Personnel

The job search – The competency-based interview

Maria Dweggah, WHO

In the May 2002 issue of UN Special (My,
how time does fly!) a few articles appeared on the « job search », giving hints on how to prepare for the job interview, common sense advice, so obvious and yet so often ignored. I listed probable questions that would be asked at the interview. Though some were not too pleased that I divulged “state” secrets, from the feedback I received from staff in general, the articles were useful and well appreciated, and are read even today. You can access them at www.unspecial.org.
Advice given in the May 2002 issue is still valid so I will not repeat myself. The “Ten most common interview questions” on the other hand should be used as a tool for selfreflection as they are now slightly obsolete. They belong for the most part to the world of the “traditional interview” which has been replaced by the current trend, the “competency-based interview" also known as the "behaviour-based interview."
Things were easier then, it seems. It was pre Galaxy, pre E-recruitment, a time when length of service in the organization was valued and was a priority consideration, a time when staff representatives in certain organizations had a more significant role to play in the selection/recruitment process instead merely a rubber stamping exercise of a "done deal". Given the significant changes in how people are recruited and selected today in the UN common system; the focus on mobility and rotation with imposed time limits at each post; and with emphasis on competencies versus length of service and experience in the organization, time has come for another article. The present one will focus on the competency/ behavioural based interview and how to prepare for it. It is my understanding that it is now used in most organizations and for all categories of staff. However, from talking to staff – it is not so certain.
So, lest you be caught unprepared at your next interview, the following will perhaps be of help to you.

Competencies

Before getting into the subject matter of the article, we should perhaps define what is meant by competency. After reading a number of definitions, the one I found on the web site of the University of Wellington, Victoria, New Zealand, seems to best correspond to how competencies are used in our own organizations:
"The word competency is widely used in business and personnel psychology and refers to behaviours that are necessary to achieve the objectives of an organization. A competency is also something you can measure and lists of competencies form a common language for describing how people perform in different situations. Every job can be described in terms of key competencies. This means they can be used for all forms of assessment, including appraisals, training needs and analysis and of course, selection." (bold added for emphasis)
Competencies are also defined as behavioural traits combined with technical knowledge and skills that will serve as indicators of success in specific jobs or positions.
In the March/April 2002 issues of the UN Special a list of 31 core competencies was published, each competency included a definition and the observable behaviours that may indicate the existence of a said competency in a person.
Most, if not all the UN agencies have since developed their own core competencies, necessary to meet the particular needs of their mandate and work requirements. These competencies most probably will include the following:

• effective, persuasive and credible communication;
• individual competencies such as flexibility, decisiveness, tenacity, independence of thought, risk taking, personal integrity;
• analytical competencies;
• interpersonal competencies such as fostering team work;
• respect for diversity;
• self knowledge – striving to achieve excellence, show persistence in pursuing goals, be objective and critical in evaluating strengths and weaknesses;
• management/supervisory/leadership skills which would include strategic planning, corporate sensitivity, human resource planning.

Now that we have an idea of what competencies are we can better understand how they will be used in the recruitment process.

The competency-based interview Definition

The competency-based interview is built on the idea that past behaviour/performance is the best predictor of future behaviour/performance. The interview will focus on the competencies that are most important for the particular job you are applying. Some of the questions may also include knowledge based essential criteria such as the in depth knowledge of a particular area or expertise in working in a similar role previously.
The competency based interview questions are slightly different in style than the traditional interview questions. There is usually a repetitive pattern to each question followed by probes that tend to focus on past situations and your behaviour in these situations. Questions are likely to start with:
"Please give an example of when ."
"Please describe an occasion when ."
"Tell us about a time when ."
– How did you approach it?
– What were the steps you took?
– Why did you do it that way?
– What did you learn from the experience?
– How would you have done it differently?
– How have you used what you have learned since then?

How to prepare for it?

If you are undertaking a job search, I would first suggest that you do a web search on competency-based interviews. There is a large amount of information available out there that will help you. To prepare you for the interview, read and reread the Vacancy Notice. Take time to look back and review events in your past or current professional (or personal) experience that were significant in forming your own personal approaches and traits that apply to the competencies included in the VN. Below are some guidelines that may help you focus:

Anticipate and practice

• Identify skills/competencies required for the post; the interviewers will no doubt ask questions based on these.
• Identify situations and experiences that you will refer to, to demonstrate them.
• Highlight what you have achieved.
  – Consider your role in the situation
  – What were the barriers or obstacles
  – How did you overcome them
  – Is there anything you could have done differently
  – Is there anything you have learned
• The interviewers will also ask questions that will reflect the core competencies of the organization where the post is located.
• There may be questions on your Application Form so make sure you review the form before the interview. And most important, embellish, but do not lie on an Application Form.
• An almost sure question : WHY are you applying? WHAT can you bring to the post? HOW does your experience tie in with the post, the LINK between the two). Even if it is not asked, it is good practice for you to give thought to the position and why you are applying and what you can bring to it.
• Consider your present or former jobs and how your role fits within the new team.
• Think of other possible questions.
• Practice answering out loud or with a friend.

The interview

The composition of the selection/promotion panels varies from organization to organization. Equally varied is the knowledge of competency based interview or interview techniques in general. Very, very few organizations include staff representatives in the interview process. Unless I am mistaken, WHO is the only organization where there is full participation of the staff representative from beginning of the recruitment/selection process to the recommendation made to the Executive Head. During the competency based interview, or the traditional interview for that matter, the panel looks for the following. You will need to demonstrate how you have performed, to give specific examples, how your past experience ties in with the job for which you are applying.

• Knowledge of post applied for;
• The Link - your present or past jobs and how your role fits in;
• Positive Attitude;
• Excellent communication skills;
• Relationships/teamwork capabilities;
• Impression that you are taking the occasion seriously;
• Competencies required for post;
• Quality and quantity of information shared;
• Credible responses;
• Interest in the post for which you are being interviewed.

Advice during the interview

You may bring paper and pen to the interview. I suggest you also bring the VN and any other information you have gathered on the position. Listen to the questions. Take a few seconds to reflect and gather your thoughts. Focus your responses on the question asked. If you get off track, get back on it with a simple "I am digressing" or "I have lost my line of thought", "let me summarize," Give specific examples.

It is ok to give an example where you were not as successful as you would have wished. The essential is the process, what you learned from it and what you would do differently next time.
For all of you undertaking the job search, good luck.