Develop practical skills in conducting a competency-based interviews and be able to identify the presence or absence of evidence of the competencies.
Probe the candidate with the following questions for the below competencies:
Analytical Thinking / Conceptual Thinking
Taking Initiative / Information Gathering
Interview problems and how to deal with them
List of Useful Phrases
If you remember nothing else….!
Note taking and deciding on rating
Don’t try to come up with a final rating while you are interviewing; concentrate on taking as comprehensive notes as possible.
After the interview, review all notes and discuss code against the model, being sure to maintain objectivity.
Record your evidence and subsequent agreed rating on a summary form. Provide enough detail as evidence so that an observer who was not present can understand clearly what was said that led you to put forward the rating arrived at.
Rate the evidence gathered during the interview against the level most “typically” demonstrated of each competency.
The “typical” level could be described as the highest level at which you have compelling evidence.
Competency Coding Exercise
Read the following statements, and code them for competencies. Refer to the competency definitions if you need to. Underline key words. Give your reasons for choosing the competencies you have coded.
1. It was clear that if we were to deliver the project, we needed more people with SAP experience. I spoke to my boss and explained that we needed an experienced project manager if we were to hit the deadline. After the explanation, he agreed, so I spoke to a number of recruitment companies, held interviews and in the end, we got a guy who had implemented SAP at one of our major competitors.
2. It’s really important in this business to keep up to date with competitors. If one of them is launching a marketing campaign, we need to know the likely impact and take counter measures as soon as possible. So, every Monday, I would read every newspaper and check their websites to see what they were up to. It’s a bit sad, but if I was out shopping, I’d always go into their stores and see how our offers stacked up. If they had a good offer on, I would launch our own campaign within 2 days.
3. We had never had any work out of them in the past, and I knew that we went into the presentation as their least preferred supplier. So, I figured we had nothing to lose. Instead of going in with a PowerPoint presentation like everyone else, we got load of posters printed showing what the organization would be like after the initiative. We got them out of their chairs and literally walked them round the posters. We had never tried it before, but they loved it, and we got the project.
4. Sales were heading down, and I wanted everyone to be clear about what we had to do to rectify that. So, I called the group together to seek ideas on how we could improve sales. After I got agreement to implement some of the suggestions, sales began to improve.
5. Well, I sort of did whatever I was told to do. I did not think it was my place to do any extra work because I was afraid, I may be stepping on someone else's toes- you know, taking over their job responsibilities. So, I waited until I was given extra assignments before I took them on.
6. I had this dreadful feeling in my stomach, but it was important I didn’t hide. People were expecting me to come on stage and defend the company’s performance, but I wanted to be honest. I told them that we had failed to deliver against our objectives, and much of that was down to me getting embroiled in the merger and taking my eye off the ball. It was kind of awkward at the time, but lots of people told me that it was what needed to be said.