25 Competency-Based Interview Questions and

Answers
20
Apr

A competency–based interview is an approach used by interviewers to assess your

performance in a particular key area or skill that is attributable to the job description.

As each interview question is asked, you need to provide a specific example of where
you match the competency being assessed.

In this blog article we will explore what a competency-based interview is, provide you
with some important tips for passing them, and also provide you with 25 sample
questions complete with answers.

COMPETENCY-BASED INTERVIEW QUESTIONS

(TEAMWORK)
Q. When have you worked as part of a team to complete a difficult task?

The following sample response utilizes the STAR METHOD for answering competency-
based or behavioural interview questions:

SITUATION – In my previous job I volunteered to work with 5 other members to

complete a difficult project that had fallen by the wayside due to a contractor going out
of business.

TASK – The task required all 5 of us to work closely together to integrate a new
software system with the client’s website. So, we only had four days to complete the
task in accordance with the specification and the client’s requirements. Therefore, time
was of the essence and we needed to work hard to get everything done to a
professional standard.

ACTION – We started out by reading the client brief carefully and then I decided to take
the lead and allocate specific tasks based on each team members capabilities and area
of expertise. So, we then set timescales for each team member to reach, which would
ensure the task got completed in time. Throughout the five-day working period, we all
supported each other as and when required in order to motivate each other through
regular communication.

RESULT – The end result was the project was completed on time and to a high
standard, much to the satisfaction of the client.
USE THE STAR METHOD WHEN ANSWERING THE QUESTIONS.
It is vital you provide specific examples and concrete evidence of where you have
previously matched the assessable competency. To do this, make sure you structure
your answer using the following STAR TECHNIQUE:

SITUATION – Describe the SITUATION you were in.

TASK – Describe the TASK that needed to be done.

ACTION – Describe what ACTION you took and what action others took.

RESULT – Detail the RESULT of the task following your actions.

LIST OF COMMON ASSESSABLE COMPETENCIES

The following is a detailed list of the current competencies being assessed by

interviewers and recruiters:

 Teamwork
 Responsibility
 Problem solving
 Organisation
 Commitment to development
 Decision making
 Openness to change
 Communication
 Leadership
 Commercial awareness
 Customer service
 Conflict resolution
 Career motivation
 Trustworthiness & Ethics
 Results driven
 Safety conscious
COMPETENCY-BASED INTERVIEW QUESTIONS
(RESPONSIBILITY)
Q. When have you taken responsibility for a difficult task at work?

SITUATION – During an office meeting, my supervisor asked for a volunteer to work

over the forthcoming weekend. One of our customer service agents had gone off sick
unexpectedly and he needed someone to take on their duties at short notice.

TASK – My supervisor needed someone to quickly learn the responsibilities of the

person who had gone off sick. Therefore, it was a difficult task but I felt I had a
responsibility to help the company in its hour of need.

ACTION – I started out by cancelling my plans for the weekend and then focused on
learning the role of my colleague so I could perform the job to the best of my ability. I
decided to undertake an online course during working hours to learn as much about the
role as possible. I also asked my supervisor a number of specific questions to make
sure I knew exactly what I was supposed to be doing, and also what was expected of
me.

RESULT – The end results was, I am pleased to say, a success. I worked for the entire
weekend in the customer service role and the feedback we received from our customers
was outstanding.

COMPETENCY-BASED INTERVIEW QUESTIONS

(PROBLEM SOLVING + CONFLICT RESOLUTION)
Q. Describe a time when you solved a difficult problem at work?

SITUATION – Whilst at work, I noticed two work colleagues had not been getting on for
some time now. So, although the situation hadn’t yet impacted on the performance of
the company, I was concerned things could escalate unless someone stepped in to
resolve the problem.

TASK – I felt someone needed to get hold of the situation with a view to resolving it
amicably and as quickly as possible. It was my task to get the two people together, find
out what the issue was with a view to sorting the situation out so we could all move
forward as a team.

ACTION – I initially sat down in private with each person individually to ask them what
was going on. So, I managed to gather some useful information which led me to believe
the problem was all down to a simple miscommunication. It transpired that one of them
felt the other person had done been doing their job properly, which resulted in the other
person having an increased workload. Therefore, I got them both together in a private
room and asked them to talk sensibly about it whilst I facilitated the discussion.
Although it was uncomfortable at times, they both were relieved to get the situation
resolved.

RESULT – The end result was that both work colleagues cleared the air, shook hands
and agreed to talk about things openly in the future, if a similar situation arose again.

COMPETENCY-BASED INTERVIEW QUESTIONS

(DECISION MAKING)
Q. When did you make a difficult decision within a team that most people were
against?

SITUATION – Whilst sat at my desk one day, the fire alarm started sounding. So, I
immediately got up from my desk to make my way out of the building, but I noticed the
other members of the team were ignoring the fire alarm. We were situated on the
5th floor of the office block, and it was important we left quickly.

TASK – I felt it was my responsibility to force people to leave the office and make their
way out safely using the fire escape. Therefore, I wasn’t going to ignore company policy
and, potentially, put other people’s lives at risk.

ACTION – I shouted out loud that the fire alarm was sounding and that we all had to
leave immediately. A member of the team told me to “sit back down” because the fire
alarm was always going off and it was probably a false alarm anyway. So, I reminded
them all that we could not use the lifts in the event of a fire alarm and that it was a long
way down five flights of stairs. Eventually, they all got up from their chairs, and we all
made our way out safely.

RESULT – As it transpired, there was actually a fire in the basement of the building and
the fire department quickly put it out once they arrived. So, I reminded everyone of their
responsibilities to follow company policy once we got back up to our office. Therefore, I
would never be afraid to make unpopular decisions whenever the need arises.

COMPETENCY-BASED INTERVIEW QUESTIONS

(OPENNESS TO CHANGE)
Q. Can you give an example of when you have supported change within an
organization?

SITUATION – In my previous job, a new and inexperienced manager joined the team. It
was quite refreshing to have someone new join the team. She had different and creative
ideas she wanted to try out which she believed would help the company to grow.
Therefore, unfortunately, the vast majority of people within the team were opposed to
the proposed changes and they made their feelings clear to the new manager.

TASK – I felt differently. I believe change is positive within any organisation and there is
no harm in trying new and different ways of working. So on that basis, I supported my
manager and decided I would speak to those against the change individually, to try and
motivate them to see the potential benefits.

ACTION – I took my time to speak to everyone who was against the change and shared
with my them my own view and opinion of the proposals. Eventually, most of the team
began to turn their views and they each expressed a desire to embrace the change,
albeit reluctantly. Therefore, we all started working with the new changes our manager
had made, and I personally embraced them positively and with a motivated attitude.

RESULT – To be honest, the results were staggering. Most of the changes had a
positive impact on the business and you could sense an upbeat and positive mood
within the office. The changes were accepted and we all now look forward to, and
embrace change, whenever it comes along.

20 FURTHER COMPETENCY-BASED INTERVIEW

QUESTIONS
CUSTOMER FOCUS
Q. Describe a time when you had to deal with a customer complaint? What did you do
and how did you resolve the complaint.

COMMUNICATION
Q. Describe a time when you used your communication skills to get across an important
point of view?

Q. Describe a time when you had to present an idea to a group of people?

COMMITMENT TO DEVELOPMENT
Q. When have you introduced an innovative and unique idea into your team? How was
it received?

Q. When have you learnt a new skill at work that helped you to perform better in your
role?

Q. When did you take onboard constructive feedback from a supervisor following an
appraisal?
DECISION MAKING
Q. What is the toughest decision you have ever had to make whilst at work? Why did
you make the decision and what was the outcome?

Q. When have you made a mistake at work?

CAREER MOTIVATION
Q. Describe a time when you set yourself an important career goal? What difficulties did
you come up against and how did you overcome them?

USING YOUR INITIATIVE

Q. Describe a time when you initiated a project whilst at work? Why did you imitate the
project and what did you do to make sure it was a success?

INTERPERSONAL SKILLS
Q. Describe a situation when you had to work with someone who you didn’t get along
with.

TEAMWORK
Q. Describe a time when you helped a new member of a team to integrate into the
workplace.

Q. Describe a difficult and time-sensitive task you achieved whilst working as part of a
team? What role did you play in ensuring the team task was a success?

LEADERSHIP
Q. Describe a situation you were in when you motivated a difficult member of a team?

Q. Describe a time when you managed an under-performing member of staff?

Q. Tell me about a project you led from beginning to end. How did you plan for the
project to be a success and how did you monitor progress?

What is a competency-based interview?

Also known as structured, behavioural or situational interviews they are designed to test
one or more skills or competencies. The interviewer has a list of set questions, each
focusing on a specific skill, and your answers will be compared against pre-determined
criteria and marked accordingly.
Working on the principle that past behaviour is the best indicator of future performance,
competency interviews can be used by employers across all sectors but are particularly
favoured by large graduate recruiters, who may use them as part of an assessment
centre. 
They differ from normal or unstructured interviews, which tend to be more informal. In
unstructured interviews recruiters often ask a set of random, open-ended questions
relevant to the job, such as 'what can you do for the company?' and 'why did you apply
for the job?' to get an overall impression of who you are. A competency-based interview
is more systematic and each question targets a skill needed for the job.
Key competencies regularly sought after by employers include:

 adaptability
 commercial awareness
 communication
 conflict resolution
 decisiveness
 independence
 flexibility
 leadership
 problem solving
 organisation
 resilience
 teamwork.

Competency-based interview questions

Questions asked during a competency-based interview aim to test a variety of skills and
you'll need to answer in the context of actual events. The skills tested will depend
largely on the job you're interviewing for and the sector you'll be working in.
Expect questions opening with 'Tell us about a time when you…', 'Give an example
of…' or 'Describe how you…'
Competency questions you may be asked at interview include:

 Describe a situation in which you led a team.

 Give an example of a time you handled conflict in the workplace.
 How do you maintain good working relationships with your colleagues?
 Tell me about a big decision you've made recently. How did you go about it?
 What has been your biggest achievement to date?
 Describe a project where you had to use different leadership styles to reach your
goal.
 Tell me about a time when your communication skills improved a situation.
 How do you cope in adversity?
  Give me an example of a challenge you faced in the workplace and tell me how
you overcame it.
 Tell me about a time when you showed integrity and professionalism.
 How do you influence people in a situation with conflicting agendas?
 Give an example of a situation where you solved a problem in a creative way.
 Tell me about a time that you made a decision and then changed your mind.
 Describe a situation where you were asked to do something that you'd never
attempted previously.
 Tell me about a time when you achieved success even when the odds were
stacked against you.

How to answer competency questions

Using the STAR (situation, task, action and result) method to structure your answers is
a useful way to communicate important points clearly and concisely. For every answer
you give identify the:

 Situation/task - describe the task that needed to be completed or the situation

you were confronted with. For example, 'I led a group of colleagues in a team
presentation to potential clients'.
 Action - Explain what you did and how and why you did it. For example, 'We
presented to around 20 big industry players in the hope of winning their business.
I delegated sections of the presentation to each team member and we discussed
our ideas in a series of meetings. After extensive research and practise sessions
our group presentation went off without a hitch'.
 Result - Describe the outcome of your actions. For example, 'As a result of this
hard work and team effort we won the business of 15 clients'.

Where possible, try to relate your answers to the role that you're interviewing for. While
your responses to the interview questions are pre-prepared try to avoid sounding like
you're reading from a script.
Don't attempt to wing it by thinking on your feet, as the quality of your answers will
suffer. Also, avoid embellishing the truth at all costs - any lies or invented examples can
be easily checked.
Advertisement
Preparing for a competency-based interview
The key to providing successful answers to competency questions is preparation, and
the good news is that this is relatively easy to do. Firstly, it's essential that you read and
understand the job advert. Next, from the job description or person specification pick out
the main competencies that the employer is looking for and think of examples of when
and how you've demonstrated each of these. Try to draw on a variety of experiences
from your studies, previous employment or any work experience you've undertaken.
Familiarise yourself with the STAR approach to answering questions and practise your
responses with a friend or family member. You could also make an appointment with
your university careers service to practise your technique at a mock competency
interview.

How to handle
competency-based
interview questions
From calming your nerves to using the STAR technique,
this guide will talk you through everything you need to
know about nailing competency-based interview questions

How to tell you’re being asked a

competency-based interview question?

If the employer doesn’t mention that they are about to ask you competency questions,
you can usually pick them out by the way the question is phrased.

Competency questions typically lead you towards describing a situation and task. For
example, an employer may start the question by saying:

 Tell me about a time when …

 Give an example of when …
 Describe a time when …
 Have you ever been in a situation where …

Competency-based interview questions always require an example of something you’ve

done in the past.
In contrast, standard interview questions such as ‘What are you strengths and
weaknesses?’, don’t explicitly call for examples, although it’s always great to provide
one.

How to answer competency-based

questions
When preparing for a competency-based interview, we advise following these four
steps.

 Find out what competencies the employer’s looking for.

 Identify competency question examples.
 Develop a story for each competency.
 At interview, pick the right story for the right question.

Kim Whitfield, head of resourcing for M&S, summarises those four steps: “My best
advice is to ensure you’re really well prepared – scrutinise the job description, and make
a list of the criteria the employer is likely to focus on. Ensure you have your best
answers to hand by matching the employer’s wish list against examples of where you’ve
demonstrated the skills in your life so far.”

1. Find out what competencies the

employer’s looking for

“Competencies are the knowledge, skills, abilities and behaviours that are necessary to
be successful in a given job,” explains Katherine Burik, founder of The Interview Doctor.
“Each job is a little different. But a candidate can anticipate what questions they are
likely to be asked if they’re familiar with the job they’re applying for.”

The first step is to figure out which competencies the employer’s looking for, Burik adds.
Start with the job ad. Read the role description. Look for the keywords that signal the
competencies sought by the employer. You may have to decode the jargon, but most
bullet points in the ad will equate to a competency.

Next, search online for articles that describe the role. Search for the job title following by
‘job description’, for example ‘project manager job description’. These articles typically
spell-out the required skills and competencies.

Following that, do some research on the employer and see if there are any areas of
expertise they’re lacking.

As a final step, ask the recruiter who arranged the interview if they’re willing to provide
additional information on the employer’s requirements. “Most companies will use a
competency framework, which will include a mixture of technical and behavioural skills.
It would be a good idea as part of your preparation to see if your recruiter has a set of
competencies for this role, as part of your research”, says Stefan Larsen, senior HR
business partner at totaljobs.

If the job ad and job descriptions talk about a mix of skills, knowledge and attitudes –
prepare competency-based answers for all three areas, says John Lees, author
of Knockout Interview. “Where the job is defined in terms of activities, targets or
outcomes – work back from those to establish what kind of behaviours will be needed to
achieve them.”

This the best approach for creating a comprehensive list of competency-based interview
questions you’re likely to be asked.

2. Identify competency question examples

For each competency you know the employer is looking for, find an example from your
work or education history that demonstrates you possess it.

Essentially, you need to prepare competency question examples that are positive, show
off your past successes and, most of all, spell out how you’ve brought value to your
previous employers.
This is one of hardest tasks you’ll ever face over the course of your working life. Many
candidates don’t do this well. You’ll be at a huge advantage if you make the effort to
think critically about your past.

We recommend setting aside a morning, finding a quiet place at home, a cafe or the
library and listing your work and education achievements with a pen and paper or on
your laptop, tablet or phone. We say morning, because most people are able to think
more clearly earlier in the day.

If you struggle to think of stories from your past experience, speak with friends and
family and ask them when they have seen you behave with that particular skill.

Look over your CV or LinkedIn profile to jog your memory about previous roles or
experiences.

Pinpoint when you achieved good results.

Don’t be afraid to look beyond your work history for examples, says Eve Lindström, HR
Advisor for Joshua James Jewellery. “Use a wide variety of examples ranging from your
experiences and achievements at work to success in a hobby or personal life. This will
not only show [the employer] your professional accomplishments, but also give them a
good insight into who you are as a person outside the workplace.”

3. Develop a story for each competency

Lydia Fairman, HR and resourcing specialist, recommends structuring each example

using the STAR technique. “The STAR technique stands for: Situation, Task, Action,
Result. This means setting the scene (situation), describing what you wanted to achieve
(task), communicating what you actually did (action), and then talking about the result –
how was the situation resolved?”

Check out the STAR interview technique section for in-depth information.

Once you’ve broken down your answer into these four sections, practise saying it out
loud but don’t over-rehearse. Your story needs to sound natural as you tell it.
  Keep a positive tone throughout.
 Don’t focus on negatives or criticise others.
 Emphasise how you contributed to the successful outcome.

Your examples must be tailored to the competencies required for the role you’re
applying for. John Lees, author of Knockout Interview, says don’t fall into the trap of
talking about what you usually do.

You’ll also need to make your stories concise. If you waffle, you’ll bore the employer.

4. At interview, pick the right story for the

right question

Listen carefully to the employer’s words before you give your competency-based
interview answers to ensure you’re addressing the correct competency.

John Lees, author of Knockout Interview, warns: “The danger can be interviewees
answering the question they think they are hearing, not the one that is actually being
asked.”

Where necessary, adapt the focus of your story.

Use a different story for each question. Don’t repeat yourself.

Remember to give an example of when you’ve demonstrated this competency.

“You’re now about to give them a story, enjoy it. Only you know what you’ve been up to.
Tell it well, tell it positively,” says Nick Hewer, successful businessman and star of The
Apprentice.

If you’re uncertain about how to answer, seek clarification before you begin, advises
Lees. “At the end of a question, say you can go into more detail and volunteer more
evidence to answer that question if you feel it’s one of your weaker answers. There are
no points for over-delivering on areas where you already scored well (and in fact this
can count against you in terms of time), so pick which questions you want to back up
further carefully.”
Each employer will see each question differently, says Alison Clay, careers advisor at
the University of Sheffield. “What they are expecting will depend on the individual
requirements of that role, as well as their own internal definitions of these terms.”
Expect varying follow up questions from different interviews.

Lees adds: “Never respond by saying ‘I haven’t done that before’. Think of something
similar you have done and explain that. Be specific and give real life examples. General
or theoretical approaches won’t score marks.”

STAR interview technique

“Competency examples require more than just information about what you did. It
requires you to explain,” says Tom Laws, careers advisor for the National Careers
Service.

While there are many different approaches you can take to an interview question, the
STAR interview technique is one most employers recommend.

For STAR-based questions you split your answer into four sections. STAR stands for:

 Situation: Describe the background or context.

 Task: Describe the task or challenge you were faced with.
 Action: Explain the action you took, and how and why you did it.
 Result: Describe how it ended, what you accomplished and what you learned from the
situation. Relate the skill or ability you’re illustrating back to the vacancy you’re applying
for and explain why it’s useful.

“Using this technique is important because employers want to see that you can give
evidence as to why you have certain strengths,” explains Laws.

When practising your STAR interview answer, don’t spend too long describing the
situation or task – trim any details that are unnecessary.

“Some candidates get too bogged down in detail explaining these few stages, but the
most important parts are action and results. The action part is key – the what did you
do? End with a positive result that you gained. Don’t gloss over the result. Show how
effective you were,” says Katie Casserly, careers advisor, University of Sheffield
Situation

This is all about setting the scene and describing the context of the story.

Use one or two sentences to describe who you worked for at the time, what your role
was, and any other relevant background information.

Task

In a short sentence, describe the problem or challenge you or your employer faced, and
the goal you were working towards.

Spell out to the employer why this task is relevant to the role you’re applying for.

Action

Focus on what you did to either resolve the situation or contribute to the success of the
story. Describe who else you worked with during the process.

Talk at length about the steps you took, any challenges you faced, and what specific
skills you used.

Again, spell out how those skills relate to the employer’s need.

Result
Finally, describe the outcome. This should always be positive.

You should emphasise how your actions affected the outcome.

Results are best evidenced by numbers. Don’t be shy about expressing how you
delivered value for your employer.

In some cases, it’ll be good to add an additional sentence or two to explain what you
learned from the experience.

This is yet another opportunity to spell out how your competencies match those sought
by the employer.

Pros of the STAR technique

The STAR method is straightforward, easy-to-use, and will guarantee a well-structured

answer.

Stefan Larsen, senior HR business partner of totaljobs, says: “Of all the methodologies
I’ve used and had guidance on, STAR is the best. It’s a great model as it ensures you
do the work beforehand to prepare for it, so you get that part right and you get your
point across. It has what recruiters will be looking for.”

“If the structure is used well, it fits very well into what the employer is looking for,” adds
Katie Casserly, careers advisor for the University of Sheffield.

Cons of the STAR technique

But there are some downsides to the STAR approach.

“It’s important that when you’re communicating you don’t sound too mechanical. You
don’t want to exclude your personality,” says Stefan Larsen, senior HR business
partner, totaljobs.

Katie Casserly, careers advisor, University of Sheffield, agrees: “If answers are over-
practised they can sound robotic.”

STARR interview technique

“A more advanced form of STAR is STARR, where the last ‘R’ stands for Reflection”,
says Alison Clay, careers advisor, University of Sheffield.

With STARR, you end your answer by describing how you’d do things differently if you
were faced with the same situation or task. It’s also useful to describe how you
developed your skills over the course of the experience.

STARE interview technique

“There is also STARE, where the ‘E’ stands for Evaluation. Here you would say how
you’d do things differently if you were doing it again,” says Alison Clay, careers advisor,
University of Sheffield.

How are competency questions

scored?
Many employers judge the quality of a candidate’s competency interview answers using
a scorecard.
All employers will handle scoring differently. It depends on their own procedures,
explains Alison Clay, careers advisor, University of Sheffield. “Some will mark out of 5,
some out of 10. There will be marks available for different elements (competencies) that
make up the job.”

Each interviewer will have their own scorecard.

After the interview, interviewers will compare scorecards.

Typically, you’ll be judged on positive or negative indicators, which we describe below.

Positive indicators

To score highly, you’ll need to show the following:

 You deal with problems positively.

 You can compromise.
 You have a willingness to learn.
 You’re aware of your own limitations.
 You need to show a willingness to accept help and grow from your experiences.
 You can handle pressure.

Negative indicators

On the flip side, you should avoid giving the impression that you:

 See challenges as problems.

 Try to solve problems alone, and fail.
 Crack under pressure.
 Are negative about solutions suggested by others.
Scoring indicators

There are various points employers will consider when carrying out competency-based
interview scoring:

 Do you have demonstrable experience of the required competency or skill?

 Are your examples relevant?
 Have you articulated your role and your action, and your contribution to outcomes?

Top 10 competency interview tips

1. Listen to the question carefully. Make sure you understand clearly which competency
you’re being asked about.
2. “Don’t be afraid to take a moment to think,” says Lianne Pearce, a senior selection
officer for Teach First. “Employers don’t expect immediate answers. They would rather
you take a second and really consider which experience you wish to draw on.”
3. Use the STAR technique to structure your answer: describe the situation, task, action
and result.
4. Get to know your professional self better. Seek feedback from trusted colleagues on
your best skills and attitudes.
5. Pre-prepare short stories for the top 10 common competency-based questions.
6. Give concrete examples of what you’ve done.
7. Describe results you’ve achieved, preferably with numbers.
8. Don’t use jargon.
9. Don’t rehearse to the point where you sound robotic.
10. And don’t forget to convey your personality. Part of a successful answer is coming
across as confident and charismatic – so you need to avoid sounding stilted or too
scripted.

Competency-based interview
answers and tips
Having covered the basics, we’ll now talk you through some extra tips and advice on
how to nail competency-based interview questions

How can I make sure I tick all the boxes?

Use the STAR (Situation, Task, Action, Result) technique whenever you can.

“Typically, if you haven’t included everything as part of the main body of questions,
there is always time at the end of the interview when the employer will ask for your
questions,” adds Stefan Larsen, senior HR business partner, Totaljobs. “There is
nothing wrong with looping back with the recruiter post-interview and providing that
information in a bit more detail as well.”

What if I don’t have competency question

examples?

Part of a job interview is honesty. “If you haven’t got any experience that can relate to
that particular question, then say how you would go about it,” says Stefan Larsen
(senior HR business partner, totaljobs).

For example, you could explain: ‘I haven’t got any particular experience to talk about
that, but I’ve done my research and, should I be successful, this is how I would
approach the situation.’

You’ll give employer the confidence that if you were put in a particular situation you
would be able to use the skills necessary, adds Larsen.

Where can I find a list of competency-based

interview questions?
Read our The most common competency-based interview questions guide.

It describes in detail the most sought-after competencies, and includes a list of the most
common competency-based interview questions.

Competency-based interview
questions examples

Examples of competencies

Here are the top five common competencies used in the most common competency-
based interview questions followed by an example:

1. Teamwork – “Tell me about a time you led or worked in a team.”

2. Problem solving – “Describe a situation where you solved a problem.”
3. Decision making – “Give an example of a time where you made a difficult decision.”
4. Leadership – “Describe a situation where you showed leadership.”
5. Responsibility – “Tell me about a time you took responsibility for a project.”

See our The most common competency-based interview questions guide for many

more examples.

Examples of competency-based interview

questions
Tell me about a time your communication skills
improved a situation

Think of some examples of communication skills. Then, use the STAR (Situation, Task,
Action, Result) technique.

For example, you could say: “I was working in the engineering department of a large
manufacturing company and we were running behind on timelines for a project. So, I
arranged and led a conference call to explain the reasons for our delay to the client. It
was a case of managing their expectations, which resulted in us over-delivering for the
project. As a result, the client was much more understanding and decided to pursue
another commercial opportunity with our company.”

Make sure you emphasise your leading and communication skills. When choosing an
example, think about what will impress an employer, says Andrew Fennell, founder
of StandoutCV. “Reciting a conversation with a colleague isn’t likely to excite the
employer here – instead, try to show the results you achieved with your
communications, such as driving awareness of a project, or encouraging signups for an
event.”

Give an example of a time you identified a new

approach to a workplace problem

First, explain the ways the existing approach was suboptimal.

Second, explain your proposed approach, and how you identified it.

Make sure you show examples of making effective decisions, and emphasise your
problem solving skills.

Third, describe whether or not your proposed approach was adopted. If it was, briefly
describe how it was implemented. If it wasn’t, describe the business reasons behind its
rejection.
Here’s an example where you use the STAR technique: “In my last accountancy role, I
noticed that the way we did our monthly purchase ledger was very long-winded and
took too much of everyone’s time. Given that there was a long gap between
transactions being logged, it also introduced financial errors. I decided to implement a
new procedure, which made individual staff accountable for entering their own
transactions, which they were asked to do once a week. This new process both reduced
the amount of errors balancing the books, and freed up more time in the finance
department, all within the first month.”

Describe a situation when you had to overcome a

number of obstacles to achieve an objective

If an employer asks you this, they want to know if you possess the changing and
improving competency. It’s about finding out how quickly you can identify the obstacles
to reaching a goal.

You need to show how you use planning skills to achieve a better outcome – and
demonstrate examples of you working under pressure.

For example, using the STAR technique, you could say: “While working as a project
manager, I needed to submit a report by a certain deadline, otherwise we wouldn’t be
eligible for new funding. However, some information from key stakeholders was delayed
or missing completely, and the person who needed to sign off the report was off work. I
created a shortlist, flagging areas which were missing information, and systematically
went through my contacts for each department – flagging the urgency of the information
and the implications of not receiving it in time. I also ran through the latest updates to
the report over the phone with the person who needed to approve it to get sign-off. With
my perseverance, I was just about able to submit the report on time, and not only did we
receive the funding but the entire department was also thrilled.”

Give an example of a situation where you had to deal

with a conflict

This question seeks to undercover if you’re able to deploy diplomacy and people skills
in a difficult social situation.
You need to describe a difficult situation and how you handled it. This could include:
managing a quality service or an example of when you’ve delivered excellent customer
service.

As with all competency questions, it’s essential you describe results of your actions.

Here’s an example using the STAR technique. You could say: “I was working the
reception desk in my current role when an irate client came in. He was frustrated that
my boss couldn’t make an important meeting at the last minute. I listened to his
concerns, got him a seat and a drink and set about trying to put some kind of resolution
in place. Away from the reception desk, I found out that the managing director had been
called away on an urgent personal matter. By speaking to colleagues, I was able to
source a head of department who had been partially involved in the project to take the
meeting in his place. The client was relieved, and personally thanked me after the
meeting, as well as apologising for his heated words when he first arrived. The client is
still with us today.”