Competency-based questions are behavioral questions, in which the interviewer will ask you to describe a situation which demonstrates your abilities that will be integral to the role you're applying for. Organizations use a competency framework that reflects the competencies and associated behaviors that are required at each level of management. In this eBook, you will learn: how to recognize competency-based questions and how to relate them to an organization's competency framework, how to use the STAR method, which describes: the Situation, the Task required as a result, the Action taken, and the Result of that action, how to use the SOARA method, which describes: Situation, Objective, Action, Results, and Aftermath, how to pre-plan answers that ensure you give the best possible example of a particular behavior, and how to formulate a narrative that works well as an answer to a competency-based question.
This interview questions book is available for download in PDF format. Your success in an interview relies on your ability to demonstrate that you have the Capability, Commitment, and Compatibility to perform the role effectively. You can also pay close attention to the depth and content of her questions. Questions from a technologist who wants to understand specifically how you would design software might be answered at another.
It likely means you are using specific nomenclature that helps her comprehend how you felt, what you built, and so forth. Make Them Believe You In all honesty, telling stories that are believable is probably one of the easier obstacles you need to overcome.
Making them believe you provides the interviewer with two of the most important qualities about you—sincerity and experience. Humans can smell dishonesty a mile away. It has a certain undeniable stench to it. Your level of genuineness, on the other hand, is something that will remain consistent throughout the recruitment process assuming that the process is thorough enough.
Experience is a critical component they seek. Is the candidate actually qualified? Does she have the skills and experience to succeed in the job?
While there are many ways to get someone to believe you, there are essentially two means for our purposes. First, you can provide an external authority to vouch for you. The more trusted the resource is to the employer, the more weight her opinion will carry. This technique is often used when a company is conducting a formal reference check, an informal reference check, or an employee referral to validate your previous experience and performance.
This avenue is obviously something that you cannot control and, while helpful, should not serve as your sole method to reinforce your credibility. The more direct and controllable technique is to smother the interviewer with details and use statistics if appropriate. To clarify, when I refer to details, I do not mean being verbose and violating our first principle of remaining brief. I am suggesting sprinkling in specific information about how you designed something, solved an issue, managed a project, or sold a product.
Sharing with the interviewer a step-by-step process will make her feel as though you actually lived the situation and therefore have the experience she is looking for. I also recommend highlighting only the details that actually matter to the situation. An excellent supplement to the details is statistics. I would add precise statistics. For example, your interviewer might be interested in whether you had a sales quota last year and how you fared against that quota.
If your project took fourteen weeks to complete, indicate the project took fourteen weeks as opposed to approximately a quarter of a year.
Employees who have earned significant accomplishments simply remember them because of the amount of time they took to achieve and their level of importance. Get Them to Care While believability might be easy to attain, getting them to care might be more difficult. This is true for two reasons. First and foremost, you will not be her top priority at that moment. The interviewer might grant you full attention in rare cases, but more likely her focus will zoom in and out intermittently, thanks to the breakneck pace she works at.
Unfortunately, you are her midday distraction. Second, I believe people are generally good-hearted and willing to help in most cases, but my twenty-five years of corporate experience has shown me that the overwhelming majority of the workforce operates with their self-interests in mind.
So how do you get them to care? The easiest way to get the interviewer to care is to show her how hiring you benefits her or something she cares about.
Sure, she will care how hiring you benefits the company overall, but often the specific impact to her will carry more weight. Tactically, you need to highlight how your capabilities and contributions will impact her. There are different techniques you can use, depending on where the interviewer works in the organization.
If you are interviewing with a superior, for example, you might indicate that if you were hired, your skills are strong enough to help relieve her of some of her daily duties so she can focus on more strategic areas.
When speaking with a peer, show how you could serve as another resource to share ideas and cross-train each other on your complementary skills. To a subordinate, you could highlight the areas in which you can teach or mentor her and your desire to present her with challenging opportunities for growth.
These are just a few examples to get you thinking about the possibilities. As you can see, there will be many opportunities if you are ready for them. In addition, you can also take advantage of this technique when it is your opportunity to ask questions. One of the more potent interviewing questions I suggest for my candidates is to focus on the benefit for the interviewer.
With that simple question, you have personalized your connection to the interviewer and showed her that you care about how hiring you benefits her. It might sound subtle, but I assure you the impact will be significant. Get Them to Act If you strip it down completely, your ultimate goal in an interview is to get the next interview or job offer whichever the case may be, depending on where you are in the process.
To focus on anything else is simply distracting yourself. Let me clarify. At any moment during the interview, you can only focus on one thing contrary to what a multitasker thinks : selling yourself in an accurate light.
Each moment is a building block for accumulating enough good will to move to the next step. I realize there are many additional components to the interview, such as learning more about the interviewer and the company. It boils down to her giving you a positive review and encouraging the company to hire you. How do you ensure she does this? It required no effort on your part to get her to care about herself.
That was innate. You simply connected the dots for her to realize how hiring you benefits her. Getting her to act on your behalf is a different story, one that you now face. There are, in fact, as many good and bad answers to every interviewing question as there are people in the workforce.
I am not, however, a fan of providing overly scripted responses. I think that is akin to a doctor giving me ibuprofen to treat a serious ailment. The main goal of this book is to educate you on how to perform well in any interview, irrespective of the questions posed. The insight within should transcend interview questions, interviewer styles, or job sought. One way to illustrate this is by using interview questions as examples to build on the principles we have discussed thus far.
Since we are going to use these interview questions as a vehicle to discuss this, I thought it would be beneficial to cover what I consider the most effective interview questions. Keep in mind, this list is intended to cover all professions and omits any industry, role, or domain-specific experience that might be relevant for your particular job. Those questions would be supplemental.
Lastly, to lend most credibility to the sample responses, I generally leaned toward the technology sector because it is the industry with which I am most familiar. I think, however, that you will find the overall structure general enough to apply to your profession. These fourteen questions and their variations, if executed correctly, will provide the interviewer with an accurate picture of you. The best interviewers typically ask them in this order, right at the beginning of the interview.
In my opinion, this is one of the best openers because it provides the interviewer with loads of information regarding you. It highlights how you feel about your current employer, role, and situation, as well as surfaces your pain points. The interviewer can begin to evaluate early on whether her company can actually address that pain and truly offer you a better situation. It also helps her identify whether you will be realistic or practical in your needs.
At the same time, it is crucial you avoid portraying yourself as a malcontent; do not badmouth your current employer. While this might seem obvious, many of us become unaware of the undercurrent in our tones or comments when speaking about something as important and emotional. The easiest and most effective way to balance the plausibility and malcontent components is to speak only about issues that you do not hold your employer responsible for nor can alter through your own actions.
The interviewer will consider you tactful and professional if you avoid sounding disgruntled, but it is also important not to complain about something you could actually change. This, in fact, is one of the greatest mistakes a candidate can make early in the interview. Below are a few examples to illustrate this. Furthermore, what would prevent you from leaving them for another company that provided you a better opportunity?
An effective interviewer would likely follow your response with a question asking you how you are addressing this issue currently. During the interview, it is irrelevant if neither of those thoughts are true. The only point that matters is what she thinks.
Remember, your goal is not only to sell yourself and your value, but also do it in a manner that leaves no room for misinterpretation. Whenever you encounter an interviewer continually asking additional questions about your original point, you can be fairly certain she is unclear of your intentions not necessarily your response or there is a communication gap.
An alternate, more effective way to handle this particular reason might highlight certifications you have recently achieved or areas of interest. Recently, I attained [insert certification here] certification with the hope of working in that area, but my organization has decided to hold off providing that service to our customers.
You have also provided the interviewer a preview into the next question she will likely ask. Areas of evaluation: How passionate is the candidate about the opportunity; has the candidate performed extensive research; what does the candidate know about the organization; can the company provide the candidate a better opportunity? First, the employer is gauging your level of research. This shows how interested you are in their organization and job opportunity.
Second, they are assessing whether they can actually provide you with a better opportunity than your current employer. Your most effective response will show you have done your homework and know specific areas the employer does well.
Hopefully, you can also highlight how these areas match your interests. The ultimate answer will illustrate how the potential employer can satisfy interests your current company cannot. This response could be lengthy, based on how many areas you want to address.
Here is an example that would include specific information and provide the interviewer with a sense of your range of research. It is extremely important for me to work in an organization that prides itself on being a leader and is willing to invest in developing unique products and services.
Another aspect that intrigues me is that your organization is multinational. I read in Hoovers that 30 percent of your revenue comes from outside the United States. My organization focuses exclusively in the United States, so my current responsibilities are exclusively national.
One of my criteria for professional growth in my next position is to gain international experience. I also reviewed the backgrounds of your employees [name an employee here for specificity] and noticed your people have incredibly strong backgrounds.
It is important for me to work with smart, accomplished professionals because I feel that will help me grow as well. I also noticed the testimonials they provided highlighted how much they enjoy working here. I drew the conclusion from those videos that the organizational truly supports its workers. Areas of evaluation: Can the candidate sell herself; does the candidate have unique skills; does the candidate have an understanding of the company and job responsibilities?
Of course, simply because you say you have the skills does not necessarily mean you actually have them, but you are putting the interviewer in a good position to probe in those areas.
You can also provide evidence that you have the skills to preempt a series of questions. There is a shortcoming with this question. For the interviewer to elicit the most substantive information, the candidate must understand the job responsibilities. In the event this question comes at the beginning of the interviewer, I would recommend that you gain clarification before responding. If you simply start answering her question, you risk highlighting unique skills that are irrelevant for that position.
First, can you let me know which specific areas of the job responsibilities are most important to you so I can focus on my skills as they relate to those responsibilities?
When responding, it is important to not only indicate your unique skills but also provide evidence of where you attained them. In five of those cases, we were invited to respond to a Request for a Proposal and won. In the other four situations, I showed the prospects business issues that were present but latent. Because these issues were yet unknown to the management teams, I was able to work with them without our competitors present.
I showed them how my organization could solve the issues as well as the potential return on investment. I had become a trusted advisor so those prospects did not feel the need to seek competitive bids. As a result, we were able to secure those clients and have now expanded throughout the organizations, providing other services we offer. Areas of evaluation: Can we actually provide the candidate a better opportunity; does the candidate already see how we provide a better opportunity?
This question is aimed at determining whether it would be a smart career move for you to join their organization. It also reinforces the likelihood that you would join if they provided you an employment offer. As with the previous question, it is important that you are detailed in your response.
I noticed from the job description that international travel is part of the job. Areas of evaluation: Does the candidate have a good understanding of the position; will the candidate get up to speed quickly; will the candidate be able to make contributions quickly?
Does the candidate have a good understanding of the position? Do I need to share more information with her? Is she organized in her thinking and approach? How effective are her organizational skills? An effective response to this question will include a confirmation of your understanding of the position followed by a list of your assumptions and completed with a thoughtful, organized approach, including specific details regarding what you will do. Below is an abbreviated example for a sales position.
If that is the case, I would forego any market research, at least upfront, required to determine which customers to target because I will focus on the list you provide. After that exercise, I will prepare a detailed thirty-, sixty-, and ninety-day schedule based on the jumpstart my relationships will provide.
That will allow me to either create suitable metrics including number of phone calls, meetings, proposals, and so forth or help me determine my work pace based on any expectations and metrics you have in place. First, the candidate immediately introduces opportunities for the interviewer to clarify any incorrect assumptions. Second, the candidate is demonstrating that she knows how to execute sound sales processes, is metrics-driven, and has an organized, planned approach to how she will operate her day.
Areas of evaluation: What is important to the candidate; does the candidate have a realistic view of what she can accomplish; is the candidate a creative thinker; does the candidate have practical work experience that can help her formulate ideas and execute them; can the candidate set and execute on goals?
When he starts a new book, he actually reads the last page of the book in the event he dies before he finishes it—so at least he knows how it ended. A little morbid, I know, but effective during this type of question. You want to tell the interviewer the result and follow it up with how you would accomplish it. During the first ninety days, I would begin identifying, developing, and packaging the solution offerings.
Based on my current experience with these products, I already have strong ideas that I would want to obviously discuss and confirm with your management team to ensure they align with your corporate direction and strategy. Once we agreed and built the offerings, we would start developing the marketing campaigns, educating and supporting the sales teams, and identifying the appropriate product development and professional services resources to support the implementations for our customers.
I already have completed market research for the demand for these solutions so I have a good idea of the potential customer base. That would help prepare realistic targets. Most importantly, she followed up with a mixture of evidence that shows how her experience and exposure to the market has placed her in a good position to make immediate contributions as well as ensure the company can set and meet its goals by executing a well-thought-out plan.
Take me through the disagreement and how you discussed your viewpoint. Areas of evaluation: Does the candidate have strong interpersonal flexibility skills; will the candidate get along with team members; is the candidate influential; is the candidate accommodating; can she compromise when appropriate? The best influencers in the world are not salespeople, slick-talking politicians, public speakers, or anyone else of that ilk. The best accommodators are not the spineless types or the best team players.
People that can get along with others and have strong leadership and influencing skills all have two things in common—they are the greatest listeners and they are inquisitive. The fastest way to influence someone or come to a compromise is to accommodate their need in a manner they think is best for them. Impressing your viewpoints upon them will accomplish nothing if they are not receptive to other options or do not see the benefit for themselves.
It matters far more what is practical and has the greater return on investment. This holds true whether you work in a restaurant or a skyscraper. When responding to these types of questions during an interview, you would be best served to explain to the interviewer that you have a particular philosophy whenever you disagree with someone.
If this is not your normal inclination, I suggest you think back to situations when you were more apt to do this and cite that example in your response. Once you are able to do that, you can focus on compromising or providing additional viewpoints, knowing much more information regarding why it is important to them. Areas of evaluation: Does the candidate have strong organizational skills; is the candidate a self-starter in assembling the components necessary to bring order?
The most important element in responding to the question is to ensure you can find a rich example where you identified the necessary components or activities that needed to be executed in order to complete the product, project, or group of activities. When responding, be sure to include how you started, how you executed, and how you ended. It will be easier for the interviewer to follow along and remember your story if it is figuratively outlined for her—start, execute, and finish. Alternatively, you can think in terms of architecting, implementing, and operating or whatever else might be appropriate for your field.
Second, once I had that information, I determined what the campaign should be based on the customer level. I then built the material and distributed it. After the campaign was executed, I monitored the activity using our sales force tracking tool to assess the level of performance of the campaign based on the number of responses and leads we incurred.
Areas of evaluation: Does the candidate respond well to adversity; is the candidate composed in stressful situations? A key ingredient to your response is to describe how you remained calm when you initially discovered the unfortunate turn of events. Reinforce how you recognize that mistakes, failures, and other unfortunate situations are part of growing as a company and an employee. Once you lay the foundation with those thoughts, you can articulate the entire situation.
The ultimate responses will also include how you prepared for these types of situations in advance by identifying potential risks, mitigating plans, and contingency plans in the event something goes wrong. The prospect indicated they would provide the necessary audio and visual equipment for the presentation, including a video machine to project the presentation onto their boardroom screen.
I arrived a bit early to set up. The equipment was just one of them, so I anticipated something like this could occur. Before I left the office, I made hardcopies of the presentation just in case. The prospect was very appreciative and one of the individuals indicated it was a plus that I had a contingency plan.
Areas of evaluation: Is the candidate resourceful; is the candidate a self-starter; is the candidate interested in continually growing professionally? The best responses to this type of question will highlight the numerous, specific sources you would seek for the information.
While you can rely on teammates to help educate and cross- train you, employers are usually more interested in the sources you would deploy on your own. The more specific your references, the more they will like your response. Then I start with. Areas of evaluation: How does the candidate view herself; what does the candidate consider her strengths and opportunities for improvement?
It is often asked in place of the one related to your greatest strengths and weaknesses. I recommend that you provide only positive remarks regarding how your coworkers would describe you. That is a completely fair response on your part. The best responses to this type of question will cover your greatest strengths.
It is certainly all right to provide only these. In my opinion, the question itself is a bit unfair because it is asking you to speculate. This question usually stands alone, but employers have also been known to explore outside your work-related motivations. Obviously, it is not an effective match if you are interested in areas you would not have an opportunity to work in or that the company could not provide.
This leaves two things to consider before responding. First, determine whether you have a good understanding of the position, and then highlight your motivations as they relate to the role and potential future roles if you know those career options also exist.
If the interviewer asks this question before you have strong understanding of the role, simply ask a clarifying question to ensure you can calibrate your answer. Would it be most beneficial to highlight the ones most closely aligned to the role? If she indicates yes, then continue with the following question. If you can show the interviewer that you are trying to help her get the most relevant information in the shortest amount of time, she will appreciate that.
Using pointed follow-up questions such as the one cited in the example will help you acknowledge that you want to answer the question directly. It will also ensure you are providing the most pertinent information to help the interviewer assess you. Areas of evaluation: Is the candidate a team player; can the candidate work independently? When an interviewer asks this question, she is usually trying to assess whether you play nice with others. This is often a critical success factor in most environments, but not in every one.
You can determine what is appropriate based on the position you are seeking. If you are pursuing a position that requires significant team interaction, there are several qualities that you might want to highlight in your response.
There are a number of appropriate ways to communicate this. The most important factor in an effective response is that you must show how you possess that quality.
I know how that feels. We all have to be beginners at some point. Recognizing this, I decided to stop working on my components and help her exclusively until she was able to complete her work.
I was aware this would require me to work a significant amount of overtime during the weekend, but I was willing to make that sacrifice because the product would not function properly without her piece of the software, and we would not otherwise achieve our release date. Areas of evaluation: Does the candidate fit well with her potential boss; what type of people does the candidate get along with; will the candidate require or want extensive supervision?
First, I mentioned previously and will mention again, because I never want you to forget it that a significant percentage of job quitters leave because of a poor relationship with their boss. You might think it sounds silly that I consciously pointed this out. I always attribute to this to the fact that negative—and recent—emotions carry more memory and weight.
Remember, speaking about the positive qualities and what you actually want not only will present a more accurate picture, it will actually elicit a more positive response from the interviewer. Stay focused on all the good qualities you want in a boss or people, for that matter. Some of the greatest bosses and leaders are individuals who provide support, trust, mentorship, coaching, autonomy, freedom, and other means to allow the employee to grow.
Whichever qualities you seek in a boss, highlight the positive traits and leave negative ones alone. When preparing candidates for their interviews, I often ask them whether they have started planning questions. I also want to understand what they consider the main purpose of asking questions. In my opinion, however, that only covers one third of your opportunity. Why focus solely on gathering intelligence? You now get to say and ask anything you want! Take it—own it.
Most of what I have reviewed thus far related to those issues has been oriented toward verbal communication. That is only part of the equation. You must also account for interpretations drawn through your nonverbal actions.
Never, during the entire interview, are you more susceptible to nonverbal miscues than when asking your questions. I once had a senior-level information technology candidate interview with my client for a chief information officer position. He successfully navigated through several rounds of interviewing, and we were preparing for his final interview with the chief executive officer.
The senior vice president of human resources explained that this was more of a formality than anything else. The CEO simply wanted to meet the candidate to ensure there were no glaring issues that the rest of the staff overlooked. At this point, I was practically spending my recruitment fee on the new car I wanted.
This would help me upgrade the model! After the interview, the candidate called to inform me that it went well and he was excited about the opportunity. He said that the CEO felt the candidate was unprepared for the interview. The candidate apparently had no notes or portfolio of documented questions. The candidate appeared to act as though he felt that this meeting was not important, and he seemed ill-prepared.
I called the candidate to relay the feedback. I asked him most of them and was able to obtain the information I needed. Lay out your research, notes, and questions in front of you. I encourage the candidates to highlight with various colors, underline, sticky-note-tab, or whatever other means to help them organize it. Unless the interviewer avoids all eye contact with you, she will notice that you have put thought and energy into it. This shows you did your homework.
There are obviously several additional nonverbal cues to proactively address. All these little things help. The way you organize your questions can help you reanswer the interview questions without saying a word. Martin Buber was one of the most significant religious thinkers of. Rejesus: a wild messiah for a missional church - logos Bible study software that connects your life to the Word—Logos 7 helps you explore and understand the Bible with tools for Mac, PC, mobile devices, and the Web.
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