Mind up is a company that provides specialized recruitment services for senior technical staff and management positions.
In our recruitment processes, we started to use the STAR method, which we learned with Management 3.0 (https://management30.com/) in the scope of competence interviews, in order to be able to identify the best talents and overcome the difficulties related to filling positions of great technical and behavioral complexity.
Through the use of this method, which is based on understanding through past behavior what the candidate’s future behavior will be, we are able to guarantee greater efficiency in our choices, and therefore, greater customer satisfaction.
Through open-ended questions and then exploration questions, always taking into account the STAR (situation, task, action and result) we are able to better understand the candidates’ experience, their strengths, and what are their dominant values and principles.
Through this recruitment methodology it was also possible to understand the true motivations of candidates for that job, and to see if there was a greater compatibility with the organizational culture of our clients, which would lead to the candidate to integrate more quickly into the organization; or if, on the contrary, in the context of integration it would still be necessary for the candidate to go through a coaching or mentoring process to be integrated more easily.
For each open position, we created a STAR method question script that we could use in the interview. This guide was designed with the soft skills of the vacancy in mind, in order to understand if the candidate matched the company’s needs.
For leadership positions, it was customary to use questions such as:
– Tell us how you did to become a better professional last year? What actions did you take in practice? How did this help you to evolve professionally?
(This question was especially used in the post pandemic period, in which many professionals bet on digital training, or for people who lost their jobs and were idle for some time before returning to work)
– Tell us about a situation where you had to motivate a member of your team, on whom an important result in the project depended? What did you do and how did you proceed? What were the results you got?
– Give examples of situations where there was disagreement within the team you were leading. How did you manage differences of opinion? What methods did you use? What were the results.
– Give an example of a situation where you praised/recognized the work of a fellow member of your team. Under what circumstances did you do it? How did you feel after this attitude? What resulted from this recognition?
During the application of this process we had different experiences with the candidates in the STAR questions.
But the best thing was that we were able to quickly see who wouldn’t fit the job, and that we didn’t waste time or generate false expectations in the candidates.
Another very relevant point of this method is the speed it instills in the work, which makes the recruitment process shorter, and with more efficient results.
Finally, the best aspect of the STAR method is that it really allows us to have a more transparent knowledge of the candidates, as people, as beings with weaknesses, but with countless strengths.
It allowed us to know true stories and see emotions.
The STAR method has a fantastic effect on behavior demonstrations, as by making the candidate relive a past history in a work context, it makes him relive the emotions felt, and their values; and this gives us precious information in terms of recruitment.