Competency-based
Interview Guide
About This Interview Guide
This competency-based interview guide provides a structured, objective process
to gather information about a candidate’s behaviour and experience. It can be
used as is within your recruitment process or edited to include your preferred
competencies. In this guide, we have included seven research-based
management and agility competencies, with two questions per competency.
You can access our full competency library and online profiling tool here.
What is a competency?
A competency is defined as a set of behaviours, skills or abilities that are related
to effective performance in a role. A competency consists of a definition –
describing the nature of the behaviour – and a set of behavioural indicators –
breaking down each element of the competency in a way that is objective and
observable. Together, these form the standard against which an individual’s
objective potential and performance can be measured.
How to conduct a competency-based interview:
Questions are designed to assess a candidate’s likely future behaviour, by
assessing how they previously responded to certain situations within the
workplace. To get the best results:
• Before starting the competency-based section of the interview, explain to
the candidate that you will now be asking some structured questions, and
that you would like them to answer with examples of their past
experiences.
• Ask for specific examples of recent behaviour. People change. Recent
behaviour has the strongest predictive value.
• Avoid using closed questions ('yes' or 'no'). Rather start questions with
words such as 'what', 'how' and 'why'.
• Ask multiple questions regarding the same competency.
• Evaluate each response according to the rating scale on page 3, and by
using the STAR methodology:
o Did the candidate clearly describe the Situation or context?
o Did the candidate describe the Task or challenge?
o Did they explain what Actions they took?
o Did they describe the end Result or impact?
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Competency Based Interview Schedule: Management Role
Candidate’s Name:
Interviewer:
Date:
Rating Scale
1 Does not demonstrate competence
• The candidate demonstrates no ability for the competency.
• The candidate would require continuous close supervision and
guidance to perform the competency.
2 Needs development
• The candidate has demonstrated some competence in the
range of required behaviours, though not enough competent
behaviour required for the position.
• The candidate would require some supervision where
competence is lacking to perform the competency.
3 Competent
• The candidate has demonstrated substantial/adequate
competence in the range of required behaviours.
• The candidate would require very little/minimal guidance to
perform the competency.
4 Demonstrates greater competence than required
• The candidate has demonstrated greater competence than
required for the position.
• The candidate would need no guidance and is a potential
resource for the development of others in the team.
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Competency Scoring Overview
Enter your competencies below and their definitions. You can find a digital
version of the competency library with all definitions and behavioural
indicators here.
Interviewer Interviewer Interviewer Interviewer
Competency Final
1 2 3 4
Directing
Motivating
Providing
Feedback
Results-oriented
Structuring
Agility
Self-awareness
Overall Rating
Recommendation/
Next Steps
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Competency 1: Directing
Directing others, taking charge.
• Sets an example.
• Clearly expresses what he/she expects from others.
• Paints the big picture, provides frameworks.
• Enthuses employees about the chosen approach.
Question:
Can you give an example of a situation in which an employee disagreed with the
direction you envisioned? How did you handle this situation?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
As a manager, how do you determine the course of action for your team? How
do you deal with conflicting views in this respect?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 2: Motivating
Stimulating others to display desirable behaviour or perform the desired
activities.
• Shows an interest in others.
• Gives compliments regularly.
• Celebrates successes as a team effort.
• Gives others the opportunity to use their skills as much as possible.
• Gives others insight into the importance and value of their work.
Question:
What do you do to motivate employees or team members to start taking action?
What has proven to be effective in this regard, and what has not?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
Have you ever had the feeling that you were unable to motivate a colleague or
employee? What was the reason for this, in your opinion?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 3: Providing Feedback
Giving scope to others by sharing one's views on their performance.
• Provides others with insight in the effectiveness of their performance.
• Provides feedback regularly.
• Provides feedback that people consider useful.
• Isn't afraid to use feedback to bring up subjects that are negative or
sensitive.
• Provides specific feedback.
Question:
Have you ever had to give critical feedback to a colleague or employee about his
or her work? How did that make you feel, and how did you handle it at the time?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
Has a colleague or employee ever disagreed with your feedback? How did you
handle this situation? What was the result of your approach?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 4: Result-oriented
Being focused on achieving objectives and results, persevering in the face of
adversity.
• Makes concrete agreements with others about the results to be
delivered.
• Remains focused on results when other things interfere.
• Makes an effort to achieve objectives.
• Looks for a solution when achieving the objective becomes threatened.
Question:
Have you ever had too many things on your plate at the same time? Did you
establish your priorities at the time? If so, what did you base these priorities on?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
Does your strength lie in starting up or wrapping up projects? Can you illustrate
this with an example?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 5: Structuring
Applying, implementing and maintaining structure in day-to-day business.
• Applies structure to his/her own work.
• Structures things in a way that is also clear to others.
• Has an overview of both his/her own activities and the activities of
others.
• Provides support to others in their work by choosing and maintaining
clear procedures.
Question:
What do you do to ensure that your work and your employees' or team members'
work gets carried out systematically? Why do you choose this approach?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
In your current position, do you make use of structure and procedures? If so, can
you give an example of a time when this structure provided you with support and
an example of a time when it was actually a burden for you?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 6: Agility
The ability to develop new effective behaviour in the face of new experiences.
• Looks for chances and opportunities offered by the situation when
confronted with change
• Sees opportunities where others do not
• Is open to ideas from others
• Looks for ways to make a contribution to change
Question:
Have you ever been asked to do something at work that you had never done
before? How did you handle the situation?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
Have you ever worked on a project or task where the requirements changed at
the last minute? What did you do?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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Competency 7: Self-awareness
Being curious about one's own strengths and weaknesses, being open to
different types of feedback, and paying attention to one's own development.
• Is self-critical
• Has a realistic view of their own strengths and weaknesses.
• Asks for feedback in order to learn
• Can handle criticism
Question:
How would others describe you in a working environment? Do you think they
would describe you accurately? Why or why not?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
Question:
When was the last time you were wrong about something important? How did
you realise it, and how did you resolve it?
1 2 3 4
Does not Needs More competent
Competent
demonstrate development than required
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info@lumenii.co.za
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+27 10 276 0418
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www.lumenii.co.za
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