That’s why it’s time to talk about Critical Behaviour Interviewing (CBI)—a powerful yet underutilized method that moves us from talking DEI to hiring for it.

What is Critical Behaviour Interviewing?

CBI, often grouped under the broader umbrella of Competency-Based Interviewing, focuses on one simple principle:

Past behaviour is the best predictor of future behaviour.

Instead of asking hypothetical or generic questions, CBI invites candidates to describe how they’ve navigated real-world situations, especially those that required action aligned with core values—like fairness, empathy, courage, and inclusion.

Why It Matters for DEI?

We’ve all sat in interviews where candidates say, “I’m a team player” or “I really believe in inclusion.” But what does that look like in practice?

CBI pushes past performative answers and uncovers evidence of inclusive behaviours in the moments that matter.

At a global tech firm, two final-round candidates had identical resumes. Both were qualified.

But one had a powerful story:

She shared how a teammate’s ideas were constantly dismissed in meetings—because of an accent. Instead of staying silent, she raised it with the facilitator, suggested a round-robin format, and ensured everyone’s voice had space.

That story said more about her values—and how she’d shape culture—than any bullet point on her resume.

The Critical Behaviours That Signal Inclusion:

Here are just a few areas where you can apply this technique:

Allyship & Advocacy

• Tell me about a time you spoke up for someone who was being treated unfairly.

Cultural Awareness

• Share a situation where you had to work with someone very different from you. What adjustments did you make?

Inclusive Collaboration

• Have you ever changed how you lead or communicate to make space for others to thrive?

Integrity in Action

• Describe a moment when doing the right thing wasn’t the easy thing.

These aren’t trick questions. They’re windows into someone’s lived behaviours—and whether those behaviours contribute to a culture of equity and belonging.

Why Your Interviewers Need to Be Trained on This?

You can design the best DEI strategy in the world. But if your hiring managers aren’t trained to spot inclusive behaviours—or even worse, if they mistake “cultural fit” for “similar to me”—you’ll keep hiring the same types of people.

Here’s what CBI training gives your interviewers:

• Structured questions that reduce bias
• Rubrics for assessing inclusive behaviours fairly
• Confidence to challenge surface-level answers
• Language to dig deeper without overstepping

CBI makes your interviews not just more inclusive—but more effective. You hire for what people have actually done, not just what they say they believe.

Closing Thought

Inclusion doesn’t happen by accident. It happens when leaders are intentional—about what they value, what they reward, and who they bring in.

So, here’s the question for every HR leader and hiring manager:

Are your interviewers trained to assess inclusive behaviour—not just credentials?

It’s time we start hiring for the culture we want, not just the roles we need.

I’d love to hear from you—what inclusive behaviours do you believe every hire should demonstrate? Are you using CBI in your hiring process?

The post Hiring for Inclusion : Why Critical Behaviour Interviews Are the Game-Changer We’re Overlooking appeared first on Viji Hari.

But what happens when a respondent is mentally unfit to participate in the inquiry?

How should the Internal Committee (IC) proceed while staying compliant with the POSH Act—and also being trauma-informed, fair, and inclusive?

Let’s walk through a real-world-inspired scenario and break down the key steps the IC must take.

Case Scenario: When the Accused Is Mentally Unwell

Aarti, a young employee at a tech firm, files a formal PoSH complaint against Rajeev, her senior colleague. She alleges persistent, sexually suggestive jokes and boundary violations.

The IC steps in to initiate proceedings.

But something is off.

Rajeev seems disoriented, confused, forgetful. He breaks down during questioning. His manager shares that he’s battling bipolar disorder and had a relapse recently.

What now?

Understanding Mental Unfitness in PoSH Cases

Mental unfitness can be:

• Temporary (e.g., trauma, panic attacks, depressive episodes)
• Chronic (e.g., schizophrenia, PTSD, bipolar disorder, cognitive impairments)

The IC must tread carefully—protecting workplace safety while respecting individual dignity.

What the POSH Law (and Beyond) Says

While the PoSH Act doesn’t directly address mental incapacity, several provisions support a trauma-sensitive approach:

Section 9(2) – Extension of complaint filing deadline in valid cases
Rule 6(2) – IC must assist if complainant is unfit
Rule 9 – Allows for counselling
Section 12 – Interim relief like leave, transfer
Section 13 – Post-inquiry actions

Also relevant:

BNSS Section 367 – Trial suspension for unsound mind
BNS Section 84 – No criminal liability for acts by unsound individuals

How Can the IC Responsibly Proceed?

Here’s a 6-step playbook for handling mentally unfit parties:

1. Identify the Signs

Delusions. Confusion. Emotional breakdowns. Avoidance. Aggression.
These aren’t just red flags—they’re signals for support, not stigma.

2. Request Medical Evaluation

Before making assumptions, get a licensed psychiatrist’s assessment.
Always obtain informed consent.

3. Adjust the Inquiry Process

• Written responses > verbal interrogation
• Allow support person/guardian
• Use calming, neutral spaces
• Keep language simple
• Shorter, paced sessions

4. Document Everything

From observations to accommodations—track it all. It strengthens the inquiry’s credibility.

5. Maintain Dignity & Confidentiality

No labels. No gossip. No bias.
Be empathetic, but grounded.

6. Suspend or Defer if Needed

If participation is harmful to the individual, pause the process. Resume only when they’re medically fit.

What If Rajeev Is Found Guilty?

Despite his condition, if the IC finds enough evidence, it can recommend action under Section 13:

• Written apology
• Counselling/psychiatric treatment
• Transfer
• Withholding increments
• Termination (in severe/repeat cases)
• Sensitization training

Remember: Mental illness doesn’t excuse harmful behavior, but it requires sensitive handling.

The IC’s Role Is Delicate—But Doable

Balancing legal, ethical, and emotional dimensions is never easy.

But with the right tools, clarity, and empathy, the IC can:

• Ensure justice for complainants
• Respect the mental health needs of respondents
• Preserve workplace safety and dignity

At CecureUs, we guide organizations through complex POSH scenarios. From IC training to real-time case support, our mission is to build workplaces that are safe, inclusive, and trauma-informed.

 Reach out if you need help navigating tough PoSH cases involving mental health.

 Feel free to reshare or tag someone in HR or compliance who needs to read this.

The post When Mental Health Meets POSH : How Should the IC Respond? appeared first on Viji Hari.