understand how a candidate will behave in various aspects of employment. For example, a candidate may excel at problem solving. But they may struggle when they have to work with a team. Behavioral questions that encompass key aspects of a job will offer a more complete picture of the candidate.

Teamwork questions

• In a recent team meeting, did you play the role of the antagonist or the peacemaker and why?
• When you had to work with a colleague who is in a different generation, how did you make the project succeed?
• How have you helped a teammate who was having challenges personally or professionally?
• Have you been moved to a new team, and what steps did you take to fit in?
• Discuss a time when you made an incorrect decision and how you shared that with your team and manager.

Leadership questions

• Who is the toughest person you had to get cooperation from at work, and how did you succeed?
• How do you typically motivate others to proceed on a project?
• When you’ve had to work with others who don’t get along, how have you convinced them to stay focused?
• How do you usually delegate tasks?
• Describe a time when you led a group through a major change.

Communication questions

• How did you go about explaining the way to use the CRM to a new employee?
• In a recent selling situation, how did you summarize the prospect’s needs and the ways that your solution solved the problem?
• What is the most important presentation you’ve given and what made you proud about your work?
• How do you keep your manager up to date on your work progress?
• What was the most difficult communication situation you’ve been in and how did it turn out?

Problem-​solving questions

• What is a recent work problem you’ve solved in an innovative way?
• Explain a skill you had trouble mastering and how you finally achieved success.
• Describe a problem you solved that improved the daily life of your team.
• What process do you use to analyze a problem?
• Talk about a time you solved a work problem with limited resources.

Adaptability questions

• Describe a time when you had to shift gears and adapt at work?
• What is your process when priorities quickly change at work?
• Discuss how you’ve managed multiple responsibilities at work.
• Discuss a project you worked on that was completely out of your comfort zone and how that felt.

Conflict-​resolution questions

• When there was disagreement about who was supposed to finish a task that involved you, how did you handle it?
• Have you taken personal responsibility for a conflict and initiated contact to discuss?
• When a conflict has arisen at work, what is the first step you usually take?
• When is the last time you had a disagreement with a co-​worker and how did you resolve it?

Time management questions

• How did you prioritize tasks when your manager gave you a new assignment?
• Describe a time when you had to minimize distractions from your personal life to complete an important assignment.
• What is your go-​to method for blocking distractions so you can meet an important deadline?
• How do you manage your time in a typical workday?

Organization and planning questions

• How have you handled working on multiple tasks at once?
• When your plan is disrupted by an emergency, how do you manage your schedule?
• What is the first step you take to maintain your planned schedule?
• What is your top tool for staying organized?

Customer service questions

• Describe the most recent time you had to deal with a customer complaint.
• Describe how you handled the task of having to say no to a customer.
• Explain a time when a customer complained about you and what you did to improve the situation.
• Outline a situation where you observed the potential for a customer service issue and how you recommended improvements to your manager.

Motivation and work ethic questions

• When do you typically work harder than usual to complete a task?
• What is an important goal that you set and achieved?
• What is an example of a project you started and completed without being asked?
• What is an example of a time that you pushed through to the end of a project that you found very challenging?

What recruiters should look for in candidate answers

As recruiters ask behavioral questions of candidates during interviews, they should look for strong candidate responses. They should also listen for warning signs in the candidates’ answers. Here are a few warning signs to know about.

Specific examples

When a candidate describes a specific scenario as part of their answer to a behavioral question, they are likely telling the truth. They may describe a time when they had to convince a prospect to sign a deal or when they used great negotiating tactics to diffuse a tense work situation. They should make eye contact when giving their answers, another indication of being truthful.

Accountability

As a candidate answers behavioral questions, interviewers should listen for accountability. The candidate may explain that they played a role in a conflict but learn from it and moved on. If the candidate insists that someone else was to blame for every part of the conflict, that could be a warning sign.

Problem-​solving approach

In every answer, interviewers should listen for the candidate’s problem-​solving approach. Do they always defer to their managers, or do they try to solve the problem on their own? Do they acknowledge that a problem exists or do they try to overlook or ignore it?

Measurable results

As part of the behavioral interview, candidates will explain how they improved a process or an outcome. Interviewers should ask candidates to list specific measurable results. Without those data points, it will be challenging to know how effective the candidates have been in the past.

Self-​awareness and learning

Interviewers should remember that they are not looking for a perfect human being. They are seeking an individual who is self-​aware and able to learn and grow from their workplace experiences. Every employee will make mistakes. But the candidates who admit them and then modify their approach have great value.

Common mistakes recruiters make during behavioral interviews

Learning to conduct a successful interview takes practice. Recruiters must keep their goals top of mind. They may want to put a candidate at ease during an interview. Asking a few generic questions helps to close the gap between them and the candidate. Following that tactic, they should be careful to avoid common behavioral interview mistakes.

Asking leading questions

Leading questions in an interview give candidates a hint about the kind of answer that is desired. For example, a recruiter may ask, “You work well in a team environment, right?” A better question regarding a candidate’s attitude about teamwork would be, “What are your personal strengths and weaknesses when working with a team?”

Accepting vague answers

When a candidate for a sales position gives a vague answer, they may be trying to hide the truth. Recruiters should dig deeper in these cases. If a candidate claims to have greatly exceeded their quota, ask them for a specific figure.

Ignoring follow-​up questions

Behavioral interviews are the perfect opportunity to learn more about a candidate’s work history. As candidates answer questions, they may discuss specific incidents that prompted them to change or grow. Recruiters must ask additional follow-​up questions to be sure they obtain the details.

Evaluating based on first impressions

Recruiters may develop their own sense of people based on years of experience. But bringing that mindset to an interview with a new candidate would be a mistake. They should look past their own biases about handshakes, hairstyles or apparel and give the candidate the chance to speak about work history.

Relying only on interview responses

Recruiters may also be tempted to use only the responses to behavioral interview questions as their data source for making hiring decisions. Some candidates can be particularly strong, or weak, in an interview. To get a well-​rounded impression of a candidate and their ability to fill the open sales position, recruiters should also use behavioral assessment data.

Behavioral interview questions vs. behavioral assessments

Factor	Behavioral Interview Questions	Behavioral Assessments
Information Source	Data is based on what candidates want to say	Answers are based on standardized answers to objective questions
Soft Skill Evaluation	Candidates can claim they possess soft skills	Answers to objective questions are scored for comparison purposes
Bias Risk	Higher bias risk because candidates want to make a great impression	Lower bias risk because candidates must choose from standardized answers
Job Fit Prediction	Lower because of candidates’ ability to impress during the interview	Higher because scores are ranked according to objective data
Consistency	High variability can occur in candidate answers	Lower variability because recruiters can compare objective data
Predictive Accuracy	Lower	Higher

Why interviews alone don't predict job success

Interviews are a valuable tool during the hiring process. Recruiters and managers have the opportunity to interact in person with candidates. They obtain a sense of a candidate’s warmth and can watch physical behavior. However, strong sales candidates can easily sway a hiring decision in their favor during an interview.

Candidates can rehearse answers

In preparation for an interview, a candidate often rehearses answers to the question they expect. A great interview often just means that the candidate took extra care to prepare for that step in the hiring process.

Interview performance isn't workplace performance

Candidates who excel during interviews don’t always excel when they get hired. Once in the workplace, they may show an entirely different personality. Or they may decide they don’t like the work. The results of a behavioral assessment will provide more in-​depth information about whether the candidate is a good fit for the job.

Hiring bias still exists

Managers may be heavily influenced by a candidate’s interview performance. The candidate may remind them of someone they know and like. And instead of considering objective data points about a candidate’s likely on-​the-​job behavior, hiring bias becomes part of the decision.

Behavioral data adds objectivity

Behavioral data generated by a standardized assessment increases the objectivity in the hiring process. While a well-​run interview process adds value, recruiters should not hire a sales professional on that information alone. Behavioral assessments add information about a candidate’s motivation, work style and leadership potential.

How TeamTrait^TM helps recruiters hire better candidates

A well-​designed behavioral and psychometric assessment platform such as TeamTrait adds the type of data that recruiters need to make better hiring decisions. When candidates take an assessment that contains verified and objective questions, they do not have the opportunity to influence recruiters with a great in-​person performance. Recruiters can use the assessment data to help determine which candidate is the best fit for the open sales position.

Best practices for conducting behavioral interviews

Behavioral interviewing can help recruiters improve their sales hiring outcomes. Best practices mean that all interviewers are working from the same question set, explaining the STAR system to candidates and scoring in a way that compares candidates effectively.

Tip 1: Developing an effective question set matters. The questions should cover several aspects of a candidate’s mindset and work experience including time management, conflict management, problem solving, and leadership potential.

Tip 2: Explaining the STAR system and encouraging candidates to use the framework in answering questions helps them understand what recruiters are looking for. And it also makes scoring answers easier.

Tip 3: To objectively score the results of behavioral interviews, recruiters must develop a standardized methodology. The organization must also train recruiters on how to use the scoring system. This detail is particularly important when multiple recruiters interview multiple candidates.

Final thoughts: great hiring starts with better questions

Common behavioral interview questions help uncover how candidates think, communicate and solve problems. When recruiters consistently ask all candidates the same questions and use an agreed-​upon scoring system for the answers, they will have better insight into which person will be the best fit for the open position. However, interviews serve as an opportunity for some savvy candidates to manipulate outcomes and position themselves as the logical hire. To ensure objectivity and to find the best hire, recruiters should use behavioral assessment platforms like TeamTrait in addition to interviews.

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