Preparing for competency based selection

Support Package

1.

Introduction

Applying for jobs, whether in the OFT or elsewhere, is serious business. To give yourself the best chance of succeeding with your applications requires preparation which means devoting time and energy to producing your application as well as the preparation for your interview. Like everything good in life, what you put into your preparation will influence what you get out of the application process. This package provides you with support to help you prepare for the selection process. Section 2 contains a self learning guide on the STAR approach to answering competency based questions. Section 3 contains some pointers for performing at interview. Section 4 includes a helpful website to help you practice being interviewed. We hope you find this support package helpful.

Recruitment & Learning and Development April 2011

2.

Self Learning Guide on the STAR approach to answering competency based questions

The OFT, in common with other government departments and many other organisations, use competency based selection. The `STAR model is:

Situation Task Action Result.

It is a universally recognised communication technique designed to enable you to provide a meaningful and complete answer to questions asking for examples. At the same time, it has the advantage of being simple enough to be applied easily. Step 1 Situation or Task Describe the situation that you were confronted with or the task that needed to be accomplished. With the STAR approach you need to set the context. Make it concise and informative, concentrating solely on what is useful to the story. Step 2 Action This is the most important section of the STAR approach as it is where you will need to demonstrate and highlight the skills and personal attributes that the question is testing, aligning this to the competencies as well as the internal values. Now that you have set the context of your story, you need to explain what you did. In doing so, you will need to remember the following: Be personal, i.e. talk about you, not the rest of the team. Go into some detail. Do not assume that they will guess what you mean. Steer clear of technical information, unless it is crucial to your story. Explain what you did, how you did it, and why you did it.

What you did and how you did it The panel will want to know how you reacted to the situation. This is where you can start selling some important skills. For example, you may want to describe how you used the team to achieve a particular objective and how you used your communication skills to keep everyone updated on progress etc. Why you did it For example; when discussing a situation where you had to deal with conflict, many candidates would simply state: I told my colleague to calm down and explained to him what the problem was. However, it would not provide a good idea of what drove you to act in this manner. How did you ask him to calm down? How did you explain the nature of the problem? By highlighting the reasons behind your action, you would make a greater impact. For example: I could sense that my colleague was irritated and I asked him gently to tell me what he felt the problem was. By allowing him to vent his feelings and his anger, I gave him the opportunity to calm down. I then explained to him my own point of view on the matter, emphasizing how important it was that we found a solution that suited us both. This revised answer helps the panel understand what drove your actions and reinforces the feeling that you are calculating the consequences of your actions, thus retaining full control of the situation. It provides much more information about you as an individual and is another reason why the STAR approach is so useful. Step 3 Result Explain what happened eventually how it all ended. Also, use the opportunity to describe what you accomplished and what you learnt in that situation. This helps you make the answer personal and enables you to highlight further skills. This is probably the most crucial part of your answer. The panel wants to know that you are using a variety of generic skills in order to achieve your objectives. Therefore you must be able to demonstrate in your answer

that you are taking specific actions because you are trying to achieve a specific objective and not simply by chance. What is not competency evidence? Evidence is not: Generalisations: I am always courteous to customers Job descriptions: My job/role involves... A process: First I input the customer details to the computer... An assertion: It is very important to deal with complaints promptly. Theoretical: I would deal with the complaint by first... Passive: A meeting was called... Not owned: We decided to adopt the last option. Paraphrasing the criteria: I displayed tact and diplomacy. Non specific: When I receive this I intend to... Practicing using the STAR model Below are some competency based questions to help you practice using the STAR model. Tell us about a time when you had conflicting priorities and had to decide what task to complete first? o What factors did you take into account in making your decision? o What was the outcome? What steps did you take to motivate a demotivated member of the team? What steps have you taken to ensure your project milestones are met to the required standards and quality? Give us an example of when you found yourself in disagreement with a colleague or external stakeholder. What did you do in order to secure a resolution? Describe an occasion when the arguments and evidence you put forward had a substantial impact on the decision that was taken. o What did you do to convince others? o What worked well?
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o What didnt work well? Tell us about a team working problem that you have encountered. o What contribution did you make to its resolution?

3.

Pointers on Performing at interview

Assuming you have done your preparation then its important to think about how to come across on the day. This highlights a number of pointers to think about as follows: Particularly if you havent had much recent experience of being interviewed, then you may feel nervous. Dont worry; its unlikely to show anything like as much as you think. The other candidates are probably nervous too. So the field is level. And the more you prepare, the less anxious you will be. Even if you are told its just an informal chat it never is. It might be an informal interview but it is still an interview. Approach every meeting with that mind set. You are being assessed. First impressions are formed very quickly and can count for a lot. Inexperienced interviewers can allow these to colour everything that follows. You will meet inexpert interviewers much of the time. So do check that your appearance is appropriate. The way you stand, walk and act needs to reflect confidence, energy, and enthusiasm. And of course, be friendly to everyone you meet. Research has shown that 55 per cent of influence comes from nonverbal signals and 38 per cent from tone of voice and manner of delivery. So its by no means just what you say, its how you say it. Dont be too terse in your replies, but do aim to be relevant and concise. They can always say tell me more about... It should be a dialogue, not just you returning every serve from the base line. Show an interest in their role and issues by questioning. You can occasionally add questions to your answer (I have quite a bit of experience in XYZ, how important is that to this role?). Keep up good eye contact. When speaking this is about 70 per cent of the time. More when listening. Do listen attentively. It can give you valuable clues about what the interviewer is interested in, and it will be noticed. Listening is not the same as waiting till its your turn to speak again. You show listening skills by attentive behaviour, referring back to what the other person

said earlier, building on their remarks, and being able to question in a way that refers to what they have said. Building rapport is very important. We hire people we like, not just people who can do the job. It helps rapport if you mirror the other persons way of speaking, gestures and so on. This does not mean doing a slavish copy or poor impersonation. It means for instance if they are quite concise or fast paced so should you be. If they are relaxed or conversely, animated, so should you be. Have a few questions to ask. You are still being judged, so the questions need to be well-considered. Usually questions about key priorities and early deliverables will get the interviewer talking and will display the required interest in the job. Finally, make a good departing impression. People remember beginnings and ends. Finish with a short but strong statement of confidence and enthusiasm. Use your words, not these, but the message is thanks for the meeting which I have enjoyed; keener than ever on the role; sure I have a lot to contribute, especially in (cost control or whatever).

4.

Useful website

A website which is excellent for practicing interview www.jobsite.co.uk/bemyinterviewer