Competency Based Interview Guide

Transcription

1 CBI Smart TM Competency Based Interview Guide Position applied for Name of candidate Name of Interviewer Marketing Ann Example Ann Example Date of Interview 28 Jul 2016

2 The Process for Conducting a CBI The CBI process involves four key stages: Stage 1: Stage 2: Stage 3: Stage 4: Welcoming the Candidate. Gathering evidence under each Competency. Closing the interview. Assessing the Candidate s responses. Stage 1 Welcoming the Candidate Welcome the Candidate and thank them for attending. Introduce yourself. Go through the structure, aims and format of the interview. An example script is provided below: This interview will last for approximately [give the approximate timing here]. During the interview, I will focus on particular aspects of your previous experience which are relevant to some of the Competencies required for the role of [give the title of role you are interviewing for here]. I hope to cover a number of different Competencies, giving you the Competency title and definition first and then I will ask you questions relating to each Competency in turn. When answering the questions, I would like you to think of real events that have happened in the past, where you had a key involvement. Once you have thought of a specific event, I would like you to describe in detail: The Circumstances the circumstances, situation or the context of the event. The Behaviours the behaviours you displayed or actions you took during the event, ie what you actually did. The Impact the results or outcomes of the event, with specific reference to the impact of your actions. I may prompt you to provide further information in relation to each of these areas as we go through the interview. I will also be taking detailed notes throughout. Do you have any questions before we begin? Stage 2: Gathering Evidence Under Each Competency In this document, questions assessing the same Competency are grouped together. The Competency to which the questions relate appears at the top of each page. It is recommended that you ask two questions for each Competency, with a third being kept in reserve. In order to ensure that sufficient evidence is provided under each Competency, three types of questions should be used during a CBI: 1. Core questions These are the primary questions that were selected from CBISMART. 2. Prompt questions In this document, these questions appear beneath the core question under three headings Circumstances (C) The circumstances or context; Behaviours (B) The behaviours or actions the Candidate displayed; Impact (I) The impact or the outcome achieved. You should aim to spend proportionately more time exploring Behaviours and Impact and less on Circumstances. 3. Probing questions These are additional unscripted questions that you might need to use in order to explore the Candidate s response in more detail, or if you want to gain further information, eg Could you tell me more about that? or Can you please clarify what exactly you mean by? Stage 3: Closing the Interview You should thank the Candidate and inform them that the interview has finished. You should ask the Candidate if they have any questions.

3 You should explain to the Candidate what happens next (eg when they will be informed of the selection decision, what their next assessment is, where they need to go next). Stage 4: Assessing the Candidate s Responses You should aim to assess the Candidate s responses as soon as possible after the interview has finished. The process of assessing the Candidate s responses involves two separate stages for each Competency: 1. Classifying This stage involves carefully re reading your notes, and classifying the evidence provided in relation to the Competency as either positive or negative (you may wish to do this by placing a + or against each piece of evidence). The positive and negative behavioural indicators, which are provided on the summary page after the questions for each Competency, should serve as a guide to what behavioural evidence might be expected. 2. Evaluating Once all the evidence has been correctly classified, an overall evaluation should be made of the Candidate s performance on each Competency. To do this you should consider each of the questions you asked, all of the evidence obtained, as well as any omissions (ie evidence you would have expected to find for this role but didn t). Candidates should be allocated a single rating for each of the Competencies using the scale provided.

4 Individual Traits Flexibility Q 1 Tell me about a time when you had to incorporate new information quickly into a plan that already existed. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

5 Individual Traits Flexibility Q 1 Tell me about a time when you had to incorporate new information quickly into a plan that already existed. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Able to respond effectively to opposing arguments and/or new information. Changes his/her approach or style given changing circumstances within team. Changes response to incorporate the views of others. Shows a willingness to accommodate other people's views, eg compromises. Demonstrates an ability to quickly change his/her management approach should the situation require it. Willing to work out of sequence, eg moves away from his/her original agenda but able to return to it to ensure all activities are completed effectively. Negative behavioural indicators Does not compromise or accommodate others views. Insists on following a pre determined path or a rigid structure, eg won t deal with issues or questions out of sequence. Sticks rigidly to the same approach even when it appears ineffective. Unable or slow to change pace or tactics should the situation require it. Unable to quickly take on board new relevant data or information. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

6 Individual Traits Flexibility Q 2 Tell me about a time when you had to modify your approach significantly to managing a critical project as a result of receiving new information. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

7 Individual Traits Flexibility Q 2 Tell me about a time when you had to modify your approach significantly to managing a critical project as a result of receiving new information. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Able to respond effectively to opposing arguments and/or new information. Changes his/her approach or style given changing circumstances within team. Changes response to incorporate the views of others. Shows a willingness to accommodate other people's views, eg compromises. Demonstrates an ability to quickly change his/her management approach should the situation require it. Willing to work out of sequence, eg moves away from his/her original agenda but able to return to it to ensure all activities are completed effectively. Negative behavioural indicators Does not compromise or accommodate others views. Insists on following a pre determined path or a rigid structure, eg won t deal with issues or questions out of sequence. Sticks rigidly to the same approach even when it appears ineffective. Unable or slow to change pace or tactics should the situation require it. Unable to quickly take on board new relevant data or information. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

8 Individual Traits Independence Q 3 Describe a situation where you made an important decision based on what you believed to be the right approach rather than following normal policies or procedures. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

9 Individual Traits Independence Q 3 Describe a situation where you made an important decision based on what you believed to be the right approach rather than following normal policies or procedures. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Is willing to challenge established, normal or usual courses of action, systems, or processes within the team. Is willing to suggest solutions which are not necessarily in line with the majority of opinion within the team. Makes up own mind whilst not ignoring entirely the views and opinions of other team members or direct reports. Prepared to challenge the thinking of the group if he/she believes that it is heading in the wrong direction/making a wrong decision. Prepared to pursue his/her own line of argument despite opposition from peers or colleagues within the group. Negative behavioural indicators Always follows the majority of opinion. Can t make up own mind, always needs to ask others for their opinions. Does not demonstrate the courage to challenge others. Never queries the status quo within the team. Rapidly gives in to counter arguments and is reluctant to pursue his/her own ideas. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

10 Individual Traits Independence Q 4 Describe a project management situation when you chose a particular approach based on your personal convictions rather than following the majority view. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

11 Individual Traits Independence Q 4 Describe a project management situation when you chose a particular approach based on your personal convictions rather than following the majority view. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Is willing to challenge established, normal or usual courses of action, systems, or processes within the team. Is willing to suggest solutions which are not necessarily in line with the majority of opinion within the team. Makes up own mind whilst not ignoring entirely the views and opinions of other team members or direct reports. Prepared to challenge the thinking of the group if he/she believes that it is heading in the wrong direction/making a wrong decision. Prepared to pursue his/her own line of argument despite opposition from peers or colleagues within the group. Negative behavioural indicators Always follows the majority of opinion. Can t make up own mind, always needs to ask others for their opinions. Does not demonstrate the courage to challenge others. Never queries the status quo within the team. Rapidly gives in to counter arguments and is reluctant to pursue his/her own ideas. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

12 Decision Making Skills Problem Analysis Q 5 Describe a time when you identified an issue that was affecting your team s performance and you set about investigating the root causes. How did you go about this? Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

13 Decision Making Skills Problem Analysis Q 5 Describe a time when you identified an issue that was affecting your team s performance and you set about investigating the root causes. How did you go about this? Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Considers the situation from different perspectives. Considers all the component parts of the problem and identifies trends, links and risks. Identifies and anticipates potential problems or risks facing his/her projects or team, as well as their causes. Identifies practical solutions and courses of action that directly address the core issues. Recognises important information and can extract key themes or issues from information or data. Identifies and seeks out additional information when gaps are evident. Shows a clear and systematic approach to analysing data; can take a step back from the detail and identify the core issues. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect Negative behavioural indicators Cannot identify problems or their possible causes, and only deals with the symptoms. Does not investigate the problem from different angles. Takes information and data at face value, rather than considering underlying causes or issues. Fails to approach available information in a coherent or logical manner. Appears unfocused and is unable to see the bigger picture. Fails to gather, overlooks or highlights irrelevant or unimportant key pieces of information/data. Fails to identify gaps or to seek further relevant information. Solutions considered are either overly simplistic or excessively complex. Solutions may fail to directly address the problem.

14 Decision Making Skills Problem Analysis Q 6 Describe a time when you involved your team in order to help you find solutions to a challenging problem. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

15 Decision Making Skills Problem Analysis Q 6 Describe a time when you involved your team in order to help you find solutions to a challenging problem. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Considers the situation from different perspectives. Considers all the component parts of the problem and identifies trends, links and risks. Identifies and anticipates potential problems or risks facing his/her projects or team, as well as their causes. Identifies practical solutions and courses of action that directly address the core issues. Recognises important information and can extract key themes or issues from information or data. Identifies and seeks out additional information when gaps are evident. Shows a clear and systematic approach to analysing data; can take a step back from the detail and identify the core issues. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect Negative behavioural indicators Cannot identify problems or their possible causes, and only deals with the symptoms. Does not investigate the problem from different angles. Takes information and data at face value, rather than considering underlying causes or issues. Fails to approach available information in a coherent or logical manner. Appears unfocused and is unable to see the bigger picture. Fails to gather, overlooks or highlights irrelevant or unimportant key pieces of information/data. Fails to identify gaps or to seek further relevant information. Solutions considered are either overly simplistic or excessively complex. Solutions may fail to directly address the problem.

16 Decision Making Skills Decisiveness Q 7 Tell me about a time when you stepped in and made a decision because you felt others were unwilling or unable to do so. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

17 Decision Making Skills Decisiveness Q 7 Tell me about a time when you stepped in and made a decision because you felt others were unwilling or unable to do so. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Happy to state opinions and views to the team in a respectful yet forthright and decided manner. Ready to commit team or resources to taking necessary steps in order to start proceedings. Recognises when it is appropriate to stop reviewing information and take action Takes a decision to commit staff or resources when circumstances demand it. Usually makes a decision and avoids sitting on the fence. Negative behavioural indicators Adopts a let s wait and see or sit on the fence attitude so often that momentum and enthusiasm is stifled within the team. Delays taking initial steps meaning that projects are delayed or abandoned to the detriment of the team. Fails to make decisions even when to hesitate would almost certainly mean losing an opportunity. Insists on delving into so much detail that opportunities and deadlines are often missed. Tends not to state own views until sure of the majority of opinion. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

18 Decision Making Skills Decisiveness Q 8 Tell me about the last time you had to commit your staff to a particular course of action under challenging circumstances. Circumstances (C) The circumstances or context Behaviours (B) The behaviours or actions the candidate displayed Impact (I) The impact or the outcome achieved

19 Decision Making Skills Decisiveness Q 8 Tell me about the last time you had to commit your staff to a particular course of action under challenging circumstances. Positive evidence Negative evidence Behavioural Rating Positive behavioural indicators Happy to state opinions and views to the team in a respectful yet forthright and decided manner. Ready to commit team or resources to taking necessary steps in order to start proceedings. Recognises when it is appropriate to stop reviewing information and take action Takes a decision to commit staff or resources when circumstances demand it. Usually makes a decision and avoids sitting on the fence. Negative behavioural indicators Adopts a let s wait and see or sit on the fence attitude so often that momentum and enthusiasm is stifled within the team. Delays taking initial steps meaning that projects are delayed or abandoned to the detriment of the team. Fails to make decisions even when to hesitate would almost certainly mean losing an opportunity. Insists on delving into so much detail that opportunities and deadlines are often missed. Tends not to state own views until sure of the majority of opinion. 5 Evidence suggests very high competence 4 Evidence suggests high competence with some development 3 Evidence suggests they could do the job with some development 2 Evidence raises concerns about competence 1 Evidence suggests they are not suitable in this respect

20 Candidate Summary Competency Rating Comment Flexibility Independence Problem Analysis Decisiveness Overall Comment Interviewer's recommendation (please tick, if applicable) Accept Turn down Consider/hold Pass to next stage Combine with other assessment ratings Other Overall Rating