Competency Based Interviews

Competency based interviewing (CBI) is a means for employers to gather evidence in support of a candidate's case to ascertain that he or she has the ability, skills and motivation to match the 'competencies' outlined in the job and person specifications.

A 'competency' is defined as having the knowledge, applying the skills and undertaking job relevant tasks associated with certain level of performance.

Traditional or CV approach

Candidates accumulate points based on a scoring system against each competency, which are tallied up at the end of the interview and are further tested in more detail at second interview/assessment centre stage.

CBI is now widely recognised as providing the best indication of a candidate's suitability for a particular role and increases the odds of a favourable match greatly. Sailing through the interview does not translate to performing well in the job.

In contrast to the traditional interview, which focuses primarily on the information contained within the CV ie a candidate's work history and education, CBI goes much deeper into the dynamics of specific attributes needed to succeed in the job

Competencies can be split into five areas; each having its own drivers for the business:

• Individual competencies – these refer to the personal attributes required for a role and focus on key areas such as decisiveness, integrity, independence etc.

• Managerial competencies – as the name suggests, these refer to a person's ability to manage others and focus on key areas such as leadership, planning and project management.

• Motivational competencies – these are the things that drive you and qualities that will be required to succeed in the role. Behaviours such as motivation, initiative and resilience are vital this area.

• Analytical competencies – analytical skills, numerical problem solving, attention to detail and other decision making abilities are explored here.

• Interpersonal competencies – these refer to how a person deals with others and covers areas such as communication, openness and the ability to work as part of a team.

Preparation

While each interview will have its own competencies, it is worth preparing answers to questions you anticipate being asked. Reviewing the job description and/or advert will provide a basis on which to structure your answers and show examples of where you have been able to illustrate success in each competency.
The STAR model is a particularly good structure on which to build your responses and will provide an effective way to structure your thoughts.
Situation – describe a situation or problem you have encountered.
Task –  outline the task that was required to resolve the issue or problem.
Action – describe the action you took to overcome the issue or problem.
Result – highlight the outcomes achieved.

At the interview

Always be honest about your attributes as you will inevitably get caught out – if not before you start the interview, then very soon afterwards.
Take the time to consider your answers. Don’t think: I’ve prepared this response so I’m going to plough on regardless. Ask yourself whether you are using the best example to illustrate the attribute they are interested in. You might find it useful to take notes into the interview; this is not a memory test after all and notes will allow you to better prepare, giving you more courage in your convictions.
If you are unsure as to what the interviewer is asking you, don’t be afraid to ask them to clarify what they mean – they will not think any less of you. Rather than say “I don't understand what you mean”, try, “Do you mean such-and-such?” This will show that you have at least tried to interpret what they’ve said.
Finally, make sure you take time to ask the interviewer about the environment, culture and people in the company. The competency process is not only about them evaluating your attributes, but also you evaluating whether the company is right for you.