Workplace

A common misconception about competency-based interviewing (CBI) is that anyone using it is trying to catch you out. Far from it; they are merely using this new technique to get a better understanding of you, what you are capable of and how you will fit in their company.

Interviews conducted using CBI are less subjective – you are likely to get more of a chance to show you are suitable for the role and even if you aren’t successful, the feedback is likely to be more useful.

Competencies are described as “the ability or motivation to apply skills or knowledge”. They focus on the idea that an individual who doesn’t possess the right attitude won’t succeed, as it is this key personality trait that will drive them to learn more and become more successful in their career.

You may be asked to give an example of a situation that led you to take a certain course of action and you will be probed so the interviewer can determine what created the change and the effects of those actions on others. Typical questions are:

• Tell me about a time when…
• Give me an example of…
• Describe a scenario when…

CBI is based on the idea that past performance is often the best indicator of future performance. You may be asked to give an example of how you provided a service to a client beyond their expectations and the interviewer may then ask you to explain how you identified this need and what the reaction was. This gives you the chance to relate your answers to real experience so it is important to stay focused and make sure your answer fulfils all the criteria – describe the situation, your actions and don’t forget to state what the results were.

The key to any successful interview is preparation. List the competencies, devise possible questions and then put yourself in the shoes of the interviewer – how would you delve further if you were the employer and what questions would you ask? A common mistake is to talk too much – keep your answers to the point, make sure you answer all aspects of the question and then stop talking.

One of the pitfalls is the temptation to give a number of examples, or talk about how you would typically respond in such a situation. Instead take time to think of one example that best shows your skills in that situation, otherwise the interviewer could interpret your vagueness as not having sufficient experience to dwell on. A concise answer will help to show that you are prepared and are confident about your response.

If the interview is based on competencies, it is likely that your job and performance will also be measured on this basis. CBI should be ignored at your peril!

Mike McNally is director of Hays Building Services, tel 0191 222 0044 or visit www.hays.com/buildingservices

For an employers’ perspective on CBI, see In business, page 63