• Green, Alter, & Carr, 1993
This study examined the validity of a
behavior-based interview process. Results showed
that interviewers’ ratings positively correlated
with job performance. This shows that
behavior-based interviews help predict” who will
be high performers based on the interview ratings.
• Pulakos & Schmitt, 1995
This study compared the validity of
past-experience interviews and situational
interviews. The past-experience interview ratings
correlated more highly with performance ratings
than the situational interview ratings did.
This suggests that behavior-based interviews
predict a candidate’s future performance better
than situational interviews do.
Following implementation of a behavior-based
selection process at a “Big 4” accounting firm
• First year turnover for campus hires
dropped from 24% to 17%.
• Fewer second-round interviews resulted in
time/cost savings.
• Estimated savings of over $2 million per
year.
Following implementation of a behavior-based
selection system at a call center:
• Staff turnover was reduced by a third, from
45% to 30%, over a twelve-month period.
• Recruitment costs were cut by more than
$430,000.
• The number of employees who had been with
the organization for over a year increased by 12%.
Following implementation of behavior-based
selection at a medical facility:
• Patient satisfaction scores went from the
80th percentiles to the 99th percentile.
• Avoidable turnover declined by five
percent.
• One of three health care organizations
named to Fortune’s “100 Best Companies to Work
For.”
Evidence Of Applying Behavioral
Interviews To Real Organizations.
