capture certification Guidelines to Prepare for Capture Expert Candidate Interview

Transcription

1 professional ure cation pley expert capture certification shipley Guidelines to Prepare for Capture Expert Candidate Interview

2 P u r p o s e o f t h i s C a n d i d a t e I n t e r v i e w G u i d e This document provides guidelines on how to prepare for your Shipley Capture Expert competency based interview, at which your soft sometimes called behavioral skills, will be assessed. This guide focuses on the what and how of your performance and will help you prepare and present the high quality behavior data on which you will be assessed and provided with feedback. Take time to prepare for your interview as this is critical for providing quality information during the interview process. A s s e s s m e n t o f y o u r a r t i f a c t s ( d o c u m e n t s, s p r e a d s h e e t s, a n d P o w e r P o i n t s l i d e s ) Following your application to become certified by Shipley as a Capture Expert you will be invited to submit all the documents required and described in the Capture Competency Framework. Your artifacts will be objectively assessed using the Shipley Capture Bench tool. P r e p a r i n g f o r y o u r i n t e r v i e w You will be invited to attend a competency based interview following the successful Capture Bench assessment of the artifacts that you have submitted and a satisfactory referee s assessment. Your Assessor will be responsible for making the interview arrangements with you. Interviews will take between 45 minutes and one hour. As a general guideline the interview structure will follow the following simple sequence: Welcome from your assessor Behavioral questions Self Leadership Leading team members Leading the whole team Leading clients Leading senior managers Your Assessor will choose questions from each of the competencies assessed to ensure they are appropriate for the capture situation that you submitted. I n t e r v i e w S t r u c t u r e Leading other organizations Leading in different circumstances Closing remarks from your assessor 5 minutes Total of 35 minutes 1 x question - 5 minutes 5 minutes 2 o f 6

3 W h a t a r e t h e q u e s t i o n s d e s i g n e d t o a s s e s s? Your interviewer will be interested in understanding what you personally did within the context of answering each question, the outcome of the situation you describe and what you learned personally from the experience. You will have a minimum of 5 days to pre-prepare your answers to the questions. Anecdotal information, summaries of projects and war stories do not provide the kind of behavioral evidence that is being sought. Answers to the questions must follow the format described above. Behavior Description questions describe in detail what people have done in the past when faced with specific situations. To this end your Interviewer will use the STAR method to ask for examples of (S) situations that you have been confronted with that have resulted in a positive or negative outcome. Part of your preparation for the interview should be to prepare notes for your answer to each question that follow the STAR format. You will be asked what kind of tasks (T) you considered to deal with the situation and what actions (A) you took in that context. Finally your interviewer will probe for information about the specific outcomes that resulted (R) from the specific actions. IMPORTANT: If you have not experienced a particular situation, be prepared to describe what you would have done in such circumstances Accurately providing STAR-based responses to the questions asked during your interview will allow your interviewer to see you in action and allow your competence to be accurately assessed. You should use the STAR model to pre-prepare your answers for each question Situation - describe a situation or problem that you encountered within a capture team and how you resolved it. Task - describe the task that the situation required. Action - describe the action you took, and the challenges that you had to overcome Results describe the outcomes achieved from the actions you took S c o r i n g y o u r i n t e r v i e w Your assessor will assign the most appropriate rating to each detailed competency for the competency area being assessed. The score you can be given is from 1-6. Score 1-2 where your assessor identifies significant competency gaps; no strategies or actions were heard to plug the gaps Score 3-4 where your assessor identifies significant competency gaps; actions existed but lack clarity or ownership Score 5-6 where you have demonstrated significant competency and clear, accountable and time-based actions existed that linked to tasks to achieve your desired result. A r r a n g i n g t h e i n t e r v i e w Once your interviewer has designed competency based questions that are specific for the capture situation that has been assessed, your questions will be sent to you in a PDF. The PDF document will contain the date and time of your interview, and provide you with conference call details if required. 3 o f 6

4 A n n e x A E x a m p l e o f C o m p e t e n c y Q u e s t i o n s Example Question for Self Leadership Q1 Describe a time when you have had to use a variety of appropriate interpersonal styles and communication methods to clearly convey messages. S c o r e 1-6 S c o r e 1-6 Used appropriate interpersonal styles and communication methods to clearly convey messages Used a variety of media to individuals or groups to engage the audience Interpreted messages and gave an appropriate response Adapted to a variety of situations needs, and desired benefits and developed positioning approaches that leveraged supportive factors and overcame/ minimized barriers Addressed the needs of key decision makers Ensured that others bought in to teams missions, goals, agenda, tone, policy Adopted appropriate leadership style: responsible, ethical, accountable and decisive, balancing performance focus with people focus Refused to give up when faced with obstacles or rejection. Used a wide range of approaches to expertly develop creative and innovative concepts that were pragmatic business solutions for complex situations Planned and adopted a flexible approach with others based on an understanding of their view point 4 o f 6

5 Example Question for Leading Team Members Q1. Describe a time when you have had to include others in the decision making process, how did you make the most appropriate decision and ensure buy in and understanding of that decision? S c o r e 1-6 S c o r e 1-6 Identify and understand issues and opportunities and the resulting decisions and have the ability to effectively delegate the implementation of the required activities and responsibilities Implement decisions/initiate action within a reasonable time Include others in the decision making process, make the most appropriate decisions, and ensure buy in and understanding of those decisions. Allocate decision making authority and/or task responsibility appropriately to maximize organization and individual effectiveness. Use appropriate interpersonal styles and communication methods to clearly convey messages Read and use verbal and non-verbal cues to build rapport, correctly interpret messages and give the appropriate response Influence others towards desired outcomes. Ensure understanding and respect for cultural beliefs, language and values of others; avoids ethnocentrism and displays behaviors commensurate with that understanding Understand and appreciate different and opposing perspectives on an issue. Compellingly articulate concepts/ideas, complex situations/problems clearly, simply and in a manner that gains support/buy-in Build rapport to form strong personal relationships based on mutual trust and to build these relationships into useful and appropriate networks. Use, maintain and share networks appropriately to derive business benefit without damaging trust and long term stability Include others in the decision making process, make the most appropriate decisions, and ensure buy in and understanding of those decisions. Allocate decision making authority and/or task responsibility appropriately to maximize organization and individual effectiveness. Use appropriate interpersonal styles and communication methods to clearly convey messages 5 o f 6

6 Example Question for Leading the Whole Team Q1 Describe a time when you have had to continually assess the competence of your team, explain why this was necessary and what you did? S c o r e 1-5 S c o r e 1-6 Objectively and continuously assessed team member s competencies Formed and led the largest most complex teams (multi-cultural, multi-national, multi-time zone) across the organization and externally Used an in-depth understanding of group interactions to achieve the desired outcome. Example Question for Leading Clients Q1 Describe a time when it has been difficult to build a relationship with a customer, why was it difficult and what actions did you take to change the situation? S c o r e 1-5 S c o r e 1-6 Adapt an approach to satisfy customers in a manner that builds effective relationships Example Question for Leading Senior Managers Q1 Describe a time when you have had to build behind-the-scenes support for an idea. Explain how you engaged support and the outcome. S c o r e 1-5 S c o r e 1-6 Communicate compellingly and concisely at the most senior levels Build behind-the-scenes support for ideas Recognize and/or use ongoing power and political relationships within the organization (alliances, rivalries) with a clear sense of organizational impact Build productive relationships with stakeholders at senior levels based on mutual trust and respect Build a genuine rapport with stakeholders which encompasses social and business related activities Target, build and actively manage a network of personal contacts with key influencers and decision makers appropriately to derive business benefit. Demonstrate effective influencing and negotiating skills at the most senior political levels to achieve sustainable long term win-win-win (customersupplier-system) outcomes 6 o f 6