Depends on the job and the question.

I had a candidate that didn't believe they were allowed to make decisions, just carry out edicts of "the leaders" even if terrible idea. They didn't believe they should ask questions to clarify or help structure the request. This person has worked at a higherarchial bank then a rule by fiat game studio.

There's no way I could have used this person at our company. Didn't matter their tech chops. They would have been a disaster. In this case behavioral would have caught them.

Instead I asked a tech question which they failed hard and started blaming the recruiter on for not knowing this was a tech position. I tried pivoting to behavioral and it went downhill from there.

I had to try and save the interview by talking about games war stories for 45 minutes taking us over by 30 minutes. It was not great.

But if I had caught it with behavioral I would still had to ask the tech question for fairness. So I'm not sure what would have helped.

I worked in a team where the behavioral part of the interview was nearly impossible to fail. (Someone managed to, but that's a different story). Basically, they just needed to seem enthusiastic about the position, and not commit any HR-worthy offenses during the onsite interview.

However, we had a very high, quantified technical bar, and the recruiters were extremely good at selecting candidates that had demonstrated success elsewhere (top of class, winning coding competitions, managed teams, shipped stuff, worked with trusted engineers / researchers outside the company, etc, etc.)

The result was the strongest team I've ever worked with. We ended up having to let go about 1-3% of new hires, sometimes due to technical skills, sometimes due to lack of motivation / team fit.

More behavioral questions might have filtered out half of the people that didn't work out. However, we also ended up with some socially awkward, uber-nerd types with performance that was way above that of the stereotypical 10x engineer outliers. (They weren't awkward in a hostile work environment way -- those were not tolerated, and were usually filtered out via interviews! Instead it was more things like not being great at getting credit for their work, or at reading social cue's like "I'm busy", or "I have no idea what branch of discrete warp manifold <-> flux capacitor interconnection techniques you're talking about, but I see you're going to keep talking for 10 minutes")

So, if you're at a giant company with a low bar where organizational stuff matters more than technical contribution (like, say FAANG, where hiring targets are in the 1000-10,000's, not 10-100's), then behavioral questions make sense. (No offense to FAANG, but different stuff matters in larger companies.)

If you're at a smaller place where all-by-all communication still works, then I'd suggest keeping an extremely high technical bar, mostly ignoring the behavioral stuff, and then figuring out how to make sure you retain technologists that are not ladder climbers as the organization grows.