Professional Documents
Culture Documents
Overview............................................................................................................................. 2 Distinguishing Behavior from Opinions............................................................................. 3 Handling Tough Candidate Situations ................................................................................ 4 Moving Through the Interview Pattern............................................................................... 6 Sample Competencies......................................................................................................... 7 Competency: Flexibility & Openness................................................................................. 8 Competency: Organizational Know-How........................................................................... 9 Competency: Commitment to Task .................................................................................. 10 Competency: Innovation and Continuous Improvement .................................................. 11 Competency: Communication .......................................................................................... 12 Competency: Coaching..................................................................................................... 13 Competency: Problem Solving and Decision Making...................................................... 14 Competency: Functional and Technical Skill ................................................................... 15 Competency: Customer Focus .......................................................................................... 16 Competency: Business and Strategic Perspective............................................................. 17 Competency: Team Contributions .................................................................................... 18
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Overview
This guide has been designed to provide insight into behavioral questions that you might encounter in an interview. This information has not been designed to provide you with an exhaustive list of every behavioral question you possibly might encounter, but rather a guide for understanding what an interviewer is looking for and how you might best respond to particular types of questions. In fact, there is no way to be certain which questions you might encounter, and there are literally hundreds of questions which could be asked in any given interview. Remember, each firm, industry concentration, and interviewer has a particular method (and maybe even skill level) which varies one from another. The material presented here is broken down into competency-specific questions that are generic enough that they could be asked in any interview, regardless of industry differences. Maybe youre wondering how to get information on which competencies a given company values so that you can better prepare for your interviews. If this is the case, remember that all the literature a company puts out with regards to its positions (especially the job descriptions themselves) tell you quite clearly the competencies they are looking for from a skill perspective. Be sure to check company literature for these kinds of insights, as they are not too difficult to find. The key to being successful in any behavioral interview is to be able to communicate a clear story behind your interest in the position, as well as competent demonstration through past (or current) experiences that lend credibility to your story. Your task in any behavioral interview is to convince the interviewer that you have the initiative, interest, skills, and mature competence to do the job in question. Use this guide as one of several means of preparing yourself for an interview.
Allow you time to think (15 second pause). Follow with a reassuring statement (you're okay). Rephrase the question, expanding the boundaries.
Think clearly, and not pause more than 15 seconds, then give your best answer. If stuck, confused, or you did not hear the question clearly, ask the interviewer to clarify or repeat it.
The Bluff: the candidate (you) denies being able to recall an example: What the interviewer might do:
Ask for an example that happened yesterday, since you cannot give a past example. Restate the question something like "I realize it may be difficult to remember all the details. Tell me what you do remember."
Do not try to "bluff" the interviewer. Give the best example you can phrasing it something like "The best example I can provide you is one that happened awhile ago". Not confess to the interviewer you cannot recall an example.
The Slip: the candidate (you) slips into responding with an opinion: What the interviewer might do:
Compliment you for the opinion, but probe further for the answer. Assume responsibility for not phrasing the question properly. Gently persist to get the example.
Recognize a behavioral question when you see it, and not give only an opinionated answer. Recover by adding something like "and I recall at least one example which I can provide from my past experience where I.", in order to provide the behavioral example the interviewer might be looking for. In your answer, give an example from real experience that supports your opinions or viewpoints.
Sample Competencies
In a behavioral interview, the interviewer will typically break questions down into areas where they can probe your past experiences along specific skill areas (or competencies) that are deemed essential to being able to do the job in question. These might include your experiences or abilities relative to:
Flexibility and openness Organizational know-how Commitment to task Innovation and continuous improvement Communication Coaching Problem solving and decision making Functional and technical skill Customer focus Business and strategic perspective Team contributions
This section of the handout provides sample questions along each of these dimensions and proper "dos" and "donts" relative to each question. The sections that follow provide:
One sample question from each competency. A "do" response and a "dont" response for comparison. Characteristics that define whether the interviewer sees "positive indicators" or "negative indicators" in your response.
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Competency: Communication
Question: How effectively do you explain concepts and procedures, clearly and completely, while maintaining attention and interest? Do Answer: Ive always been successful in communicating to various groups, both internal and external. To do the job effectively, I take the time to look at whatever is being communicated from the listeners perspective. I think the facts need to be present clearly and concisely in order to be effective. Ive always tried to watch my audience closely, to keep pace with them in the event they drift from the message or arent hearing clearly what is being said. This requires good preparation and attention to details which I take very seriously. Dont Answer: I think a person needs to feel comfortable with the audience, and get to know them some before actually getting to that point. You need to understand what has to be communicated and then get that message across. Ive done this before, can do it again, and feel that I am good with all kinds of people. Ive worked quite successfully with my study group here at Darden, and we seem to work well and understand each other. We seem to communicate well as a group. Positive Indicators: Knowing what needs to be communicated and the level of detail necessary. Keeping the explanation as simple as possible, using terms and phrases aimed at the receiver's level of understanding. Getting feedback from the listener at all stages, asking questions to ensure understanding. Preparing an outline and developing a strategy for the presentation. Researching the data, facts and support material. Negative Indicators: Failing to understand who the audience is, and their communication level. Either giving too much detail or not giving enough direction. Assuming the listener understands the message. Speaking in a flat, monotonic voice. Relying on his/her own expertise, neglecting to consult experts. Presenting in a disjointed and disorganized manner.
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Competency: Coaching
Question: How effectively do you provide detailed, accurate feedback when asked or needed in a supportive manner? Do Answer: My previous position at the XYZ Company required me to provide both coaching and mentoring to peers and subordinates. My approach has always been to give a person accurate, detailed feedback in such a way as to not offend them, but rather to support them. This is true of both people struggling in their assignments, and those who are performing adequately. I think its also important to listen carefully to what the person has to say, to see their perspective clearly, and to factor that in to any type of coaching experience. My goal has always been to get the person to focus on the task and what they can do to continuously improve their overall performance on the job. Dont Answer: Ive always shared my opinion openly with subordinates. I think people need to be told what to do when they cant quite see things clearly. If they cant get the job done, I let them know it. If its still a problem for me, then I take the person off the assignment and get someone else to do it right. I figure a person needs to hear the truth, then its their job to figure it out. If they cant do it, then maybe theyre in the wrong job. Positive Indicators: Seeking the permission and interest of the other persons before providing the feedback. Describing the observable actions of others as they relate to your knowledge, experiences and/or feelings. Using phrases that honestly describe possible limitations of your information (i.e. I have only talked with one customer so far). Asking for the other person's viewpoint or conclusions on the observations you offer. Negative Indicators: Blurting out unsolicited feedback regardless of the situation or who else may be present, causing resentment and defensiveness. Focusing on personal opinions, threats, commands or statements that label the person receiving the feedback. Using phrases that imply the absolute knowledge and correctness of the provider (i.e. everybody knows that). Quickly delivering the feedback and then leaving (known as a hit and nun).
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