The critical incident method is an analytical technique that uses specific, real-life situations to determine which behaviour is effective or, conversely, less effective in a particular role. Staff and managers describe specific instances in which someone performed particularly well or particularly poorly, and these descriptions together form the basis for job requirements and assessment criteria. The method is particularly valuable for strategic workforce planning because it is based not on abstract skills, but on real-life work situations. In this article, we answer the most frequently asked questions about how to apply this method.
How does the critical incident method work in practice?
The critical incident method works by using structured interviews or questionnaires in which staff and managers describe specific situations that made a clear difference to the outcome of their work. For each incident, three elements are recorded: the situation itself, the behaviour exhibited by the individual, and the outcome of that behaviour. Dozens of such incidents are then analysed and grouped to identify patterns.
In practice, the process usually involves a number of steps. First, key informants are selected, such as experienced staff members and line managers. They are asked to describe five to ten specific situations in which a colleague achieved a notable result, whether positive or negative. Next, all the incidents collected are coded and categorised. Behaviours that recur consistently are grouped together to form behavioural indicators. These indicators ultimately form the building blocks for a job profile or appraisal system.
What types of behaviour are considered ‘critical incidents’?
A behaviour is regarded as a critical incident when it has had a measurable and clear impact on work performance, teamwork or customer satisfaction. It does not, therefore, concern everyday, routine actions, but rather instances where a person’s behaviour had a decisive influence on a situation, whether positive or negative.
Typical examples of critical incidents include:
- An employee who took the initiative in a crisis situation and thereby saved a customer relationship
- A team member who caused a conflict to escalate by not listening properly to colleagues
- A project manager who prevented an impending budget overrun through clear communication
- An employee who independently developed a new work process that came to be used more widely
The strength of this approach is that behaviour is always context-dependent. An incident does not describe what someone should not just what someone could have done, but what they actually did. This makes the information concrete and relatable to everyone within the organisation.
What is the difference between the critical incident method and a competency profile?
The main difference lies in the starting point. A competency profile begins with abstract characteristics such as “results-orientation” or “teamwork” and then breaks these down into behavioural indicators. The critical incident method works exactly the other way round: it starts with specific, real-life behaviours and only derives competencies or job requirements from them afterwards.
A competency profile is often based on what organisations wishes in an employee. The critical incident method is based on what actually makes a difference in real life. This distinction is relevant to strategic workforce planning, as it enables you to describe roles on the basis of proven successful behaviour rather than theoretical ideals.
Incidentally, the two methods are not mutually exclusive. In fact, many organisations use the critical incidents method specifically to assess existing competency profiles or to enrich them with practical examples.
When should you use the critical incident method in staff planning?
The critical incident method is most valuable in strategic workforce planning when you wish to describe roles that are highly context-dependent, or when existing job profiles no longer reflect current working practices. The method also provides a solid empirical basis for developing selection criteria, appraisal systems or development programmes.
Specific situations in which the method is particularly useful:
- In a job analysis: when a new post is created or an existing post undergoes significant changes
- When selecting: to develop interview questions that assess behaviour in real-life situations
- With regard to talent development: to determine which behaviours staff wish to develop further
- In the event of organisational change: to understand what behaviour is expected in the new situation
By 2026, we will see organisations increasingly seeking approaches that go beyond standard job descriptions. The critical incident method is well suited to this need, as it focuses on the human side of work.
What are the limitations of the critical incident method?
The critical incident method has a number of limitations which make it important to apply the method with care. The method is time-consuming, as gathering and analysing a sufficient number of incidents requires a considerable investment of time and attention from several people involved. Furthermore, the quality of the results depends heavily on staff members’ willingness and ability to recall and describe specific situations.
Other points to note are:
- People remember extreme behaviour better than average behaviour, which can sometimes lead to a distorted picture
- Past incidents do not always reflect the future challenges of a role
- The method requires a structured approach and some analytical skills in order to interpret the data correctly
These limitations are no reason to avoid the method, but they do indicate that it is most effective when used in conjunction with other tools.
How do you combine the critical incident method with other HR tools?
The critical incident method works best as part of a broader HR toolkit. If you combine it with a competency framework, you’ll end up with job descriptions that are both theoretically sound and recognisable in practice. If you link the method to a 360-degree feedback tool, you can use the behavioural indicators identified directly as assessment criteria.
Other powerful combinations include:
- Critical incident method and aptitude tests: the behavioural patterns observed in incidents can be compared with the cognitive and behavioural preferences identified by a talent assessment
- Critical incident method and career coaching: Employees can analyse their own incidents as a starting point for a career review
- Critical incident method and team development: By discussing incidents at team level, we develop a shared understanding of what effective collaboration means in practice
Furthermore, combining this with scientifically underpinned methods makes the results more robust and better suited to strategic workforce planning.
How Nieuwkans helps with strategic workforce planning
At Nieuwkans, we combine proven methods, such as the critical incident method, with personalised, tailored support. We believe that long-term employability begins with an understanding of what truly motivates and sets people apart. Our approach is always tailored to the specific situation of the employee and the organisation; we never offer a one-size-fits-all solution.
What we offer:
- Personal coaching focused on behaviour, leadership and career development
- Scientifically-based talent analyses using the BrainsFirst methodology
- Support with job analysis and development programmes for teams and individuals
- Tailor-made programmes for both employers and employees
Would you like to know how we can support your organisation with strategic workforce planning? Contact us and we’re happy to help you find the right solution. If you’d like more information about additional tools and methods, please take a look at Skillscapers.