How can you make your interviewee feel comfortable during the STAR method interview?

I usually communicate with candidates that this is not an interview, but a warm conversation. The more comfortable we are, the more truthful the candidate will be. Nowadays, an interview section is a win-win situation. This is not only an opportunity for us to create a dream job for the candidate, but also a chance for the candidate to create an opportunity for the company to acquire talents. That’s why our company designs a specific room for interviewing with a relaxing and chilling atmosphere from decorations, to make them feel like they just come to a coffee shop to meet their friends 😊

Always work hard to make your interviewee feel comfortable! Contrary to popular belief, you're not adversaries or battling wits with candidates. Getting them comfortable quickly causes them to be more transparent and free-flowing with information, and you're able to learn more about them. This ends up being a benefit to you and the candidate, allowing good decisions to be made.

The first thing we do to make candidates feel more comfortable is asking how they like to be addressed or what name they go by with friends. Make sure you pronounce it correctly. It might seem like a small thing but a name is very important to people and if someone named Jennifer goes by Jen and you address them as Jenny, it is hard to build trust.

Making an interviewee feel comfortable during a STAR (Situation, Task, Action, Result) method interview is crucial to ensure they can effectively showcase their skills and experiences. Here's the most constructive point of view: Establish a Friendly Atmosphere: Begin the interview by creating a warm and friendly atmosphere. Greet the interviewee with a smile, maintain eye contact, and offer a handshake if it's an in-person interview. Make small talk at the start to ease into the conversation and help them relax. Explain the Process: Before diving into the STAR method questions, explain the interview format and the reason behind it.

First 5 Minutes Rule: Spend the first 2 minutes helping the applicant feel comfortable enough to do interviews by offering your introduction, asking simple questions about their day, measuring their state of mind, and seeing how you can help them feel comfortable throughout the interview. Then give them a schedule. What will you talk about in the interview? Giving background on the organization, a description of the vision, role, and responsibilities, and then allowing the prospect to ask questions. This way, we will be upfront with them, they will be able to speak freely, and they will have a positive candidate experience.

In case the candidates forget about supporting their views with examples, we shall remind them. We shall make it a discussion rather a typical interview. When candidates see that we want them to succeed they ace the interview.

Absolutely, they made it through this round of interview because there where skills and attributes that stood out competively. It's very important to guide on stack/skills expectations on what they are good with, what they have worked with VS the complementory skills the role will fit for. Be honest if you unfamiliar nor have not work on something they ask, but assurance the panel, you would love the opportunity to research as this is a interesting topic. That opens awareness that you are open to learning. Importantly always ahead of the meeting, get information about the panel, team structure, products /tools they like to use so that you can get an idea of the environment they in. Have fun.

Before diving into the interview questions, remind the interviewee of what each component entails: Situation: The context or background of the story. Task: The specific challenge or goal they were facing. Action: The steps they took to address the challenge. Result: The outcome of their actions, including any quantifiable results if applicable.

The questions should be tailored to the situations related to the position that is being filled. It shouldn't be generic because that doesn't gauge how the candidate manages real life situations that occur in their role. Their answers and problem solving skills can be assessed better, methods to invent and simplify complex impediments and how well the would manage and lead a team . Keeping the questions succinct reduces any confusion and doubt and leads to prudent answers. Their potential contributions should positively impact the bottom line. Our role is to lead with empathy, recruiters represent the org and providing the best coaching, and mock interviews creates a better candidate and hiring manager experience.

I feel it is important to approach interviewees with flexibility even when the STAR process is in place. Every interviewee is a potential candidate for the position they are sorted for. The essence of the interview is to check what the content of the resume used during the selection process as against the personality and experience of the interviewee. Providing guidance is not in any way a weakness but will go along way at helping the interviewer elicit the necessary responses and get clarity. This has been helpful for me and I encourage it.

One negative experience is another method to someone else's learning. Always show interest in responding that you have found an improved approached or method to learning from mistakes. The panel never set questions to set someone for failure however would like to offer the opportunity to see if one grows from the mistakes they make (we all make mistakes and we all learn from them :-)).

It is important to realise when a candidate has shared something sensitive or made themselves vulnerable because the next thing you say will determine how they perceive the company/members culture to be and their willingness to join. Showing empathy, or reassuring to their feelings and emotions is crucial to ensure they feel safe and confident in the interviewee.

A comfortable environment allows candidates to shows their best selves. Be conversational - they don't have to wait until the end of an interview to ask a question. Use quality questions - show's an interest in them and understanding of the role. Adding regular feedback when necessary or possible.

one shoe does not fit all............star method does not have universal validity .In some cases star method can mislead the interviewer to recommend wrong candidate .

I agree. As an interviewer over the last 15 years, it’s always better to show empathy. I always follow up with a “what did you learn” type question. Their response should show how they are able to move forward ready to accept the resolve the next challenges.

The STAR is there to guide us, not to dictate how we are supposed to speak to our candidates. Be genuinely interested to get to know your applicant better and STARs will naturally come out. As in any sincere conversation, you will be surprised to hear honest responses that will paint a clearer picture of whether the job and job seeker match each other's requirements. Interview to find the good and not to find fault. Brings out better results and an amazing applicant experience.

As a recruiter, I need to be ready for anything. Keeping in mind that any information can come up, I need to actively listen and adjust accordingly. Flexibility with the STAR method ensures I address interview goals effectively. Here are some scenarios where I apply the adaptable STAR method: - Junior vs. Senior Roles Emphasize leadership for senior roles, skills for juniors. - Technical vs. Soft Skills Highlight technical expertise or soft skills as needed. - Behavioral vs. Situational Interviews Adjust the depth of responses accordingly. - Diverse Job Requirements Tailor STAR stories to match varied role demands. - Changing Interview Focus Shift between behavioral and competency-based questions.

It’s not the best method; SCARR ( which is what I developed—being registered) is better since it shows the interviewees ability to use their problem-solving skills and critical thinking ability. These are two major skills that most hiring managers will mention to me during our review of the job description. Yes, SCARR or STAR are not the ONLY criteria methods of evaluating a candidate to determine fit for a job. I always include other interview questions to get a full picture of an interviewee’s hard and soft skills and to determine if they will fit into the company corporate.

I’ve found it helpful to give an overview of what I am seeking to achieve from the interview questions, including requesting specific examples and results. This gets them thinking about the road which led them to the result. When it comes to STAR, a seasoned interviewee often already prepares to answer accordingly. It’s the younger in career I often help set up better before the interview starts. Keep in mind, this isn’t leading questions - it’s more of an expectation setting.

Prepare: Research the company, role, and industry. Dress appropriately: Choose professional attire. Be punctual: Arrive on time for the interview. Showcase soft skills: Highlight communication, teamwork, and problem-solving. Use the STAR method: Structure answers to behavioral questions. Be concise: Keep responses clear and relevant. Ask questions: Inquire about the role and company culture. Practice beforehand: Mock interviews boost confidence. Follow up: Send a thank-you email after the interview. Stay positive: Maintain a confident and enthusiastic demeanor.

During interviews, I always give feedback to help interviewees learn and grow. Below are just some strategies I use: - Provide feedback in a constructive and non-judgmental manner. - Acknowledge areas where the interviewee excelled during the interview. - Gently point out areas that may benefit from enhancement. - Ask interviewees to assess their own performance using STAR. - Offer guidance on how to better structure responses in the future. - Recognize improvements and commend progress. - Encourage a growth mindset for ongoing development.

Yes STAR is a great method to identify the right candidate, however I believe as a recruiter creating a trust and career growth platform offered by the organisation will give a confidence and long stay for the interviewees.

Feedback definitely plays a crucial role in providing relevant guidance to the interviewee which will help them incorporate required steps to improve their future performance. However while giving feedback, the interviewer/s should consider several points such as: ~ Be Respectful & maintain professionalism ~ Be supportive & offer encouragement ~ Be balanced by emphasizing on the strengths also ~ Offer guidance to make improvements ~ Encourage question to clarify feedback The whole purpose of feedback is to help the applicants understand their performance & support their professional growth.

Be specific: Offer clear examples of what the candidate did well and areas for improvement. Maintain a positive tone: Frame feedback in a constructive and encouraging manner. Focus on facts: Base feedback on observable behaviors and responses. Address both strengths and weaknesses: Acknowledge achievements and suggest areas to enhance. Provide guidance: Suggest how they can improve and grow. Encourage self-reflection: Encourage candidates to think about their performance. Offer support: Let them know you're available for further questions or guidance. Personalize feedback: Tailor it to the candidate's performance during the interview. Respect confidentiality: Ensure the feedback is kept private and professional.

Interviewers need to give candidates ample time to think about the situation and all the other elements leading to the result. Often, interviewers are in a rush. They want quick answers and their own body language makes the candidate numb and nervous. This kills the whole essence of STAR technique and there’s limited probing, resulting in inadequate assessments.

The STAR method is a structured manner of responding to a behavioral-based interview question by discussing the specific situation, task, action, and result of the situation you are describing.

There is no right or wrong answer to a behavioral/situational question. Remember what you are trying to discern: Will this candidate be successful in this role? Respect their honesty, appreciate their vulnerability, be grateful for their effort.

I think we could add some serious bias when assessing someone's ability to answer interview questions constructively by using the STAR Method. STAR is only one way to get a message across or tell a story. Some alternatives are; P.A.R. (Problem, Action, Result) S.O.A.R (Situation, Obstacle, Action, Result) D.I.G.S (Dramatise the narrative, Indicate alternatives, Go through solution, summarise what you did) C.A.R (Challenge, Action, Result) All up there are so many options here and as long as someone can coherently and succinctly convey the right message then you should be able to make an informed decision. Star Expansions - wouldn't recommend unless you have lots of time. STAR. Learnings STAR. Impact

The best way I have heard STAR described is like the person is telling a story. Everyone has stories! Just like a novel or a film has a situation, a task that develops, actions the characters take, and then a result. Beginning, middle and end. And when being told a story, the listener (if invested) wants to know “what happens next?” The candidate is the story teller, and the interviewer is the audience. Helping the candidate understand that the questions they are being asked is an invitation to tell a story can help the candidate feel more comfortable with the process!