Panasian Group’s

Guidelines for Panasian

Group

Competency Based
Interviewing

“Its about having the right people with the

right competencies in the right place at the right time.”
 Purpose 1

What are competencies? 1

What does a competency based interview involve? 1

Why Competency Based Interviewing? 2

Competency Based Interviewing Model 3

Structuring the interview 3

How to open an interview with Ice breaking questions 4

Background review questions 4

Competencies to assess for & related questions 4

Scoring grid 4

Team Work 5
Table of Contents

Customer Focus 5

Communication & Negotiation 6

Organization & Delivery 6

Adaptability 7

Creativity & Innovation 7

Leading and Coaching 8

Strategic Thinking 8

Ethics/Integrity 9

Decision Making 9

Initiative/Drive 10

Emotional Intelligence 10

Change Management 10
 Purpose
Competency Based Interviewing (CBI)
is now widely regarded as the most
popular technique for employers to
use. This CBI booklet acts a guide for
interviewers to make more accurate
selection of candidates, resulting in a
better performing workforce, higher
retention rates, increased customer
satisfaction & employee engagement
and improved productivity.
CBI helps to standardize the process
and remove personal bias from the
more traditional type of interview
process. It is also sometimes called
Structural interview, Behavioral
interview, or Evidence Based inter-
view. The common aim is to use spe-
cifically targeted competency ques-
tions to discover whether or not an
applicant matches the requirements
of the position/role.

What are competencies?

A competency is the capability to apply or use a set of related knowledge,
skills, and abilities required to successfully perform particular job or tasks.
Competencies often serve as the basis for skill standards that specify the
level of knowledge, skills, and abilities required for success in the workplace
as well as potential measurement criteria for assessing competency attain-
ment.

What does a competency based interview involve?

Interviewer(s) will ask questions that require candidates to demonstrate
that they have a particular skill or a core competency to do a particular
role/tasks. Candidates will be asked to answer these using situational exam-
ples from their life experiences, to illustrate their personality, skill set and
individual competencies to the interviewer.While traditional interviews
involve random open questioning, these CB interviews are more systematic,
with each question targeting a specific competency. The questions them-
selves are phrased in a very specific way designed to provoke how you be-
haved during a particular situation.

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Why Competency Based Interviewing?
Competency Based Interview helps avoid the costs associated with a bad
hiring decision. These costs negatively impact the business, management &
co-workers. Some of the benefits of CBI are mentioned as follows:

• Competency Based Systems Eliminate Bias

It allows recruiters and hiring managers to focus on finding similar competencies and behaviors
deemed to make the candidate successful in the role regardless of knowledge, skills and demo-
graphics.

• Competency Based Systems Predict Future Performance

Core competencies are identified for specific roles by evaluating past or current employees who
were successful in that role. Through performance management, critical incidents, decisions and
actions are evaluated to find key competencies which are then built into a predictive model to
inform the recruitment and selection process. It is then used to identify other candidates or employ-
ees who possess the key competencies. This information is not only used in the recruitment and
selection process, but further on down the road in the talent lifecycle in succession planning and
resource allocation.

• Competency Based Systems help Identify Job-related Development Needs

Employee development is a prerequisite to stay competitive in the global marketplace. CBI can help
evaluate your employees’ competency profile against those required for their jobs and identify gaps
for improvement. This evaluation can be used to create personalized development plans that map
your employees’ paths within the organization. From there you will have a clearer understanding of
where to focus development resources such as incentives, coaching, and training courses.

• Competency Based Systems Lower Employee Turnover

Another desirable outcome of using competency based recruitment and selection is the reduced
turnover rate. Competency based recruitment can be valuable for all stakeholders in the hiring
process. The employer hires a quality employee who is a “fit” and has the know how to take on their
new role, and the employee isn’t wrongly hired for a position they’re not naturally equipped to
handle.

• Competency Based Systems Provide a Consistent Hiring Process

While traditional interviews involve random open questioning, CBIs are more systematic and struc-
tured way of hiring potential candidates, with each question targeting a specific competency. Struc-
tured interviews are 70% more accurate than unstructured ones. A competency-based interview
question bank can make the interviewing process easier and consistent.

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 Competency
Based Interviewing Model

Define what you are

looking for-Understand
the job & role
Structuring the
interview
Interviews should follow a
Perform a Identify job related
final success factors
clear structure. It is a good
evaluation (Competencies, practice to explain to the can-
skills,
knowledge etc.)
didate how the interview will
be structured, and that you
will be asking for specific
Conduct a Establish questions examples of when they have
successful to extract the desired
interview success factors demonstrated the competen-
cies required for the role.

The questions and probes should be structured as follows:

(1) Situation: What is the example?
(2) Action: What did they do?
(3) Result: What was the outcome?
(4) Reflection: How did it go/what would they do differently?

Tell me about
Give me an example of
When
Why
How
What did you

Ask them to bear in mind that you’ll be interested in:

(1) Examples from their work life
(2) Recent examples preferably – the last 2-3 years.
(3) What they specifically did or said, not the team as a whole (its fine if they need time to think of
an example.)

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How to open an interview with
Ice breaking questions
These questions help put a candidate at ease and build rapport. As interviewing can be a stressful
situation and candidates want to make a great impression so easing into the conversation helps the
candidate settle in & begin the interview.

Below are some questions from which you can pick & choose.

(1) Did you have any trouble finding our office?

(2) Tell us about yourself and family.
(3) What are your favorite hobbies?
(4) What is your dream Job?
(5) What is one goal you would definitely want to accomplish during your life time?
(6) What characteristic do you most dislike in yourself? In others?
(7) What’s the most unusual job you’ve ever had?
(8) What characteristics do you admire (in self or others)

Background review questions

(1) List any other relevant training that you previously attended. Major learnings from that training.
(2) What were/are your major responsibilities in your current/previous role/project?
(3) How has your working experience contributed towards building your skill set?

Competencies to assess for & related questions

SCORING GRID:

1 UNSATISFACTORY – The candidate did not provide any evidence of having demonstrated the
competency and/or technical skill.

2 MARGINAL - The candidate provided weak evidence of having demonstrated the competency
and/or technical skill through limited effective behaviors.

3 AVERAGE- The candidate provided adequate evidence of having demonstrated the competen-
cy and/or technical skill through several effective behaviors.

4 GOOD - The candidate provided solid positive evidence of having demonstrated the competen-
cy and/or technical skill through a wide range of effective behaviors.

5 EXCELLENT - The candidate identified a meaningful situation that provided strong and consis-
tent demonstration of the competency and/or technical skill through excellent evidence of
meaningful behaviors.

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 (1) TEAM WORK
Co-operates enthusiastically with others in own team and in other formal and informal teams. Rec-
ognizes and develops opportunities for team working at cross-functional level, believes in open
communicates, recognizes & appreciates team and teamwork. Trusts and respects others. Creates
synergies and manages conflict across the board.
Examples of questions
Tell me about the last time you worked as part of a team
• What did you do? Or what was role in the team?
• How did you encourage other team members to co-operate?

Give me an example of when you helped improve the performance of your team
• How did you get team buy in?
• How did you handle any difficult situations that arose amongst the team?
• What, if anything, would you do differently next time?

Give me an example of when you have identified an opportunity to enhance a service/practice

by collaborating with another team?
• How did you identify that this was an opportunity?
• What was your role in developing effective partnership working?
• How did the team benefit from this collaboration?

(2) CUSTOMER FOCUS

Anticipates the needs of customers, seeking evidence of demand from the market(s) and from
stakeholders. Seeks out and manages long term relationships with stakeholders, takes strategic
initiatives to ensure the delivery of valued service/product provides the best output to internal and
external customers, meeting their needs by working in partnership.
Examples of questions
Describe a time when you exceeded a customer’s expectations.
• How did you know you had exceeded?
• What did your actions achieve?

Describe a situation where you had to deal with a dissatisfied customer.

• How did the customer respond to the actions you took?
• What did you do to ensure that the situation did not occur again with other customers?
• Were you able to convert a dissatisfied customer into a satisfied one?

Describe a situation when you have sought feedback from your customers
(internal or external)
• Why did you seek this feedback
• How did you gather the information?
• How did you use it to improve services?
• What have you learned about your organization as a result of this?

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(3) COMMUNICATION & NEGOTIATION
Communicates and negotiates effectively with a range of stakeholders on complex matters which
have future implications for the success of the function/department. Gives and receives timely
information effectively and persuades to achieve the best possible outcomes. Has ability to use
proper influencing skills to obtain positive outcomes and make decisions that align with the strate-
gic direction of the organization. Demonstrates confidence, good political savvy and maintain credi-
bility with key decision-makers.
Examples of questions
Tell me about a particularly difficult message that you had to communicate to an individual
or group
• What steps did you take to ensure the message was clear?
• How did you ensure the message was understood?

Give an example of a time when you have had to influence a group of stakeholders to adopt
your ideas on an important strategic issue.
• How did you persuade them to adopt your ideas?
• How did you handle any objections?
• How did you get others on board?
• How could you have approached it differently?

(4) ORGANIZATION & DELIVERY

Adopts a long term view and plans resources accordingly.Develops strategy in support of the Strate-
gic Plan and develops resourcing models to underpin implementation.Has a clear approach to plan-
ning, prioritizing and organizing work, making effective use of time and resources.
Examples of questions:
How do you organize your day to day workload?
• What tools or methods do you use?
• How does this take account of interruptions and changes to your plans?

Describe an occasion when you have had to deliver a complex project on time and to budget.
• What were the objectives?
• What key stages did you work through?
• What were the difficulties you had to overcome?

Describe an occasion when you have had to develop strategies to implement major organiza-
tional change.
• What were you aiming to achieve?
• What was your approach to planning?
• How did you consult and involve relevant people?
• If you were doing it again, what would you do differently?

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 (5) ADAPTABILITY
Should be able to swiftly adapt to organizational, market and technology changes. Remains calm
under pressure, tries out new tools and techniques to improve their work. Quickly comes up with
solutions, when problems arise and accepts new team members and working styles.Takes on new
challenges at short notice.Adjusts with changing priorities/workloads.

Examples of questions:
Tell me about an occasion when you had to adapt to a major change
• Why was it important?
• How did you adapt?

Give me an example of when you led a major change

• What was the catalyst for change?
• How did you manage the impact on people?
• How did you monitor the effectiveness of the implementation?

(6) CREATIVITY & INNOVATION

Adopts a creative approach to problem solving and seeks opportunities to innovate.Develops and
implements new concepts, models, approaches to practice and products that have a significant
impact on the longer term success of the Group. It involves reexamining traditional strategies and
practices, and proactively looking for new ideas and ways to improve services, and work processes.
Examples of questions:
Give me an example of when you came up with a novel/different approach to a problem/situa-
tion
• What suggestions did you make?
• Which ideas were put into practice?
• What was the outcome?

Tell me about an occasion when you developed and implemented a new approach to organiza-
tional practices or processes
• What research did you undertake to inform your approach?
• What options did you identify?
• To what extent were you able to bring about change?

What ideas have you developed and implemented that have impacted on the long term strate-
gic development of your organization
• What were the challenges?
• What was the impact on your organizational strategies?
• How did you evaluate the effectiveness of these strategies in the long term?

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(7) LEADING AND COACHING
Influences and inspires others to behave and respond in ways that are valuable and appropriate for
organizational success. Walks the talk. Is courageous, consistent, and believes in self accountabili-
ty.Takes ownership for team development, sets standards and direction. Takes responsibility for
developing talent and succession planning. Motivates colleagues to achieve to the best of their abili-
ties and to meet organizational need.Delegates and empowers team members and manages their
performance.

Examples of questions:
Give me an example of when you have had to deal with poor performance.
• How did you approach the problem
• What did you do to support / guide them?
• How did this fit into your overall approach to developing your team?
• What were the results?

Give an example of when you have lead a team on a major project

• How did you gain support for this activity beyond your immediate team?
• How did you ensure your people were engaged and motivated to perform?
• How did you measure success?

(8) STRATEGIC THINKING

Develops strategies to achieve organizational goals. Identifies external threats and opportunities
and adapt strategy to changing condition.Challenges assumptions and the status quo in order to
enhance competitive advantage. Is well aware of industry and market trends and uses this knowl-
edge to develop and champion long-term strategies.Understands the external environment and
incorporates that understanding while taking decisions.Understands the success factors critical to
the organization’s long-term sustainability and competitiveness
Examples of questions:
• How do you set long-term goals for your team or your department?
• What factors you take into account while making departmental/organizational goals
or objectives?
• What are the key factors you take into consideration when building vision / long term
strategy?
• How do you measure a strategy’s effectiveness?
• Provide details about a situation where you conducted a SWOT analysis (strengths, weakness-
es, opportunities, and threats).

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 (9) ETHICS/INTEGRITY
Is always fair, truthful and trustworthy in all transactions, interactions, commitments. Encourages an
environment of fairness and transparency. Complies to all applicable laws, policies and procedures.-
Does not indulge in any sort of activity that harms the organization, e.g. does not involve in or sup-
port any fraudulent activity, undue financial favors and maintains confidentiality with regards to
sensitive information regardless of pressure from others. Admits mistakes in spite of the potential
for negative consequences.
Examples of questions:
Describe what you would do if a co-worker/senior asked you to lie for them.
• Describe how you handled the situation.
• What would you say and do?

Describe what you would do if a friend/relative asked you to reveal confidential information.
• What would you do?
• How would you respond to the request?

Tell me about a situation when your manager asked you to do something that you did not agree
with.
• How did you handle this situation?

(10) DECISION MAKING

Exercises judgment by making timely and effective, well-informed decisions. Anticipates the risks,
impact and implications of their decisions on the business and stakeholders. Is able to identify and
solve complex and critical problems. Assess and lead fact-based decision-making for long-term stra-
tegic issues. Has the ability to use proper influence skills and make decisions that align with the stra-
tegic direction of the organization.
Examples of questions:
What is the most difficult business decision you have had to make?
• How did you make this decision?
• How did you arrive at your decision?

Tell me about a decision that turned out badly.

• In hindsight what would you have done differently?
• How do you balance instinct with facts when making a decision? Give a specific example.

Tell me about a complex decision that you made recently.

• How did you make the decision?
• What were the key elements you considered?
• What alternatives did you consider?
• What was the outcome?

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(11) INITIATIVE/DRIVE
Willing to get things done and takes ownership. “Go the extra mile" when asked to do tasks. Develop
and value innovative practices. Takes ownership of the work assigned and delivers according to
expectations. In addition to ownership continuously comes up with new ideas as to how the existing
work can be improved.Demonstrates passion for business success.

Examples of questions:
Can you tell me of a time when you realized that a problem can be converted into an
opportunity.
• What did you do?
• What were the results?
• How have you added value to your current role?
Describe an initiative or idea that was implemented primarily because of your efforts.
• What has been the best idea you have come up with during your professional career?

(12) EMOTIONAL INTELLIGENCE

Knows, understands and manages their own and other employee’s emotions. Manages stress by
being aware of words and actions and their impact on others. Has the capacity to professionally
handle interpersonal relationships judiciously and empathetically. Is capable of motivating himself.
Even when dealing with negative emotions in times of disappointment or defeat, they see things for
what they are and look for the good in any situation.
Examples of questions:
• What are one or two things that make you angry or frustrated at work? What do you do when
you get angry or frustrated at work?
• Describe a stressful work situation you’ve had. How did you resolve that situation?
• Tell me about a time when you received feedback on your performance and you disagreed with
the feedback. How did you handle the situation?
• Tell me about a time when you had a dispute with a colleague. What did you do to deal with the
situation?

(13) CHANGE MANAGEMENT

Leads, implements and executeschange and its consequences. Forward-looking, proactive and
embrace new ideas. Creates an environment that is conducive to managing change.Facilitates the
structured implementation and timely acceptance of workplace innovations and improvements by
planning and overseeing the execution of logical transition processes and clearly communicating
transition goals and strategies.
Examples of questions:
• In your point of view why do people often resist change?
• What is the most challenging change management situation that you have come across in your
career?
• How do you typically identify the stakeholders who need to approve a change?
• In your current role, what have you done to lead change?

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 Panasian
Group

Head Office
49-C Jail Road, P.O. Box 1990, Lahore-54000, Pakistan.
T: +92 42 111 875 875 | F: +92 42 3742 2928 | E: info.lhe@vpl.com.pk