Professional Documents
Culture Documents
Table of Contents
TABLE OF CONTENTS 19
Section 1: Introduction
THE PURPOSE OF THE GUIDE 20
THE ROLE OF THE INTERVIEW IN THE SELECTION PROCESS 20
KEY STEPS TO IMPROVING THE INTERVIEW 21
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 1
INTRODUCTION
The Purpose of the Guide
The Guide has been designed to assist those responsible for conducting employment interviews and making decisions about the suitability of
applicants to UNICEF. It seeks to explain and clarify some of the best ways to enhance the quality of information gathered during interviews and
therefore increase the fairness and effectiveness of the selection process.
An interview gives you the chance to gather information that is not readily available through other means. It reveals information about the person’s
experience and also provides you with the chance to observe their communication skills first hand. The information gathered through the interview
process as well as from other selection methods that may have been used, plays a vital role in the decision-making process at selection time.
Considering the importance of selection decisions, and the great financial and other costs to the organisation if the wrong decision is made, it is essential
that the interviewer be confident that the assessments made in selection interviews are as accurate, reliable and objective as possible. Experts have
estimated that the cost of a poor selection can be around three times the incumbent’s annual salary.
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GUIDE TO COMPETENCY BASED INTERVIEWING
Despite the extensive use of the interview as a selection tool, evidence suggests that it can be a poor predictor of future job performance. Here are a
number of steps that can be taken to improve its effectiveness:
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 2
CORE INTERVIEWING SKILLS
Preparation
Timetable
• If a number of candidates are to be seen on one day, a timetable should be prepared in advance. It should allow a realistic amount of time for
each interview and provide the interviewer with ample time to write the post-interview notes.
Reception of Candidates
• Arrangements must be made to receive the candidates:
- It is important that the Reception or security staff be provided with pertinent information on the candidates so that they can be direct them to
the interview area;
- A waiting area should be prepared and any travel expenses should be paid upon the candidates’ arrival.
Room
• The interviewer needs to ensure there will be no disturbances in the interviewing room;
• Prior to the interview the room should be checked to ensure that it is tidy, that there are sufficient chairs and the layout of the furniture is appropriate
for the interview.
Other Interviewers
• If a panel interview is scheduled, the interviewers should decide (before the interview) on a specific format and on who will cover which
competencies.
Questions
• It is important to select questions that will explore various aspects of each competency being assessed;
• The application form or interview protocol will suggest areas the interviewer should cover
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GUIDE TO COMPETENCY BASED INTERVIEWING
Probing Questions
• These sorts of questions are designed to search for information in greater depth. They are vital for detail and for focusing the candidate and
interview on particular areas. Usually they will be ‘open’ in format, but aimed at eliciting specific information. Probing questions are designed to
explore areas of interest. Probing questions should be used to encourage the candidate to talk more about a specific aspect of their experience or
knowledge. These can be used to further explore information or situations described by the candidate or to clarify a particular issue
Comparative Questions
• These encourage the interviewee to identify key differences in their experiences, duties, style of work, situations, etc. Examples of comparative
questions are:
- “What would you say was the biggest difference between the jobs with X and Y?”
- “How do the responsibilities in your current job compare to those in your previous position?”
Hypothetical Questions
• These questions encourage a candidate to describe what they ‘would’ do if faced with a particular situation. For example, a hypothetical question
might be: “How would you manage a poor performing staff member?” These types of questions explore the candidate’s knowledge but not their
past behaviour. Often a candidate will give you a superficial answer of what they ‘know’ to be right. It is better to find out what they actually did; a
better question would be: “How did you manage a poor performing staff member?”
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GUIDE TO COMPETENCY BASED INTERVIEWING
Questions to Avoid
Closed Questions
• A closed question is one that can be answered with very few words. Overall, questions that begin with “who?”, “what?”, “which?”, “when?” or
“where?” should be avoided. Other examples might be: “Do you think it is very important to be firm with a team?” or “Did you complete your
degree?” These types of questions should be used only when an interviewer needs to check a fact or confirm a detail.
Leading Questions
• Leading questions give the candidate the answer to the question being asked. An example might be “We think teamwork is very important. What
do you think about teamwork?” Most candidates will simply agree with the interviewer.
Double Questions
• These occur when the interviewer asks two questions in the same sentence. These questions can be confusing to the candidate. An example of
a double question is “I am keen to hear about your experience in planning and about the last time you needed to empower a team member”
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GUIDE TO COMPETENCY BASED INTERVIEWING
Positioning:
• A distance of one to one and a half metres between the interviewer and the candidate is adequate. A distance of less than one metre may create
discomfort, while more than five feet becomes overly formal.
Posture:
• The interviewer’s body should be orientated directly towards the candidate. The interviewer should sit up and slightly lean forward to show
interest in what the candidate is saying.
Eye Contact
• Eye contact should demonstrate interest. Interviewers who do not look sufficiently at the candidate will find it harder to control and regulate the
interview.
Facial Expression:
• Facial expression should indicate interest in what the candidate is saying. The interviewer should ensure her/his expression conveys interest and
should avoid expressing boredom, irritation or disbelief.
Head Movements:
• Head nodding and shaking can convey interest.
Gestures:
• The interviewer should come across as calm and confident but excessive gesturing can undermine the latter. Hands can be used to give a
greater emphasis to interviewer’s questions and to control or encourage the flow of information from the candidate; but clenched hands and
entwined legs can communicate nervousness.
Voice Production:
• Nervousness and under-confidence in the interviewer can be conveyed by talking too quickly or too slowly. The interviewer should project
calmness by speaking in a steady but energetic pace. Monotonous speech should be avoided as it may convey disinterest.
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GUIDE TO COMPETENCY BASED INTERVIEWING
• Simple responses such as “mm”, “yes”, “fine”, “I see”, can be especially useful when the interviewee is recounting a lengthy experience
• Restating or summarising indicates that the interviewer is intent on getting an accurate picture of what the candidate is saying
• Perceptive probing and the use of follow-up questions tend to reinforce the interviewer’s interest.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 3
COMPETENCIES AND THEIR USE
What is a Competency?
Competencies are the combination of knowledge, skills, traits and attributes that collectively enable a person to perform successfully in a given job. The UNICEF
competencies identify and describe the competencies and associated behaviors required for effective performance in UNICEF. For a full review of the competencies
and their use, please see the “Getting Results for Children” document on the Learning Web.
The UNICEF Competencies and Competency Profiles consist of (1) Foundational Competencies, (2) Functional Competencies, and (3) Technical
Competencies.
1. FOUNDATIONAL COMPETENCIES (applicable to all staff across all functional areas and levels)
There are six “Foundational Competencies.” These “Foundational Competencies” emerged as always important across every functional area and level, and
therefore, apply to all UNICEF staff. They embody UNICEF’s ideals. These six Foundational Competencies are:
• Commitment
• Drive for Results
• Embracing Diversity
• Integrity
• Self-awareness and Self-regulation
• Teamwork
There are eighteen “Functional Competencies” out of which a different combination of competencies is applied to each functional area and level.
3. TECHNICAL COMPETENCIES (Technical knowledge/ Technical leadership; divided into two groups)
What is a Competency profile and what is its function in the interview process?
A competency profile identifies and describes the competencies critical for successful performance in a job, within a specific functional area and at a
specific level. Each competency in the profile is defined and accompanied by statements of behaviour which describe standards of performance to
which the incumbent should aspire.
In the recruitment, selection and placement process, the competency profile along with the job description are used to identify the selection criteria
for the post. The interviewer(s) should (typically) assess the foundational competencies and additional 3 to 5 competencies that are deemed most
critical for success in the post under recruitment and that best reflect the key aspects of the role. The choice of competencies should stem from the
interviewer’s knowledge of the position and from the ‘critical incident’ and ‘commonly occurring situations’ the future incumbent will face. A
competency typically takes around 15 minutes to explore fully; therefore the exploration of four competencies will take approximately one hour.
During the course of a structured interview, candidates should be assessed against these competencies. The comparative assessment of
candidates against competencies enables the organisation to determine the strengths and weaknesses of various candidates and their potential to
develop.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 4
OPEN refers to the need to open up the discussion in order to understand the breadth of experience a candidate has had in relation to a
competency area.
BACK refers to the gathering of specific evidence of the individual behaviour in those situations. Remember that it is an understanding of
an individual’s past behaviour that helps us to predict their future behaviour and therefore their likely performance within UNICEF.
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GUIDE TO COMPETENCY BASED INTERVIEWING
OPportunities - establishing the opportunities an individual has had to demonstrate a particular competency
ExperieNce - identifying specific experiences an individual has had which necessitated the use of a
particular competency
Behavioural description - seeking specific evidence of how an individual has behaved in past, relevant situations
Appraisal - highlighting any feedback a candidate has had on their performance in a competency area
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GUIDE TO COMPETENCY BASED INTERVIEWING
Taking each competency in turn, the first step is to ask about OPportunities and ExperieNce.
OPEN it up
Find out what opportunities the candidate has had to exhibit behaviour related to this competency. Encourage him/her to identify past/present
experiences which relate to the competency under consideration.
“What opportunity have you had to demonstrate your judgement when making decisions?”
or
“What experience have you had in weighing up relevant facts?”
“Describe how you went about using your judgement when determining the best outcome for your team?”
“Tell me about a time when….”
“Describe a specific situation when…..”
Having OPEN’ed up the competency area, you now BACK it up with further questions about their behaviour.
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GUIDE TO COMPETENCY BASED INTERVIEWING
BACK it up
Behavioural Description
Exploring the candidate’s behaviour can be achieved using a range of questions about their strengths and limitations, satisfactions and
dissatisfactions, likes and dislikes.
For example:
“On reflection, what could you have improved upon when planning that event?”
Appraisal
Ask the interviewee to report on feedback they have received from others regarding that competency. The purpose of this exercise is to assess the
candidate’s level of performance.
For example:
“What feedback did you get regarding the event you planned?”
“How have your organisational skills been appraised in the last year?”
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GUIDE TO COMPETENCY BASED INTERVIEWING
Comparison
Another approach to benchmark the candidate’s level and identify her/his skills is to ask them to compare their behaviour over time.
For example:
“In relation to the planning you did for that event, how do you think your current planning skills compare to when you were working as project officer in
Malawi".
“Why?”
“What makes you say that?”
Finally, it may be relevant to probe for the candidate’s preferred behaviours and assess her/his awareness of best practices in order to further explore
the competency being assessed.
For example:
“Now that you’ve had experience of planning a conference, what advice would you give someone planning a similar event?”
or
“What do you see to be the key stages in planning and scheduling a project?”
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GUIDE TO COMPETENCY BASED INTERVIEWING
Follow up Questions
Listed below are some further hints on how to ask additional questions:
• The interviewer should pursue questioning the candidate until a competency is properly assessed
Candidates will often skim over an important area. The interviewer should be prepared to ask probing questions that clarify ambiguous information.
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GUIDE TO COMPETENCY BASED INTERVIEWING
Taking Notes
• The interviewer must take notes during and immediately after the interview. It is important to take notes on everything the candidate says and
does. The interviewer should record as much verbatim information as possible. Interviewers should avoid writing down their judgements as the
interview is intended to be a data collection exercise. The evaluation and decision making should take place after the interview.
• Notes on certain aspects of behaviour such as verbal fluency or hesitancy, excessive nervousness, etc. should also be written down
• Some interviewers may find it helpful to mention that they will be taking notes at the beginning of the interview. Note taking should be done
openly but not in such a way that the candidate can see what is being recorded.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 5
Rating the Candidate
During the interview, the interviewer should have noted examples of situations, behaviours and outcomes for each of the competencies being assessed.
S/he should have also noted any additional pertinent information that could support a candidate’s suitability for the post. Once the interview has
concluded, the information collected must be classified, rated and evaluated using the Interview Protocol. In order to provide additional structure to the
assessment component of the interview, the following approach should be adopted:
• First, decide which competency the behaviour illustrates. It may be the case that some behaviours can be assigned to more than one
competency; discretion should used as it is better to allocate the behaviour to one competency rather than to two or more.
• Second, identify whether the behaviour documented in your interview notes positively or negatively illustrates that competency by assigning a
+ or - sign next to your comments.
These comments in response to a question about Planning & Organising may be more relevant to another competency.
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GUIDE TO COMPETENCY BASED INTERVIEWING
WD – well developed
D – developed
OD – opportunity for development
NE - no evidence obtained
The NE rating should also be used in the event that the amount of evidence gathered during the interview was not sufficient enough to
enable the interviewer to confidently make an assessment. If this occurs because the interviewer failed to probe a competency sufficiently,
that fact should be noted
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GUIDE TO COMPETENCY BASED INTERVIEWING
When using the rating scale remember that the following factors can distort assessments:
• Halo effect –this is the tendency to rate candidates highly on one criterion because they have impressed on other criteria;
• Central tendency - tendency to give candidates a middle rating rather than using the E or D rating which clearly indicate that the candidate
strongly demonstrated the competency or did not demonstrate it at all;
• Response bias - a tendency to under or over rate;
• Logical error - not making a clear distinction between two competencies;
• Contrast effect - rating one candidate against another instead of against the competency.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SECTION 6
SAMPLE INTERVIEW QUESTIONS AND
INTERVIEW PROTOCOL
A complete list of competencies, their definitions and behavioural indicators, as well as the functional specific competency profiles can be found on the
Learning Web, under the Personal X Professional Development Portal.
Below are some sample interview questions for illustration purposes and a sample interview protocol.
PLANNING, STANDARD Sets clear and realistic ♦ Converts goals and strategies into measurable ♦ Does not develop clear and concise action plans.
objectives for work plans and project activities. ♦ Has no sense of urgency to monitor progress; is
SETTING AND MONITORING ♦ Foresees and anticipates future resource needs. unsure of status of the project at any given time.
WORK programmes. Monitors
performance against ♦ Monitors the work of team members in respect to ♦ Unevenly distributes the workload.
end results, to ensure that they are meeting ♦ Does not utilise all available planning tools or
objectives. objectives and quality standards in a timely manner. resources.
♦ Identifies areas of potential risk in the project plan ♦ Involves more resources (people monetary, etc.)
and takes preventative measures. than necessary.
♦ Effectively manages the “grey” areas where no clear ♦ Organises project plans at the last minute.
mandate exists. ♦ Contingency planning is not utilised.
♦ Use a systematic approach for monitoring project ♦ Misses deadlines with serious consequences.
activities, results, expenditures, and timelines. ♦ Can only manage projects when there is face-to-
♦ Creates and implements customised review or face contact; unable to successfully delegate that
quality control processes. aspect to others.
♦ Maximises the resources available to him or her to ♦ Allows ambiguity over deliverables.
most effectively complete the task or project. ♦ Takes on impossible workloads.
♦ Immediately takes corrective action or “damage ♦ Fails to monitor progress.
control” in the event a project slips from schedule.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Describe a time when you had to plan a significant project:
• What did you do?
• How much time did you have?
• What factors did you need to consider?
• What could you have done better to assist in the smooth
implementation of the project?
• How would you rate the effectiveness of your planning on this
occasion?
• How does your approach to planning and standard setting differ
from that of other managers?
• What are the advantages and disadvantages of your approach?
Can you tell me about a time when you missed a deadline?
• Why did it happen?
• How were you responsible for this?
• What did you do to try an overcome this problem?
• What have you have done differently in relation to deadlines
since this occasion?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Strategic and Global Thinking Takes a long-term view of ♦ Sees the “big picture” or long-term implications of ♦ Has difficulty positioning specific functional area
wide-ranging possibilities in actions. objectives and initiatives from a global mindset.
developing a vision for the ♦ Analyzes complex data and trends regarding local ♦ Lacks a clear understanding of the current political,
future. Assesses situations and world events and then uses this information to social, and economic factors that affect the global
outline courses of action to accomplish objectives. community.
and makes decisions that
♦ Conducts analyses that provide for the best ♦ Does not maximise or leverage available information
take into consideration global strategizing and positioning of UNICEF as a global or literature on global trends and events.
trends and implications and partner and relief organisation. ♦ Struggles to translate a strategic vision into clear
how they reflect on the ♦ Seeks ways to increase global exposure and leverage manageable action plans.
organization. that knowledge for new opportunities and potential for ♦ “Short-term thinkers”; becomes distracted by internal
the organisation. UNICEF goals and objectives and loses sight of the
♦ Establishes mechanisms to prioritize in an bigger picture.
environment of limited resources and unlimited ♦ Lack general awareness of international issues.
challenges related to the problems of women and ♦ Makes decisions that do not effectively utilise
children as well as the internal demands of UNICEF. UNICEF’s resources or mission and mandate.
♦ Studies and researches relevant literature and ♦ Does not understand that there are many facets to
information on international trends in business. consider when developing a strategy (i.e., political,
♦ Engages UNICEF personnel in both strategic and external interest groups, internal UNICEF interests,
operational planning. etc.)
♦ Establishes a clear link between the work of each ♦ Only considers local issues.
functional area and the overall organization’s strategy
and goals.
♦ Successfully balances conflicting demands from the
organisational, global, and political levels.
♦ Reads relevant literature on international trends.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Please tell me about a time when you have needed to
construct and communicate a critically important plan:
• What was the specific situation?
• What approach did you take and whom did you involve?
• How did you communicate the plan?
• What feedback did you have in relation to its effectiveness?
• What could you have done differently to improve your
effectiveness?
Can you describe an occasion when you have needed to
consider a number of possible scenarios when planning?
• What factors did you consider?
• How did you select the correct course of action?
• How did you minimise the risk of getting it wrong?
Can you describe a time when you have needed to make a
timely intervention in the face of an impending emergency?
• What prompted the decision and what did you do?
• In hindsight, what could you have done differently?
• How would you rate your effectiveness on that occasion?
• How did you approach differ from that your colleagues may
have adopted?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Definition 9 Positives Indicators X Negative Indicators
Influence Able to influence attitudes and ♦ Convinces others to see things in a different light ♦ Displays difficulty overcoming obstacles or
opinions of others and gain and adopt new ways of thinking, acting or behaving. resistance.
agreement to proposals, plans ♦ Recognises the sources and dynamics of power, ♦ Lacks basic influence and negotiation skills.
and ideas. Skilful at and influence critical decision-makers. ♦ Allows others unreasonable demands or
negotiating. ♦ Has a tendency to turn a negative task or situation expectations to go unaddressed.
into a positive task or situation. ♦ Is unable to convince others or make a positive
♦ Anticipates actions and objection. impact on decisions.
♦ Understands the sources of influence and uses them ♦ Uses threats or negative behaviour to get people to
to convince others. act.
♦ Uses compromise or negotiation skills to create a ♦ Targets energies and efforts on the inappropriate-
win-win situation while still achieving objectives. level of decision-maker.
♦ Knows when to employ subtle influences to build ♦ Becomes frustrated when faced with a situation that
consensus and support. requires compromise.
♦ Formulates a realistic goal regarding what can be ♦ Does not understand how to properly influence
accomplished and wisely spends time and energy others; does not accentuate the positives or “what’s
influencing others to reach that goal. in it for them”.
♦ Has the ability to overcome rejections and obstacles ♦ Rarely creates a win-win situation or achieve goal of
and make a positive impact. persuading others.
♦ Uses creative and new approaches to convincing ♦ Does not appreciate the difficulties or constraints
others. under which others are working.
♦ Gets buy-in and commitment from others. ♦ Actions and reactions focus solely on one’s own
♦ Gives others a sense of vision. interests.
♦ Fails to highlight critical issues.
♦ Does not push point of view.
♦ Fails to gain acceptance of ideas.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Tell me about a time when you have effectively negotiated an
outcome that allowed both parties to realise their goals:
• How did you do this?
• What factors did you need to consider?
• What feedback did you receive?
• How might your efforts on this occasion have differed from those
of your colleagues?
Can you describe a time when you have been able to use your
contacts to further the efforts of your organisation?
• How was this possible?
• What did you need to do in return?
• What do you do to build your networks?
Can you describe an occasion when you have not been able to
arrive at a mutually beneficial outcome?
• Why?
• What has been the impact of this?
• What might you have done differently to have achieved a better
outcome?
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GUIDE TO COMPETENCY BASED INTERVIEWING
COMMUNICATION Effectively presenting ♦ Comes across as extremely articulate, clear, and ♦ Fails to communicate thoughts and ideas in a clear
thoughts and ideas in a clear, easy to understand. or easy to understand manner.
concise, and readily ♦ Communicates “sensitive” information in an effective ♦ Has difficulty commanding the attention of the
understood manner. Listen to and respectful manner. audience.
and acknowledges others’ ♦ Captures and retains the attention of the audience. ♦ Is either overly wordy or overly short.
♦ Conveys confidence and professionalism through ♦ Communicates in a manner that is inappropriate for
perspectives and views.
speech and written material. the target audience (i.e., too formal/informal, too
♦ Appropriately adjusts the content and approach to technical, too blunt, etc.).
best suit the audience being addressed. ♦ Experiences difficulty communicating “sensitive” or
♦ Communicates effectively with all levels within an negative information.
organisation. ♦ Does not convey a high degree of professionalism or
♦ Actively listens to others to understand their point of competence when communicating with others.
view. ♦ Communication is all “one-sided”; does not focus on
♦ Reports situations to the appropriate individuals in a or acknowledge what others have to say.
comprehensive and accurate manner. ♦ Communiqués are not addressed or relayed to the
♦ Precise and succinct in conveying ideas to others. appropriate individuals.
♦ Conclusions are clear. ♦ Unable to adapt communication style to suit different
situations.
♦ Gets sidetracked from main theme.
♦ Monotonous delivery.
♦ Uses jargon inappropriately.
♦ Assumptions are presented as facts.
♦ Vague or unambiguous wording.
♦ Documents and presentations are poorly structured.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Could you please give a recent example of when you have
needed to explain something difficult to someone who does not
have your knowledge or background:
• What information did you need to get across?
• What did you consider when constructing your message?
• How effective were your efforts? How did you measure this?
Tell me about a significant piece of written communication you
have needed to complete.
• How did you organise the contents of it?
• What are the key differences between your writing style and that
of your manager or colleagues?
Please describe an instance when your efforts to communicate
your ideas have not been fully understood by your intended
audience.
• What was the situation?
• Why did they misinterpret your message?
• What could you have done differently if the situation arose
again?
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Teamwork Cooperates and works ♦ Effectively links the purposes and functioning of ♦ Puts up walls or barriers and alienates one’s self
effectively with others in the team(s) to UNICEF’s mission, vision, purpose, goals from the team.
pursuit of common goals and results. ♦ Conveys a sense of apathy or indifference and does
♦ Deals effectively with conflicting perspectives. little to help the team perform effectively.
♦ Clearly defines roles and responsibilities and ♦ Possesses a severe distrust of team members, a
expectations for individuals as well as the team, lack of energy, and little motivation to do work with
thereby creating win-win situations. others, thereby creating a negative work
♦ Encourages and supports the ideas and effort of environment.
other team members and finds or creates ways to ♦ Is not open to, nor listens to the ideas of others.
help the team perform more effectively. ♦ Puts his/her personal interest ahead of the team and
♦ Motivates others to want to contribute to the team. does not extend a spirit of collaboration.
♦ Provides constructive and timely feedback to others ♦ Actions and behaviours precipitate decreased team
within the team, both positive and negative. morale.
♦ Views and responds to feedback as a learning ♦ Does not provide nor ask for feedback; lives with
process as opposed to an affront on one’s self- discourse instead of taking initiative to address
esteem or personal competence. conflicts or provide negative feedback.
♦ Acknowledges that the overall accomplishments of ♦ Reacts slowly to help team members unless he or
the team are greater than individual she is certain that he/she will get credit for it.
accomplishments. ♦ Does not share information readily with the team;
♦ Identifies the potential gains for all parties. protects one’s own territory and information.
♦ Ensures that work pressures are shared across ♦ Avoids socialising with the team.
team. ♦ Fails to get buy-in from the team.
♦ Stays aloof from the team.
♦ Blames others for problems.
♦ Takes a long time to integrate into the team.
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SAMPLE INTERVIEW QUESTIONS
Please tell me about a time when you have gone out of your
way to assist a member of your team:
• What prompted you to take action and what did you do?
• What was the outcome?
• How has that changed things between you?
Give me a specific example of when you have tried to
encourage a cooperative approach in your team:
• What did you say?
• How was this received?
• What has been the result of your efforts?
Can you describe a time when you have disagreed with a
decision made by the majority of your team?
• What was the situation and what prompted the disagreement?
• What did you say to voice your concerns?
• What happened in relation to this?
How does your team behaviour differ from that of other
colleagues?
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GUIDE TO COMPETENCY BASED INTERVIEWING
JUDGEMENT Makes effective, realistic and ♦ Makes logical and well thought out decisions. ♦ Rushes into making decisions before fully
impactful decisions based on ♦ Makes decisions on the basis of logical inferences comprehending the situation.
logical inferences, experiences, that are easy to understand. ♦ Does not consider the severity or magnitude of his
and the consideration of ♦ Considers possible implications and alternatives or her decisions.
implications, alternatives, and when making decisions and takes into account ♦ Cannot separate emotion from the reality of the
others’ perspectives before making a decision. situation and allows emotions to cloud his or her
consequences.
♦ Possesses the capability to make quality decisions judgement.
even during highly stressful or ambiguous ♦ Hesitates or fails to make decisions during times of
circumstances. urgency or high stress.
♦ Strategically weighs the consequences and severity ♦ Does not follow a logical stream or pattern of
of his/her options before making a decision. thinking in his or her decision-making.
♦ Does not make a decision based strictly on emotions ♦ Does not clearly identify when it is appropriate to
or unclear facts. make decisions on his or her own and when it is
♦ Shows good common sense as to when to tackle a important to get others involved.
problem independently and when to ask for help. ♦ Seeks to blame others for poor judgement.
♦ Identify the issues, conduct research and gather ♦ Takes others’ advice without due reflection and
relevant information and hypotheses potential consideration.
solutions before making a decision. ♦ Overlooks the simple solutions to problems.
♦ Finds solutions that have not been tried before. ♦ Fails to see the links between related issues.
♦ Can evaluate, foresee and anticipate the ♦ Takes a long time to analyse a problem.
consequences of a problem. ♦ Accepts information at face value.
♦ Identifies the risks involved. ♦ Panics/reacts illogically.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Could you please describe a decision that you made recently
that you found challenging?
• What were the circumstances and the issues you needed to
consider when making the decision?
• What has been the impact of this decision?
• What feedback have you received in relation to the choice that
you made?
Can you think of a time when you were rushed into a quick
decision that you later regretted?
• What lead to the need to make a hasty decision?
• How has this influenced your subsequent behaviour?
How do you arrive at your decisions?
• Could you describe an occasion when you have adopted this
approach?
• What were the advantages of this style of decision making?
• What are some of the disadvantages of this style when
compared with your colleagues’ style?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Analytical and Conceptual Systematically investigating, ♦ Focuses on underlying causes as opposed to just ♦ Becomes overwhelmed or distracted when analysing
Thinking studying, or otherwise the symptoms. information.
breaking down a problem ♦ Remains focused and do not become distracted by ♦ Finds it challenging to make sense of new, complex
using logical reasoning and irrelevant or superfluous information. information (e.g., many variables, quantitative and
drawing accurate and ♦ Conducts appropriate analyses and research from qualitative data, numerous “if, then” scenarios, many
which to draw appropriate conclusions. possible courses of action).
appropriate conclusion. ♦
♦ Identifies the meaning of trends and Has a tendency to get bogged down in the details.
interrelationships and makes appropriate predictions ♦ Misunderstands or misinterprets the situation due to
for projected advancements. not focusing on the root of the problem.
♦ Pinpoints the risks involved in a project at an early ♦ Relies too heavily on common sense or a “gut”
stage. feeling when interpreting complex information.
♦ Analyses highly technical or complex information ♦ Fails to identify the interrelationships between
that requires advanced technical training. related issues.
♦ Finds novel and creative solutions that have not ♦ Overlooks or dismisses the simple solutions to
been tried before. problems
♦ Asks the right questions and understands concepts ♦ Does not explicitly identify the risks or
quickly. consequences associated with proposed solutions.
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GUIDE TO COMPETENCY BASED INTERVIEWING
Integrity Acting with uncompromising ♦ Communicates open and honestly with others ♦ Deliberately hides or keeps important information
ethics and honesty at all times, ♦ Demonstrates trustworthy behaviour based on from others.
in all situations, both personal accountability and sounds ethics. ♦ Looks the other way if one observes unethical
professionally and personally ♦ Seeks out other course of action if pressure by behaviour.
influential personas to participate in less than ethical ♦ Demonstrates inconsistency among principles,
behaviour. values and behaviours.
♦ Immediately addresses any situation in which a peer, ♦ Struggles to take a clear stand on a difficult issue
staff member, etc. is acting in an untrustworthy or and loses sight of UNICEF’s mission for improving the
dishonest manner. lives of women and children.
♦ Takes a clear stand on difficult issues and links all ♦ May confront the unethical behaviour or practices of
positive and ethical behaviour to UNICEF’s mission peers and subordinates, but would not confront a superior
for women and children. or influential persona demonstrating unethical behaviour.
♦ Models positive ethical behaviours; “walk the talk”. ♦ Demonstrates acceptable ethical behaviour but does
♦ Tactfully confronts others, even those in supervisory not actively promote or encourage others to do the same.
positions, if their behaviour is less than ethical. ♦ Chooses tasks or projects that increase one’s own
♦ Makes realistic promises and sticks to commitments. visibility and status.
♦ Keeps personal interests and agendas out of the ♦ Does not retain ownership and responsibility when
decision-making process. things go wrong; blames others.
♦ Openly admits mistakes. ♦ Focuses on short-term gain.
♦ Picks tasks which increase own visibility and status.
♦ Spends time on what interests him/her, rather than
what needs to be done.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Tell me about the last time that you were faced with a
professional or ethical dilemma at work.
• What was the specific situation?
• How did you feel?
• How did you resolve the dilemma?
Sometimes our positions can help us get things done and
push through layers of bureaucracy. Can you think of a time
when you have been able to do this?
• What prompted your approach?
• How effective was this?
• What were the disadvantages of adopting this approach?
In your experience, have you ever observed others working in
an unprofessional/unethical manner?
• What was unprofessional or unethical about their behaviour?
• What did you specifically do about their behaviour?
• What were the implications of taking action?
• How did you deal with the possible consequences?
• How likely are you to take action compared with your
colleagues?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Self-Awareness & Self- Knowing and managing one’s ♦ Focuses on personal improvement and looks for ♦ Does not place a high value on how he/she is
Regulation own emotions, strengths, opportunities to improve developmental areas. perceived or how his/her actions are reflected on the
weaknesses, passions, ♦ Recognises the importance of how he/she is organisation.
interests, and values. perceived by others. ♦ Ploughs through his/her daily activities with no
♦ Continually asks for feedback from peers, staff, regard for others’ feedback about his/her actions.
supervisors, etc. ♦ Holds perceptions of himself/herself that are not in
♦ Listens and responds appropriately to criticism. line or accurate with how others perceive him/her.
♦ Actively chooses to participate in projects or ♦ Becomes defensive and does not readily accept
activities that will leverage his/her strengths or constructive criticism.
provide him/her with developmental opportunities. ♦ Does not take advantage of opportunities to
♦ Knows his/her limitations and when he/she is not leverage strengths or improve developmental areas.
capable of taking on a task without assistance. ♦ Has difficulty recognising his/her personal limitations
♦ Capable of showing restraint when working under and does not know when to “say no” or ask for
conditions of stress, frustration, or tension. assistance.
♦ Builds trust by demonstrating reliability. ♦ Fails to speak up when one has a strong opinion.
♦ Knows one’s own strengths, emotions, and ♦ Seeks continuous approval and is constantly
limitations. apologising.
♦ Knows when and how to say “no”. ♦ Does not admit own mistakes and assume
♦ Manages impulsive feelings by staying calm and responsibility.
composed. ♦ Does not follow through on promises and
♦ Holds oneself accountable. commitments.
♦ Seeks out fresh ideas from a variety of sources.
♦ Takes on fresh perspectives and risks in one’s own
thinking.
♦ Takes tough principled stands even if they are
unpopular.
♦ Presents oneself with self-assurance and self-
confidence.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Could you please describe an occasion when you were able to
remain outwardly calm, even when you were provoked?
• Why did you adopt this approach?
• What effect did it have?
• What feedback did you receive about the approach you
adopted?
Could you describe a situation where you were very open with
your feelings?
• Why did you adopt this approach?
• What effect did it have?
• If similar circumstances arose, what, if anything, would you do
differently?
Tell me about a time when you have been under a lot of
pressure?
• To what extent were your colleagues and team aware of the
stress you were under?
• How did they know?
• What did you do?
• What was the outcome?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Building Trust Dealing openly, honestly, and ♦ Spends time developing mutually beneficial ♦ Does not effectively utilise opportunities to develop
transparently with issues and relationships with others. strategic relationships with individuals or partners
people. Follows through on ♦ Takes the time to get to know internal and external relevant to UNICEF’s mission/mandate.
commitments, pays attention partners on a personal level. ♦ Attitudes and behaviours do not foster positive ties
to the interests of others, and ♦ Promotes policies, procedures, or structures that with partners and do little to strengthen UNICEF’s
support strong relationships, both internally and position for improving the lives of women and
deals in a trustworthy and externally. children.
dependable manner. ♦ Follows through on commitments to build credibility ♦ Is so focused on completing the task at hand, that
and trust. little effort or emphasis is placed on developing and
♦ Takes the time to learn the cultural customs, nurturing relationships with others.
language, personal preferences, background, etc. of ♦ Focuses only on self-serving, once-sided
others. relationships that create more animosity than trust.
♦ Readily offers co-operation and assistance to others ♦ Reacts in a defensive or argumentative manner.
and makes a strong effort to develop close and ♦ Bases communication on strictly factual-level and
credulous relationships. does not seek to develop more personal
♦ Considers the feelings, concerns, and interests of relationships with others.
others when making decisions. ♦ Does not appreciate the difficulties or constraints
♦ Encourage others to seek guidance and support under which others are working.
when they have questions or are experiencing ♦ Actions and reactions focus solely on one’s own
frustrations. interests.
♦ Looks for opportunities for synergy between ♦ Does not get involved in discussions and debate.
people/teams. ♦ Fails to appreciate the constraints that others are
under.
♦ Refuses to help other team member.
♦ Is uncomfortable with people and makes them feel
uncomfortable
♦ Gets into unnecessary conflicts.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Please tell me about a time when you have tried hard to be very
frank and open.
• Why was frankness important?
• How did you approach the situation?
• What did you say?
• What did you do?
• How was your message received?
Could you please describe a time when you have needed to
demonstrate the kind of behaviour or standards that you
require of others around you?
• What was the situation?
• How did you need to behave?
• Why was this important?
• How were your actions perceived by others?
It is sometimes very difficult to treat everyone in the same way.
Can you think of an occasion when you have been challenged
over this?
• What led to the challenge?
• What did you do as a result?
• How might you have handled the situation differently?
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GUIDE TO COMPETENCY BASED INTERVIEWING
Decisiveness Makes firm and speedy ♦ Makes decisions in a timely manner based upon ♦ Tend to need more time than others and struggles to
decisions, which require factual information, impact upon people, analyses, make quality decisions in a timely manner.
immediacy and urgency, and wisdom, and experience. ♦ Reacts impulsively when making decisions.
commits to definite courses of ♦ Carefully considers both political implications and ♦ Has difficulty maintaining a balance between
impact on the child when making difficult decisions. individual decision-making and team-based
action on the basis of limited
♦ Makes thoughtful, outcome based decisions, even decision-making which calls for collective action.
information. with ambiguous information under pressure and tight ♦ Fluctuates or “second-guesses” his/her decisions
deadlines. during times which require snap decision-making.
♦ Considers the severity or implications of a situation ♦ Inconsistent in making appropriate
and makes provisions for damage control. recommendations for action.
♦ Does not back down from a decision even under ♦ Makes a decision based on half-truths or unclear
pressure, in the context of UNICEF’s principles and facts instead of focusing on substantiated data.
values. ♦ Defers tough decisions to others.
♦ Make tough and potentially unpopular decisions ♦ Procrastinates and delays action; does not escalate
despite opposition. decision-making when doing so is necessary.
♦ Effectively handles extreme decisions that fall ♦ Will not act unless complete information is available.
outside of standard policies and regulations. ♦ Seeks to blame others for poor decision.
♦ Consult with others for input and counsel when ♦ Escalates decisions unnecessarily.
necessary. ♦ Takes others advice without due reflection.
♦ Weighs up alternative courses of action. ♦ Allows ambiguous situations to persist.
♦ Emphasises personal accountability in his/her
decision-making.
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GUIDE TO COMPETENCY BASED INTERVIEWING
SAMPLE INTERVIEW QUESTIONS
Tell me about a time when you have needed to confront
someone who you believed was behaving inappropriately?
• What was the specific situation?
• What did you say and do?
• How was this received?
• What have been the consequences of your action?
Could you describe an occasion where in hindsight, you wish
you had been less tolerant of another person’s inappropriate
behaviour?
• What delayed or prevented your action?
• What was the impact of this?
• How might your behaviour at this time have differed from that of
your colleagues?
Tell me about one of the toughest decisions you have needed
to make at work?
• What made it so difficult?
• What things did you need to consider in making this decision?
• What were the implications of making an error?
• How did you feel about needing to make the decision?
• What feedback did you receive about the outcome you
achieved?
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INTERVIEW PROTOCOL:
Education
POST TITLE:____Senior Programme Officer____
INTERVIEW DETAILS
Under the guidance of the IEC, incumbent facilitates the planning, developing and implementation
of the Early Childhood Education policies and activities as well as the strategy of social
mobilization and other elements of the Education programme.
1. Under the guidance of the IEC, contribute toward the design, preparation, implementation and
evaluation of the components of the country Education programme. Analyse and evaluate data to
ensure achievement of the objective and/or take corrective action when necessary to meet
programme/project aims.
GUIDE TO COMPETENCY BASED INTERVIEWING
BASIC INTERVIEW GUIDELINES
1. For detailed information on "UNICEF COMPETENCIES" please go the Learning Web on the UNICEF
Intranet. Under the portal "Personal x Professional development" you will find the following:
c) Competency Profiles for every functional area; each profile consists of 6 Foundational
competencies, applicable to all levels and functions as well as of specific Functional
competencies and Technical Knowledge.
d) For each competency you will find Positive and Negative Behaviour Indicators. Please use
them when developing interview questions and when assessing and rating candidates. They
will facilitate your selection, and make it more fair, consistent and objective.
2. The six Foundational competencies are applicable to all UNICEF staff positions: They are "Always
Important' and therefore should always be assessed in an interview.
3. The Functional competencies: You need to identify the 3-5 functional competencies which are
"Critically Important" for success in the level of the job, and assess them during the interview. While
all other functional competencies in the Profile are still "Important", you may not have the time to
assess them during a competency-based interview. If so, please note that they could also be assessed
through other criteria, such as reference checking, application forms, publications, reports,
presentations, development assignments, written assignments, evaluation reports, role play or
simulation exercises.
4. Before the interview: this is a critical stage that determines future success of the entire selection
process. During this phase, it is important that the interview Panel agrees on the following:
b) Sufficient time should be allowed for the panel to meet and agree on the questions to be asked
during the interview.
c) Definition of both “present and likely future requirements" of the position (What do we
expect the incumbent to do and how? One year from now, how will we know whether the
incumbent has been successful? What will be the incumbent’s initial objectives?)
d) Definition of the position's "critical incidents" or "commonly occurring situations" that the
incumbent will most likely have to confront and deal with successfully to be considered a very
good performer. Examples of critical incidents may be obtained from supervisors of the post,
other managers, and staff in similar positions or from previous job-holders. It is important to
identify in advance which behaviors would be considered examples of good or bad responses
to these critical incidents. Again, this would make the assessment more objective, fair and
transparent.
GUIDE TO COMPETENCY BASED INTERVIEWING
Please think of past real examples in UNICEF offices (i.e., both positive and negative
performance incidents and actual problem scenarios) which are very useful for questions on
critical incidents. This is an effective way of determining whether the candidate has strongly
developed competencies to deal with those issues and situations.
e) It is critical to select open-ended questions that will help probe into various aspects of a
competency. Moreover, questions must be prepared in advance and in behavioural terms. For
example, instead of asking "How do you feel about taking risk", the interviewer could ask "Tell
me about a situation in which you faced risks", to be followed by "How did you deal with it?”
f) If several candidates are to be interviewed on the same day, a timetable should be prepared. It
should allow sufficient time for each interview and provide the interviewer with ample time to
complete the interview protocol. Normally a competency based interview last for approximately
an hour or more, and 20 minutes are required for completing the assessment, ranking the
candidates. Please remember to suspend judgement during the interview, just observe and
record.
g) The interviewers must have the Job description and/or terms of reference together with all
relevant background information/CV of each candidate.
h) The panel may wish to recommend learning / developmental support for the candidate.
i) The panel should arrange for all interviewed candidates to receive feedback (please refer to the
developmental coaching guidelines in the P2D portal
GUIDE TO COMPETENCY BASED INTERVIEWING
Assessment Comments
W O N
D
D D E
Technical Knowledge:
A. Academic Qualifications:
• University degree, preferably advanced
university degree or equivalent background, in
Social Sciences, Civil Engineering, Public Health,
Environmental Sanitation, Sanitary Engineering, Dٱ ٱ ڤ
Hygiene, Education, or other relevant disciplines,
with training in rural water supply, sanitation,
hygiene, or a related technical field.
B. Experience (Please select one below)
β
Junior Mid β Senior β
Two years of Five to eight Ten to thirteen 15 years professional experience.
relevant years of years of
professional relevant relevant
work professional professional Dٱ ٱ ٱ
experience. work work
experience. experience.
Developing Developing Developing Worked briefly in NGO.
country work country work country work
experience (for experience (for experience (for ٱDٱ ٱ
NO). NO). NO).
Background/ Background/ Background/
Familiarity with Familiarity with Familiarity with
emergency and emergency and emergency and ٱ ٱDٱ
security. security. security.
C. Specialized Expertise:
• Knowledge of water and sanitation practices Extensive experience as engineer in water
and technology.
Dٱ ٱ ٱ purification.
• Understanding of community relations. Dٱ ٱ ٱ
D. Languages:
• Fluency in English D ٱ ٱ ٱMother tongue
• Fluency in French ٱDٱ ٱ
• Fluency in Spanish ٱ ٱDٱ
• Knowledge of other UN working language(s) ٱ ٱ ٱD
β
Junior-Level: applies to posts categorized as NO-A, NO-B, L-1, L-2, P-1, and P-2.
Mid-Level: applies to posts categorized as NO-C, NO-D, L-3, L-4, P-3, and P-4.
Senior level: applies to posts categorized as P-5 and above as well as Section Chief /
Office Head (National and International Officers).
GUIDE TO COMPETENCY BASED INTERVIEWING
Assessment Comments
Competencies Required W
D
O N
D D E
Foundational Competencies:
• Commitment Strong commitment towards learning new
Passionately and enthusiastically demonstrates skills.
responsibility and dedication to UNICEF and its
mission and mandate. Aligns one’s conduct with Dٱ ٱ ٱ Strong interest in working in UN/UNICEF,
UNICEF’s goals, ideals and guiding principles. and making a difference.
Commits to building a culture that embodies these
ideals.
• Drive for Results Proven record of getting things done
Effectively translates ideas into actions. Has a drive effectively.
to implement goals and objectives, to accomplish
tasks, ensuring the end-results or services are Several of her technological ideas are now
delivered to the clients by deadlines. Makes things Dٱ ٱ ٱ the standard for water purification.
happen through perseverance and tenacity.
Achieves quantifiable and measurable results.
Identifies areas for improvement and takes
necessary steps to implement those changes.
• Embracing Diversity Worked in several countries, with a variety
Values differences in gender, culture, opinions, of people.
values, perspectives, ideas, skills, and experiences. Dٱ ٱ ٱ
Managing and leveraging this diversity to maximize
UNICEF's effectiveness.
• Integrity
Acts with uncompromising ethics and honesty at all
times, in all situations, both professionally and ٱDٱ ٱ
personally.
• Self-Awareness and Self-Regulation Seems a bit introverted, but very articulate.
Knowing and managing one’s own emotions, Aware of her own strengths.
strengths, weaknesses, passions, interests, and ٱDٱ ٱ
values.
• Teamwork Mainly worked independently throughout
Cooperates and works effectively with others in the ٱ ٱ ٱ D career; never leaded a team/project with
others.
pursuit of common goals.
GUIDE TO COMPETENCY BASED INTERVIEWING
Assessment Comments
Competencies Required W O N
D
D D E
Critical Functional Competencies:
Analytical and Conceptual Thinking Very good understanding of technical
Solves problems based on the critical review of issues. Proven record of solving problems
facts, data, and information and draws conclusions Dٱ ٱ ٱ quickly and effectively.
based on logical reasoning.
Influence Not a big networker. Focuses on own
Influences attitudes and opinions of others and gain solutions, does not ask for others opinions.
agreement to proposals, plans and ideas. ٱ ٱDٱ
Effectively negotiates and persuades.
Team Leadership Never lead a team/project. Prefers to work
Energizes, inspires, and develops others by creating alone, or be given clear instructions.
a shared vision, demonstrates model performance ٱ ٱDٱ
and professionalism, and recognizes and rewards
results.
Technical Knowledge/ Technical Leadership Excellent, documented technical knowledge.
Exercises relevant expertise or utilizes knowledge of
a technical nature that requires specific training,
experience, and education relevant to UNICEF’s
work and one’s specific functional area. Takes Dٱ ٱ ٱ
leadership in the creation of new strategies and
approaches based on the latest technical
knowledge of a given field.
β
Junior-Level: applies to posts categorized as NO-A, NO-B, L-1, L-2, P-1, and P-2.
Mid-Level: applies to posts categorized as NO-C, NO-D, L-3, L-4, P-3, and P-4.
Senior level: applies to posts categorized as P-5 and above as well as Section Chief /
Office Head (National and International Officers).
GUIDE TO COMPETENCY BASED INTERVIEWING
It is recommended that she is among the other candidates in the final short
listing.