How To Master A

Competency-Based Interview






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

The New Competency- Based Strategy

Todaymoreinterviewersatthebestorganizationsareusingbehavioralinterviewingtechniquestohelp
determinehowcompetentcandidatesareinthekeyareasmostcriticalforsuccess.Theyaretaughtto
evaluatethecandidatesfitforthepositionbasedontheirperceivedcompetencylevelandassessthe
candidatesnonverbalandverbalcommunicationinamoresophisticatedway.
Organizationsusemanydifferentnames,includingtargetedselectioninterviewingandevidencebased
interviewing,todescribewhatisessentiallycompetencybasedinterviewing.
Thistypeofinterviewusesbehavioralquestionstohelptheinterviewerassessthecandidatebasedon
criticalcompetenciesthathavebeenidentifiedbytheemployerfortheposition.Itisbelievedthatpast
behavioristhebestpredictoroffuturesuccess.
UnderstandingCompetencyBasedInterviewSystems
Therearetwotypesofcompetencybasedinterviews.Thefirststyleisthemostwidelyusedtypewhere
theinterviewersaskcandidatesbehavioralquestionstargetingeachcompetencyareaidentifiedas
beingimportanttobeingsuccessfulintheposition.Candidateshavetheopportunitytotalkabouta
numberofaccomplishments.Thesecondstyleasksthecandidatetolookatanaccomplishmentand
thenprobesforadditionalinformation;includinglookingataccomplishmentsfromtheperspectiveof
differentcompetencies.

Anexampleofthesecondtypeofcompetencybasedinterviewsstartswiththeintervieweraskinga
candidateabouttheirmostsignificantaccomplishment.Thentheyprobeforthefollowing:
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.
Howdidthecandidateperformontheprojectvs.theplan.
Howthecandidatedevelopedtheplan.
Howdidthecandidatemotivateandinfluenceothers,withspecificexamplestoprovethe
claims.
Providespecificexamplesofdealingwithconflicts.
Provideanythingelsethatwasimportanttothesuccessoftheproject.

Typically,mostorganizationshaveidentifiedthreetofiveprimaryquestionstargetingeachcritical
competencyareathatinterviewersmayusetogettheinformationfromthecandidateneededtoassess
theirlevelofcompetency.

I dentifying Key Competencies

Itisimportanttotakethetimetolearnwhattheorganizationislookingforbeforetheinterviewifyou
wishtoconvincetheinterviewerthatyouarethebestcandidateforthejob.
Countriessharingthesamelanguagecanhavedifferentprioritiesforcompetenciesandwithineach
countryyoucanexpecttohaveorganizationswithdifferentneedsanddifferentcompetencies.
Organizationsdeveloptheirownlistofcompetenciesandmayworkcloselywithconsultantstobenefit
fromtheirexpertiseincompetenciesandcompetencymodeling.
Someorganizationshaveidentifiedcompetenciesfortheirpositions,andtheyarelistedaspartoftheir
onlineadvertisements.Thekeycompetencies(orsimilarwordssuchassuccessfactors,dimensionsor
values)mayalsobepartofajobdescriptionthatarecruitercanprovide.Otherorganizationsmaynot
havedirectlylistedtheircompetenciesfortheposition,butinreality,theyarealllookingforcompetent
peoplefortheirpositionswhetherornottheyhaveformallyidentifiedcompetencies.
Whenthecompetenciesarenotdirectlyidentified,youneedtodoseveralthingstoidentifythe
competenciesforthepositiononyourown,beforetheinterview.Thethreemajorstepstoidentifythe
competenciesare:
1. Thinkabouttheobviouscompetenciesforthepositions.
2. Lookatadvertisementsandpostingsfromcompetitors.
3. Compilealistofcompetenciesfromothersourcesincludingemploymentwebsites,
advertisementsinnewspapers,magazinesandjournals,professionalassociationsandthe
organizationswebsite.
The10moststandardcompetenciesbeingusedbycompaniesarelistedbelow.Theyarenotlistedin
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,thenhowyoumatchthoseneeds.Beforetheinterview
youneedtothinkabouthowyoucanprovideevidencetotheinterviewerthatyouarecompetentinthe
areastheorganizationsneedstobesuccessful.

WhatHaveInterviewersAlwaysBeenLookingFor?
Theansweristhebestcandidateforthejob.Traditionallymostinterviewerslookforthreethings:
1. Canyoudothejob?Doyouhavetherightexperienceandeducationforthework?
2. Willyoudothejob?Youmayhaveagreateducationalbackgroundandthebesttechnical
experience,butmaylackmotivation.Beingdisciplined,hardworking,anddeterminedstill
countsforquiteabitwithmostinterviewers.
3. Howwelldoyoufitwiththeirpeople,department,organizationandculture.Thiscategory
coverssocialskillsandcommunicationstyle.Thisisacategorywherenonverbalcommunication
counts.Inanyinterview,youneedtorecognizethatinterviewersaregoingtobetryingto
determine:
Doyouhavegoodsocialskills?
Areyouarticulate?
Doyouusegoodgrammar?
Areyoudressedappropriately?
Dotheylikeyou?
Doyouhavethesamesenseofhumorastherestofthegroup?
Doyouseemtoknowhowtohandleyourselfappropriately?
Howwillyourpersonalityfitwiththepeopleyouwillneedtoworkwith?

WhatareInterviewersTaughttoAvoidLegalProblems?
Mostsophisticatedorganizationstraintheirinterviewerstoavoidaskingquestionsthatcancausea
candidatetofileadiscriminationcharge.Mostcountries,states,andprovinceshaveemploymentlaws
inplacetoprotecttheircitizensandresidentsagainstdiscrimination.
IntheUSAinterviewersaretrainedtofocustheinterviewonwhatittakestobesuccessfulonthejob
andawayfromthecandidatespersonallife.InEuropeandmanyotherpartsoftheworld,interviewers
aremorelikelytoaskquestionsaboutthepersonallifeofacandidateasawaytogettoknowhimor
her.
Competencybasedinterviewsarehighlystructuredandprovideinterviewerswithalistofthreetofive
primaryquestionsineachcompetencyarea.Theyreducetheprobabilityofanintervieweraskinga
candidateillegalandeveninappropriatequestions.Itfocusesonthecompetenciestheorganization
needstobesuccessful.

HowareInterviewersTrainedDifferentlyforCompetencyBasedInterviews?
Theyfocusonthekeycompetenciesforaparticularpositionandcorecompetenciesforthe
organization.Theyaretrainedtoknowwhattolistenforandobservetobeabletoassessthecandidate
moreaccurately.
Usually,theinterviewergoesthroughtheintroductionsandclarifiessomethingsinthecandidates
background.Theythenbeginthemainpartoftheinterviewwithacompetencybasedquestion.They
lookatthethreemainpartsofanyanswertoabehavioralquestion:Situation/Task,Action,andResult
(STAR).
1. Situation/Task.Whatisthebasicsituation,taskorproblemthatyouaregivingtoanswerthe
behavioralquestion.Expecttogivedetails.SomeorganizationsusethewordProbleminstead
ofSituationorTask(PARProblem,Action,Result).
2. Action.Whatactiondidyoutaketomakethesituationbetter?Whatdecisionsdidyoumake
tohandlethetaskorresolvetheproblem?
3. Results.Whatwastheresultoftheaction?Howdiditbenefittheorganizationoryour
department?Whatdidyoulearnthatwillhelpyoubeevenstrongerinthefuture?Anymajor
lessonslearnedforyouoryourorganization?Didyoumakemoneyfortheorganization?Did
yousavetime?
Theinterviewerisalsoaskedtoassessthecandidatescommunicationskills.Itisimportanttoclearly
conveyinformationandideasthroughavarietyofspeaking/mediatoindividualsorgroupsinamanner
thatengagesthemandhelpsthemunderstandandretainthemessage.

Expect Competency- Based Behavioral Questions

Thebestintervieweesprepareforaninterview.Taketimetobestrategic.
Lookatthekeycompetenciesidentifiedforthepositionyouplantointerviewfor.
Thinkaboutyourstrongestaccomplishmentsthatproveyourcompetenceineachkey
competencyarea.Makesuretoincludeatleastafewaccomplishmentsthatarenotalreadyon
yourresume.
Pickexamplestotalkaboutthatshowashighalevelofcompetenceaspossible,unlessyouare
interestedininterviewingforapositionyouareoverqualifiedfor.
Thinkabouthowtoexplaintheaccomplishmenttotheinterviewerusingconventionallanguage.
Bereasonablyconcisebutalsocompletewithyouranswers.Dontforgettocover
situation/task,problem,actionandresult.
Remembertobepositiveandtomakesureyournonverbalcommunicationsupportswhatyou
aresaying.Dontgivetheintervieweramixedmessage.
Whatordershouldyouusetotalkaboutsituation/task/problem,actionandresult?Thatdependson
whichpartoftheansweristhemostimportant.Youneedtobeawareoftheorganizationsneedsand
talkaboutthemostimportantpartfirst.Sayingthisanotherway,whatismostimportanttothe
interviewershouldtakepriorityoverwhatismostimportanttoyou.
Youneedtoconsiderthefollowingwhengettingreadytoansweracompetencybasedinterview
question:
Listenwellandrespondtothequestionbeingasked.Besmartwiththelanguageyouuseinthe
interview.Useprofessionallanguagewithyourcolleaguesandincludetermsshowingthatyou
arecomfortablewiththetermsusedintheorganizationsculture.
Bepreparedtoanswerfollowupquestionsprobingyourinitialanswerforadditionaldetailsor
competencyrelatedinformation.
Chooseexamplesyouarewillingtotalkaboutindetail.
Prioritizethepartsofananswerandalwaysmakeyourmostcriticalpointsfirst.

Look Like a Strong Candidate

Thinkingaboutgoodanswerstobehavioralquestionstargetingthecompetenciesforthepositionyou
areinterestedinisthefirststepyouneedtotake.Youalsoneedtolookthepart,actthepartandcome
acrosstotheinterviewerasastrongcandidate.
NonverbalCommunicationisimportantinanyinterview.Inadditiontostrongcompetencybased
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.
Thereisnoreasontobebrutallyhonest.Bediplomaticallyhonestinstead.

Other I mportant I nterview Tips

IfyouareaskedWhyareyouinterestedinthisposition?
Focusonhowyourexperienceandinterestsmatchthecompetenciestheemployerislooking
for.
Astrongcandidatewouldgivespecificexamplestosupportwhatheorsheissaying.
IfyouareaskedTellmeaboutyourself,youshould:
Keypoint:Whataboutyoudoestheemployerneedtoknowtorealizeyouhavetheright
competenciestohelptheorganizationbesuccessful?
Limityouranswertotwominutes.Belogical,organizedandconcise.
Focusonyourprofessionalexperiencethatisrelevanttothisposition,notyourpersonallife.
Belogicalandfolloweitherthetraditionalchronologicalapproachorbrieflydiscussyour
backgroundandeducation,andspendmostofthetimefocusedonyourcurrentstrengthsand
competencies,andwhatyouwanttodonext.
Whenyouareaskedquestionsaboutsalary:
Answerthequestionaboutyourcurrentsalaryunlessthereisagoodreasonnotto.
AnswerthequestionaboutsalaryexpectationsbysayingsomethinglikeIamsureifyoudecide
Imtherightpersonforthejobthatyouwilldotheverybestyoucanforme.
Themostimportantthingstorememberwhenyouareaskedaboutyourstrengthsis:
Emphasizeyourstrengthsthatmatchthecompetenciestheemployerneeds.
Choosethreetofouroftherelevantcompetenciesforthepositionthatarestrengthsofyours.
Starttheanswerwiththecompetencythathasthegreatestweightandismostimportanttothe
employer.
Paraphraseandusesynonymstodescribethecompetenciestotheemployer.Takethetimeto
puttheminyourownlanguage.
Listencarefullytothisandotherquestionstoknowwhetheryouarebeingaskedaboutone
strengthorstrengthswiththesattheendwhichispluralandmeansyouhavetogiveatleast
twoexamples.
Whenyouareaskedtoidentifyyourbiggestweakness:
Youshouldpickaweaknessandturnitintoastrength.Todothisyouranswershouldbe
diplomaticallyhonestandoriginal.
Chooseaweaknessnotrelatedtothekeycompetenciesneededforthepositionyouare
interviewingfor.
Selectaweaknessthattheinterviewermayhavealreadynoticedintheinterview.
Youneedtoanswerthisquestionbecauseeveryonehasweaknessesanditisnotbelievableto
sayyoudont.
Pickanexamplethatshowshumorandthatyouarehuman.Justmakesureyouarenotthe
onlyonewhothinksitisfunny.
Ifyouareaskedaboutacompetencythatyoudonthaveorcantprove:
Talkabouthowyouhavecompensatedbyusingyourstrengthsinanothercompetency.
Acknowledgethegapandexplainwhatstepsyouhavetakentoovercomeit,i.e.signedupfora
classorprojectthatwillgiveyoutheevidencetoclosethegapinthefuture.
Othertips:
Wearclothesthatareconsideredconservativeforyourarea.
Donttakenotesduringtheinterview.Takethemimmediatelyaftertheinterviewsoyoucan
writeaneffectivethankyounote.
Plantoarrive5to10minutesearly.
Beprofessionalanddiscreetwhentalkingaboutpastemployers.

Send a Thank- You Note

Thankyounotesarestillimportantintodaysworld,soitishelpfultowriteapersonal,nongeneric
thankyounotetotheinterviewer.
Thethankyounoteisareflectionofyousomakesureyouusecapitallettersatthebeginningof
sentences,usecompletesentencesthathavegoodpunctuation,grammarandspelling.Avoidusing
smileyfaces,Internetlingosuchaslolandemoticonssuchas:)inyourthankyounote.
Intodaysbusinessenvironmentcandidatesshouldplantosendthanyounoteswithin24hoursusinge
mail.Theonlyexceptiontothiscanbenonprofitorganizationswherealettercouldbeappropriate.In
thissituationinhelpingmakeadecisionconsiderhowtechnologicallyadvancedthenonprofitseemsto
be.Thebesttimingtosendthenotebyemailisatleastthreehoursaftertheinterviewandbetween
thehoursof6AMandmidnightwhenmostpeopleareawake.
Youshouldhaveaskedfortheinterviewersbusinesscardattheinterview.Ifyouwereinterviewedbya
panelandknowthenamesandtitlesofeveryoneontheinterviewpanel,youcanwriteindividualized
notestoeachinterviewer.
Whenyouwritethethankyounote:
Telltheinterviewerthankyouthatyouappreciatehis/hertimeortheopportunitytohavean
interview.Tellthemthatyouenjoyedmeetingthemandlearningmoreabouttheposition.
Second,telltheinterviewersomethingabuthow,afterspeakingwiththemyouareevenmore
interestedinthepositionandareconvincedthatyouwouldbesuccessfulintheposition.
Identifyhowyourcompetenciesmatchtheirneedsandwillbenefittheorganization.Relate
yourcommentstosomethingthatwassaidintheinterview,i.e.Iwasparticularlyimpressed
whenyoutalkedtomeabout.)
Third,telltheintervieweryouarelookingforwardtohearingfromtheminthenearfutureand
wouldbehappytoansweranyquestionsorprovideanyadditionalinformationtheymayneed.
Makesuretoputtheinterviewersnameatthetopoftheemailandyoursatthebottom.If
youstartoffusingthewordsDear(name),makesureyouclosewithasalutation(Sincerely,)
beforeyourname.