Conversation pointers

Evaluation elements during the interview

Whether you are preparing for a Public Service or a private sector interview, there are 3 key elements to be evaluated in an interview.  The first is your experience, which you have addressed in your application and based upon which you have been invited to the interview.  The second is knowledge and the third is management or leadership competencies. 

To familiarize yourself with what is expected in the evaluation of the knowledge element, your best source is the Internet. Consult, among other things, the organization’s website, review their media bytes.  It is not the intention that candidates can recite facts and figures, but rather that they have an understanding of the implications or relevance of the knowledge being evaluated (i.e answer the So What?).

Although experience and asset(s), if requested, have been evaluated in the screening phase, they are a good starting point for your reflections, in that you should be able to utilize them when responding to the questions aimed at illustrating your leadership competencies. 

When preparing examples to illustrate the competencies, reflect on and note at least three major accomplishments that would fit into these competencies. In addition to the major accomplishments, you should also consider two situations where you experienced lessons learned (i.e. opportunity for growth).

When providing examples to illustrate a competency, please remember to give only one example. If you are giving more than one, you have not provided us with the best one.  Keep in mind that the time allotted for each answer is approximately five minutes - to give a fully developed answer you can only realistically discuss one example.

Even when it appears to be a Theory or Best Practices question, you need to own the answer, i.e. let me give you an example of how I did it. Think of your answers as Thesis statements, in that the first paragraph is your example, you set out the parameters of the situation, what had occurred, what you did, what others did, and what was achieved. The last paragraph is the wrap up, the result, and perhaps what you might have done differently.

The questions asked are aimed at soliciting detailed examples of specific events from your recent work / academic experience.  The panel will discuss your responses to determine the fit with the key competencies and abilities required for success in the position being filled.

Considerations for competency-based questions

Responses to competency-based questions should include these components, in the following order:  

• C – Context
• S – Situation (T- Thought process)
• A - Action
• R - Results
• R – Reflection - Review

Context:  Make sure you address what the question is asking, then provide your example of how you have done it or similar experience.

Situation:  Describe the relevant situation or task in which you were involved.

Action:  Describe the actions or competency that was demonstrated in order to address the situation or complete the task.

Results:  Describe the results or outcome of the actions taken.  It is a good idea to include feedback received from a supervisor, peer, or colleague on your performance. This is also your opportunity to “sum up” your answer, highlighting what competency you believe was demonstrated in the example.

It is important that the answers to competency-based questions include all these components.  A description of actions has limited value unless the interviewer understands the circumstances surrounding the actions and the results produced by those actions.

Taken together -- situation, action, results -- provide what is called a competency example. During the interview, "probing" questions may be asked in order to elicit further information from you.

Situational questions from the panel

Today’s interview panels generally use Situational Questions. In this type of question, a situation that is typical to the level of position applied for is described and you are asked how you would likely respond to it.  While it is important to remember when responding that your own experience is important, it is equally important to reflect the broader context. i.e. of the greater government.

A good response should attempt to balance how your own organization would handle a situation, with how it might differ in another organization. Keep in mind that these questions do not have right answers - rather they are designed to allow the panel to assess the considerations you put forward in arriving at your response. They are looking for your ability to think strategically. (These can be “Knee jerk” answers, don’t do it …. Read the question and look at it from all points of view – answer the Why?).

Common at this level are what are referred to as speed date interviewing or Round Robins. These are abbreviated interviews, where candidates are typically given 15 minutes of prep time and 30 minutes to respond to 3-5 interview questions.  Conciseness and preparation are key to success in this type of interview.  This is where using the CSTARR approach to responses will help ensure your success. You are generally expected to keep track of your own time and simply launch into your responses - all the more reason for the kind of preparation we are advocating.  There is no time to search your memory for relevant examples - these have to be “top of mind”.

With respect to the examples you use in your answer, it is important to remember the level of the role you are being considered for and give timely examples that are applicable to that level.  Giving an example of something that occurred ten years ago is likely not relevant for the position that you are applying for.

Although the competencies below are for executives within the Federal Public Service, they are the same for industry; everyone has a unique title, but the substance is the same:

• Create Vision and Strategy
• Uphold Integrity and Respect
• Mobilizing People
• Collaborate with Partners and Stakeholders
• Promote Innovation and Guide Challenge
• Achieve Results