Competency Based

Interview Guide

Competency Based Interview Guide 1

Contents

1. Introduction 3

2. Purpose 3

3. Role of interview in the selection process 5

3.1 Consequences of a poor selection decision 6

4. What is a competency 6
4.1 What is competency based interviewing (CBI) 11

5. Interview process flow 12

6. Preparation 12
6.1 SHL Universal Competency Framework definitions 15
6.2 Interview preparation 16
6.3 Physical preparation 15
6.4 Scoring sheets and preparatory questions 16

7. Day of the interview 19

7.1 On the day preparation 19
7.2 Sources of error 20
7.3 Professional behaviour in interviews 21
7.4 Introduction statement 21
7.5 Explore competencies 22
7.6 Closure 23

8. After the interview 23

9. Appendix A 25

10. Appendix B 27

11. Appendix C 84

12. Addendum A 111

13. Addendum B 118

Competency Based Interview Guide 1

 1. Introduction
In accordance with the Provincial Strategic Plan of the WCG, the core focus of the People Management
Strategy is “service excellence with people”. Through this strategy we will move beyond the notion of
human resources as a mere workforce and position people as the primary drivers in building the “best
run regional government in the world”.

Through the People Management Strategy, the Western Cape Government is committed to sourcing
competent and talented people. Part of this strategy is offering a unique employee value proposition
where potential employees have the opportunity to join an organisation where they can make a
difference. This is in response to the constant demand for talent where the public service experiences
some challenges with regards to attracting and retaining highly talented employees. Therefore,
adopting the most appropriate techniques to not only attract, but also to select the right person for
the right job at the right time becomes critical. Increasingly, organisations are adopting more modern,
reliable and valid methods for the selection of these individuals. One such method is the competency-
based interview.

The competency-based interviewing approach is becoming a more frequent part of candidate selection
that focuses on the concept of competencies and the results of competency analysis to inform and
improve the process of recruitment and selection, employee development and employee reward.
According to the Public Service Regulations (2001) competencies are “the blend of knowledge, skills,
behaviour and aptitude that a person can apply in the work environment, which indicates a person’s
ability (or potential to develop that ability) to meet the requirements of a specific post”.

2. Purpose
The main purpose of this guide is to ensure that CBI’s are conducted in a standardised and consistent
manner within Western Cape Government. Moreover, the use of Competency Based Interviews will
help to align more strongly with the values of the Western Cape Government.

C Co A I R

These values should be reflected in our actions and behaviours as employees. As such, CBI may help
us to entrench this in the following ways:

2 Competency Based Interview Guide

Caring
In caring for those that we serve and work with, it is important to
ensure that we care enough to interview candidates in a manner that
ensures that they can do the job and will fit into the environment
or else they may struggle in the job and environment by being an
incorrect fit.

Competence
To ensure that individuals that are hired are competent based on
a fair recruitment system in which all individuals were measured
against the same critical job competencies.

Accountability
To ensure that employees are held accountable in terms of the
required competencies of the job by outlining the job requirements
and responsibilities upfront.

Integrity
To ensure that members are hired in an ethical and standardised way
that is both transparent and fair.

Innovation
To be open to new ideas, such as Competency Based Interviewing
(CBI) and other methodologies, in order to be both creative and
resourceful in the way that we hire talented individuals.

Responsiveness
To respond with timeous action and within agreed timeframes entails
that we need to contact shortlisted individuals within the stated three
months, also providing them with the outcome of the interview in a
timely manner.

Competency Based Interview Guide 3

 Additionally, the purpose of this guide is to:

• Promote the usage of a standardised approach to interviewing, including standardised scoring

sheets.
• Serve as a guide to interviewers on how to prepare and conduct interviews in a manner that improves
the quality of selection decisions.
• Support the user to conduct a fair but rigorous interview that will provide good insight into the
competencies required for success in the candidate’s work.
• Ensure good fit with the role and environment to facilitate optimal performance.
• Provide guidelines for developing and populating the interview probing sheets for the technical/
functional /professional competencies parts of the interview.

3. Role of Interview in the Selection

process
Whilst interviews provide valuable information, they should ideally be used in conjunction with other
information when making a selection decision. Other tools that could be used in conjunction with
interviews include:

• Biographical Information (CV’s)

• References
• Assessment Centres
• Work Sampling/Ability Tests
• Personality Assessments
• Simulations and Case studies

Consequently, the interview should be used as an opportunity to attain additional information from the
candidate. It is important to note at this point that interviews should not be the only information used
to make a selection decision.

Co
Important Note
A combination of recruitment and selection tools will help to better predict the
candidates fit to the job, ensuring that an individual is competent to perform
Competence the role requirements.

3.1 Consequences of a poor selection decision

When the candidate is a poor fit for the role, then-
• he or she is unlikely to be optimally productive;
• the supervisor/manager and colleagues may need to spend more time to help and support the
individual;
• colleagues may also have to carry some of the resultant slack, which could impact negatively on
morale;

4 Competency Based Interview Guide

• inefficient provision of services may occur;
• poor performance could result in incapacity and termination of the person’s employment;
• time (i.e. induction and training), effort and money (i.e. training and recruitment and selection costs)
spent during the appointment process was wasted, and
• efficiency is lost during the period that the post is vacant.

Important Note
As a result, the panel needs to ensure that they accept
Accountability for the interview process and its outcome by
Accountability ensuring that the process is conducted with Integrity. This can Integrity
be done by ensuring that you are appropriately trained and
prepared to conduct the interview.

4. What is a competency?
According to the Public Service Regulations, 2001) competencies are“…the blend of knowledge, skills,
behaviour and aptitude that a person can apply in the work environment, which indicates a person’s
ability (or potential to develop that ability) to meet the requirements of a specific post”.

• Behavioural competencies are “sets of behaviours that are instrumental in the delivery of desired
results” (Bartram et al., 2002). In an organisational environment, these are the behaviours that
support the attainment of organisational objectives and the general aspects of organisational
culture.
• Technical/Functional/Professional competencies are competencies that are applicable to a specific
occupation, job, role, discipline and/or area of specialisation only.
• Generic Technical/Functional/Professional competencies are competencies that are applicable -
and common to similar occupations, jobs, roles, disciplines and/or similar areas of specialisation.

“Competence”, according to the same regulations refers to the actual level of functionality to which
a specific competency, or set of related competencies, has been developed by an individual, in other
words, the ability to actually apply the knowledge, skills, behaviour and aptitude to perform duties
and tasks expected in employment, or to a professionally defined standard.

Competency 1: Competency 2: Competency 3:

Deciding and Initiating Action Writing and Reporting Planning and Organising

If all three (3) competencies are demonstrated then the individual is found to be COMPETENT and has demonstrated
COMPETENCE

The level of COMPETENCE is then measured against a STANDARD

Figure 1: Competency and Competence

Competency Based Interview Guide 5

 4.1 What is competency based interviewing (CBI)
According to Kessler (2006), “Competency-based interviews are structured and use behavioural
questions to help the interviewer assess candidates based on critical competencies identified for the
position”. In WCG, the interview comprises several parts. There is the option to assess the Six (6) Core
WCG Values as well as Technical/Functional/Professional Competencies in addition to the Generic
Behavioural Competencies. We already have a pool of generic behavioural competencies to choose
from which is presented in the form of the Universal Competency Framework (UCF).

Areas to be covered in interview

Generic Behavioural Competencies SHL Universal Competency Framework (UCF)

Technical/Functional/Professional Competencies Guide provided in Addendum A on how to develop Technical

and Case Study Questions

Six (6) Core WCG Values Printable sheets available in Appendix A

5. Interview Process Flow

• Ensure you understand the job content and context (job

description)
• Ensure that you understand the competencies and their
Preparation associated behaviours (in job description)
Understand what success • Determine if there are any Technical Competencies or WCG
in the job looks like Values that you would also like to measure in the interview
• Prepare for the Interview
–– Physical preparation
–– Question Selection and Development

• Introduction (Standardised)
Day of the Interview • Explore Competencies
Find evidence for • Closure (Standardised)
behaviours

• Read notes and categorise behaviour in terms of

competencies
After the Interview • Provide candidate with rating (Individual)
Suspend Judgement
• Discuss Individual Ratings and come to a panel consensus

6 Competency Based Interview Guide

6. Preparation
• Ensure you understand the job content and context (job
description)
• Ensure that you understand the competencies and their
Preparation associated behaviours (in job description)
Understand what success • Determine if there are any Technical Competencies or WCG
in the job looks like Values that you would also like to measure in the interview
• Prepare for the Interview
–– Physical preparation
–– Question Selection and Development

Ensure you understand the job content and context (job description)

In beginning to prepare for the interview, a critical place to begin would be to ensure that you understand
the job content and context. Here, it is important to look at the job description. Ensure that you are
familiar with all aspects of the job description and clarify any areas that you are not certain about.

Ensure that you understand the competencies and their associated behaviours (in
job description)

Competencies that are Essential and Desirable will be specified in the job description. A summary of
all of these competencies can be found in Figure 1. Depending on how much time you have allocated
for the Interview, the number of competencies that you can measure will be varied. It will take
approximately 10-15 minutes to probe one competency so the number of competencies that can be
accommodated can be based on the time allocated for the interview. It is important to focus only on
Essential competencies in the interview. The definition for the various generic competencies and their
associated behaviours in terms of positive and negative indicators can be found in Appendix A. Read
through the definition and indicators to ensure that you know the generic competencies well.

Determine if there are any Technical Competencies or WCG Values that you would
also like to measure in the interview

Determine if there are any Technical/Functional/Professional Competencies or Values that you would
also like to explore in the interview. If there are, some additional preparation would be required in this
regard. In order to measure Technical/Functional/Professional competencies that you would like to
measure, a Case Study would need to be developed in order to measure the pre-determined Technical
competencies. A guide on how to develop a Case Study can be found below. Furthermore, Case Study
specific questions would need to be developed. These questions should specifically relate to the
Technical competencies identified as important. Some guidelines on case study question development
can also be found below.

Competency Based Interview Guide 7

 Case Study Development
What Is a Case Study?

A case study is a puzzle that has to be solved. The first thing to remember about writing a case study
is that the case should have a problem for the reader to solve and it should elicit the competencies
(behaviours) you want to assess. The case should contain sufficient information for candidates to
understand what the problem is and, after thinking about it and analysing the information; the readers
should be able to suggest a well-reasoned solution.

In order to elicit the competencies that you want to assess, you can ask the candidate in broad how
they would handle such a situation or you could ask them a few questions. You could make them write
their answers down or ask them the questions verbally as a part of the interview or a separate session.
Be careful not to ask knowledge questions which may come across as discriminatory. Questions should
always be linked to inherent job requirements and all candidates should be asked the same questions.
Question Development Do’s and Don’ts

Do Don’t

• Use language that is clear, straightforward and • Use complex language, government-specific
concise. terminology or language that requires work
culture-specific knowledge that is not work-
related.

• Ensure that questions contain only one issue • Make questions so specific that applicants who
or topic at a time for each competency being have not experienced particular situations are
assessed. unable to answer the question.

• Ensure questions are realistic, practical and deal • Develop leading questions that suggest an
with important aspects of the job. answer to the applicant.

• Have your questions reviewed by subject matter • Develop questions that involve moral judgments
experts such as managers or consultants who are unrelated to work or discriminate on the
knowledgeable about the job or job incumbents prohibited grounds.
who are successful in the targeted position.

• Have questions reviewed by diverse panel to • Develop questions that may seem threatening
ensure that the questions are inclusive and do to applicants or could make them feel
not contain words or expressions that could be uncomfortable.
offensive or create barriers.

8 Competency Based Interview Guide

 Types of Questions to ask

Open questions Open questions usually start with words such as Who? What? Where? When? Why?
or How? These statements typically provide the interview panel with more information
about the candidate as it requires them to explain a past situation.

Probing questions Probing questions are follow-up questions that are used to get a little bit more information
from the candidate that add more depth to the initial answer given. These types of
questions can be structured or they can be unstructured.

Closed questions Although closed questions are not always recommended, they can be useful to provide
clarity if it needs to be confirmed. Do you have a Degree? Do you have transport? But
this type of information can and should be attained in the initial stages and not left for
the interview.

Questions to avoid using

Hypothetical These are questions that allow the candidate to say what they would do if placed in a
questions particular situation. This is not the aim of CBI. The aim is to use past performance as a
predictor of future performance.

Leading questions usually provide the candidate with an indication of what you are
Leading questions looking for such as, How important do you think time management is in completing
work? You are basically forcing the candidate to say that time management is important;
to say it is not important to them would be negative.

Using phrases such as would you rather have this reward or this reward is not an effective
Multiple Choice means to gather candidate information. It may also confuse the candidate based on the
questions amount of information.

Double questions Asking all of the questions that you have upfront usually causes confusion and cause
anxiety to the candidate to try and remember all of the questions in order to respond.

Discriminating Any questions that may unfairly discriminate against applicants on the basis of any of
Questions the following grounds are prohibited; race, nationality or ethnic origin, colour, religion,
age, gender (including pregnancy or childbirth), sexual orientation, marital status, family
status, disability, and conviction for which a person has been granted pardon.

Competency Based Interview Guide 9

 6.1 SHL Universal Competency Framework
Following critical research on several competency frameworks, WCG decided to utilise the well-
researched international framework, namely the SHL Universal Competency Framework. Below is a
graphic depiction of the competencies that you will find in the job description.

1. 2.
Leading and Deciding and Leading and
Deciding Initiating Supervising
Only pick
from these 20
competencies
4.
3.
Supporting and Working with
Adhering to
Co-operating Principles and
People
Values

5. 6. 7.
Interacting Presenting and
Relating and Persuading and
and Presenting Networking Influencing Communicating
Information

Analysing and 8. 9.
10.
Writing and Applying Expertise
Interpreting Reporting and Technology
Analysing

11. 12. 13.

Creating and Formulating
Learning and Creating and
Conceptualising Researching Innovating Strategies and
Concepts

14. 15. 16.

Organising Planning and Delivering Results & Following Instructions
and Executing Organising Meeting Customer and Procedures
Expectations

17. 18.
Adapting Adapting and Coping with
and Coping Responding to Pressures and
change Setbacks

19. 20.
Enterprising and Achieving Personal Entrepreneurial
Performing Work Goals & & Commercial
Objectives Thinking

10 Competency Based Interview Guide

6.2 Interview preparation
The information provided in this section relates to aspects that need to be considered prior to engaging
in an interview as well as some physical aspects to consider.

6.3 Physical preparation

Give attention to the following aspects:

• Draw up a timetable with all available timeslots.

• Notify the candidate of their success in attaining an interview and slot them into a timeslot five (5)
days prior.
• Find a room that will be big enough to fit in all the panel members. Consider where the candidate
will sit and ensure that they will feel comfortable and not overwhelmed.
• Ensure that the room is well ventilated, free from loud noise.
• Acknowledge some general questions that the candidate may ask and brief panel members (How
long to receive feedback?, Process from here?).
• Print at least one copy of CV to jog memory before interviewing candidate.
• Prepare questions.
• Ensure that you have a copy of the standardised introductory and closing statements (Appendix A)
to ensure that all candidates are given the same information and brief at the beginning and end of
the interview. This will help to ensure consistency.

6.4 Scoring sheets and preparing questions

For the purposes of providing a practical overview of the preparation stage, persuading and influencing
has been picked as one of the competencies that we want to rate. Below is a graphical presentation of
what the rating sheet looks like. Note that negative behaviours are on the left and positive behaviours
are on the right. The rating scale works on a scale of one (1) to five (5). Please also note that there is
a space for an individual rating (to be done after interview) as well as a panel rating (after individual
rating is done). There is also a space to make notes during and/or after the interview.

Competency Based Interview Guide 11

 Persuading and Influencing

Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes
effective use of organisational opportunities to influence and persuade others; promotes ideas on behalf of
self or others; makes a strong personal impact on others, takes care to manage impressions made on others.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Avoids stating his/her case when Likes to bring others over to his/her
engaging others. point of view.

Takes a win-lose approach to negotiating. Negotiates effectively (looks for win-

win outcomes).

Little energy invested in stating own Shows determination to get a point

point of view. across.

Plays down own contribution and that of Makes positive statements about him/
his/her component. herself and his/her component in the
organisation.

Unsure of own contribution. Believes in own value.

Uncertain of what the future holds. Does Feels in control of own future.
not feel s/he has any influence on what
happens in the future.

Does not volunteer help or advice. Does Takes a cooperative and helpful
not help others to win. approach when engaging others.

Lacks confidence. Acts with confidence.

Individual Rating

Panel Consensus Rating

Notes/Comments:

12 Competency Based Interview Guide

 Familiarise yourself with
the definition

Persuading and Influencing

Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes
effective use of organisational opportunities to influence and persuade others; promotes ideas on behalf of
self or others; makes a strong personal impact on others, takes care to manage impressions made on others.

Well Above Average

Well Below Average

Above Average
Below Average

Average

Negative Behaviours 1 2 3 4 5 Positive Behaviours

Avoids stating his/her case when Likes to bring others over to his/her
engaging others. point of view.

Takes a win-lose approach to negotiating. Negotiates effectively (looks for win-

win outcomes).

Little energy invested in stating own Shows determination to get a point

point of view. across.

Plays down own contribution and that of Makes positive statements about him/
his/her component. herself and his/her component in the
organisation.

Unsure of own contribution. Believes in own value.

Uncertain of what the future holds. Does Feels in control of own future.
not feel s/he has any influence on what
happens in the future.

Does not volunteer help or advice. Does Takes a cooperative and helpful
not help others to win. approach when engaging others.

Lacks confidence. Acts with confidence.

Individual Rating

Panel Consensus Rating

Notes/Comments:

Competency Based Interview Guide 13

 Persuading and Influencing

Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes
effective use of organisational opportunities to influence and persuade others; promotes ideas on behalf of
self or others; makes a strong personal impact on others, takes care to manage impressions made on others.

Situation Can you describe in situation in which you had to convince someone of your point of view?

Task How did you convince them of your point of view?

Action Can you describe some, if any obstacles that you had to overcome in convincing people of your
point of view?

Result What was the outcome of your argument?

Once you have selected

questions from the
question bank, take half an
hour to test the questions
on someone to make sure
that you get the responses
that you want.

14 Competency Based Interview Guide

7. Day of the Interview

Day of the Interview • Introduction (Standardised)

Find evidence for • Explore Competencies
behaviours • Closure (Standardised)

Important Note
It is important to be appropriately prepared on the day to ensure that we act
with integrity at all levels and all instances by behaving consistently in word
Integrity and in action. Consistency can be attained through adequate preparation.

Before interviews begin, it is important to ensure that you have taken the time to:
• Review the competencies and their definitions
• Review the positive and negative indicators for each competency
• Test drive the selected questions (Generic competencies and Values) from the question bank
(Appendix A) and also developed and tested the Technical/Functional/Professional questions.
• Review some general aspects to be aware of in the interview such as sources of error to ensure that
you don’t make these errors. Sources of error can be read in the next section. Also ensure that you
are well aware of what is considered to be professional behaviour in interviews. This can also be
found in the next section.

7.2 Sources of error

Be aware of the following sources of an error:

• Halo effect: The tendency to generalize good performance on one competency to other criteria.
In other words, if you like that person in general or you particularly liked their answer on one
competency to consistently give them good ratings even if their other answers are not as deserving.
• Horn effect: The tendency to generalize one aspect of poor performance to all performance. In
other words, if you dislike the person in general or disliked one of their answers to consistently give
them poor ratings.
• Central Effect: The tendency to give a “middle of the road” evaluation often rather than using all the
scale. On scale of one (1) to five (5), giving most candidates a three (3) because it is easier than to
clearly define their answer as above or below average.
• Leniency Tendency: The tendency to generally view people’s performance favourably. In this regard,
it relates to being quite a lenient rater than the other panel members, generally giving higher ratings
than the other panel members.
• Harshness: The tendency to generally view people’s performance unfavourably. Harshness relates
to being a stricter rater than the other panel members, generally giving lower ratings than the other
panel members.
• Recency: The tendency to be most influenced by the last observations made and to disregard
earlier contrary evidence. Here it is important to ensure that you concentrate on the answers given

Competency Based Interview Guide 15

 earlier and view the candidate holistically in case they provide contrary evidence.
• Stereotyping: Allowing personal biases and prejudices arising from stereotyped views of groups of
people to distort evaluation of actual performance.
• Response bias: The tendency to under- or overrate performance.
• Logical error: Not discriminating between, or confusing, two competencies.
• Contrast effect: Rating one candidate against another instead of against the required behaviour.

Be sure to remind other panel members of these sources of error if you should pick these up when
discussing the final score with the panel. In this case, your notes can help to determine where a candidate
was given a higher or lower rating than was deserved. Furthermore, the panel discussion can help to
determine when logical error occurs.

7.3 Professional Behaviour in Interviews

Professional Unprofessional

Taking notes to refresh memory later Trying to remember each candidate without notes

Providing time indications Abruptly stopping candidate when time is up

Keeping arms open Keeping arms crossed

Nodding to indicate listening Nodding in disagreement, showing dismay

Making eye contact Staring past candidates head. Sleeping

Expressing interest Yawning

Appearing calm, confident and prepared Appearing unprepared, nervous

Reading questions at a steady pace with clear Reading too fast or reading words out incorrectly
pronunciation that may confuse the interviewee

7.4 Introduction statement

Repeating the introduction in a standardised way is important because it ensures that all candidates
received the same initial brief and debrief. The introduction and closing statement is usually
communicated by the chairperson. Timing can also be managed by the chairperson but may also be
delegated to someone else should the chairperson wish to do so. To ensure that a consistent and
standardised introduction is present throughout the WCG, an introduction and closing statement has
been developed. You will find this document in Appendix A.

16 Competency Based Interview Guide

 Observe Score and
and record evaluate

Before After
interview interview

Figure 2: Before and After the interview process

7.5 Explore competencies

During the interview, the principles of ORCE should be followed:

OBSERVE - Observe the candidate. It’s about listening and correctly hearing the candidate so that
you can make accurate and fair notes. Also focus on observable behaviours such as sweating, tearing,
looking away when talking, and clutching hands.

RECORD – Record the information in the notes section Notes are important to justify your scores in the
labour court so ensure that you do so. You can write your notes on separate pieces of paper or behind
the rating sheet if you have more notes than are catered for in the comments section. Just make sure
that you clearly specify at the top of the page which notes belong to which question/competency.

CLASSIFY – done after the interview (further detail in next section)

EVALUATE – done once the interview is completed (further detail in next section)

Important Note
During the interview, it is important that we only OBSERVE and RECORD.
Do not score anyone yet.
Integrity

Competency Based Interview Guide 17

 7.6 Closure
The individual that was assigned the task of reading the closing statement should do so and respond
to any questions that the candidate may have appropriately. Timeframes and feedback and any other
processes need to be addressed here even if the candidate does not ask these questions so as to
appropriately manage expectations.

8. After the Interview

• Read notes and categorise behaviour in terms of
competencies
After the Interview
Suspend Judgement • Provide candidate with rating (Individual)
• Discuss Individual Ratings and come to a panel consensus

OBSERVE – done during the interview (see previous section)

RECORD – done during the interview (see previous section)

CLASSIFY – Classify the information that you have recorded according to the competencies that you
have identified

EVALUATE – Provide the candidate with a score as per your notes

It is extremely important that candidates are given a fair opportunity to earn the ratings in the interview.
Therefore, it will be considered unfair to rate them during the interview in case they start to touch on
some important points only at a later stage. Only once the interview is complete may you look at your
notes and provide them with an individual score. Thereafter, following the ORCE methodology, be
sure to discuss your scores with the panel and come to a consensus on the score. Discussion of scores
is important because everyone may have written down different notes during the interview and may
justify providing a higher or perhaps lower rating.

18 Competency Based Interview Guide

Appendix A

Introduction
statement

Competency Based Interview Guide 19

 Introduction Statement
Good morning/afternoon.

I would like to begin by welcoming you to this session. Before we begin, I would like to confirm the
position that you have applied for which is ____________________________________. Is this correct?
Great.

My name is _____________________ and I am the chairperson of this panel. Joining me on the panel
today is… (introduce each panel member by their name and title). Before we continue with any other
information, are you happy with the constitution of this panel (if the candidate is not, then do not
proceed with interview).

The interview is scheduled to be one hour. In this respect you must please manage the length of your
answers as no extra time can be awarded thereafter. Still, please try to provide as much detail as you
can based on your past experiences and current role. As the chairperson, I will provide some time
allocations to you as we go along so that you are aware of the time. Please note that everything that
you say in this in this interview is completely confidential and will not leave the confines of this room.
In terms of the actual interview, we will be taking notes during the interview so please do not be
concerned when you see us writing. Also, please feel free to ask us to repeat any questions if you do
not hear them clearly the first time.

We will begin the interview by allowing you to introduce yourself. We will then start with the competency
questions. There are six competencies in total.

If there are any questions that you would like to ask we will give you some time to do so at the end of
the interview.

Are you ready to begin with the interview?

Notes:

You may now start with the first interview question.

(Remind them as they get halfway through their time, at about 30 minutes; do not interrupt them as
they speak; Remind them of time if you see that they are taking too long with a few competencies).

Closing Statement
Thank you. That was the last question. Are there any questions that you would like to ask us?

Were you happy with the questions that were asked?

Thank you for your time, we will be in touch.

20 Competency Based Interview Guide

Appendix B

UCF Competency
Based Probing
Sheets

Competency Based Interview Guide 21

 Universal Competency Framework

Leading and 1. 2.
Deciding and Leading and
Deciding Initiating Supervising

4.
3.
Supporting and Adhering to
Working with
Co-operating People
Principles and
Values

5. 6. 7.
Interacting Presenting and
Relating and Persuading and
and Presenting Communicating
Networking Influencing
Information

Analysing and 8. 9.
10.
Writing and Applying Expertise
Interpreting Reporting and Technology
Analysing

11. 12. 13.

Creating and Formulating
Learning and Creating and
Conceptualising Researching Innovating Strategies and
Concepts

14. 15. 16.

Organising Planning and Delivering Results & Following Instructions
and Executing Organising Meeting Customer and Procedures
Expectations

17. 18.
Adapting Adapting and Coping with
and Coping Responding to Pressures and
change Setbacks

19. 20.
Enterprising and Achieving Personal Entrepreneurial
Performing Work Goals & & Commercial
Objectives Thinking

22 Competency Based Interview Guide

Caring
To care for those we serve and work with.

• We value all employees and citizens and treat them with dignity
and respect.
• We listen actively and display compassion towards employees and citizens.
• We provide support to and show interest in each other as employees and to the citizens of the
Province, caring for everyone’s wellbeing.
• We show appreciation and give recognition to employees and citizens.

Competence
The ability and capacity to do the job we were employed to do.

• We are able to do the job we are appointed to do, and always strive for excellence.
• We develop our people, enabling and empowering them to do their job in support of service
delivery.
• We focus on rendering an excellent service to the people of the Western Cape.
• We demonstrate knowledge and understanding and work together to execute our tasks in terms of the
constitutional, legislative and electoral mandates.

Accountability
We take responsibility.

• We have a clear understanding of our vision, mission, strategic objectives, roles, delegations and
responsibilities.
• We all deliver on our outcomes and targets with quality, on budget and in time.
• We hold each other accountable as public servants and know we can trust each other
to deliver.
• We individually take responsibility and ownership for our work, actions and decisions.

Integrity
To be honest and do the right thing.

• We create an ethical environment by being honest, showing respect and living out positive values.
• We seek the truth and do the right things in the right way in each situation.
• We are reliable and trustworthy and behave consistently in word and in action.
• We act with integrity at all levels in all instances, with zero tolerance for corruption.

Innovation
To be open to new ideas and develop creative solutions to problems in a resourceful way

• We seek to implement new ideas, create dynamic service options and improve existing services.
• We strive to be creative thinkers who view challenges and opportunities from all possible
perspectives.
• We have the ability to consider all options and find a resourceful solution.
• We value employees who question existing practices with the aim of renewing, rejuvenating and
improving them.
• We foster an environment where innovative ideas are encouraged and rewarded.
• We understand mistakes made in good faith, and allow employees to learn from them.
• We problem-solve collaboratively to realise our strategic organisational goals.

Responsiveness
To serve the needs of our citizens and employees.

• Our focus is the citizen, building relationships that allow us to anticipate their needs and deal with
them proactively.
• We take each other and citizens seriously, being accessible, listening and hearing what they
convey.
• We respond with timeous action and within agreed timeframes.
• We collaborate with each other and stakeholders, providing appropriate and reliable information
and sharing it responsibly.

Competency Based Interview Guide 23

 Deciding and Initiating Action

Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates
and generates activity and introduces changes into work processes; makes quick, clear decisions which may
include tough choices or considered risks

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Likes to take time and think things Comfortable with making quick
through, or consult widely before making decisions.
decisions.

Tries to avoid too much responsibility. Willing to take responsibility for big
decisions.

Not interested in taking charge. Likes to take charge.

Views are easily changed depending on Holds definite views on issues.

the situation.

Waits to be told what to do. Takes the initiative to start new things.
(Takes the lead in starting things off)

Would prefer to have someone to ask Confident to act independently when

advice of and test correctness of own required.
decisions with.

“Plays it safe”. Avoids taking the risk Likes to set difficult targets for him/
of failure. Does not set clear or difficult herself and others.
targets.

Individual Rating

Panel Consensus Rating

Notes/Comments:

24 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Deciding and Initiating Action

• Comfortable with making quick decisions • Takes the initiative to start new things. (Takes the
• Willing to take responsibility for big decisions lead in starting things off)
• Likes to take charge • Confident to act independently when required
• Holds definite views on issues • Likes to set difficult targets for himself and others

Competency Based Interview Guide 25

 Leading and Supervising

Provides others with clear direction; motivates and empowers others; recruits staff of a high calibre, provides
staff with development opportunities and coaching, sets appropriate standards of behaviour.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Dislikes leading people. Comfortable leading people.

Finds it difficult to trust or delegate to Delegates work and ensures people

others. are empowered to execute it.

Not interested to understand what Understands people and why they do

motivates people. what they do.

Generally withholds recognition. Actively seeks out opportunities to

give recognition for work well done.

Does not clarify where the team is headed Gives clear direction.
and why or how it will get there.

Does not take charge or monitor progress Takes control of things.

against clear targets.

Leaves people to arrange things in Co-ordinates people well.

isolation and by themselves.

Merely seeks compliance. Motivates others.

Does not engage people with appealing Inspires others.

opportunities.

Focuses on mistakes and failures. Encourages others.

Individual Rating

Panel Consensus Rating

Notes/Comments:

26 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Leading and Supervising

• Comfortable leading people. • Actively seeks out opportunities to give

• Delegates work and ensures people are recognition for work well done
empowered to execute it. • Co-ordinates people well.
• Understands people and why they do what they do. • Motivates others.
• Gives clear direction. • Inspires others.
• Takes control of things. • Encourages others.

Competency Based Interview Guide 27

 Working with People

Demonstrates an interest in and understanding of others. Adapts to the team and builds team spirit.
Recognises and rewards the contribution of others. Listens, consults others and communicates proactively.
Supports and cares for others. Develops and openly communicates self-insight, such as self-awareness of
own strengths and weaknesses.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Dislikes leading people. Comfortable leading people.

Finds it difficult to trust or delegate to Delegates work and ensures people

others. are empowered to execute it.

Not interested to understand what Understands people and why they do

motivates people. what they do.

Generally withholds recognition. Actively seeks out opportunities to

give recognition for work well done.

Does not clarify where the team is headed Gives clear direction.
and why or how it will get there.

Does not take charge or monitor progress Takes control of things.

against clear targets.

Leaves people to arrange things in Co-ordinates people well.

isolation and by themselves.

Merely seeks compliance. Motivates others.

Does not engage people with appealing Inspires others.

opportunities.

Focuses on mistakes and failures. Encourages others.

Individual Rating

Panel Consensus Rating

Notes/Comments:

28 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Working with People

• Demonstrates an understanding of employees • Rewards productive work behaviour identified.

and their individual views. • Consistently seeks to manage or resolve a conflict
• Flexible when working with employees and situation.
adapts their management style. • Listens to employees, understands and responds
• Recognises the individual contributions of to their needs timeously.
employees. • Is supportive and is caring towards all employees
• Recognises the contributions of teams.

Competency Based Interview Guide 29

 Persuading and Influencing

Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes
effective use of organisational opportunities to influence and persuade others; promotes ideas on behalf of
self or others; makes a strong personal impact on others, takes care to manage impressions made on others.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Avoids stating his/her case when Likes to bring others over to his/her
engaging others. point of view.

Takes a win-lose approach to negotiating. Negotiates effectively (looks for win-

win outcomes).

Little energy invested in stating own point Shows determination to get a point
of view. across.

Plays down own contribution and that of Makes positive statements about him/
his/her component. herself and his/her component in the
organisation.

Unsure of own contribution. Believes in own value.

Uncertain of what the future holds. Does Feels in control of own future.
not feel s/he has any influence on what
happens in the future.

Does not volunteer help or advice. Does Takes a cooperative and helpful
not help others to win. approach when engaging others.

Lacks confidence. Acts with confidence.

Individual Rating

Panel Consensus Rating

Notes/Comments:

30 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Persuading and Influencing

• Likes to bring others over to his/her point of view. • Feels in control of own future
• Negotiates effectively (looks for win-win • Takes a cooperative and helpful approach when
outcomes) engaging others.
• Makes positive statements about him/herself and • Acts with confidence.
his/her component in the organisation. • Shows determination to get a point across.
• Believes in own value

Competency Based Interview Guide 31

 Presenting and Communicating Information

Speaks clearly and fluently; Expresses opinions, information, and key points of an argument clearly; Makes
presentations and undertakes public speaking with skill and confidence; Responds quickly to the needs of an
audience and to their reactions and feedback; Projects credibility.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Prefers not to work to a schedule or Sets goals that will stretch them
towards a goal

Is disguised when working Works methodically and organised

Does see the importance of rules Prefers to follow rules

Sees deadlines as flexible Adheres to deadlines

Does not really consider quality standards Adheres to quality standards

Individual Rating

Panel Consensus Rating

Notes/Comments:

32 Competency Based Interview Guide

INTERVIEW NOTES AND OBSERVATIONS: Presenting and Communicating Information

Competency Based Interview Guide 33

 Writing and Reporting

Writes clearly, succinctly and correctly. Writes convincingly in an engaging and expressive manner. Avoids
the unnecessary use of jargon or complicated language. Writes in a well-structured and logical way.
Structures information to meet the needs and understanding of the intended audience.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Documents are not convincing for the Able to write convincing documents
audience to an audience

Documents are verbose and confusing for Writes in a clear and succinct manner
the audience

Language is used incorrectly when writing Uses language appropriately in

documents documents

There is no flow to the documents Structures documents well and

logically

The documents are not addressed Communicates in written form to meet

appropriately to the audience the needs of the audience

Individual Rating

Panel Consensus Rating

Notes/Comments:

34 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Writing and Reporting

• Produces well-structured documents • Avoids unnecessary jargon and verboseness

• Able to write well structure convincing • Writes to communicate their message to their
documents intended audience

Competency Based Interview Guide 35

 Applying Expertise and Technology

Applies specialist and detailed technical expertise; uses technology to achieve work objectives; develops
job knowledge and expertise (theoretical and practical) through continuous professional development;
demonstrates an understanding of different organisational departments and functions.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Not interested in new things. Actively seeks to learn about new

things.

Neglects reading in own area. Reads actively in area of expertise.

Knowledge base has become outdated. Continuously updates knowledge/

expertise

Rarely uses information technology or Shows interest in and is comfortable

productivity software in his/her work. with using information technology and
productivity software.

Limited awareness of the interfaces Understands how own area of

between own area of work and the rest of expertise impacts on the broader
the organisation. organisation.

Individual Rating

Panel Consensus Rating

Notes/Comments:

36 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Applying Expertise and Technology

• Actively seeks to learn about new things • Shows interest in and is comfortable with using
• Reads actively in area of expertise. information technology.
• Continuously updates knowledge/expertise • Understands how own area of expertise impacts
on the broader organisation.

Competency Based Interview Guide 37

 Analysing

Analyses numerical data and all other sources of information, to break them into component parts, patterns
and relationships; probes for further information or greater understanding; makes rational judgements from
the available information and analysis; demonstrates an understanding of how one issue may be part of a
much larger system.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Haphazard, unsystematic, intuitive, insight- Systematic, step-by-step approach to

oriented style of problem solving. May jump to problem solving, (maybe unimaginative and
conclusions. rule-bound, yet disciplined approach)

Does not investigate or evaluate information, Thoroughly investigates and evaluates all
Believes or accepts everything. Accepts all information; sceptical, doubts until s/he has
information at face value. Does not test evidence. proof

Is not curious. Questions nothing. Or Asks Asks relevant and probing questions;
irrelevant questions, or asks easy questions demands accurate and complete answers
that do not probe deeply, or is satisfied with
incomplete, evasive or facile answers or excuses

Forecasts are inaccurate or guesses Forecasts are accurate and based on a good
analysis of information

Make no assumptions, or conclusions based on Assumptions are reasonable and based on a

poor analysis of information good analysis of information

Sees the problems only from one point of view Sees the problem as others might see it
or function (e.g. internal/external customer, (e.g. Internal/external customer, Finance,
Finance, HR, Operations, Sales, Marketing, or HR, Operations, Sales, Marketing, or other
Industry or country) industries or countries)

Lists no criteria or irrelevant criteria on which to Defines criteria/conditions to determine if

base decisions and solutions decisions and solutions are successful

Decisions are based on subjective opinions and Follows an objective approach to decision
assumptions that don’t get tested. making (i.e. by quantifying information or
getting a balanced view)

Haphazard, unsystematic, intuitive, insight- Systematic, step-by-step approach to

oriented style of problem solving. May jump to problem solving, (maybe unimaginative and
conclusions. rule-bound, yet disciplined approach)

Does not investigate or evaluate information, Thoroughly investigates and evaluates all
Believes or accepts everything. Accepts all information; sceptical, doubts until s/he has
information at face value. Does not test evidence. proof

Individual Rating

Panel Consensus Rating

Notes/Comments:

38 Competency Based Interview Guide

INTERVIEW NOTES AND OBSERVATIONS: Analysing

Competency Based Interview Guide 39

 Learning and Researching

Rapidly learns new tasks and quickly commits information to memory. Gathers comprehensive information to
support decision making. Demonstrates a rapid understanding of newly presented information. Encourages
an organisational learning approach (i.e. learns from successes and failures and seeks staff and customer
feedback).Manages knowledge (collects, classifies and disseminates knowledge of use to the organisation).

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Takes time to understand information Demonstrates quick understanding of

presented to him. information presented to them.

Tries to avoid too much responsibility. Willing to take responsibility for big
decisions.

Will use one medium for collecting Uses various means to collect
information or relies on ones source of information.
information.

Uses ineffective means of communicating Uses effective means of

information. communicating information

Hoards information for personal use only. Willing to share information with team
and relevant stakeholders.

Does not consult widely and with relevant Consults stakeholders when needed.
stakeholders.

Individual Rating

Panel Consensus Rating

Notes/Comments:

40 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Learning and Researching

• Demonstrates quick understanding of information. • Seeks feedback from colleagues

• Is able to remember and recall information • Consults stakeholders throughout a process
presented to them. • Encourages information use to the benefit of the
• Uses various means of collecting information organisation
• Uses effective means of communicating
information

Competency Based Interview Guide 41

 Creating and Innovating

Produces new ideas, approaches or insights. Creates innovative products or designs. Produces a range
of solutions to problems. Seeks opportunities for organisational improvement. Devises effective change
initiatives.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Does not see themselves as creative Demonstrates creativity

Enjoys routine in the workplace Enjoys changes in their work

environment

Prefers using traditional methods Considers both traditional and

unconventional ways of doing

Prefers to think practically about matters Can adopt a conceptual approach

Is unable to determine when a change is Identifies opportunities for change in

needed in the organisation the organisation

Feels distressed when faced with changes IS comfortable with changes in an

in the organisation organisation

Cannot see the need for changes in Sees the need to be open to changes
organisations and prefers stability in the organisation

Individual Rating

Panel Consensus Rating

Notes/Comments:

42 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Creating and Innovating

• They view themselves as creative • Likely to consider the value of both traditional as
• Enjoys changes in their work routine well as untraditional methods
• Adopts a conceptual approach

Competency Based Interview Guide 43

 Formulating Strategies and Concepts

Works strategically to realise organisational goals; sets and develops strategies; identifies and develops
positive and compelling visions of the organisation future potential; takes account of a wide range of issues
across, and related to, the organisation.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Generates a limited number of ideas to Develops concepts.

explain or solve situations.

Considers theory to be impractical. Applies theory to problem-solving.

Looks at problems superficially and Seeks to understand underlying

reactively without trying to identify principles.
potential causes and effects.

Develops strategies that do not achieve Develops effective strategies.

appropriate objectives.

Develops strategies unrelated to the Aligns strategies with the vision.

achievement of the Vision.

Lacks Vision. Develops a clear and compelling vision

for the future.

Focused on short term solutions that are Takes a broad and long term view.
reactive in nature.

Individual Rating

Panel Consensus Rating

Notes/Comments:

44 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Formulating Strategies and Concepts

• Develops concepts. • Aligns strategies with the vision.

• Applies theory to problem-solving. • Creates a clear and compelling vision for the
• Seeks to understand underlying principles. future.
• Develops effective strategies. • Takes a broad and long term view.

Competency Based Interview Guide 45

 Planning and Organising

Sets clearly defined objectives, plans activities and projects well in advance and takes account of possible
changing circumstances; identifies and organises resources needed to accomplish tasks; manages time
effectively; monitors performance against deadlines and milestones.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Does not structure tasks and activities. Is organised.

Allocates limited time to planning. Plans effectively.

Tasks, activities and objectives lack Distinguishes priorities clearly.

prioritisation.

Is often late and regularly misses Meets deadlines.(Is punctual and

deadlines adheres to a schedule)

Does not complete tasks diligently. Puts in effort to complete tasks fully.

Objectives are not clearly defined Sets clearly defined objectives.

described.

Does not consider potential hurdles or Develops contingency plans.

challenges when planning.

Reactive in allocating resources. Organises resources needed to

accomplish tasks.

Does not define performance in Monitors performance against

measurable terms or link outputs to deadlines and milestones.
deadlines or milestones.

Individual Rating

Panel Consensus Rating

Notes/Comments:

46 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Planning and Organising

• Is organised. • Sets clearly defined objectives.

• Plans effectively. • Develops contingency plans.
• Distinguishes priorities clearly. • Organises resources needed to accomplish tasks.
• Meets deadlines • Monitors performance against deadlines and
• Puts in effort to complete tasks fully milestones
• Is punctual and adheres to a schedule.

Competency Based Interview Guide 47

 Delivering Results and Meeting Customer Expectations

Focuses on customer needs and satisfaction. Sets high standards for quality and quantity. Monitors and
maintains quality and productivity. Works in a systematic, methodical and orderly way. Consistently achieves
project goals.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Prefers not to work to a schedule or Sets goals that will stretch them
towards a goal

Is disguised when working Works methodically and organised

Does see the importance of rules Prefers to follow rules

Sees deadlines as flexible Adheres to deadlines

Does not really consider quality standards Adheres to quality standards

Individual Rating

Panel Consensus Rating

Notes/Comments:

48 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Delivering Results and Meeting
Customer Expectations

• Relevant information informs the work of the • Able to manage various sources of information.
individual. • Staying abreast of all necessary and relevant
• Ensures all relevant information is considered information to their work.
when making a decision.

Competency Based Interview Guide 49

 Following Instructions and Procedures

Appropriately follows instructions from others without unnecessarily challenging authority. Follows
procedures and policies. Keeps to schedules. Arrive punctually for work and meetings. Demonstrates
commitment to the organisation. Complies with legal obligations and safety requirements of the role.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Dislikes like guidance, input and Follows instructions given to him/her

instructions from others by others

Unsure of relevant regulatory documents Aware of necessary policies or

which informs their work procedures in their work environment

Works in a random manner or according Adheres to schedules in the workplace

to their own schedule.

Is likely to miss deadlines and late for Arrives punctually for work and
meetings meetings

Does demonstrate commitment towards Is committed to the organisation and

the organisation or organisational goals its overall objectives

Disregards safety regulations and Ensures adherence to safety

procedures requirements in the workplace

Individual Rating

Panel Consensus Rating

Notes/Comments:

50 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Following Instructions and Procedures

• Staying abreast of all necessary and relevant • Ensures all relevant information is considered
information to their work. when making a decision.
• Relevant information informs the work of the • Able to manage various sources of information.
individual.

Competency Based Interview Guide 51

 Adapting and Responding to Change

Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts
interpersonal style to suit different people or situations; shows interest in new experiences.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Avoids new challenges. Readily accepts new challenges.

Resists change. Reacts positively to change.

Prefers things to stay the same. Seeks variety.

Likes certainty and clarity. Tolerates uncertainty.

Can lose “heart” when things become Shows optimism and is generally
difficult. cheerful.

Does not consider reacting to feedback by Responds positively to feedback from

changing own approach or behaviour. others (by changing what needs to
change).

Does not tolerate criticism. (Becomes Encourages others to provide criticism

defensive when criticised and tends to of self.
rationalise own actions.)

Does not request feedback from others. Actively seeks feedback on own
performance.

Individual Rating

Panel Consensus Rating

Notes/Comments:

52 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Adapting and Responding to Change

• Readily accepts new challenges. • Shows optimism and is generally cheerful.

• Reacts positively change. • Responds positively to feedback from others.
• Seeks variety. • Encourages others to provide criticism of self.
• Tolerates uncertainty. • Actively seeks feedback on performance.

Competency Based Interview Guide 53

 Coping with Pressures and Setbacks

Works productively in a high pressure environment. Keeps emotions under control during difficult situations.
Balances the demands of work and personal life. Maintains a positive outlook at work. Handles criticism well
and learns from it.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Does not persevere when things go wrong Remains optimistic at work.

or becomes negative/un-enthusiastic

Becomes overwhelmed and inefficient Works effectively under pressure

under pressure

Unable to control emotions consistently Controls emotions under difficult

circumstances effectively

Cannot “switch off” from work. Tends Balances the demands of work and
to reflect continuously on work related non-work demands (Can “switch
matters after work off” from pressures in the wok
environment)

Gets angry when criticised or “withdraws Responds to criticism well.

into own shell”.

Does not actively seek out feedback from Is open to receiving criticism.
colleagues.

Individual Rating

Panel Consensus Rating

Notes/Comments:

54 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Coping with Pressures and Setbacks

• Works effectively under pressure • Remains optimistic at work.

• Controls emotions under difficult circumstances • Is open to receiving criticism
• Balances the demands of work and non-work • Responds to criticism well.
demands effectively.

Competency Based Interview Guide 55

 Achieving Personal Work Goals and Objectives

Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is
necessary; seeks progression to roles of increased responsibility and influence; identifies own development
needs and makes use of developmental or training opportunities.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Has no specific plan to progress own Has a clear focus on career

career. progression with specific career
progression strategies

Becomes flustered when work becomes Works effectively at a fast pace

fast paced.

Prefers to complete one task at a time. Is effective at dealing with various

activities by dividing energy amongst
more than one task

Can lose “heart” when things become Shows optimism and is generally
difficult. cheerful

Prefers tasks that are not too taxing or Accepts and takes on demanding
where there is more certainty of success. goals

Is not clear on own development needs Is clear on what his/her own

development areas are

Does not purposefully seek out Makes use of development

development opportunities opportunities

Individual Rating

Panel Consensus Rating

Notes/Comments:

56 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Achieving Personal Work Goals and Objectives

• Has a clear strategy for career progression • Accepts and takes on demanding goals
• Works effectively at a fast pace • Is clear on what his/her own development areas
• Is effective at dealing with various activities by are
dividing energy amongst more than one task. • Makes use of development opportunities
• Shows optimism and is generally cheerful.

Competency Based Interview Guide 57

 Entrepreneurial and Commercial Thinking

Keeps up to date with competitor information and market trends. Identifies business opportunities for the
organisation. Maintains awareness of developments in the organisational structure and politics; demonstrates
financial awareness. Controls costs and thinks in terms of profit, loss and added value.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Takes time to understand financial Demonstrates quick understanding

information presented to them. of financial information presented to
them.

Prefers to focus on their individual tasks Demonstrates and interest and

as opposed to organisation matters understanding of organisational
awareness

Is unlikely to be able to manage Able to manage expenditure and

expenditure and budgets budgets

May experience some distress when Is comfortable with competition in

working in a competitive environment their work environment

Individual Rating

Panel Consensus Rating

Notes/Comments:

58 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Entrepreneurial and Commercial Thinking

• Demonstrates an understanding of financial • Keeps up to date with competitor information

information. • Demonstrates an awareness of organisational
• Attempts to understand financial information processes
• Able to be comfortable in a competitive
environment.

Competency Based Interview Guide 59

 Value - Competence

The ability and capacity to do the job appointed to do. We place great value on the ability and capacity to do
the job, to which one is appointed, to a high standard.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Does not consider the cost implications of Completing own work efficiently,
work being done and fails to monitor the effectively and economically.
efficiency and effectiveness of work.

Unprofessional. Does not complete work Demonstrating skill and knowledge,

with the intention of ensuring appropriate (Executes duties professionally, Finds
solutions. appropriate solution to problems).

Lacks knowledge of or insight into the role Demonstrating knowledge and

of constitutional, legislative and electoral understanding of constitutional,
mandates. legislative and electoral mandates.

Does not consider customers’ (citizens’) Ensuring excellent service delivery

needs or rights.

Does not actively develop or support Understanding that empowering

team members. Does not delegate work others (develops, enables, supports)
or ensure that team members have the to do their job is essential for good
required resources. performance)

Sees development of people as Ensuring own competence is up to

unnecessary and a waste of productive date (self-development)
time

Does not involve relevant stakeholders Actively working with others to

when working on projects, and does execute constitutional, legislative,
not seek opportunities to help others to electoral and own work role mandates.
execute their work correctly.

Individual Rating

Panel Consensus Rating

Notes/Comments:

60 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Value - Competence

• Ensuring own and others’ ability to do the job is • Empowering others to render excellent service
achieved • Knowing and understands relevant mandates
• Rendering excellent service

Competency Based Interview Guide 61

 Value - Accountability

To take responsibility at every level of the organization.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Acts without considering consequences. Evaluating the appropriateness of actions

and decisions.

Considers it “the supervisor’s problem” if all Taking responsibility and ownership of own
aspects of what is expected was not made clear. actions and decisions.

Waits to be told what to do. Initiating and driving projects.

Cannot provide evidence or good reasons for Answering for actions and decisions taken at
taking specific actions work, with evidence of good judgement and
due process.

Does not consider or determine the needs of Acting in the interest of the Public.
Citizens as customers in the execution of his/her
duties.

Merely executes instructions and tasks as Demonstrating a clear understanding of the

provided without considering the impact thereof vision, mission, strategic objectives, roles,
on the overall aims of the organization and delegations and responsibilities associated
component. with own work.

Blames others for mistakes. Admitting to - and correcting mistakes and

failure.

Does not schedule regular sessions for feedback Ensuring s/he receives regular feedback
on work progress. from his/her direct reports on the progress
with projects/work tasks.

Accepts non-specific feedback on work progress Implementing mechanisms to ensure that

and does not determine specific requirements on feedback on work progress and completion
which feedback should be based. is accurate and appropriately detailed

Does not consider the cost implications of work The mechanisms s/he developed to monitor
being done and fails to monitor the efficiency work progress considers the efficiency,
and effectiveness of work. effectiveness and economical aspects of the
work.

Does not make it clear that direct reports are Ensuring that direct reports develop
required to ensure that their direct reports take mechanisms to monitor the progress of
up their responsibilities. work for their direct reports.

Sees employee development as a waste of time Ensuring that his/her team has all the
and shows no relationship between developing resources (including training, coaching and
others and accountability. mentoring) they require to complete their
tasks as expected.

Prefers to keep the structuring of work informal Understanding and supporting the
and mostly undefined. importance of detailed performance
agreements.

62 Competency Based Interview Guide

Waits to be told what is required. Taking action to find out what is required
from his/her own work role

Accepts poor performance. Taking action to improve below standard

performance from others or self (quality
and quantity).

Individual Rating

Panel Consensus Rating

Notes/Comments:

INTERVIEW NOTES AND OBSERVATIONS: Value - Accountability

• Taking action to find out what is required from • Holding others accountable for their areas of
own work role responsibility.
• Putting a strong emphasis on the importance of • Taking responsibility for and ownership of own
delivering quality outcomes on time and within work
budget

Competency Based Interview Guide 63

 Value - Caring

To care for those we serve and work with.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Makes decisions without taking into account the Has positive regard for another person’s
concerns of others. feelings and reactions.

Remains task-focused and with little regard how Suspends judgement when dealing with
the task is done. people.

Is impatient and prefers to attend to their needs Listening attentively to another person
as a priority.

Not able to grasp what the issue at hand and Seeks to understand the person/ scenario or
cannot see another person’s point of view. situation.

Shows boredom or lack of empathy when Speak to others in a respectful manner and
dealing with citizen’s needs and team problems. is tactful in their speech (careful in choosing
their words for the sake of not offending.

Has a solution/ knowledge to solve a problem Tries to be helpful and supportive when
others are facing but does not take the time (or others are struggling with an issues/ task.
energy)to share such information

Unable to give praise and acknowledgment to Shows concern for others wellbeing.
others for work well done

Feels that it take too much effort to worry Adjusting the work pressures and demands
about other people’s whereabouts or personal to accommodate the needs/ circumstances
problems. of the team or the person.

Expects employees to perform optimally Takes a keen interest in people.

and delivery at all costs, irrespective of their
circumstances or lack of resources.

More concerned with speaking their mind Builds team spirit.

and voices opinions and less concerned about
offending others or how others may feel or react

Make harsh, overly-critical comments about team Demonstrates patience when helping or
members’ work contributions assisting others

Interrupts others and prefers to discuss how Acknowledges other people’s contribution
they feel about a situation. and gives recognition for good work.

Unable to recall key points of what was Appreciates people’s different strengths
discussed and unclear on the problem to be and develops and supports them in areas
addressed where they lack capability.

Individual Rating

Panel Consensus Rating

64 Competency Based Interview Guide

Notes/Comments:

INTERVIEW NOTES AND OBSERVATIONS: Value - Caring

• Shows a concern for others’ wellbeing • Prioritizes the needs of citizens and treats with
• Supportive and helpful when others experience a people respectfully.
challenge • Actively listens to understand another’s situation
more fully

Competency Based Interview Guide 65

 Value - Responsiveness

To serve the needs of our citizens and employees.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Reacts defensively when service delivery/ Sense of urgency to get work done
work output is criticized or questioned. and deliver on time.

Slow to action and constantly tries to Puts the client’s needs first and
shift/ negotiate deadlines. suggests solutions that is appropriate
to clients’/ citizens’ needs.

Haphazardly delivery of services that does Responds on timeous to enquiries.

not satisfy citizen/ clients’ needs

Makes little effort to quality assure work Provides continuous feedback on

outputs and result in work needing to be progress of service delivery to clients
re-done. and citizens.

Fails to respond to enquiries in time Open to feedback from clients/

or does not give the correct advice/ citizens on current levels of service
information the first time. delivery.

Rigidly sticking to procedures and Proactively working towards a better

protocols even though a more flexible way to execute processes to speed up
approach is suggested. service delivery

Ignores issues that adversely affect Concern for quality and standards of
productivity and performance levels. services.

Failure to anticipate the needs of Strives to deliver the highest standard

citizens and adjusting internal processes in terms of work output/ service
accordingly.

Comes across as territorial and does not Involves all relevant role-players to
have a need to collaborate with others ensure that deadlines are met

Has a solution/ knowledge to solve a Provides assistance, shares

problem others are facing but does not information/ knowledge that will
take the time (or energy)to share such enhance the service delivery
information

Individual Rating

Panel Consensus Rating

Notes/Comments:

66 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Value - Responsiveness

• Conscious of turn-around times and quality of • Builds relationships and collaborates with others
services delivered. to delivery high-quality work.
• Receives and incorporates feedback from others • “Batho Pele” - Listens and responds to the needs
to constantly improve service delivery. of clients/ employees.

Competency Based Interview Guide 67

 Value - Integrity

To be honest and to do the right thing.

Well Above
Well Below
Average

Average

Average

Average

Average
Above
Below
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Will refrain from telling the truth if it Tells the truth even if it may be
means getting into trouble or limiting detrimental to him- or herself
future career options or benefits.

Does not commit to a decision if not Takes ownership of his/her decisions

forced to.

Will not hold on to convictions when Has the courage of his/her convictions
pressured (has strongly held convictions)

Disregards the rights of others by acting S/he treats others with respect
rudely towards them. Disregards the
uniqueness of others by making no effort
to understand the relevance of legitimacy
of their point of view and resulting needs.

Acts out of self-interest (i.e. would rather Acts and makes decisions that take
be expedient than undergo the difficulties the best interest of others/the Public
associated with meeting the needs of the into account
Public)

His/her decisions and behaviours are S/he consistently behaves and makes
based on immediate and self-focused decisions based on the same set of
desires and needs principles/values

Does not support the policies, rules S/he defers to the policies, rules and
and regulations of the Western Cape regulations of the Western Cape
Government but does not state his/her Government and the Republic of
position clearly, nor attempts to influence South Africa.
them, nor removes herself/himself from
the employ of the organization due to
clashes of principle

Is more focused on completing tasks for S/he is committed to doing the right
the sake of completing tasks. Rather than thing.
considering their impact.

Is unaware of his/her impact on the rights Takes people’s rights and dignity
and dignity of others. seriously.

Individual Rating

Panel Consensus Rating

Notes/Comments:

68 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Value - Integrity

• Is honest and truthful • Consciously submits to the rules and regulations

• Treats others with respect of the WCG and SA
• Takes the best interest of others and the Public
into account

Competency Based Interview Guide 69

 Value - Innovation

To be open to new ideas and develop creative solutions to problems in a resourceful way.

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Takes a narrow view of problems; does Looks at problems from new angles
not look beyond the obvious

Steadfastly follows established methods Seeks out new and innovative ways of
without considering other approaches approaching situations or tasks

Individual Rating

Panel Consensus Rating

Notes/Comments:

70 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Value - Innovation

• Provided novel solutions to problems described • Open to trying out new approaches and
methodologies

Competency Based Interview Guide 71

 Technical Competency Blank Rating Sheet

Definition:

Well Above Average

Well Below Average

Above Average
Below Average

Average
Negative Behaviours 1 2 3 4 5 Positive Behaviours

Individual Rating

Panel Consensus Rating

Notes/Comments:

72 Competency Based Interview Guide

 INTERVIEW NOTES AND OBSERVATIONS: Technical Competency Blank Notes Sheet

• •

Competency Based Interview Guide 73

 Appendix C

Universal Competency
Framework Question
Bank

74 Competency Based Interview Guide

Question bank:
Deciding and Initiating Action
Note: People who have a strong tendency towards deciding and initiating action, also tend to
have definite opinions that do not easily change once their minds are made up. They typically
show a willingness to inject energy into a situation, as opposed to taking a passive role. An
important focus for this competency, is on determining whether the candidate is comfortable with
making quick decisions, and whether s/he likes, and is willing to, take responsibility for important
decisions. In addition, probing should focus on the extent to which the candidate sets difficult
targets for him/herself and others as a route towards understanding to what extent they are likely
to initiate action.

Situation questions (pick one)

• Tell me about a time when you were put in charge of a project and were required to make an
important decision quickly.
• Describe a work related situation in which you had to make some important work decisions?

Task/Action questions (pick one)

• Describe the actions that you took to ensure that the decisions that you made were carried through.
• How did you experience the situation of having to make a quick decision?
• Were you challenged on any of the views you held that led to your decision? How did you respond?
(How would you typically respond?)
• Can you describe the steps that you went through in making the decision in as much detail as you
can?

Results (pick one)

• What was the outcome of the decisions that you made?

• What did you learn from this situation?

Competency Based Interview Guide 75

 Question bank:
Leading and Supervising
Note: It is important to differentiate between leading and supervising and to cover both aspects
when probing. As far as leading is concerned The focus is in the candidate’s orientation to the
leadership role. Probing should aim to establish whether they like or enjoy taking the lead and
see it as one of their strengths. The focus of the probing should be to determine if the candidate
considers it important to motivate others, whether they are perceived as inspirational and if
they go out of their way to encourage others. The focus is NOT on how persuasive the person
is (even though this can be linked to motivating others) because this is dealt with as a separate
competency. With respect to supervising, probing should focus on the candidate’s inclination for
taking control of things as well as their perceived ability to co-ordinate people well.

Situation questions (pick one)

• Describe a time when you had to take charge of a group of people in the workplace.
• Tell me about a time when you’ve had to lead a group of people
• Can you describe a time when you had to manage a team?

Task/Action questions (pick one)

• How did you end up in this leadership role?

• How did you experience getting results from a team of people?
• What actions did you take to develop a strong team?
• Would you say you are successful as a leader? Why?
• Describe the kind of relationship you have with your team members?
• How did you manage problems that arise?
• How did you experience being in a leadership position?
• How did you go about delegating responsibilities?
• How did you go about delegating responsibilities?
• How did you get your team members to perform at their best?
• Would you say others view you as inspirational? Why do you think this is so?

Results (pick one)

• What was the end result of the project?

• In your opinion, how did others feel about you as their leader?
• What feedback did you receive from your team on your leadership style?
• How did you experience the role of having to achieve things through other people?
• How would you describe your leadership style and how did it influence the outcome of the project?
• What skills would you still like to develop to help you lead your team more effectively?

76 Competency Based Interview Guide

Question bank:
Working with People
Note: It is important to for the individual to show an interest in others they are working with
in their work environment. They have empathy towards others and seeks to understand the
reason for others behaviour. They have self-insight and are aware of their own strengths
and development areas. With a good ability to listen, consult and communicate with others
proactively they capable of understanding team spirit and adapt their interpersonal style to
suit various situations. In a better position than most they able to recognise the contribution
of individuals as well as performance of the team as a whole. An individual who is very high on
affiliation has to remember to find a balance between tasks and people, whereas an individual
who is lower on affiliation may be need to be more aware of people aspects when focusing on the
task.

Situation questions (pick one)

• Can you describe a time when you had to consult with members for their opinion on a project?
• Describe a time when you had to address an employee wellness issue within the workplace?
• Tell me about a time when you had to manage some difficult working circumstances?
• Tell me about a time when you managed a very d had to iverse team where differences arouse as a
result of the diversity.
• Tell me about a time you identified work well done by a colleague/team member.

Task/Action questions (pick one)

• How did you reward the work well done?

• What kind of an approach did you use/adopt and why?
• What questions did you ask to try and understand the situation

Results (pick one)

• Were you satisfied with the outcome?

• Could you have improved on the solution?

Competency Based Interview Guide 77

 Question bank:
Adhering to Principles and Values
Notes: The panel needs to probe to identify whether the individual, in a situation where the
answer may not be clear approaches it form a point of view where they consider principles and
values in the process. They may seem comfortable in situations where they have to make a
decision in an ambiguous situation.

Situation questions (pick one)

• Tell me about a time when you had to follow an instruction that you thought compromised your
integrity.
• Tell me about a time you had to complete a task and you felt it was not in line with what you
believed was correct.

Task/Action questions (pick one)

• How did you manage the situation?

• What difficulty did you experience in doing it?
• What course of action did you decide on?
• What aspects of the situation did you consider before you decided what to do?
• How did you go about addressing the dilemma?

Results (pick one)

• What outcome you hoping were for?

• What was the outcome of your decision?
• What would you do to improve the outcome if you could do it over again?

78 Competency Based Interview Guide

Question bank:
Relating and Networking
When probing for this question it is important to establish if the candidate ensures they establish
good relationships with employees within the organisation as well as their stakeholders. They see
the importance of effective networks and the role it plays within their work environment. They
able to relate well to most people and ensure objectives and outcomes are achieved. It may be
helpful to look at this competency in relation to the Working with People competency.

Situation questions (pick one)

• Tell me about a time when having a good relationship with a client assisted you in solving a
disagreement between yourself and a client?
• How do you ensure you relate to all employees and stakeholders you work with?
• Can you outline a situation where you have had to maintain a network of professional relationships
with others?
• Can you think of times when you have had to relate effectively to people who are more senior?
• How do you typically interact with employees at different levels of the organisation?

Task/Action questions (pick one)

• How did you approach it?

• How did you ensure you were effective?
• How did you attempt to understand the situation?

Results (pick one)

• Were you successful in your approach?

• What was the impact of the actions you took?

Competency Based Interview Guide 79

 Question bank:
Persuading and Influencing
Note: It is important to explore the individual’s eagerness to persuade or negotiate and their
perceived ability to do so. Probing should establish if the candidate is able to get people to listen
to their point of view by being adamant about getting their point across and effective at doing
so, without bullying or coercing them. It is, therefore, necessary to also determine the extent to
which the individual displays behaviour and feelings that indicate self-confidence. Observing the
candidate’s behaviour (confidence) during the interview will be helpful here as well, but should
not be the only evidence used to rate this aspect).

Situation questions (pick one)

• Tell me about a time that you had the opportunity to convince others of your point of view.
• Tell me about a time when you felt that you’ve had to stand up for what you believe in?
• Tell me of a situation where you had to show self-confidence?
• Tell me about a situation where you had to make a decision that could lead to very negative
consequences for yourself.

Task/Action questions (pick one)

• Did you feel that your point of view was taken into consideration? Please explain.
• How would you describe your negotiation style in this situation and did you think it was effective?
• What were some of the obstacles that you experienced in getting people to buy-in to your point of
view?

Results (pick one)

• Did you get what you wanted out of the situation?

• What would you do to improve the outcome of the negotiation?
• What have you learnt from the situation?

80 Competency Based Interview Guide

Question bank:
Presenting and Communicating
Information
Note: Probe to understand whether in the past audiences responded well to presentations
undertaken by the candidate. If the audience did not respond well it is important to understand
the response of the audience to the candidate. Try to understand how comfortable the candidate
is with presentations and how they would in general approach it. This competency should be
measured by other means as well such as the candidate completing an actual presentation to the
panel as well.

Situation questions (pick one)

• Tell me about when you had to make a formal presentation?

Task/Action questions (pick one)

• How did you ensure that your audience understood the argument or point you were trying to make?
• How did you know you were convincing your audience?
• What aspects of the presentation did you feel that you struggled with?
• Were there any parts of the presentation that you did not enjoy?

Results (pick one)

• Do you feel that you achieved the outcome that you were hoping for in the presentation?
• What would you do differently in future presentations?

Competency Based Interview Guide 81

 Question bank:
Writing and Reporting
Note: From this question one is able to establish whether the candidate may have a preference
for writing and has some knowledge of what would be considered a well-written document. One
cannot assume from the responses from the candidate they are indeed able to write clearly,
succinctly and convincingly. Another means to measure this will have to be utilised in conjunction
with an interview question related to this competency. From responses of the candidate the panel
would at best try to establish whether the candidate is comfortable working with written material.

Situation questions (pick one)

• Tell me about a time when you wrote a document aimed to convince your audience of a new way
of doings things in an organisation.
• Describe a time when you had to ensure your audience was able to understand the contents of an
important report?
• Can you describe a time when you had to write/compile a very important report?

Task/Action questions (pick one)

• What process did you follow in writing your report?

• How did you ensure the documents that you wrote were written in a well-structured and logical
way?
• How did you ensure accuracy in writing this report?
• How do you feel about this aspect of your work?
• How do you manage the information that influences your work area?

Results (pick one)

• What was the outcome you hoping were for?

• What was the impact of the actions you took?
• What feedback did you receive on your written report?
• What skills would you still like to develop with respect to your report writing ability?

82 Competency Based Interview Guide

Question bank:
Applying Expertise and Technology
Note: Probing should focus on the extent to which candidates actively seek opportunities to
learn new things. This is often indicated by the joy taken from learning new things or enjoying
reading. It is important to gather actual practical examples of the use of information technology
in the interpretation of data or other relevant technology and expertise. The understanding of
different organisational departments and functions is relevant to this competency as this level of
understanding is what allows expertise or application of technology to add optimal value to the
organisation. Understanding how the outputs and outcomes of proposed alternative solutions in
one’s own organisational component or field of expertise impact on those of other components
allows for greater overall impact in the organisation and is the ultimate test of expertise and its
relevance.

Situation questions (pick one)

• How do you stay up to date with new developments in your area of work?
• Tell me about any recent learning or expertise that you have acquired.
• Tell me about a time when you’ve had to evaluate complex information or numerical data, (be it
statistics, accounting or any documentation text or interpretation of numerical data).

Task/Action questions (pick one)

• How did you experience your recent learning opportunity?

• Did you feel that it was important to have such a learning opportunity? Why?
• Once you attended your recent training, what did you do with the information?
• What did you learn from this experience?
• What resources did you use to interpret the data?
• After interpreting the data, would you say that you would base your decision solely on data? Why?
• Do you use information technology/productivity software when you solve problems, like MS Excel?
Give examples.

Results (pick one)

• How do you feel that you benefit from training once it is complete?
• What would you do differently to help you apply the information that you have learnt from your
trainings better in future?

Competency Based Interview Guide 83

 Question bank:
Analysing
Note: People, who are good at analysing, work with information in a systematic and careful or
precise manner. Attention is usually focused on the applicable rules and following a step-by-
step approach to identify the relationships between elements. Analytical is differentiated from
Logical in that it is more detailed and less complex. Logic usually requires analysis but it has a
more long-term approach that typically also incorporates processes. Probing should focus on the
individual’s preference to adopt the types of behaviours listed below, If analyses is important one
prefers a person in who takes actions to find the best or most correct solution as opposed to just
any solution that presents itself.It is important to explore the candidate’s ability to make sense of
data with the emphasis on following an objective approach. An objective approach could include,
but is not limited to quantifying data for comparison purposes but could also include obtaining
a balanced view by gathering sufficient information for obtaining a balanced or representational
view.

Situation questions (pick one)

• Tell me about a problem that you enjoyed solving.

• Describe experiences you’ve had to find the causes of problems.
• Tell me about a time you had the opportunity to help a subordinate (or friend) to solve a problem
they had gotten stuck with.
• Describe a situation where you had many different options to choose from.
• Tell me about a time when you’ve had to make sense of information to be able to make a decision
or solve a problem.
• Tell me about a time where you had many different options to choose from. How did you select the
one you did?

Task/Action questions (pick one)

• How did you select the one you did?

• What process do you follow when you have to make a decision?
• Describe how you go about solving a problem?
• What kind of an approach did you use/adopt?
• What questions did you ask to try and understand the problem?
• Were you happy with the solution?

Results (pick one)

• Could you have improved on the solution?

• What would you have done differently if you had you had to go through that situation again?

84 Competency Based Interview Guide

Question bank:
Learning and Researching
Note: People who have a strong tendency towards learning and researching may be interested
in various kinds of information. They tend to curious about a topic or various subjects and often
search for information. Learning may include “learning while doing” or it may involve learning
from various sources of information. This is not an indication of their learning style preference.
It may possibly only serve as an indicator that they are willing and eager to learn and possibly
comfortable engaging with new and challenging situations and information. A positive quality
to probe for under this competency is the willingness to share and distribute the information
gathered. It is important to note whether the person is focused when they are researching and
they do not continue with no end goal in mind. They should be able to collect, classify and
disseminate knowledge of use to the organisation.

Situation questions (pick one)

• Tell me about a time when you had to learn a new task quickly and under pressure.
• Tell me about a time when you had to learn a new way of doing something?
• Tell me about a time when you had to figure out a new way of completing a task when the only way
you knew how to solve the problem was not going to work?

Task/Action questions (pick one)

• How did you approach it?

• What was the decision about?
• What information did you need before you made the decision?
• Were you challenged on any of the views you held that led to your decision? How did you respond?
(How would you typically respond?)
• What did you do about the situation?
• What was your contribution to the extent that the situation changed after that?
• What means of communication did you use?
• How did you decide what information was relevant to your situation?
• How did you gather the information?

Results (pick one)

• What did you learn?

Competency Based Interview Guide 85

 Question bank:
Creating and Innovating
Note: The interview panel could probe the candidate to find specific examples where they
were creative. They may need to distinguish between being creative (working with something
possibly already in place) and being innovative (inventing something). They may be keen to find
opportunities to improve processes, procedures etc related to the organisation.

Situation questions (pick one)

• Tell me about a time when you had to come up with a new approach to the way you were currently
working in your unit.
• Tell me about a time when you were faced with a problem in your work unit and you needed to
come up with a range of solutions to the problem.
• Tell me about a time when you experienced a change in your workplace.
• Tell me about a time when you had to come up with ideas for a project.

Task/Action questions (pick one)

• Why did you decide the way you worked in the unit needed to change?
• What were some of the personal challenges you experienced in developing and implementing the
changes?
• How did it inform the work you did?
• How comfortable were you with the changes you had to make?
• What was the impact of the actions you took?
• What was your reaction to the change?
• How did the change affect you?

Results (pick one)

• What was the outcome you hoping were for? What was the actual outcome?
• Reflecting on the changes that you implemented, what would you have done differently?

86 Competency Based Interview Guide

Question bank:
Formulating Strategies and Concepts
Note: By “developing concepts” is meant: the type of general ideas for solutions one comes up
with when faced with solving a problem or explaining an occurence. These are thoughts, notions
or general ideas inferred from specific instances or occurrences that are more theoretical in
nature. The focus is also on the candidate’s ability to verbalise these ideas in a creative manner.
When probing it is important to determine if the candidate takes an approach to learning new
things by trying to understand the underlying principles or whether learning is done by utilising
rote memory. Probing should explore the candidate’s ability to formulate or develop effective
strategies, and creating an inspiring and clear vision for the future. Determine whether the
candidate prefers to take and is good at taking a long-term view rather than concentrating on the
here and now.

Situation questions (pick one)

• Tell me about a time when you had to make a decision that had quite a broad impact on the
organisation
• Describe a time when you had to suggest some solutions with wide-ranging consequences?
• Tell me about a time when you had to develop a longer-term solution at work, or any other problem.
• Tell me about a time when you had to develop a plan for the future direction of your team/
department/organisation.

Task/Action questions (pick one)

• How did you (or would you typically) go about it?

• What trends did you notice?
• What did you identify as the underlying issue?
• What theories did you apply?
• What underlying principles did you study?
• What was the impact of your plan on other people?
• How did people understand your plan?
• Did people co-operate with implementing the plan?
• What did you envision to happen? Or: Looking forward, what did you expect to happen?
• What trends did you notice?
• What was your long-term view?

Results (pick one)

• In the end, how different was the actual impact from the impact you expected to achieve?

Competency Based Interview Guide 87

 Question bank:
Planning and Organising
Note: When probing, it is important to see how much importance the candidate places on
planning pro-actively; how effective these plans are; establishing clear priorities and the candidate
being able to organise him- or herself to complete all the required tasks in the available time
frame. Probing should focus on determining to what extent the candidate completes tasks, meets
deadlines and generally keeps to schedules.

Situation questions (pick one)

• Tell me about a project that you worked on where planning was critical to the success of the project?
• Tell me about your organisation’s approach (requirements) to deadlines?
• Tell me about a project or task that was very difficult to complete within the required timescale
given to you.

Task/Action questions (pick one)

• What did you do at the start of the project to get it going?

• In your opinion, what was the most important aspect/s to consider? What was some of the less
important issues?
• Approximately which percentage of the project went exactly as planned? Why wasn’t it perfect?
• How do you deal with missing a deadline?
• How do you deal with delivering incomplete tasks?
• What is your attitude towards keeping to a schedule?
• How do you ensure that the meeting of a deadline does not interfere with your private time?

Results (pick one)

• What would you have done differently to ensure that the work that you planned went more smoothly?

88 Competency Based Interview Guide

Question bank:
Delivering Results and Meeting
Customer Expectations
Note: The candidate should have a customer focus or a citizen focus with the view of providing
a service or product that is of good quality. Probe to find whether the individual has ways to
monitor and maintain quality of a product or process. Probe to understand how the candidate
manages a situation where a goal or objective is not able to be achieved and how they manage
the situation. It would be important the candidate attempts to correct the situation rather than be
defeated by it.

Situation questions (pick one)

• Tell me about a time when you misunderstood the request of a client.

• Tell me about a time when you had review a piece of work where you did not quite meet an agreed
deadline.

Task/Action questions (pick one)

• How do you ensure that you deliver a service or product to standard for a client?
• How do you monitor and evaluate projects to ensure the quality and quantity of the outcome is to
the specification of the client?
• How did you ensure you met the deadline?
• How did you ensure quality standards were in place?
• How do you manage the information that influences your work area?
• What was the content of the documents you had to be familiar with?
• Did you ever act contrary to the information that was at your disposal or presented to you?

Results (pick one)

• What was the outcome you hoping were for?

• What would you do differently in future to ensure that you achieve your outcome?
• What was the impact of the actions you took?

Competency Based Interview Guide 89

 Question bank:
Following Instructions and Procedures
Note: People who are inclined to follow rules and procedures may come across as conservative.
They tend to show respect for authority and are comfortable following tried and tested ways in
an organisation. They tend be concerned about following rules and set procedures as it relates
to their organisational environment. These individuals prefer to plan ahead and rarely depend
on intuition alone, they are therefor in general well organised. It is important not to perceive
the person as being rigid but rather compliance driven. The focus of the probing should be to
determine if the candidate considers it important to follow rules and procedures. It is important to
ascertain if they are unhappy with the status quo how they would go about challenging the status
quo and whether they channel their concerns in an appropriate manner.

Situation questions (pick one)

• Please give an example of a time when you worked in an environment with many policies.
• Tell me about a time there was a policy in place and your actions in the workplace was contrary to
the policy.

Task/Action questions (pick one)

• How do you ensure you are aware of all necessary policies related to your area of work?
• How did it inform the work you did?
• How do you ensure that you remain aware of the policies that affect your work?
• How do you manage the information that influences your work area?
• What was the content of the documents you had to be familiar with?
• Did you ever act contrary to the information that was at your disposal or presented to you?

Results (pick one)

• What was the impact of the actions you took?

• What was the outcome you hoping were for?

90 Competency Based Interview Guide

Question bank:
Adapting and Responding to Change
Note: Because they are closely related, it is important to understand the difference between
“Adapting and Responding to Change” and “Coping with Pressure and Setbacks”. The emphasis in
“Adapting and Responding to Change” is on how flexible the person is when it comes to changing
their approaches to situations and people in the workplace, while for “Coping with Pressure and
Setbacks”, the emphasis is on the resilience of the individual and how well they cope with difficult
circumstances (including change).

Situation questions (pick one)

• Tell me about a situation that meant a marked change in your work life?
• Do you have experience dealing with change?
• Tell me of a recent change that you experienced at work.
• Think about a time when you experienced a major change at work. Describe a time you were open
in expressing your emotions and you found the expression of the emotions to be inappropriate.

Task/Action questions (pick one)

• What were your biggest concerns in terms of the work change experience?
• What was your reaction to the change?
• How did you respond to change?
• How do you feel when it is difficult to be sure what the consequences of your decisions are likely
to be?
• How do you deal with situations where all the facts are not known or available?
• What reasons would you give for failing to reach a goal?

Results (pick one)

• What would you have done differently to deal with the change more effectively?

Competency Based Interview Guide 91

 Question bank:
Coping with Pressures and Setbacks
Note: When probing for this competency it is important to establish whether the candidate is
aware of their emotional state and the impact their environment has on the way they react and
becomes aware quickly when their emotions are activated. The candidate should indicate in what
way they manage stressors experienced in their work environment and well as their personal
life. Ideally the candidate should give examples of an optimistic approach towards life and
perseverance even when they are faced with regular setbacks.

Situation questions (pick one)

• Tell me about a time you had to work in a high pressure job. Describe how you managed your work
environment?
• Describe a project when you felt that the work demands and pressure were quite high?

Task/Action questions (pick one)

• How did you view it originally and what was the actual outcome?
• What do you do to switch off from a busy day at work? How do you determine whether it is
effective?
• Describe how you went about addressing the matter.
• What kind of an approach did you use/adopt?
• What influenced the way in which you dealt

Results (pick one)

• Were you satisfied with the outcome?

• Could you have improved on the solution?
• Do you feel that you made the correct decisions?

92 Competency Based Interview Guide

Question bank:
Achieving Personal Work Goals and
Objectives
Note: This competency is essentially about the candidate’s willingness to take on more
responsibility in order to develop his/her competence and increase his or her level of influence
and organisational impact. Probing should explore the candidate’s strategies for working
effectively when it gets busy due to a consistently high workload, and the extent to which the
candidate sees him-/herself as ambitious, determined and results driven. When probing it is
important to obtain examples of situations where candidates displayed perseverance. Probing
should also explore the extent to which the candidate displays a positive attitude/enthusiasm
towards work and life in general.

Situation questions (pick one)

• Describe a work environment that you enjoyed in the past.

• Describe an important work goal that you set for yourself in the past.
• Tell me about an important goal you set yourself but did not achieve?

Task/Action questions (pick one)

• What actions did you take when your goals did not go according to plan.
• What were some of the challenges that you experienced?
• What obstacles did you feel affected your personal work achievements?

Results (pick one)

• What reasons would you give for failing to reach a goal?

• What have you done to develop yourself in your career to date?

Competency Based Interview Guide 93

 Question bank:
Entrepreneurial & Commercial Thinking
Note: The candidate should demonstrate a general orientation to the financial environment.

Situation questions (pick one)

• Tell me about a time when you spoke to employees in your financial section to assist you in
understanding basic financial concepts.
• Tell me about a time when you felt comfortable regardless of the fact that you were aware that
there was competition in your work space.

Task/Action questions (pick one)

• How do you maintain an awareness of organisational developments?

• Explain why having broader organisational awareness is important.
• How did you approach it?
• How do you typically respond to a situation where you have to deal with financial data?
• How did you gather the information?

Results (pick one)

• What did you have to learn from this experience?

• What would you have done differently?

94 Competency Based Interview Guide

Question bank:
Competence
Note: There is a focus on service excellence and the capacity to do the job, along with knowledge
of the constitutional, legislative and electoral mandates in the execution of work.

Situation questions (pick one)

• Tell me about a project where your expertise in your area of work in particular, ensured that the
project could be completed with success.
• Tell me about a time where you feel you truly delivered excellent service.
• What have you done to ensure that the members of a team reporting to you are competent to do
their work?

Task/Action questions (pick one)

• What does being competent mean to you?

• Why do you think Competence is important for the organisation?
• What do you do to empower the members of a team?
• What has been your greatest challenge in empowering team members?
• Why is this important to you?

Results (pick one)

• What would you have done differently to ensure a more successful outcome?

Competency Based Interview Guide 95

 Question bank:
Accountability
Note: The candidate should demonstrate a general orientation to the financial environment.

Situation questions (pick one)

• Tell me about a situation where it was challenging to take responsibility for an outcome or a task.
• What are you accountable for at work?
• If you were the accounting officer, with the final accountability, does that mean the people below
you in the organisation are not accountable?

Task/Action questions (pick one)

• Explain the difference between accountability and responsibility.

• Why is accountability and responsibility important in the organisation?
• What mechanisms have you put in place to ensure that your team performs their work responsibly?

Results (pick one)

• What was the outcome?

• What did you learn?

96 Competency Based Interview Guide

Question bank:
Caring
Note: There is a focus on treating citizens with dignity and respect. Active listening and
compassion are encouraged, as well as support for everyone’s well-being. Recognition and shows
of appreciation are also encouraged here.

Situation questions (pick one)

• Tell me about a time when you had to assist someone with a task/problem that they were struggling
with.
• Give us an example where a colleague was offended by something you did/said.
• Describe a time when a colleague came to you with a problem he/she was faced with.

Task/Action questions (pick one)

• What did you to do to be of assistance?

• How did you do in that situation?
• What did you do to support your colleague and what was the result of your actions?

Results (pick one)

• What was the outcome?

• What was the result of your actions?

Competency Based Interview Guide 97

 Question bank:
Responsiveness
Note: In responsiveness, the focus is on building relationships by also being accessible and
responding within agreed timeframes. Also through the sharing of relevant information
responsibly.

Situation questions (pick one)

• Give me an example of a time you had to address a service delivery complaint.

• Tell us about a time you had to adhere to a specific standard?
• Describe a situation where you had to work more closely with others to ensure a service was
rendered/ project was completed on time.
• Tell me about a time when you came up with an innovative approach/solution to improve an internal
process.

Task/Action questions (pick one)

• How did you respond to the situation?

• What recourse action did you implement and what was the outcome?
• Why was it difficult to adhere to this particular standard?
• How important are quality checks and standards in your current line of work?
• Why was there a need to collaborate with others to deliver this particular service?
• How did others react to your innovation/idea?

Results (pick one)

• What was ultimately the impact of your innovation/idea on service delivery?

98 Competency Based Interview Guide

Question bank:
Integrity
Note: There is a focus on ethics, honesty, respect, and living values with zero tolerance for
corruption.

Situation questions (pick one)

• Tell me about a time where it was difficult for you to tell the truth in the workplace.
• Have you ever told a lie at work? (How do you feel about that?)
• If you receive an unlawful instruction from your senior manager and you then proceed to inform
him/her that is unlawful and you may not do it, and the person then insists and instructs you to do
it, in writing – Will you find it difficult to comply with the instruction?
• Do you have strongly held convictions? What are they? Have any of these ever been challenged?
• Has anyone ever worked to undermine you or do your reputation damage or get you fired or in
trouble in the workplace?
• Can you tell me about a time that you had to do a task at work that went against your principles or
that went against a policy or regulations of the organisation?
• Do you know of someone else who were asked to do something at work that went against their
principles or that went against a policy or regulations of the organisation?
• Under what circumstances would you ask someone to do something against their Principles or that
is against organisational policy?

Task/Action questions (pick one)

• How did you react?

• Why is this important to you?
• What are the Principles or values you hold most dear.
• How do you make sure you live according to your Principles and Values (what do you do to ensure
…)?
• What does respecting others mean to you? (What does it look like?).
• Is it important to always respect others? Why?
• Tell me about a time that it was difficult to show someone respect. What did you do?

Results (pick one)

• What was the final outcome of your decision?

Competency Based Interview Guide 99

 Question bank:
Innovation
Note: There is a focus on trying new ideas, improving existing solutions, being resourceful, and
encouraging learning.

Situation questions (pick one)

• Tell me about a time when you tried to improve on current work practices?
• Describe a time when you developed and implemented a new approach in the workplace.

Task/Action questions (pick one)

• What actions did you take to ensure that the changes you made were a success?
• What did you do when people criticised your changes?
• How did you ensure that people approved of the changes that you suggested?

Results (pick one)

• What would you have done differently?

• What was the outcome?

100 Competency Based Interview Guide

References
SHL, a part of CEB (2013). Competency –Based Interviewing Course, SHL Talent Measurement Training.

Kessler, R. (2006). Competency-based Interviews. Career Press.

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www.westerncape.gov.za

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