Express
Candidates who break the structure of an answer. First the method in brief, then the drill.
STAR Situation, Task, Action, Result
The best-known structure for a behavioural interview. Past behaviour in a specific situation predicts the future best, and STAR helps you get the whole story.
What to get from the story
- SSituation. Where and when it happened, the context. When and where was this?
- TTask. What had to be done and the candidate's role. What was your own task?
- AAction. What the candidate did personally, step by step. What did you do, step by step?
- RResult. How it ended, in numbers or observable changes. How did it end, and how was it measured?
How to run it
One story at a time. If a letter is missing, ask about it before moving to the next question.
Who breaks it
PARLA Problem, Action, Result, Learning, Application
A competency-assessment variant of STAR, popular with recruiters in Europe. Besides the story itself, it checks whether the person learns from experience and carries the lessons into their work.
What to get from the story
- PProblem. The problem or challenge. What problem did you face?
- AAction. What the candidate did personally. What did you do yourself?
- RResult. How it ended, measurably. What was the result?
- LLearning. What they took from it. What did you take away from it?
- AApplication. Where the lesson was applied later and what changed. Where did you apply it later?
How to run it
The last two letters matter most and get skipped most: don't stop at a nice lesson, ask where it was applied.
Who breaks it
Biographical Topgrading: through the career job by job, from the first to the latest
The candidate tells their career in order, and you ask the same questions about every job. Patterns show: why they leave, where they grow, which problems repeat. Gaps in dates and awkward reasons for leaving have nowhere to hide.
What to get from the story
- JoiningJoining. Why they joined and how they got the job. Why did you choose that company?
- TasksTasks. Scope, team and scale. What were you responsible for, and how big was the team?
- WinsWins. Concrete achievements with numbers. What are you proudest of from that job?
- FailuresFailures. Mistakes and what didn't work. What didn't work, or what would you do differently?
- LeavingLeaving. The real reason for leaving. Why did you leave? What was the last straw?
- ManagerManager's view. How their manager would rate them. If I called your manager there, what would they say about your strengths and weaknesses?
How to run it
Keep strictly to the chronology and ask the same questions for every job. The manager question works best when the candidate knows references will really be checked.
Who breaks it
Case interview A work problem the candidate solves during the interview
Instead of stories about the past, you see how the person thinks now: do they clarify the conditions, build a plan, run numbers, see the risks. Good for sales, marketing, analytics, management and any role where thinking matters.
What to get from the story
- QuestionsQuestions. Clarified the conditions before solving. What questions do you have about the conditions?
- PlanPlan. Broke the problem down and set an approach. Where would you start, and in what order?
- SolutionSolution. Reached a concrete solution. So what do you recommend?
- NumbersNumbers. Estimates, assumptions, a calculation. Which numbers do you rely on? Give a rough estimate.
- RisksRisks. Trade-offs and what could go wrong. What could go wrong, and what would you check first?
How to run it
Give a case close to the real job and stay quiet for the first minutes. The copilot suggests a case based on the vacancy and the CV.
Who breaks it
Situational “What would you do if…”: a hypothetical work situation
Useful when the candidate has little experience, or you need to check specific behaviour: a conflict with a client, a missed deadline, a complaint. Good for volume hiring and frontline roles. What matters isn't the answer but how they reason.
What to get from the story
- StepsSteps. What they'd do first and next, concretely. What would you do in the first 10 minutes?
- WhyWhy. What the choice is based on. Why that way?
- PeoplePeople. Who they'd involve and what they'd say. Who would you tell, and what would you say?
- RisksRisks. What could go wrong, plan B. And if that doesn't work?
How to run it
Describe the situation briefly and realistically, then raise the stakes: “the client is still unhappy”, “your manager is away”.
Who breaks it
Question funnel From a broad open question to follow-ups and checked facts
The basic screening technique: first let the person talk freely, then narrow down to examples, and finally pin the facts down with closed questions. You don't lead the answer and you don't lose the specifics.
What to get from the story
- OpenOpen question. A broad question; the candidate talks freely. Tell me about your work with clients.
- ProbeProbing. Details and a concrete example. Could you give an example? How exactly did you do it?
- CheckCheck. Closed questions on facts: dates, numbers, names. So that was in 2023 and you had 15 clients, right?
How to run it
Don't start with closed questions: “have you used a CRM?” gets “yes” and nothing more. And don't finish without checking: the facts need pinning down.