Shivank Bansal - SHL competency based interview - report

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SHL competency based interview - report

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  • 1.This report has been prepared as part of an SHL Research project and is not commercially available. It is not intended to provide information for selection procedures. www.ceb.shl.com Prepare yourself for a Competency Based Interview Name Mr. Shivank Bansal Date 10 February 2014

2. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 2 of 13 2014 SHL, a part of CEB. All rights reserved. Introduction This report is designed to help you prepare for a Competency Based Interview. Competency Based Interviews are increasingly being used by employers as they have been shown to help make selection decisions more objective and effective. "Competencies" refer to the job-related behaviours that good performers display; and a Competency Based Interview aims to measure how likely you are to exhibit these behaviours. The questionnaire that you recently completed is designed to identify which of these behaviours come easily to you and which ones you might find more difficult, or have to work harder to achieve. This insight into your likely strengths and weaknesses should aid your preparation for an interview. Structure of this report This report divides competencies that influence performance across many different jobs into 8 broad areas. Each area is described in terms of its relevance and importance to particular job functions. You can see examples of jobs where this competency area is most relevant; and examples of what it means to demonstrate this competency, or "what good looks like" are also listed. For each competency area your potential has been assessed based on the responses you gave to the questionnaire and is presented in terms of the likelihood that this area is one of your strengths. We have also included some example questions related to the 8 competency areas that you might be asked in your job interview. Competency Based Interviews usually involve situation-based questions, which target the specific behaviours that you have displayed in a previous situation that are related to this competency. To succeed in such an interview, youll need to have strong and relevant examples which illustrate your behaviours in the past. 3. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 3 of 13 2014 SHL, a part of CEB. All rights reserved. Your Competency Potential Report When considering the description of your competency potential, it is important to remember that it's based on the answers you gave and represents the way you see your own behaviour, rather than how your behaviour might be seen by someone else. The questionnaire is not infallible and, as with all questionnaires, its accuracy depends on how honest and candid you were when you completed it. This report summarises your potential in 8 broad areas of competence. It gives an indication of your likely strengths and areas which you may require development. It is important to remember that none of these behaviours are static and a low score means that the behaviour is less likely to come naturally to you, but can quite possibly become one of your strengths if you work on it! Report Key The overall likelihood of you displaying a strength in each area is shown in the bar graphs on the right hand side of the report as shown below. 1 2 3 4 5 Unlikely to be a strength Less likely to be a strength Moderately likely to be a strength Quite likely to be a strength Very likely to be a strength SHL Great 8 Competency areas Leading and Deciding Supporting and Co-operating Interacting and Presenting Analysing and Interpreting Creating and Conceptualising Organising and Executing Adapting and Coping Enterprising and Performing 4. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 4 of 13 2014 SHL, a part of CEB. All rights reserved. Competency Potential Summary The table below shows a summary of your competency potential in the 8 competency areas assessed. Descriptions and example interview questions for these 8 competency areas can be found on the next few pages of this report. Leading and Deciding 1 2 3 4 5 Very likely to be a strength These behaviours are important for roles of increased influence and responsibility, and mostly associated with leadership and management. People in such roles need to be prepared to make difficult decisions and take responsibility for them. When leading other people, it is important to attend to both task- and person- side of issues. The work of others has to be structured, organised and coordinated. At the same time, managers need to support personal development, reward good performance and motivate people to achieve work goals. Example Roles where these behaviours are important: - Managers/Supervisors - Judges - Company Directors - Surgeons - Politicians - Military Officers 5. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 5 of 13 2014 SHL, a part of CEB. All rights reserved. What Good Looks Like: - Acts decisively and takes responsibility. - Is prepared to make difficult decisions and take calculated risks. - Empowers, develops and motivates others. - Defines roles and responsibilities and coordinates others. - Recognises and rewards good performance and builds effective teams. Example Interview Questions: Outline a situation that required you to take a particularly quick and definitive decision. - What factors did you take into account when making your decision? - How comfortable were you at having to make such a quick decision? - How might your decision have been different if you had had more time to consider the issues involved? Tell me about a time when you had to take charge of a group of people in order to achieve a particularly important outcome. - How did it come about that you took this leadership role? - How did others respond to you in this role? - How would you describe your leadership style in this situation and how effective was it on this occasion? Give me an example of something you have done to bring out the best in another person or when you created a learning opportunity for someone. - How successful were you in your endeavour? - What does empowerment mean to you as a manager? - What skills would you like to improve to aid you to manage and set up learning opportunities? 6. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 6 of 13 2014 SHL, a part of CEB. All rights reserved. Supporting and Co-operating 1 2 3 4 5 Very likely to be a strength Understanding other people, being tolerant and sensitive to their feelings, and treating them fairly and ethically are important behaviours when working in direct contact with other people, such as colleagues, clients or customers. When working as part of a team it is very important to support others and cooperate rather than compete. Expressing sympathy and considering the emotional needs of others is a key aspect of this behaviour. Example Roles where these behaviours are important: - Nurses - Counsellors - General Practitioners - Retail Assistants - Customer Service Workers - Any job that involves working closely with a team What Good Looks Like: - Puts the team first and offers support to other team members. - Consults others and recognises their contributions. - Understands other people, showing sympathy when necessary. - Tolerates other people's views and needs. - Acts ethically and treats people fairly. - Provides service by responding to client needs, showing courtesy and dealing appropriately with dissatisfied customers. Example Interview Questions: Give me an example of when you had to be particularly supportive to others in a team. - What factors did you consider when trying to decide how best to support them? - How in touch do you think you were with their feelings and concerns? - How did you identify what type of support was needed? Tell me about the last time that you were faced by a moral or ethical dilemma at work. - How did you feel? - How did you resolve the dilemma? - What factors affected how you dealt with the situation? Give me an example of a time when you had to satisfy a particular customer or client need (this could be an internal or external 'customer'). - How did you ensure that you set and delivered to agreed timescales and delivery standards with the customer? - How did you make sure that the client/customer was fully satisfied with your work? - How effectively do you think you satisfied the client's expectations? 7. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 7 of 13 2014 SHL, a part of CEB. All rights reserved. Interacting and Presenting 1 2 3 4 5 Quite likely to be a strength In order to win people round to a particular point of view, as in sales-related roles, it is important to make a good first impression, be confident, convincing and have good presentation skills. More broadly, to interact successfully with others and build productive relationships, one needs to be adaptable, take time to build and maintain people networks, and deal tactfully with any disagreements. Example Roles where these behaviours are important: - Sales Agents - Marketing Managers - Lawyers/Barristers - Recruitment Consultants - Public Relations Managers - Management Consultants - Estate Agents What Good Looks Like: - Quickly establishes lasting and useful relationships with people. - Successfully negotiates, mediates and persuades. - Communicates and presents effectively, adapting style to suit the listener(s). Example Interview Questions: Tell me about a time when you found it difficult to build an effective working relationship with a customer or colleague. - How did you deal with this? - What efforts did you make to understand the situation from other people's perspective? - To what extent did your relationship change? Describe a situation where you had difficulty persuading someone around to your point of view. - Why did you try to persuade him/her? - How successful were you? - What did you do to try and persuade them and what would you do differently next time? Tell me about a time when you have had to present ideas or information in a formal setting to others (such as a presentation to a group of people). - How did you feel during the presentation? - How did you decide what style to adopt in the presentation? - How do you feel the presentation went, and what feedback did you receive? 8. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 8 of 13 2014 SHL, a part of CEB. All rights reserved. Analysing and Interpreting 1 2 3 4 5 Moderately likely to be a strength These behaviours are important for roles requiring good analytical skills. When working with information or solving problems, it is important to evaluate and review critically and produce solutions that are rational, practical and based on evidence. Communicating information and ideas effectively in writing and sharing expertise with others is essential for knowledge to disseminate through an organisation. Example Roles where these behaviours are important: - Economists - Physicists - Political Analysts - Engineers - Statisticians - Computer Scientists - Actuaries - IT Analysts - Business Analysts What Good Looks Like: - Gathers information and evaluates it critically - Makes rational judgements and produces solutions to problems. - Writes in an engaging style and adapts writing style to suit the intended reader. - Shares information and expertise with others. - Actively seeks to develop job knowledge and skills and to learn about the organisation and its market. Example Interview Questions: Describe a judgement that you have had to make that required you to be especially rational and objective. - To what extent did your final judgement differ from your own initial view of the situation? - How typical was this of your usual approach when analysing issues or problems? - What information did you collect to ensure that you remained objective? What type of written documents do you produce in your current (most recent) role? - Which of these do you find most difficult or challenging to produce and why? - How much do you enjoy this aspect of your work? - How do you decide how to structure your written work and the level at which to pitch it? - What feedback have you received about your written communication at work? When was the last time you attended any kind of training? - What did it involve? - How did you apply the information? - What feedback did you receive after the training? 9. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 9 of 13 2014 SHL, a part of CEB. All rights reserved. Creating and Conceptualising 1 2 3 4 5 Very likely to be a strength Creativity and imagination are crucial for tasks and roles that require producing something new and original. It is not only creativity that drives innovation, but also providing the right environment for new ideas to flourish. All areas of work have emerging knowledge or technology, and it is important to be open to these new ideas and be keen to learn. Concentrating on the big picture and thinking about the long term are also important for achieving ambitious, long term objectives. Example Roles where these behaviours are important: - Fashion Designers - Product Designers - Architects - Choreographers - Creative Writers - Web Developers - Biochemists - Physicists - Strategy Consultants What Good Looks Like: - Generates new ideas and readily considers new or unconventional approaches. - Anticipates future trends and imagines future possibilities. - Has a clear vision of long term goals and develops strategy to achieve them. Example Interview Questions: Give me an example of when you have shown creativity. - Talk me through the processes that you went through when generating ideas or alternatives. How many alternatives did you generate? - How did you decide which idea or alternatives to apply in practice? - How well did your idea(s) work in practice? Give me an example of a time when you used a less common approach to work. - Why did you choose to follow this approach? - Why do you think your approach was different? - What was the end result? To what extent has your current (or previous) role allowed you to think strategically? - Describe the time-scales under which you typically plan and operate. - How much do you enjoy planning in the longer term? - Describe your role in a strategic planning process in which you have been involved. - How do you go about balancing day-to-day issues with those that are more long term? 10. 10 February 2014 Prepare yourself for a Competency Based Interview Mr. Shivank Bansal 10 of 13 2014 SHL, a part of CEB. All rights reserved. Organising and Executing 1 2 3 4 5 Quite likely to be a strength All employers want people who are organised, conscientious, committed, follow rules and can be relied upon to work on a task independently. These q...