CBI Interview Guide

8/18/2019 CBI Interview Guide

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- Good Morning! Welcome, How are you today?

- We are interviewing you for logistics officer P3 Position and we will conduct aCompetency Based nterview "o you #ave any $uestions a%out t#is type of interview?

- t is very important t#at we learn a%out your strengt#s wit# regard to one Core valueand competences as follows &

o Professionalism

o Communication

o Planning and organi'ing

o Client (rientation

- n order t#at we do not miss any of your accomplis#ments, we want to ma)e sure westay on course so we may as) you from time to time, to progress to t#e ne*t$uestion

- "o you #ave any $uestion a%out t#e CB ?

- +#an) you

We s#all as) $uestions on t#e competencies as follows&

o Professionalism %y

o Communication %y

o Planning and organi'ing %y

o Client orientation %y

o Managing Performance %y

1

What is a Competency?

“It is a set of behavior pattern that

the job holder needs to bring to a

position in order to perform itstasks and functions with

competence.

UN: A combination of skills

attributes and behaviors that are

directly related to successful

performance on the JO.!

Interviews as they are typically conducted do not provide a solid basis upon which to makeselection decisions.


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et us %egin %y t#e Competency Professionalism

• In your career (at the UN) what opportunity have you had to demonstrate or when

has it been important for you to appear knowledgeable about your area ofspecialty?

o W#y was t#is important?

o How did you go a%out esta%lis#ing credi%ility?

o W#en #as your approac# %ee less successful?

o W#at would you do differently?

o +o w#at e*tent are you considered to %e competent in your field?

o How do you )now t#is?

• Give me an eample of when you have eperience a set back

o "escri%e w#at #appened

o How did you react to t#e pro%lem?o +o w#at e*tent did ot#ers see #ow you were feeling?

• !ow do you define success in your current role or precious work?

o Can you give me a specific e*ample of w#en t#is #as occurred?

o W#at specifically do you wis# to ac#ieve?

o How do you )now w#en you #ave ac#ieved success?

• Give me an eample of when you have set yourself an ambitious target" #hat

made it so ambitious?

o How did it compare wit# ot#er targets you #ad set yourself?

o How well did you do?

• $ell me about a time when you worked especially hard in your current role%work"

o W#ic# aspect of t#e situation motivated you to wor) #ard?

o W#ic# aspect of t#e situation demotivated you?

o W#at feed%ac) did you #ave on your performance?

o W#at )inds of professional concerns motivate you?

2

POSITIVE Indicators

• "hows pride in work and in achievements

• #emonstrates professional competence and mastery

of subject matter.

• Is conscientious and efficient in meetingcommitments$ observing deadlines and achieving

results.

• Is motivated by professional rather that personal

concerns.

• "hows persistence when faced with difficult problems

and challenges.

• %emains calm in stressful situations.

NEGATIVE Indicators

Is less motivated that others to

achieve.

Appears less knowledgeable to others

about subject matter of field. Is complacent about achievements.

"ets easy targets and personal

objectives.

Allows pressure to get to him&her.

'ends to find it hard to bounce back

after setbacks and difficult challenges.


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IN$&G'I$

• $ell me about the last time that you were faced with a professional or ethical

dilemma at work (in the recent past)" o W#at was t#e specific situation?

o How did you feel?

o How did you resolve t#e dilemma?

• #hen have you been asked to bend the rules* by a colleague or client?

o How did you manage t#e situation?

o W#at pressures were you under?

o W#at factors did you #ave to consider?

o W#at was t#e outcome?

• +escribe a time when you have had to choose between admitting a mistake and

maintaining credibility to a superior or client"

o W#at did you do?

o How did you decide w#at to do?

o How does your approac# compare to colleagues -ot#ers. w#o #ave faced t#is

situation?o W#at would you do differently ne*t time?

• $ell me about a time you have observed others working in a unprofessional or

unethical manner"o W#at was unprofessional or unet#ical a%out t#eir %e#avior?

o W#at did you specifically do a%out t#eir %e#avior?

o W#at were t#e implications of ta)ing action?

o How did you deal wit# t#e possi%le conse$uences?

o How li)ely are you to ta)e action compared wit# your colleagues?

3

POSITIVE Indicators

• (pholds the principles of the (nited )ations *harter.

• #emonstrates the values of the (nited )ations$

including impartiality$ fairness$ honesty and

truthfulness$ in daily activities and behaviors.• Acts without consideration of personal gain.

• %esists undue political pressure in decision+making.

• #oes not abuse power or authority.

• "tands by decisions that are in the Organi,ation-s

interest even if they are unpopular.

• 'akes prompt action in cases of unprofessional or

unethical behaviors

NEGATIVE Indicators

Interprets principles and ethics fleib

without justification.

"eeks personal gain.

*ompromises too readily when under

pressure.

/avours certain issues$ individuals or

groups in a subjective way.

Is not reliable.

0ay be dishonest.


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• In most organi,ations there are rules- regulations and principles that have to be

adhered to and some that can be interpreted more fleibly" Give me an eample of a time where you have interpreted the rules with more fleibility"

o W#at was t#e specific situation?

o W#at made t#e situation am%iguous?

o

W#at did you do well in #andling t#e situation?o W#at else could #ave you done?

• Give me an eample of when you have had to defend an organi,ation.s decision

to others who did not agree with the viewpoint"

o W#at was t#e specific situation?

o W#y did you defend t#e decision?

o W#at did you say or do t#at was particularly effective?

o n #indsig#t, w#at would #ave you done differently?

4


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POSITIVE Indicators

• 1orks effectively with people from all backgrounds.

• 'reats all people with dignity and respect.

• "hows respect for$ and understanding of$ divers

points of view and demonstrates this understanding indaily work and decision+making.

• 2amines own biases and behaviours to avoid

stereotypical responses.

• #oes not discriminate against any individual or group.

• #hat eperience have you had with working with people from diverse

backgrounds?o

"escri%e a specific situation w#ere you #ave #ad to relate to ot#ers from adifferent %ac)ground from yours?o How could you improve #ow you interact wit# people form different

%ac)grounds?o Based upon your e*perience, w#at advice would you give to someone #aving

difficulty wor)ing wit# people form different %ac)grounds?

• +escribe an occasion when you found it difficult to work with someone from a

different background"

o W#at caused t#e pro%lems?

o How did you respond?

o W#at was t#e outcome?o W#at would you do differently ne*t time?

• +escribe a situation that re4uired you to consider a different perspective form

your own when eploring an issue"o W#at did you learn from t#e e*perience?

o How do you t#in) you could improve you a%ility to see issues from a different

perspective?o How do you rate your a%ility in relation to your peers?

o W#at do you see as %eing t#e )ey to effectively viewing issues from an

alternative perspective?

• Give me an eample of a situation where you have pursued a course of action

which had to take into account the sensitivities of eternal (different) parties"o W#at were t#e issues?

o W#at did you specifically do to #andle t#ese?


5

NEGATIVE Indicators

Is unable to relate to people form other

backgrounds.

Is insensitive to the needs of

individuals with different perspectives. 0ay offend people from different

background.

Is unable to view issues from the

perspective of people with divers

viewpoints.


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• #hat opportunity have you had to eamine your own biases and behaviours

when dealing with people?o W#at o%servations #ave you made?

o "escri%e an e*ample of w#en you #ave attempted to avoid a stereotypical

responseo

W#at did you do t#at was effective?o W#at feed%ac) did you get from t#e person/people?

o How could you %e more effective in t#is area?

• #hen you are liaising with colleagues or others from different cultures- what

sorts of issues do you need to take into account?o W#en did t#is )nowledge #elp you to get your 0o% done more efficiently?

o W#en did you overloo) somet#ing?

o How did you #andle t#is?

6


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POSITIVE Indicators

• "peaks and writes clearly and effectively.

• 3istens to others$ correctly interprets

messages from others and responds

appropriately• Asks 4uestions to clarify$ and ehibits interest

in having two+way communication

• 'ailors language$ tone$ style and format to

match the audience.

• #emonstrates openness in sharing information

and keeping people informed.

•

!ow could other people describe your communication skills?o W#at positive t#ings #ave people said a%out your a%ility to communicate wit#

ot#ers?o W#at development areas #ave %een #ig#lig#ted for you -eg, spea)ing s)ills,

listening s)ills.?o Compared to ot#ers, #ow could you rate yourself as a communicator? W#y?

o W#at could you do to %ecome %etter at communicating wit# ot#ers?

• Give me an eample of when you had to eplain something difficult to someone

who did not have your background%knowledge"

o W#at information did you need to get across?

o W#at did you consider w#en e*plaining t#e concept?o W#at was t#e most difficult aspect a%out giving t#e e*planation?

o How did you ensure t#at t#ey understood?

o W#at would you do differently ne*t time?

• $ell me about a time when it was important to involve someone in a conversation"

o W#y was it important to involve t#em?

o How did you go a%out involving t#em?

o W#en #as your approac# %een less effective?

o n retrospect, w#at would #ave you done differently?

• #hat kind of correspondence have you had to prepare in the past?

o W#at e*perience #ave you #ad in writing formal communication?

o How effective is your writing tec#ni$ue?

o How could you improve t#e $uality of your writing?

• #hat eperience have you had speaking formally in front of others?

o "escri%e a tal) or presentation w#ic# you #ave given recently

o How did you tailor t#e discussion to suit t#e audience?

o How did t#e audience react?

7

NEGATIVE Indicators 3ack of confidence when talking.

5roduces writing that is vague or wordy.

(ses inappropriate language.

'ends to stick to one style of communication. 3acks epression during the interview.

3oses the attention of the reader&audience at

times.

'ends to drift from one topic to another.

3imited positive feedback from others on

communication effectiveness.

1ithholds information without sufficient

justification.


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o W#at feed%ac) did you receive?

• $ell me about a time when you have chosen not to disclose information to others"

o W#at was t#e situation?

o W#en are you less li)ely to s#are information wit# ot#ers?

o W#at are t#e main issues you consider w#en deciding w#et#er to s#are

information wit# ot#ers?

• $ell me about a time when you have outlined the key points in an argument in the

past"o W#at did you do specifically t#at was effective?

o How could you present your argument more effectively?

o n w#at situations #ave you %een least effective at outlining your arguments to

ot#ers?o How would you rate yours s)ills at outlining an argument orally as compared

wit# your peers?o W#at do you see as %eing t#e )ey to successfully putting an argument across

orally?

• Give me an eample of a situation when it was important for you to communicate

a strategy or organi,ational ob7ective clearly to others"

o W#y was it important?

o W#at did you do to prepare your communication?

o W#at did you do t#at was particularly effective?

o W#at factors did you feel were important to address?

o How did you ma)e sure you were understood?

8


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$&65#2'8

POSITIVE Indicators

• 1orks collaboratively with colleagues to

achieve organi,ational goals

• "olicits input by genuinely valuing others- ideas

and epertise6 is willing to learn from others.• 5laces team agenda before personal agenda.

• uilds consensus for task purpose and direction

with team members.

• "upports and acts in accordance with final

group decisions$ even when such decisions may

not entirely reflect own position$

• "hares credit for team accomplishments and

accepts joint responsibility for team

shortcomings

• $ell me about the last time you worked as part of a team"

o W#at was t#e purpose of t#e team?

o W#at did you li)e a%out wor)ing in t#e group?

o W#at did you disli)e?

o How did you get t#e team mem%ers to cooperate?

• #hen have your personal ob7ectives been at odds with those of the team?

o How did you react?


o How do you %alance competing personal and team goals?

• +escribe at time when you worked in a really effective team"

o W#at made t#e team so effective?

o W#at was your particular contri%ution to t#e team?

o How did your colleagues relate to you?

• Give me an eample of when you had to support others in a team"

o W#y did t#ey need support?

o W#at did you do to support t#em?

o How did t#at c#ange t#ings?

• $ell me about a time when you have accepted 7oint responsibility for a team.s

limitations or problems

o W#at was t#e situation?

o How did you e*plain a%out your part in t#e situation?


• +escribe an occasion when you had difficulties working with a team"

o W#at caused t#e pro%lems?

9

NEGATIVE Indicators %arely offers support to colleagues

5refers to work alone.

2mphasi,es achieving personal goals.

"hows limited consideration of the ideas andinput of others.

5refers to act alone.

Is prepared to ignore&disrupt majority

decisions.

'akes the credit for team accomplishments6

passes on responsibility for team limitations.


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o How did you respond?


• Give me a specific eample of when you have encouraged a cooperative

approach in a team"o W#at did you do t#at was particularly effective?

o W#at were t#e advantages of t#is approac#?

o W#at did not wor) so well?o How did you ensure t#at you made t#e %est use of people1s ideas?

o How did you go a%out ma)ing decisions in t#at group situation?

10


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P96NNING 6N+ 2'G6NI:ING

POSITIVE Indicators

• #evelops clear goals that are consistent with

agreed strategies.

• Identifies priority activities and assignments.

•

Allocates appropriate amount of time andresources for completing work.

• /oresees risks and allows for contingencies

when planning.

• 0onitors and adjusts plans and actions as

necessary.

• (ses time efficiently.

• $ell me how you personally organi,e yourself when you have a lot of work"

o W#ere do you start?

o (n w#at %asis did you ma)e your decisions?o W#at do you do to ensure t#at it all gets done?

o How do you feel inside w#en you #ave so muc# to do?

• +escribe an occasion when you had to prepare in advance for a meeting or

pro7ect"o W#at did you do?

o How muc# time did you #ave to prepare?

o W#at could you #ave prepared %etter?

• Give me an eample of when you had to work to an important deadline"

o How managea%le were your timescales?o W#at did you do to ensure t#at t#e deadline was met?

o How would you organi'e your activities differently ne*t time?

• +escribe the last time you missed a deadline"

o W#y did t#is #appen?

o How responsi%le were you for t#is?

o W#at did you do to try to overcome t#is pro%lem?

• $ell me about the last pro7ect plan you had to produce (piece of work or event you

had to organi,e)"o W#at did you do specifically t#at was effective?

o How did you prepare and plan for it?

o W#at timescales did you set?

o W#at could you #ave done to %e more effective in your planning?

o How do your planning s)ills compare wit# t#ose of your peers?

o W#at are t#e )ey stages in pro0ect planning as you see t#em?

• +escribe a recent situation where you had to set clearly defined ob7ectives"

11

NEGATIVE Indicators

7as no clear system of priorities.

Appears disorgani,d and unsystematic.

Organi,es impractical work schedules.

Is unrealistic about timescales. 2fforts get sidetracked.

#eadlines not met.

'asks not completed.

)o checks on activities.

Is unwilling to change plans to meet new

demands.


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o How did you go a%out setting your o%0ectives?

o n #indsig#t, #ow realistic were your o%0ectives?

o W#at areas do you t#in) you need to wor) on in terms of your o%0ective

setting?o How does your o%0ective2setting compare wit# t#at of your colleagues?

o W#at do you see as %eing t#e )ey to setting realistic o%0ectives?

• $hinking of a specific eample how have you gone about helping others with

planning their work in the past?o W#at )ind of advice did you give t#em?

o W#at feed%ac) #ave you #ad on your a%ility to set plans for ot#ers?

o How do you t#in) your s)ills in t#is area compare to your colleagues?

o How do you t#in) you could improve your planning for ot#er people?

• Using a recent eample- describe how you have developed actions for achieving

an ob7ective"o How useful were your actions w#en it came to ac#ieving your o%0ectives?

o W#at could you li)e to improve on in terms of your action planning?o How do your action planning s)ills compare wit# t#ose of your colleagues?

o W#at do you t#in) are t#e )ey t#ings to remem%er w#en developing action

plans?

• $ell me about a time when it was necessary for you to plan several alternative

courses of action in response to a change in an organi'ation1s directiono How did you re2prioriti'e?

o How far did you plan a#ead?

o How did you monitor t#e progress of t#e plans?

• $ell me about a time when you have had to translate a strategy into actions and

plans"o W#at did you specifically do t#at was effective?

o How did you )now t#at your plans were clear enoug# to %e implemented?

o How do you %rea) down strategy into managea%le tas)s?

o W#at would you do differently in #indsig#t?

• #hen have you considered strategic issues when developing goals?

o W#y was t#is important?

o W#at advice do you give ot#ers on strategic implications for goal2setting?

o W#at is t#e impact of failing to align goals wit# an organi'ation1s strategy?o How mig#t you address t#is?

12


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6002UN$6;I9I$

POSITIVE Indicators

• 'akes ownerships for all responsibilities and

hours commitments.

• #elivers outputs for which one has

responsibility within prescribed time$ coast and4uality standards.

• Operates in compliance with organi,ational

regulations and rules.

• "upports subordinates$ provides oversight and

takes responsibility for delegated assignments.

• 'akes personal responsibility for his&her own

shortcoming and those of the work unit$ where

applicable.

•

Give me an eample of when it has bee particularly important for you to producehigh


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o W#at pro%lems do you #ave ad#ering to t#em?

• $ell me about a time when it was particularly important for you to take

responsibility for your actions"o W#at #ad you done t#at you #ad to ta)e responsi%ility for your actions?

o W#y was ta)ing responsi%ility so important?

o How did you ma)e t#is )nown to ot#ers?

• #hen- on reflection- were you conscious that your team.s results%output could

have been better?o W#at did you do to address t#e issue?

o How responsi%le were you for t#e team1s results/output?

o W#at was ac#ieved?

o W#at feed%ac) did you #ave on t#e su%se$uent performance of t#e team?

14


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09I&N$ 2'I&N$6$I2N

POSITIVE Indicators

• *onsiders all those to whom services are

provided to be “clients! and seeks to see things

from clients- point of view.

•

2stablishes and maintains productivepartnerships with clients by gaining their trust

and respect.

• Identifies clients- needs and matches them to

appropriate solutions.

• 0onitors ongoing developments inside and

outside the clients- environment to keep

informed and anticipate problems.

• 8eeps clients informed of progress or setbacks

in projects.

• 0eets time line for delivery of product or

services to client.

• !ow much eperience have you had with clients?

o W#at do you li)e a%out dealing wit# t#em?

o W#at do you disli)e?

o How do you loo) after t#eir interests?

o W#om do you consider to %e your clients?

• Give me an eample of when you have put a client first"

o W#at sacrifices did you #ave to ma)e?

o W#at impact did t#is #ave on your ot#er activities?

o How was t#is seen %y ot#ers?

• +escribe a time in the last = months when you had to help a client"

o How did you find out a%out t#eir real needs?

o W#y did t#ey come to you?

o How well did you manage to meet t#eir needs?

• $ell me about the last time a client made an ecessive or unreasonable demand

you"o W#at made t#em so demanding?

o W#at did you do to assist t#em?

o W#at pressure did t#is put you under?

• +escribe a time when you were unable to help out a client as much as they

wanted"

o W#y was t#is?

o W#at did t#ey say a%out your reaction?

o W#at feed%ac) did you #ave a%out t#e situation?

o W#at would #ave you done differently?

15

NEGATIVE Indicators

3imited awareness of client-s point of view.

Is only moderately concerned about

helping others.

'akes time to warm to people andestablish relationships.

#oes not work as hard as colleagues to

meet client needs.

3ittle evidence of receiving positive client

feedback.

Is la in kee in client informed.


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• !ow much opportunity have you had to develop long


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0'&6$I3I$

POSITIVE Indicators

• Actively seeks to improve programs or services.

• Offers new and different options to solve

problems or meet client needs.

•

5romotes and persuades others to consider newideas.

• 'akes calculated risks on new and unusual ideas6

this “outside the bo!.

• 'akes an interest in new ideas and new ways of

doing things.

• Is not bound by current thinking or traditional

approaches.

• $ell me about a time when you came up with a new idea at work"

o W#y was t#is important?o How did you arrive at t#is idea?

o W#at ris)s did you consider?

o How did you get ot#er people interested in t#e idea?


• 0reative ideas may initially seem good but in practice be unusable" !ow often do

you find this?o +ell me a%out one suc# situation

o How did you decide t#at t#e idea was not practical?

o W#at was t#e outcome of t#e situation?

• Give me an eample of a time when you used a less conventional approach to

your work"o W#y was t#is necessary?

o W#y do you consider your approac# to %e different?

o How well did it wor)?

• In what situations are you least creative?

o W#at stops you from %eing innovative?

o How do you manage t#ese situations?

o W#at would #elp you to #andle t#ese situations more effectively?

• +escribe a situation when you produced an limaginative solution to a problem at

work"

o How did you generate t#e solution?

o W#at feed%ac) did you receive?


17

NEGATIVE Indicators

Is slow to produce new ideas.

9iews problems in a conventional way.

Accepts the status 4uo.

5roblem+solving lacks creativity. 'hinks in a traditional manner.

Is cautious with new approaches.

5roduces few alternatives.

Accepts outdated working methods.

"uggestions are not taken up by others.

3ittle e erience of creativit at work.


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• $ell me about a time when you 4uestioned a way of working"

o W#y did you $uestion it?

o W#at alternative did you suggest?

o +o w#at e*tent were your ideas used?

•

$ell me about a time when you took a risk with pursuing a new approach or idea"o W#at was ris)y a%out pursuing t#e approac#/idea?

o How did you #andle t#e situation?

o How far did t#e new approac#/idea progress?

• $ell me about a recent time when you went about instituting improvement and

change"o How was it decided t#at an improvement was needed?

o How did you go a%out ma)ing t#e c#ange-s.?

o W#at resistance was t#ere to t#e c#ange-s.?

o W#at effect did t#e c#anges #ave?

o W#at feed%ac) did you receive regarding t#e $uality of your idea?

18


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$&0!N292GI069 6#6'&N&//

POSITIVE Indicators

• 8eeps abreast of available technology.

• (nderstands applicability and limitation of

technology to the work of the office

•

Actively seeks to apply technology to appropriatetasks.

• "hows willingness to learn new technology.

• !ow do you keep up with advances in

technology?o How muc# time do you spend

doing t#is?o How do your efforts to )eep up compare wit# t#ose of your peers?

o W#at are t#e limitations of tec#nology in your wor)?

• #hich technical issues are the most challenging for you>

o W#at are your strengt#s in using tec#nology?

o W#at are your wea)nesses?

o How important is using tec#nology in your role?

• Give me an eample of when your technological awareness helped you to solve a

problem?o W#at %roug#t t#e issue to lig#t?

o W#at did you do?

o W#at was t#e result of your efforts?

• #hat have you done to ac4uire knowledge about technology?

o How did you go a%out developing your )nowledge?

o W#at opportunities #ave you #ad in t#is area?

• Give me an eample of when technology breakdown had an impact on you

delivery"o W#at did you do?

o W#at were t#e implications?

o W#at did you learn from t#e episode?

19

NEGATIVE Indicators

7as limited knowkedge about technology.

7as little interest in finding out about

technology

Is not proactive in applying technology towork.

7as limited understanding of the

applicability of technology to work.


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0255I$5&N$ $2 02N$INU2U/ 9&6'NING

POSITIVE Indicators

• 8eeps abreast of new developments in own

occupation&profession.

• Actively seeks to develop oneself professionally

and personally.• *ontributes to the learning of colleagues and

subordinates.

• "hows willingness to learn from others.

• "eeks feedback to learn and improve.

• #hat type of specialist knowledge have

you needed to be aware of in your previous 7obs%education?

o How #ave you gone a%out )eeping your tec#nical )nowledge up to date in t#e

past?

o n w#at areas of tec#nical )nowledge do you want to %ecome morecompetent?

o How does your tec#nical )nowledge compare to t#at of your colleagues?

• #hich areas in your profession%occupation are the most challenging for you?

o W#at are your strengt#s and wea)nesses in your specialty area?

o How does your level of )nowledge compare wit# t#at of your peers?

o W#at feed%ac) #ave you received a%out your specialist )nowledge?

o How #ave you gone a%out developing t#ese areas?

• +escribe an occasion when colleagues (others) sought you advice or

eperience?o W#at #ad you done to %e an aut#ority?

o How accurate was your advice?

o W#at #ave you done since to ac$uire e*tra )nowledge?

o +o w#at e*tent could you answer all t#eir $uestions?

o How did you )now t#at t#e information you gave was up to date?

o W#at was t#eir reaction?

• !ow do you keep up with advances in your field?

o How important is it for you to )eep up to date professionally?

o How muc# time do you spend doing t#is?o W#ic# specialist or tec#nical maga'ines or 0ournals do you read?

o W#at ot#er met#ods do you use to )eep up to date?

o How do your efforts compare wit# t#ose of your peer?

• +escribe an occasion when you felt that your level of technical knowledge was

insufficient"o W#at made you t#in) t#is?

o W#at action did you ta)e?

20

NEGATIVE Indicators

7as limited knowledge about area of

epertise.

"truggles to keep up to date.

Is not proactive in undertakingdevelopmental tasks.

Is reluctant to help others to learn.

7as received little positive feedback

about specialist knowledge.

Is defensive with feedback from others.

Is not an authorit .


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o W#at are your current strengt#s in terms of your specialist )nowledge?

o W#at are your current wea)nesses in terms of your specialist )nowledge?

• !ow have you contributed to the learning of others?

o +ell me a%out a specific time w#en you #ave coac#ed or trained a colleague

in somet#ing new to t#emo How did you made yourself availa%le to t#em?

o W#at ongoing support did you provide?

• +escribe an eample of when you had to ac4uire additional technical knowledge"

o How did you go a%out ac$uiring t#is e*tra )nowledge?

o n w#at aspects were you least )nowledgea%le?

o W#at feed%ac) #ave you #ad on t#e %readt# and dept# of your tec#nical

)nowledge?o W#at do you see as %eing t#e )ey to ac$uiring relevant tec#nical )nowledge?

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M4G56 C(MP5+54C57

3I/I2N

POSITIVE Indicators

• Identifies strategic issues$ opportunities and risks.

•

*learly communicates links between theOrgani,ation-s strategy and the work unit-s goals.

• enerates and communicates broad and compelling

organi,ational direction$ inspiring others to

pursue that same direction.

• *onveys enthusiasm about future possibilities.

• $ell me about a recent time when you

needed to take a broad view of your own work"o W#y was t#is necessary?

o How useful was t#is approac#?


• +escribe an occasion when you considered a range of possible future scenarios

when planning"o How did you ta)e account of possi%le ris)s?

o W#at contingencies did you ma)e?

o W#en are you least li)ely to consider future possi%ilities w#en planning?

o How effective were you at conveying ent#usiasm a%out t#e possi%ilities?

o W#at was difficult a%out conveying t#is ent#usiasm?

• Give me an eample of a time when you could have taken a more long


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• +escribe an eample of when you have taken strategic implications into

consideration as part of your decision


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9&6+&'/!IP

POSITIVE Indicators

• "ervices as a role model that other people want to

follow.

• 2mpowers others to translate vision into results.

•

Is proactive in developing strategies to accomplishobjectives.

• 2stablishes and maintains relationships with a

broad range of people to understand needs and

gain support.

• Anticipates and resolves conflicts by pursuing

mutually agreeable solutions.

• #rives for change and improvement6 does not

accept the status 4uo.

• "hows the courage to take unpopular stands.

• #hat opportunities have you had to take the lead in a team?o W#ic# of t#ese were t#e most c#allenging?

o W#y was t#at?

• +escribe a specific eample of a time when you had to coordinate the work of

other people"o W#at were you trying to ac#ieve?

o How did you go a%out organi'ing t#e wor)?


•

+escribe a time when you needed to take action to increase team motivation"o W#y was t#is necessary?

o W#at action did you ta)e?

o How well did t#is wor)?

o W#at else could you #ave done?

• $ell me about a particular situation where you had to lead by eample"

o W#at messages did you want your team to pic) up? W#y?

o How did you go a%out it?


o W#at could #ave you done %etter?

• $ell me about a situation when you found it difficult to manage the work of a team"

o W#at made t#is difficult?

o How did you try to overcome t#ese difficulties?

o How could you improve upon t#is?

• $ell me about a situation when you have had to keep a team focused on

ob7ectives?o W#at s)ills did you need to ac#ieve your o%0ective?

24

NEGATIVE Indicators

Is uncomfortable in the management role.

#oesn-t take a stand.

Is seen as avoiding&evading the leadership

role. #oes not make goals clear.

#oes not provide direction to group.

Is not interested in people.

3oses touch with how motivated people

are.

#elegates inappropriately.

5refers to let others take the lead.

Is uncomfortable with resolvin conflict.


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o W#at sort of strategies did you develop to ac#ieve t#e o%0ective?

o W#at feed%ac) #ave you #ad on your a%ility to )eep teams on trac)?

o n w#at situations #ave you %een less effective at )eeping ot#ers on trac)?

• +escribe an eample where you have had to take charge and organi,e resources

your work"o How successful were you?

o n w#at situations do you feel less comforta%le ta)ing c#arge?

o W#at do you t#in) you need to wor) on in order to %e more effective at ta)ing

c#arge?o How effective do you see yourself as %eing at ta)ing c#arge as compared

wit# you peers?o W#at do you see to %e t#e )ey issues to manage w#en ta)ing c#arge of

ot#ers?

• +escribe an eample of how you typically interact with staff at different levels of

an organi,ation"o n w#at past situations #ave you %een effective at %uilding relations#ips wit#

ot#ers?o (n w#at occasions #ave you %een less effective?

o W#at #ave you gained t#roug# your interactions wit# t#ese people?

o W#at do you see as %eing t#e )ey to successfully relating to people at

different levels wit#in an organi'ation?

• +escribe how you have gone about resolving conflict between others in the past-

using a specific eample"o How successful were you?

o W#at would you do differently in #indsig#t?

o n w#at situations are you less comforta%le a%out resolving conflict %etween

ot#ers?o W#at advice would you give to an ine*perienced colleague face wit# a conflict

situation t#at needed resolving?

• 1or most of us the occasion arises when we must take an unpopular stand or

decision" Give me an eample of when you had to take an unpopular stand"

o How did you present your point of view?

o W#at were t#e o%0ections?

o How #ard did you pus# your viewpoint?o Wit# #indsig#t, #ow would you approac# t#is differently?

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&5P2#&'ING 2$!&'/

POSITIVE Indicators

• #elegates responsibility$ clarifies epectations and

gives staff autonomy in important areas of their

work.

•

2ncourages others to set challenging goals.• 7olds others accountable for achieving results

related to their area of responsibility.

• enuinely values all staff members- input and

epertise.

• "hows appreciation and rewards achievement and

effort.

• Involves others when making decisions that affect

them.

•

+escribe a time when you successfully empowered someone to carry out a task?o How did you ena%le t#em to carry out t#e wor)?

o How did you follow t#is instruction up?


• $ell me about how you have set goals for a team member in the past"

o How did you communicate t#em?

o How c#allenging were t#e goals?

o W#at involvement did t#e team mem%er #ave?

o How did you monitor t#em?

• +escribe a specific eample of when you have involved others when makingdecisions?

o How did you go a%out ma)ing decisions in t#at group situation?

o W#at did you do t#at was particularly effective?

o W#at were t#e advantages of t#is approac#?

o W#at did not wor) so well?

o How did you ensure t#at you made t#e %est use of people1s contri%utions?

• Give me an eample of when you have solicited the contributions of others in

your team"o

W#at was t#e specific situation?o W#at reasons did you #ave for soliciting t#e contri%utions?

o W#at feed%ac) #ave you #ad on t#e way you consult wit# ot#ers?

o n w#at situations are you less li)ely to consult widely wit# ot#ers?

• $hinking of a specific eample- how do you typically go about delegating tasks to

others?o W#at did you do t#at was particularly effective in your approac# to

delegating?o W#at would you do differently if you #ad t#e c#ance?

26

NEGATIVE Indicators

8eeps responsibilities to self.

ives assignements without independence.

5rovides insufficient direction.

#iscourages initiative. 'akes on too much personally&becomes

personally overloaded.

*onsults only when necessary.

/ails to stretch people.

0akes self indispensable.


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o How do you t#in) you could improve your delegating approac#?

• !ow do you typically reward team members for their efforts?

o Give me a specific e*ample of w#en it #as %een particularly important to

reward a team mem%er?o W#y was t#is important?

o W#at did you do t#at was effective?

o How did you deal wit# t#e possi%le conse$uences?o W#en are you less a%le to reward t#e efforts of ot#ers?

• +escribe a time when- in hindsight- you could see that you provided more

detailed direction on an assignment that was necessary for the person involved"o W#at )ind of direction did you provide?

o How did t#is affect t#e person?


o W#at do you consider w#en deciding w#et#er to give a person detailed

direction versus independence wit# an assignment?

• $hinking of specific eample- how do you normally go about providing otherswith the power and authority to accomplish a task?

o W#at feed%ac) #ave you #ad on #ow successful you were in your

empowering?o W#en #ave you %een least effective at empowering ot#ers in t#e past?

o W#at sort of accounta%ility did you e*pect from t#em?

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56N6GING P&'12'56N0&

POSITIVE Indicators

• #elegates the appropriate responsibility$

accountability and decision+making authority.

• 0akes sure that roles$ responsibilities and

reporting lines are clear to each staff member.• Accurately judges the amount of time and

resources needed to accomplish a task and

matches task to skills.

• 0onitors progress against milestones and

deadlines.

• %egularly discussed performance and provides

feedback and coaching to staff.

• 2ncourages risk+taking and supports staff when

they make mistakes.

• Actively supports the development and career

aspirations of staff.• Appraises performance fairly.

• $ell me about a situation where you have had to manage the performance of a

team or individual through a particular assignment"o W#at were your o%0ectives?

o How did you manage t#e people t#roug# t#e assignment?

o W#at was t#e result?

•

$ell me about a time when w member of your team made a mistake"o W#at did you do w#en you found out?

o W#at was t#e message you conveyed to #im or #er?

o W#at were t#e s#ort2term and long2term conse$uences for t#e team

mem%er?

• #hat opportunities have you had to identify development opportunities for

others"

o +#in)ing of a specific e*ample, w#at action did you ta)e?

o W#at was your role in t#e process?


• +escribe an eample of how you have utili,ed the skills of others in the past"

o How #as your a%ility to matc# people1s s)ills wit# tas)s %een appraised in t#e

past?o n w#at situations #ave you %een less effective at matc#ing responsi%ilities to

people?o How do your s)ills in t#is area compare wit# a colleague in a similar role?

28

NEGATIVE Indicators

#oes not make epectations clear to

others.

(tili,es people on the basis of availability

rather than skill. #oes not use milestones and deadlines to

assess progress.

Is subjective in the assessment of people.

Is intolerant of staff that makes

mistakes.

3ooks to assign blame for mistakes.

Is la or inconsistent in discussing

performance.

Is not supportive of development or

career aspirations.


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• $ell me about a pro7ect in which you had to monitor people.s performance"

o How #elpful were t#e controls you set in place for monitoring t#e progress of

ot#ers?o W#at would you do differently if you were place in a similar situation again?

o W#en are you least li)ely to %uild c#ec)points into your pro0ect plans?

o

W#at do you t#in) are t#e )ey features of an effective approac# to monitoringprogress towards an o%0ective?

• !ow do you assess the capabilities of people (e"g"- direct reports- applicants)?

o W#at met#ods do you use?

o How effective are you?

o How do you compare to your colleagues at assessing people1s %e#aviour?

• #hat opportunities have you had to assess other people.s performance?

o How often do you assess individual performance?

o W#at form does t#is ta)e?

o W#at feed%ac) do you provide?o W#at advice would you give to ot#ers assessing t#e performance of

individuals?

• +escribe a development plan that you have set for a team member"

o How did you set t#e development plan?

o W#at did you do t#at was effective?

o W#at would #ave done differently?

o W#at advise would you give to ot#er managers/supervisors a%out setting

development plans?

29


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;UI9+ING $'U/$

POSITIVE Indicators

• 5rovides an environment in which others can talk

and act without fear of repercussion.

• 0anages in a deliberate and predictable way.

•

Operates with transparency6 has no hidden agenda.• 5laces confidence in colleagues$ staff members and

clients.

• ives proper credit to others.

• /ollows through on agreed+upon actions.

• 'reats sensitive or confidential information

appropriately.

• Give me an eample of how you have developed and maintained trust in the past"

o How effective were you at %uilding and maintaining trust in your e*ample?

o How could you %e more effective at %uilding and maintaining trust?o W#at do you see as %eing t#e crucial issues to manage in order to get ot#ers to

place t#eir trust in you?o How trusting are you of ot#er people?

• +escribe a time when others have been surprised about your reaction%approach to a

management issue?o W#y was your reaction different from normal?

o How aware were people of your intentions?

o How predicta%le are you in your management approac# compared to your

peers?

• #hen have you chosen to keep sensitive information to yourself?

o W#at made you decide to do t#is?

o W#y did you not c#oose to %e open wit# t#e information?

o How important is openness at wor)?

• $ell me about a person with whom you worked that you found difficult to trust"

o W#y did you not trust t#em?

o How did you deal wit# t#em?

o How trusting are you compared wit# your colleagues?

• $ell me about the last time that you had to trust a new team member to do a task"

o How did you feel a%out it?

o W#at #appened?

o W#at advice would you give to ot#er managers/supervisors in t#is situation?

• "escri%e a time w#en you #ave %een una%le to deliver on an agreed action

o W#y did t#is #appen?

o How responsi%le were you for t#is?

o W#at were t#e repercussions?

30

NEGATIVE Indicators

7as hidden agendas6 distinguishes

intentions and feelings.

Is unpredictable and inconsistence in

management approach; 'ends to be la in delivering on promises.

'ends to stick to one style of

communication.

Actions inconsistent with what is

conveyed.

0akes it difficult or provides a

disincentive for others to speak openly.


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o W#at did you do to try and overcome t#e pro%lem?

U+G&5&N$%+&0I/I2N568ING

POSITIVE Indicators

•

Identifies the key issues in a comple situation$and comes to the heart of the problem 4uickly.

• athers relevant information before making a

decision.

• *onsiders positive and negative impact on others

and on the Organi,ation.

• 5roposes a course of action or makes a

recommendation based on all available

information.

• *hecks assumptions against facts.

• #etermines

• +escribe to me a comple problem which you recently solved"

o W#at made it so c#allenging?

o How did you #andle it?

o

W#at implications did you consider?o W#at was t#e outcome?

• $ell me about when you have had to identify the key cause of a problem"

o How did you wor) out t#e cause?

o How did you solve t#e pro%lem?

o W#at lessons did you learn?

o W#at sort of information did t#is involve?

o How did you analyse it?

o W#at did you learn from t#e analysis?

• Give me a recent eample of when you came up with different solutions to aproblem"

o W#at suggestions did you come up wit#?

o W#at did ot#ers t#in) of your ideas?

o How well did t#ey wor) in practice?

• $ell me about a time when you made the wrong decision when solving a ma7or

problem"o How did you go a%out it?

31

NEGATIVE Indicators

#oes not make epectations clear toothers.

(tili,es people on the basis of availability

rather than skill.

#oes not use milestones and deadlines to

assess progress.

Is subjective in the assessment of people.

Is intolerant of staff that makes

mistakes.

3ooks to assign blame for mistakes.

Is la or inconsistent in discussing

performance. Is not supportive of development or

career aspirations.


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o W#y did you ma)e t#e wrong decision?

o W#at will you do differently ne*t time?

• Give me an eample of the type of information sources you typically use in an

attempt to get to the bottom of issues"o How did you )now w#en you #ad enoug# information?

o

W#at feed%ac) #ave you #ad on your use of availa%le information sources?o How does your use of availa%le information sources compare to t#e

approac#es used %y your colleagues?o W#at do you see as %eing t#e most important t#ing to remem%er w#en

gat#ering information to solve pro%lems?

• Give me an eample of the type of 4uestion you have asked in order to establish

the facts about a past situation or problem"o How effective was your fact2finding?

o W#at do you see as %eing t#e area you need to develop in terms or your fact2

finding s)ills?

• +escribe the last time that you had to analy,e a large amount of information to

solve a problem"

o W#at feed%ac) did you get on t#e accuracy of your analysis?

o How did you incorporate data in your decision?

o n w#at type of situations are you li)ely to ma)e decisions on t#e %asis of

intuition or gut feeling?o W#at type of information do you #ave most difficulty analy'ing?

• +escribe a situation where you have had to consider a variety of alternatives in

you decision


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CBI Interview Guide

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