How To Master A

Competency-Based Interview






Adapted from the book Competency- Based I nterviews by Robin Kessler

The New Competency- Based Strategy

Todaymoreinterviewersatthebestorganizationsareusingbehavioralinterviewingtechniquestohelp
[Link]
evaluatethecandidatesfitforthepositionbasedontheirperceivedcompetencylevelandassessthe
candidatesnonverbalandverbalcommunicationinamoresophisticatedway.
Organizationsusemanydifferentnames,includingtargetedselectioninterviewingandevidencebased
interviewing,todescribewhatisessentiallycompetencybasedinterviewing.
Thistypeofinterviewusesbehavioralquestionstohelptheinterviewerassessthecandidatebasedon
[Link]
behavioristhebestpredictoroffuturesuccess.
UnderstandingCompetencyBasedInterviewSystems
[Link]
theinterviewersaskcandidatesbehavioralquestionstargetingeachcompetencyareaidentifiedas
[Link]
[Link]
thenprobesforadditionalinformation;includinglookingataccomplishmentsfromtheperspectiveof
differentcompetencies.

Anexampleofthesecondtypeofcompetencybasedinterviewsstartswiththeintervieweraskinga
[Link]:
Acompletedescriptionoftheaccomplishment.
Thecompanythecandidateworkedforandwhatitdid.
Theactualresultsachieved:numbers,facts,changesmade,details,amounts.
Whenittookplace.
Howlongittook.
Theimportanceofthisaccomplishmenttothecompany.
Thecandidatestitleandrole.
Whythecandidatewaschosen.
Thethreetofourbiggestchallengesfacedandhowtheyweredealtwith.
Afewexamplesofleadershipandinitiative.
Someofthemajordecisionsmade.
Theenvironmentandresourcesavailable.
Howthecandidatemaderesourcesavailable.
Thetechnicalskillsneededtoaccomplishtheobjective.
Thetechnicalskillslearnedandhowlongittooktolearnthem.
Theactualrolethecandidateplayed.
Theteaminvolvedandallofthereportingrelationships.
Someofthebiggestmistakesthecandidatemade.
Howthecandidatechangedandgrewasaperson.
Whatwouldthecandidatedodifferentlyiftheycoulddoitagain.
Aspectsoftheprojecttrulyenjoyed.
Aspectsthatthecandidatedidnotespeciallycareabout.
Thebudgetavailableandthecandidatesroleinpreparingitandmanagingit.
[Link].
Howthecandidatedevelopedtheplan.
Howdidthecandidatemotivateandinfluenceothers,withspecificexamplestoprovethe
claims.
Providespecificexamplesofdealingwithconflicts.
Provideanythingelsethatwasimportanttothesuccessoftheproject.

Typically,mostorganizationshaveidentifiedthreetofiveprimaryquestionstargetingeachcritical
competencyareathatinterviewersmayusetogettheinformationfromthecandidateneededtoassess
theirlevelofcompetency.

I dentifying Key Competencies

Itisimportanttotakethetimetolearnwhattheorganizationislookingforbeforetheinterviewifyou
wishtoconvincetheinterviewerthatyouarethebestcandidateforthejob.
Countriessharingthesamelanguagecanhavedifferentprioritiesforcompetenciesandwithineach
countryyoucanexpecttohaveorganizationswithdifferentneedsanddifferentcompetencies.
Organizationsdeveloptheirownlistofcompetenciesandmayworkcloselywithconsultantstobenefit
fromtheirexpertiseincompetenciesandcompetencymodeling.
Someorganizationshaveidentifiedcompetenciesfortheirpositions,andtheyarelistedaspartoftheir
[Link](orsimilarwordssuchassuccessfactors,dimensionsor
values)[Link]
havedirectlylistedtheircompetenciesfortheposition,butinreality,theyarealllookingforcompetent
peoplefortheirpositionswhetherornottheyhaveformallyidentifiedcompetencies.
Whenthecompetenciesarenotdirectlyidentified,youneedtodoseveralthingstoidentifythe
competenciesforthepositiononyourown,[Link]
competenciesare:
1. Thinkabouttheobviouscompetenciesforthepositions.
2. Lookatadvertisementsandpostingsfromcompetitors.
3. Compilealistofcompetenciesfromothersourcesincludingemploymentwebsites,
advertisementsinnewspapers,magazinesandjournals,professionalassociationsandthe
organizationswebsite.
[Link]
order,theyarejustthemostcommon.

1. Achievement/ResultsOrientation
2. Initiative
3. ImpactandInfluence
4. CustomerServiceOrientation
5. InterpersonalUnderstanding
6. OrganizationalAwareness
7. AnalyticalThinking
8. ConceptualThinking
9. InformationSeeking
10. Integrity
















Know What I nterviewers are Trained to Look For

Alwaysconsidertheorganizationsneedsfirst,[Link]
youneedtothinkabouthowyoucanprovideevidencetotheinterviewerthatyouarecompetentinthe
areastheorganizationsneedstobesuccessful.

WhatHaveInterviewersAlwaysBeenLookingFor?
[Link]:
1. Canyoudothejob?Doyouhavetherightexperienceandeducationforthework?
2. Willyoudothejob?Youmayhaveagreateducationalbackgroundandthebesttechnical
experience,[Link],hardworking,anddeterminedstill
countsforquiteabitwithmostinterviewers.
3. Howwelldoyoufitwiththeirpeople,department,[Link]
[Link]
[Link],youneedtorecognizethatinterviewersaregoingtobetryingto
determine:
Doyouhavegoodsocialskills?
Areyouarticulate?
Doyouusegoodgrammar?
Areyoudressedappropriately?
Dotheylikeyou?
Doyouhavethesamesenseofhumorastherestofthegroup?
Doyouseemtoknowhowtohandleyourselfappropriately?
Howwillyourpersonalityfitwiththepeopleyouwillneedtoworkwith?

WhatareInterviewersTaughttoAvoidLegalProblems?
Mostsophisticatedorganizationstraintheirinterviewerstoavoidaskingquestionsthatcancausea
[Link],states,andprovinceshaveemploymentlaws
inplacetoprotecttheircitizensandresidentsagainstdiscrimination.
IntheUSAinterviewersaretrainedtofocustheinterviewonwhatittakestobesuccessfulonthejob
[Link],interviewers
aremorelikelytoaskquestionsaboutthepersonallifeofacandidateasawaytogettoknowhimor
her.
Competencybasedinterviewsarehighlystructuredandprovideinterviewerswithalistofthreetofive
[Link]
[Link]
needstobesuccessful.

HowareInterviewersTrainedDifferentlyforCompetencyBasedInterviews?
Theyfocusonthekeycompetenciesforaparticularpositionandcorecompetenciesforthe
[Link]
moreaccurately.
Usually,theinterviewergoesthroughtheintroductionsandclarifiessomethingsinthecandidates
[Link]
lookatthethreemainpartsofanyanswertoabehavioralquestion:Situation/Task,Action,andResult
(STAR).
1. Situation/[Link],taskorproblemthatyouaregivingtoanswerthe
[Link]
ofSituationorTask(PARProblem,Action,Result).
2. [Link]?Whatdecisionsdidyoumake
tohandlethetaskorresolvetheproblem?
3. [Link]?Howdiditbenefittheorganizationoryour
department?Whatdidyoulearnthatwillhelpyoubeevenstrongerinthefuture?Anymajor
lessonslearnedforyouoryourorganization?Didyoumakemoneyfortheorganization?Did
yousavetime?
[Link]
conveyinformationandideasthroughavarietyofspeaking/mediatoindividualsorgroupsinamanner
thatengagesthemandhelpsthemunderstandandretainthemessage.

Expect Competency- Based Behavioral Questions

[Link].
Lookatthekeycompetenciesidentifiedforthepositionyouplantointerviewfor.
Thinkaboutyourstrongestaccomplishmentsthatproveyourcompetenceineachkey
[Link]
yourresume.
Pickexamplestotalkaboutthatshowashighalevelofcompetenceaspossible,unlessyouare
interestedininterviewingforapositionyouareoverqualifiedfor.
Thinkabouthowtoexplaintheaccomplishmenttotheinterviewerusingconventionallanguage.
[Link]
situation/task,problem,actionandresult.
Remembertobepositiveandtomakesureyournonverbalcommunicationsupportswhatyou
[Link].
Whatordershouldyouusetotalkaboutsituation/task/problem,actionandresult?Thatdependson
[Link]
[Link],whatismostimportanttothe
interviewershouldtakepriorityoverwhatismostimportanttoyou.
Youneedtoconsiderthefollowingwhengettingreadytoansweracompetencybasedinterview
question:
[Link]
[Link]
arecomfortablewiththetermsusedintheorganizationsculture.
Bepreparedtoanswerfollowupquestionsprobingyourinitialanswerforadditionaldetailsor
competencyrelatedinformation.
Chooseexamplesyouarewillingtotalkaboutindetail.
Prioritizethepartsofananswerandalwaysmakeyourmostcriticalpointsfirst.

Look Like a Strong Candidate

Thinkingaboutgoodanswerstobehavioralquestionstargetingthecompetenciesforthepositionyou
[Link],actthepartandcome
acrosstotheinterviewerasastrongcandidate.
[Link]
answers,youshould:
Maintaingoodeyecontact.
Dressappropriately.
Usetherightgestures.
Haveagood,firmhandshake.
Behaveappropriately.
Smileatappropriatetimes.
Respectyourinterviewerspersonalspace.
Respondtoyourinterviewersnonverbalcommunication.
Avoidgivingamixedmessagewhereyournonverbalcommunicationcontradictsyourwords.
Deliveryouranswersinanorganizedway.
Talkwithyourinterviewerinaconversationalway.

Therightnonverbalcommunicationtousewillbedifferentbasedonthecountry/culturethe
organizationisinandperhapsthecultureoftheinterviewer.

Besidesansweringacompetencybasedinterviewquestiontheinterviewerwouldnoticethefollowing
whichwouldsignalastrongcandidateinthecompetencyAchieveResults.
Doesthecandidateexplaintheresultsusingquantitativeandqualitativedetails?
Aretheanswersorganized,logical,conciseandcomplete?
Istheemphasismoreonresultsthanprocess?Dotheresultsseemtobeapriorityforthe
candidate?
Didthecandidategettothepointquickly?
Didtheintervieweemaintaingoodeyecontactandshowthathe/shewereengagedinthe
conversation?
AninterviewerwouldconsideracandidatetobestronginthecompetencyImpactandInfluenceifthey
were:
Almostalwaysassertive,notaggressive,andconsiderthelongtermrelationship.
Abletoknowhowtoselltheirideaseffectivelywithoutsellingtoomuch.
Goodatreadingpeople.
Goodatunderstandingsubtletiesandusingthemtoconvinceothers.
Abletousestoriesandhumortomakepointsandpersuadeotherstochangetheirpointof
view.
Goodinterviewersmayperceivesomeoneasnottellingthetruthifthey:
Givecontradictoryexamples.
Contradicttheirwordswithnonverbalcommunication.
Fidgetoravoideyecontactatspecific,relevanttimes.
Sitverystillandmovelessthanothercandidates.
Talkmoreslowlyandmakemistakesverbally.
Pausesbeforeandduringcommunication.
Usegeneraltermsthatimplysomeknowledge.
Arelessspecific,moregeneralandvague.
[Link].

Other I mportant I nterview Tips

IfyouareaskedWhyareyouinterestedinthisposition?
Focusonhowyourexperienceandinterestsmatchthecompetenciestheemployerislooking
for.
Astrongcandidatewouldgivespecificexamplestosupportwhatheorsheissaying.
IfyouareaskedTellmeaboutyourself,youshould:
Keypoint:Whataboutyoudoestheemployerneedtoknowtorealizeyouhavetheright
competenciestohelptheorganizationbesuccessful?
[Link],organizedandconcise.
Focusonyourprofessionalexperiencethatisrelevanttothisposition,notyourpersonallife.
Belogicalandfolloweitherthetraditionalchronologicalapproachorbrieflydiscussyour
backgroundandeducation,andspendmostofthetimefocusedonyourcurrentstrengthsand
competencies,andwhatyouwanttodonext.
Whenyouareaskedquestionsaboutsalary:
Answerthequestionaboutyourcurrentsalaryunlessthereisagoodreasonnotto.
AnswerthequestionaboutsalaryexpectationsbysayingsomethinglikeIamsureifyoudecide
Imtherightpersonforthejobthatyouwilldotheverybestyoucanforme.
Themostimportantthingstorememberwhenyouareaskedaboutyourstrengthsis:
Emphasizeyourstrengthsthatmatchthecompetenciestheemployerneeds.
Choosethreetofouroftherelevantcompetenciesforthepositionthatarestrengthsofyours.
Starttheanswerwiththecompetencythathasthegreatestweightandismostimportanttothe
employer.
[Link]
puttheminyourownlanguage.
Listencarefullytothisandotherquestionstoknowwhetheryouarebeingaskedaboutone
strengthorstrengthswiththesattheendwhichispluralandmeansyouhavetogiveatleast
twoexamples.
Whenyouareaskedtoidentifyyourbiggestweakness:
[Link]
diplomaticallyhonestandoriginal.
Chooseaweaknessnotrelatedtothekeycompetenciesneededforthepositionyouare
interviewingfor.
Selectaweaknessthattheinterviewermayhavealreadynoticedintheinterview.
Youneedtoanswerthisquestionbecauseeveryonehasweaknessesanditisnotbelievableto
sayyoudont.
[Link]
onlyonewhothinksitisfunny.
Ifyouareaskedaboutacompetencythatyoudonthaveorcantprove:
Talkabouthowyouhavecompensatedbyusingyourstrengthsinanothercompetency.
Acknowledgethegapandexplainwhatstepsyouhavetakentoovercomeit,[Link]
classorprojectthatwillgiveyoutheevidencetoclosethegapinthefuture.
Othertips:
Wearclothesthatareconsideredconservativeforyourarea.
[Link]
writeaneffectivethankyounote.
Plantoarrive5to10minutesearly.
Beprofessionalanddiscreetwhentalkingaboutpastemployers.

Send a Thank- You Note

Thankyounotesarestillimportantintodaysworld,soitishelpfultowriteapersonal,nongeneric
thankyounotetotheinterviewer.
Thethankyounoteisareflectionofyousomakesureyouusecapitallettersatthebeginningof
sentences,usecompletesentencesthathavegoodpunctuation,[Link]
smileyfaces,Internetlingosuchaslolandemoticonssuchas:)inyourthankyounote.
Intodaysbusinessenvironmentcandidatesshouldplantosendthanyounoteswithin24hoursusinge
[Link]
thissituationinhelpingmakeadecisionconsiderhowtechnologicallyadvancedthenonprofitseemsto
[Link]
thehoursof6AMandmidnightwhenmostpeopleareawake.
[Link]
panelandknowthenamesandtitlesofeveryoneontheinterviewpanel,youcanwriteindividualized
notestoeachinterviewer.
Whenyouwritethethankyounote:
Telltheinterviewerthankyouthatyouappreciatehis/hertimeortheopportunitytohavean
[Link].
Second,telltheinterviewersomethingabuthow,afterspeakingwiththemyouareevenmore
interestedinthepositionandareconvincedthatyouwouldbesuccessfulintheposition.
[Link]
yourcommentstosomethingthatwassaidintheinterview,[Link]
whenyoutalkedtomeabout.)
Third,telltheintervieweryouarelookingforwardtohearingfromtheminthenearfutureand
wouldbehappytoansweranyquestionsorprovideanyadditionalinformationtheymayneed.
[Link]
youstartoffusingthewordsDear(name),makesureyouclosewithasalutation(Sincerely,)
beforeyourname.