Competency Based Interviews

Prepare yourself for a Competency Based Interview

Name Date

Ifeanyi Kingsley
23 September 2011

!is report !as been prepared as part of an S"# $esearc! pro%ect and is not commercially available&

Competency 'otential $eport

Introd(ction
This report is designed to help you prepare for a Competency Based Interview. Competency Based Interviews are increasingly being used by employers as they have been shown to help make selection decisions more objective and effective. "Competencies" refer to the job related behaviours that good performers display! and a Competency Based Interview aims to measure how likely you are to e"hibit these behaviours.

The #uestionnaire that you recently completed is designed to identify which of these behaviours come easily to you and which ones you might find more difficult$ or have to work harder to achieve. This insight into your likely strengths and weaknesses should aid your preparation for an interview.

Str(ct(re of t!is report

This report divides competencies that influence performance across many different jobs into % broad areas. &ach area is described in terms of its relevance and importance to particular job functions. 'ou can see e"amples of jobs where this competency area is most relevant! and e"amples of what it means to demonstrate this competency$ or what "good looks like" are also listed.

(or each competency area your potential has been assessed based on the responses you gave to the #uestionnaire and is presented in terms of the likelihood that this area is one of your strengths.

)e have also included some e"ample #uestions related to the % competency areas that you might be asked in your job interview. Competency Based Interviews usually involve situation based #uestions$ which target the specific behaviours that you have displayed in a previous situation that related to this competency. To succeed in such an interview$ you*ll need to have strong and relevant e"amples which illustrate your behaviours in the past.

)o(r Competency 'otential $eport

)hen considering the description of your competency potential$ it is important to remember that it+s based on the answers you gave and represents the way you see your own behaviour$ rather than how your behaviour might be seen by someone else. The #uestionnaire is not infallible and$ as with all #uestionnaires$ its accuracy depends on how honest and candid you were when you completed it.

This report summarises your potential in % broad areas of competence. It gives an indication of your likely strengths and areas which you may re#uire development. It is important to remember that none of these behaviours are static and a low score means that the behaviour is less likely to come naturally to you$ but can #uite possibly become one of your strengths if you work on it,

$eport Key
The overall likelihood of you displaying a strength in each area is shown in the bar graphs on the right hand side of the report as shown below.

1 *nli+ely to be a strength #ess li+ely to be a strength ,oderately li+ely to be a strength -(ite li+ely to be a strength .ery li+ely to be a strength

S(mmary of yo(r Competency 'otential

The table below shows a summary of your competency potential in the % competency areas assessed. -escriptions and e"ample interview #uestions for these % competency areas can be found on the ne"t few pages of this report.

S"# /reat 0 Competency areas 1 .eading and -eciding /upporting and Cooperating Interacting and Presenting 0nalysing and Interpreting Creating and Conceptualising 1rganising and &"ecuting 0dapting and Coping &nterprising and Performing
at 0 Co

#eading and Deciding

1 ,oderately li+ely to be a strengt! for yo(

These behaviours are important for roles of increased influence and responsibility$ and mostly associated with leadership and management. People in such roles need to be prepared to make difficult decisions and take responsibility for them. )hen leading other people$ it is important to attend to both task and person side of issues. The work of others has to be structured$ organised and coordinated. 0t the same time$ managers need to support personal development$ reward good performance and motivate people to achieve work goals. 12ample $oles w!ere t!ese be!avio(rs are important3 2anagers3/upervisors 4udges Company -irectors /urgeons Politicians 2ilitary 1fficers

4!at /ood #oo+s #i+e3 0cting decisively and taking responsibility. Being prepared to make difficult decisions and take calculated risks. &mpowering$ developing and motivating others. -efining roles and responsibilities and coordinating others. 5ecognising and rewarding good performance and building effective teams.

12ample Interview -(estions3 5(tline a sit(ation t!at re6(ired yo( to ta+e a partic(larly 6(ic+ and definitive decision& )hat factors did you take into account when making your decision6 7ow comfortable were you at having to make such a #uick decision6 7ow might your decision have been different if you had had more time to consider the issues involved6 ell me abo(t a time w!en yo( !ad to ta+e c!arge of a gro(p of people in order to ac!ieve a partic(larly important o(tcome& 7ow did it come about that you took this leadership role6 7ow did others respond to you in this role6 7ow would you describe your leadership style in this situation and how effective was it on this occasion6 /ive me an e2ample of somet!ing yo( !ave done to bring o(t t!e best in anot!er person or w!en yo( created a learning opport(nity for someone& 7ow successful were you in your endeavour6 )hat does empowerment mean to you as a manager6 )hat skills would you like to improve to aid you to manage and set up learning opportunities6

S(pporting and Co7operating

1 -(ite li+ely to be a strengt! for yo(

8nderstanding other people$ being tolerant and sensitive to their feelings$ and treating them fairly and ethically are important behaviours when working in direct contact with other people$ such as colleagues$ clients or customers. )hen working as part of a team it is very important to support others and cooperate rather than compete. &"pressing sympathy is the key behaviour in supporting the emotional needs of people with difficulties such as medical patients. 12ample $oles w!ere t!ese be!avio(rs are important3 9urses Counsellors :eneral Practitioners 5etail 0ssistants Customer /ervice )orkers 0ny job that involves working closely with a team

4!at /ood #oo+s #i+e3 Putting the team first and offering support to other team members. Consulting others and recognising their contributions. 8nderstanding other people$ showing sympathy when necessary. Tolerating other people+s views and needs. 0cting ethically and treating people fairly. Providing service by responding to client needs$ showing courtesy and dealing appropriately with dissatisfied customers. 12ample Interview -(estions3 /ive me an e2ample of w!en yo( !ad to be partic(larly s(pportive to ot!ers in a team& )hat factors did you consider when trying to decide how best to support them6 7ow in touch do you think you were with their feelings and concerns6 7ow did you identify what type of support was needed6 ell me abo(t t!e last time t!at yo( were faced by a moral or et!ical dilemma at wor+& 7ow did you feel6 7ow did you resolve the dilemma6 )hat factors affected how you dealt with the situation6 /ive me an e2ample of a time w!en yo( !ad to satisfy a partic(lar c(stomer or client need 8t!is co(ld be an internal or e2ternal 9c(stomer9:& 7ow did you ensure that you set and delivered to agreed timescales and delivery standards with the customer6 7ow did you make sure that the client3customer was fully satisfied with your work6 7ow effectively do you think you satisfied the client+s e"pectations6

Interacting and 'resenting

1 -(ite li+ely to be a strengt! for yo(

In order to win people round to a particular point of view$ as in sales related roles$ it is important to make a good first impression$ be confident$ convincing and have good presentation skills. 2ore broadly$ to interact successfully with others and build productive relationships$ one needs to be adaptable$ take time to build and maintain people networks$ and deal tactfully with any disagreements. 12ample $oles w!ere t!ese be!avio(rs are important3 /ales 0gents 2arketing 2anagers .awyers3Barristers 5ecruitment Consultants Public 5elations 2anagers 2anagement Consultants &state 0gents

4!at /ood #oo+s #i+e3 ;uickly establishing lasting and useful relationships with people. /uccessfully negotiating$ mediating and persuading. Communicating and presenting effectively$ adapting style to suit the listener<s=. 12ample Interview -(estions3 ell me abo(t a time w!en yo( fo(nd it diffic(lt to b(ild an effective wor+ing relations!ip wit! a c(stomer or colleag(e&

7ow did you deal with this6 )hat efforts did you make to understand the situation from other people+s perspective6 To what e"tent did your relationship change6 Describe a sit(ation w!ere yo( !ad diffic(lty pers(ading someone aro(nd to yo(r point of view& )hy did you try to persuade him3her6 7ow successful were you6 )hat did you do to try and persuade them and what would you do differently ne"t time6 ell me abo(t a time w!en yo( !ave !ad to present ideas or information in a formal setting to ot!ers 8s(c! as a presentation to a gro(p of people:& 7ow did you feel during the presentation6 7ow did you decide what style to adopt in the presentation6 7ow do you feel the presentation went$ and what feedback did you receive6

;nalysing and Interpreting

1 ,oderately li+ely to be a strengt! for yo(

These behaviours are important for roles re#uiring good analytical skills. )hen working with information or solving problems$ it is important to evaluate and review critically and produce solutions that are rational$ practical and based on evidence. Communicating information and ideas effectively in writing and sharing e"pertise with others is essential for knowledge to disseminate through an organisation. 12ample $oles w!ere t!ese be!avio(rs are important3 &conomists Physicists Political 0nalysts &ngineers /tatisticians Computer /cientists 0ctuaries IT 0nalysts Business 0nalysts

4!at /ood #oo+s #i+e3 :athering information and evaluating it critically 2aking rational judgements and producing solutions to problems. )riting in an engaging style and adapting writing style to suit the intended reader. /haring information and e"pertise with others. 0ctively seeking to develop job knowledge and skills and to learn about the organisation and its market . 12ample Interview -(estions3 Describe a %(dgement t!at yo( !ave !ad to ma+e t!at re6(ired yo( to be especially rational and ob%ective&

To what e"tent did your final judgement differ from your own initial view of the situation6 7ow typical was this of your usual approach when analysing issues or problems6 )hat information did you collect to ensure that you remained objective6 4!at type of written doc(ments do yo( prod(ce in yo(r c(rrent 8most recent: role< )hich of these do you find most difficult or challenging to produce and why6 7ow much do you enjoy this aspect of your work6 7ow do you decide how to structure your written work and the level at which to pitch it6 )hat feedback have you received about your written communication at work6 4!en was t!e last time yo( attended any +ind of training< )hat did it involve6 7ow did you apply the information6 )hat feedback did you receive after the training6

Creating and Concept(alising

1 ,oderately li+ely to be a strengt! for yo(

Creativity and imagination are crucial for tasks and roles that re#uire producing something new and original. It is not only creativity that drives innovation$ but also providing the right environment for new ideas to flourish. 0ll areas of work have emerging knowledge or technology$ and it is important to be open to these new ideas and be keen to learn. Concentrating on the big picture and thinking about the long term are also important for achieving ambitious$ long term objectives. 12ample $oles w!ere t!ese be!avio(rs are important3 (ashion -esigners Product -esigners 0rchitects Choreographers Creative )riters )eb -evelopers Biochemists Physicists /trategy Consultants

4!at /ood #oo+s #i+e3 :enerating new ideas and readily considering new or unconventional approaches. 0nticipating future trends and imagining future possibilities. 7aving a clear vision of long term goals and developing strategy to achieve them. 12ample Interview -(estions3 /ive me an e2ample of w!en yo( !ave s!own creativity& Talk me through the processes that you went through when generating ideas or

alternatives. 7ow many alternatives did you generate6 7ow did you decide which idea or alternatives to apply in practice6 7ow well did your idea<s= work in practice6 /ive me an e2ample of a time w!en yo( (sed a less common approac! to wor+& )hy did you choose to follow this approach6 )hy do you think your approach was different6 )hat was the end result6 o w!at e2tent !as yo(r c(rrent 8or previo(s: role allowed yo( to t!in+ strategically< -escribe the time scales under which you typically plan and operate. 7ow much do you enjoy planning in the longer term6 -escribe your role in a strategic planning process in which you have been involved. 7ow do you go about balancing day to day issues with those that are more long term6

5rganising and 12ec(ting

1 ,oderately li+ely to be a strengt! for yo(

0ll employers want people who are organised$ conscientious$ committed$ follow rules and can be relied upon to work on a task independently. These #ualities are particularly important for busy roles where accurate and reliable e"ecution is the key. )hen planning and managing projects$ or scheduling and organising events$ it is important to prioritise$ multitask and use time effectively. -elivering work of high #uality re#uires commitment$ effort and an eye for detail. 12ample $oles w!ere t!ese be!avio(rs are important3 0uditors Computer /ystems 0dministrators Project 2anagers 0viation Inspectors 0ccountants Personal 0ssistants (acilities 2anagers 7ealth and /afety Inspectors Production 2anagers

4!at /ood #oo+s #i+e3 )orking towards high standards and constantly monitoring and improving own performance. -eveloping realistic and achievable plans$ breaking work down into manageable parts. )orking systematically$ setting objectives and prioritising effectively. 8sing time efficiently and monitoring progress against deadlines and milestones. Being committed to e"cellence and the organisation. 0ccepting direction and complying with rules. Being dependable and working well autonomously. 12ample Interview -(estions3 4!at is t!e most c!allenging pro%ect or piece of wor+ t!at yo( !ave !ad to organise<

7ow did you structure the project and your planning of it6 )hat made this project so challenging6 .ooking back$ how could you have been better prepared or organised6 /ive me an e2ample of w!en yo( !ad to wor+ to an important deadline& )hy was this deadline so important and what did you do to ensure it was met6 To what e"tent did you meet the deadline and all that it re#uired6 )hat feedback did you receive afterwards6 Can yo( tell me abo(t a time w!en it was essential t!at yo( followed clear policies or proced(res< 7ow typical is it for you to follow rules and procedures in a situation like this6 7ow successful were you in following these policies and procedures closely6 7ow do you feel when operating in areas that do not have such clear policies and procedures6

;dapting and Coping

1 -(ite li+ely to be a strengt! for yo(

2ost organisations go through periods of change or high pressure and some jobs are likely to involve uncertain or stressful situations on a regular basis. 0djusting and not feeling threatened in unfamiliar environments re#uires fle"ibility and the acceptance of change as a normal part of life. &ffectively coping with pressure$ setbacks or criticism re#uires the ability to stay calm$ view things positively and switch off from work when rela"ing. 12ample $oles w!ere t!ese be!avio(rs are important3 Police -etectives 8mpires35eferees 2ental 7ealth Counsellors /ales 2anagers (ire /ervice )orker &"patriate )orkers

4!at /ood #oo+s #i+e3 0dapting and responding well to change. 5emaining composed and effective in ambiguous or uncertain situations. )orking productively under pressure and rela"ing outside work. >eeping emotions under control and maintaining a positive attitude despite setbacks. 8sing criticism constructively and not dwelling on unfair criticism. 12ample Interview -(estions3 4!at is t!e greatest c!ange t!at yo( !ave !ad to adapt to recently< 7ow was the need for change identified and what was its impact upon you6

7ow much variety do you like in your day to day work role6 )hat do you view as the benefits <and any disadvantages= of the changes6 Describe a sit(ation w!en yo( !ad to wor+ (nder a !ig! degree of press(re& 7ow did you feel whilst you were under this amount of pressure6 -o you think others would have noticed a change in your behaviour during this time6 )hat did you do to help you cope with this pressure and what might you do differently if this situation arose again ell me abo(t a time w!en yo( were (nfairly criticised& )hy do you think this happened6 7ow did you respond6 )hat was the outcome6

1nterprising and 'erforming

1 -(ite li+ely to be a strengt! for yo(

-emanding and results oriented roles need "go getting" and driven people$ who are ambitious and constantly stretch themselves to achieve goals. People who work hard$ persist and push themselves to the limit are generally the top performers in any organisation. In addition to drive$ thinking commercially is a key behaviour for generating new business and ma"imising revenues. 12ample $oles w!ere t!ese be!avio(rs are important3 /ales 0gents /tockbrokers (inancial 1fficers 5etail Buyers Treasurers Bankers 0ny target3results orientated job

4!at /ood #oo+s #i+e3 )orking energetically and enthusiastically and showing persistence. 0cting on own initiative and seeking new challenges and demanding goals. Thinking commercially$ prioritising financial considerations and actively seeking opportunities for new business. 12ample Interview -(estions3 Describe some partic(larly stretc!ing targets t!at yo( !ave wor+ed towards&

7ow were these targets set6 7ow motivating do you find targets like this6 7ow successful were you in reaching them6 o w!at e2tent does yo(r c(rrent 8previo(s: role re6(ire yo( to ta+e a commercial view of t!e organisation=s performance< )hat personal targets do you have in relation to commercial success6 7ow$ and to what e"tent$ do you measure your own performance against these kinds of factors6 7ow important is this in terms of your motivation6 /ive me an e2ample of a time w!en yo( !ave spotted a good b(siness opport(nity& )hat was this opportunity6 )hy did you think it was worthwhile6 )hat was the outcome6

The report herein is generated from the results of a #uestionnaire answered by the respondent<s= and substantially reflects the answers made by them. -ue consideration must be given to the subjective nature of #uestionnaire based ratings in the interpretation of this data. /7. :roup .imited can accept no liability for the conse#uences of the use of this report and this e"cludes liability of every kind <including negligence= for its contents. This report is confidential and should not be published in any way. This report has been prepared as part of an /7. 5esearch project and is not commercially available. ? /7. is a trademark of /7. :roup .imited registered in the 8nited >ingdom and other countries.