Behavioral Based Interviewing
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In today’s competitive business environment, making the right hire isn’t just important, it’s essential. Behavioral Based Interviewing is a powerful webinar tailored specifically for managers, HR professionals, operations leaders, office managers, and business owners seeking to refine and elevate their hiring strategy. This session goes far beyond traditional interviewing methods, providing practical, evidence-based tools to help you shift from a reactive hiring mindset to a proactive, strategic recruitment process. Discover how to craft targeted position profiles, identify key candidate traits, and align your hiring efforts with long-term organizational goals.
You’ll gain deep insight into how behavioral interviewing unlocks the potential of candidates by focusing on past experiences as a predictor of future performance. Learn how to ask the right questions, interpret responses effectively, and apply a structured interview guide that eliminates guesswork and bias. With an emphasis on fairness, consistency, and legal compliance, this webinar ensures that every candidate evaluation is both thorough and objective. Say goodbye to costly mis-hires and hello to a team that performs with synergy and purpose.
Topics Covered Include:- Crafting strategic job descriptions
- Behavioral interviewing principles and question design
- Structuring an effective interview process
- Recognizing and reducing interviewer bias
- Using interview data to guide decision-making
- Refine Your Hiring Criteria: Learn how to develop comprehensive candidate profiles that reflect your team’s unique culture and performance needs.
- Master Behavioral Interviewing: Gain actionable techniques to craft and interpret behavior-based questions that uncover the true capabilities of your candidates.
- Build a Consistent Interview Strategy: Create a structured, bias-free interview guide that promotes fairness and legal compliance.
- Avoid Common Hiring Pitfalls: Recognize and correct frequent mistakes that can derail your selection process—even for seasoned interviewers.
- Make Confident, Informed Hiring Decisions: Use behavioral insights to assess cultural fit, predict future performance, and build a stronger team.
This webinar offers a direct path to improving hiring outcomes—personally and professionally. Whether you're responsible for one hire or one hundred, the techniques you’ll learn will lead to smarter, more strategic recruitment decisions that benefit your entire organization.
Who Should Attend:
Managers, HR professionals, business owners, office managers, operations managers—anyone involved in the recruitment and hiring process looking to elevate their interview skills and hiring outcomes.
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Wendy Sellers
Wendy Sellers, MHR, MHA, SHRM-SCP, SPHR has 25 years of experience in HR, change management, operations, strategy, corporate culture, and leadership development in all size businesses (local startup to global enterprise) in a wide variety of industries including healthcare, professional services, hi [...]
HRCI Credit
SHRM Credit
ATAHR Credit
Aurora Training Advantage is offering continuing education points designed to recognize dedication to training and excellence in human resources.ATAOP Credit
Aurora Training Advantage is offering continuing education points designed to recognize dedication to training and excellence in operations.
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This webinar received a total of 2 survey responses. Attendees have given an average rating of 4.6 stars out of a possible 5, reflecting the quality and value of the content presented.
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Our webinars are crafted to deliver exceptional value and insight to business professionals. Below, you'll find genuine feedback from attendees.
Susan F.
July 16, 2026
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I appreciated this training and how well Wendy explained the objectives. I look forward to the next one. Thank you.
Jarrod H.
July 16, 2026
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Frequently Asked Questions
Behavioral based interviewing (BBI) is a structured interviewing methodology grounded in the principle that past behavior is the best predictor of future performance. Rather than asking hypothetical questions ('What would you do if...?'), BBI asks candidates to describe specific past situations: 'Tell me about a time when you...' This distinction matters because hypothetical questions invite candidates to describe their ideal behavior—what they think they should do—while behavioral questions require them to recall and describe what they actually did, complete with the specific context, actions, and outcomes of a real situation. BBI consistently outperforms traditional unstructured interviews in predicting job performance because it is anchored in observable evidence rather than self-presentation. It also reduces interviewer bias by providing a structured framework for comparing candidates against the same criteria. Wendy Sellers' behavioral interviewing webinar at Aurora Training Advantage teaches HR professionals and managers how to design and execute BBI processes that improve hiring accuracy and reduce costly mis-hires.
The STAR method (Situation, Task, Action, Result) provides both interviewers and candidates with a framework for structuring behavioral interview responses that contain all the evidence needed to evaluate competence. When designing BBI questions, interviewers should craft prompts that invite STAR-structured responses: 'Describe a situation where you had to manage a significant conflict between two team members. What was your role, what specifically did you do, and what was the outcome?' During the interview, when candidates provide incomplete responses, interviewers probe specifically for missing elements: 'What was the actual result of that action?' or 'What was your specific contribution versus the team's?' Evaluating responses against the STAR structure catches candidates who describe what their team did collectively without demonstrating their individual contribution—a common evasion that traditional interviewers miss. Scoring STAR responses against pre-defined competency anchors (behavioral indicators of varying performance levels) creates a standardized evaluation that supports defensible hiring decisions and reduces subjective bias.
Interviewer bias—both conscious and unconscious—is one of the most significant threats to hiring quality and legal defensibility. Structured behavioral interviewing provides the most evidence-based framework for reducing its impact. By asking every candidate for the same role the same core set of BBI questions, structured interviews eliminate the halo effect (judging all answers favorably after a strong first impression), the similarity bias (preferring candidates who remind us of ourselves), and the inconsistency problem (comparing candidates on entirely different information). Scoring responses immediately after each answer—rather than waiting until after the entire interview—captures more accurate evaluations before later responses color earlier perceptions. Diverse interview panels distribute bias across multiple perspectives, reducing any single evaluator's undue influence on the outcome. Requiring evidence-based justification for candidate ratings ('What did the candidate say or do that leads you to score them a 4 on collaboration?') surfaces bias in evaluation discussions that might otherwise go unchallenged. Aurora Training Advantage's behavioral interviewing webinar includes a complete bias awareness and mitigation module for interviewers at all experience levels.
A job description that drives effective behavioral interviewing begins with a performance profile rather than a task list. Instead of listing duties ('Manages a team of five'), a performance-focused description articulates what success looks like ('Within 12 months, leads the team to achieve X metrics through Y approach'). From this performance profile, the key competencies required for success—both technical and behavioral—become explicit. Behavioral competencies (e.g., collaboration, problem-solving, coaching, resilience under pressure) provide the direct basis for BBI question design: each competency should have at least one tailored behavioral interview question. Job descriptions that accurately reflect both the skills and the behavioral attributes required also improve candidate self-selection, reducing the number of mis-fit applicants who proceed through the pipeline. Reviewing job descriptions with current high performers in the role—asking what behaviors and experiences actually drive their success—produces much richer competency profiles than relying on generic HR templates. Wendy Sellers' Aurora Training Advantage webinar covers job description design as the foundation for strategic behavioral hiring.
Even well-intentioned interviewers consistently make several behavioral interviewing errors that undermine the methodology's effectiveness. Leading questions—'You'd describe yourself as a team player, right?'—invite the desired answer rather than eliciting authentic behavioral evidence. Accepting vague or theoretical responses without probing for specifics ('I usually handle conflict by...') allows candidates to avoid revealing actual behavior. Talking too much—filling silence with explanations or follow-up hints—gives candidates recovery opportunities and reduces the signal quality of responses. Failing to probe for individual contribution in team stories allows candidates to claim team achievements as personal ones. Asking hypothetical questions mixed with behavioral ones creates inconsistent evidence bases across candidates. Allowing first impressions formed in the first few minutes to drive the overall evaluation—confirmed rather than challenged by the subsequent interview—is perhaps the most common and most damaging bias. Recording specific quotes from candidate responses—rather than relying on memory—dramatically improves evaluation accuracy and provides documentation that supports legally defensible hiring decisions.