By Heidi Waddington, Hays

Competency based interviewing (CBI) is one of the most commonly used methods of interviewing and offers employers a realistic means to establish a jobseeker’s suitability by examining the functional and behavioural competencies to succeed in that role.

How does it work?

A potential employee is more likely to succeed if they have already demonstrated the required competencies in their previous employment: past performance is the best indicator of future success.

Eliminating subjectivity is one of the main benefits of CBI and makes for more effective hiring decisions. Competency-based interviewing is not only a way of ensuring quality control but also goes hand in hand with an organisation’s retention strategy, as the chosen applicant is more likely to be successful. Employers can ill afford to be complacent and make the wrong hiring decisions, particularly at a time when cost control is central to the business agenda.  

Essential/desirable competencies

Competencies are typically classified as either ‘essential’ or ‘desirable’ and employers should look for evidence-based examples as soon as they receive a CV and application form. An interview is already evidence that most of the requirements have been met but the aim is to check that those skills and experience actually do match the competencies of the job.

All HR roles will have a set number of core competencies, although this number typically increases with seniority and the questions asked will be gauged at the appropriate level of experience. Points are allocated for each required skill and a percentage is worked out to see how well the applicant has done. Best practice dictates a panel (a minimum of two interviewers), where one person asks the questions, freeing up the co-interviewer to note down the answers.

Let’s look at some examples

If applying for a HR advisor role, for example, you will need to demonstrate strong interpersonal skills and knowledge of employment law. “Provide an example in which you had to diffuse a difficult situation” could be a typical question. An HR manager will be tested to see how objectives can dovetail into commercial targets, so: “How have you shaped HR objectives into business goals?” is a relevant question. “Provide an example where your influence had a direct bearing on employee performance targets” might apply to a learning & development director.

An assessment manager would need to show excellent organisational and problem solving skills, therefore: “Provide an example of a new idea that you developed in testing procedures?” could be one line of questioning.“ HR directors could be asked to give examples of how they exerted their influence at a board meeting and how they managed to have a direct impact on business strategy.

So, what’s the best way to prepare for CBI?  

Make sure you describe all the actions you took and quantify the impact on the business on your CV. Re-visit the job description and person specification before your interview and ensure that you can provide examples for each competency listed.

An effective technique is to write these down and devise possible questions around them – if in doubt, get a friend to put you through your paces. When the big day finally arrives, you’ll be in a far better position to sail through the interview and much more likely to secure that role. 

Some examples of competency-based questions

• Can you give an example of how you have successfully mediated between two or more conflicting parties? How did you seek to establish common ground?

• Can you give an example of a team strategy you have developed? How did you implement this strategy?

• Can you give an example of how you have taken the initiative to implement a new system or significantly improve an existing system?

• Can you give an example of how you have effectively placated an aggressive individual in the past? What strategy did you employ to placate them?

• Describe an occasion when you have successfully persuaded an individual(s) to see your viewpoint in the past. How did you achieve this?

• How have you demonstrated a methodical and objective approach to a decision you have taken in the past? What steps did you take (if any) to ensure the decision reached was balanced and fair?

• Can you describe an occasion when you were under pressure to make a rapid decision for which you were solely accountable? How did you respond in this situation?

• Can you think of an occasion when you have successfully delivered an instruction and achieved an appropriate level of compliance in response? How did you ensure your instruction was acted upon?

• Can you give an example of how effective listening skills have enabled you to deal effectively with a problem? How did this influence how you dealt with the problem?

• Provide an example of how you have positively influenced a team in the past? Which of your qualities did you draw upon in order to achieve this?

• What techniques do you use when attempting to effectively manage your time?