Competency-Based Interviewing Techniques

Methods for Conducting Skills-Focused Interviews

A skills-focused interview, often called a competency-based interview, is a structured method for predicting future job performance. It does this by examining a candidate's specific, past examples of behaviour. This approach moves beyond hypothetical questions to gather concrete evidence of how a person has applied their skills in real situations, typically using a framework like STAR (Situation, Task, Action, Result).

This systematic technique provides a fair, consistent, and reliable way to compare candidates based on demonstrated abilities rather than gut feeling or rapport.

Foundational Concepts of the Approach

This method rests on three core principles that distinguish it from casual conversation.

• Define Required Competencies First Begin by identifying 6–10 key competencies essential for success in the role. These are the measurable skills and behaviours you will assess. Common examples include teamwork, leadership, problem solving, communication, organisation, resilience, and adaptability. Derive these competencies directly from the job description and success profile for the position.

• Ask Behaviour-Based Questions Every question should be designed to elicit a past behavioural example. Effective prompts include:

  • “Tell me about a time when you…”
  • “Give me an example of a situation where you had to…”
  • “Describe a specific instance where you…”

  Each question is tied directly to one of your predefined competencies.

• Use a Structured Format The interview follows a planned, consistent sequence for all candidates. Each person is asked the same core set of competency-based questions, ensuring an equitable comparison. This contrasts sharply with unstructured interviews that rely on spontaneous, open-ended questions.

Mastering the STAR Response Framework

The STAR technique is the most effective tool for both interviewers conducting the assessment and candidates preparing their responses. It provides a clear structure for storytelling.

• Situation – Set the scene with brief context (approximately 20% of your answer).
• Task – Explain your specific goal, responsibility, or challenge in that scenario (approximately 10%).
• Action – Detail the steps you personally took, including how and why you chose them. This should be the most substantial part (approximately 60%).
• Result – Share the outcome, its impact, and what you learned. Quantify the result with metrics where possible (approximately 10%).

Interviewers should use STAR as a mental checklist, prompting with questions like “What was the situation?” or “What exactly did you do?” if a candidate omits a key element, especially Action and Result.

For candidates, preparation is key. Develop 3–5 robust STAR stories aligned to the role's likely competencies. Always emphasise your individual contribution over team efforts and strive to articulate a clear impact.

Common Skill Areas and Sample Queries

Your questions should be crafted to probe specific, pre-identified competencies. Here are typical areas and question styles.

• Leadership

  • “Describe a project where you had to adapt your leadership style to motivate different team members.”
  • “Tell me about a time you had to lead a team through a significant change or setback.”

• Teamwork and Collaboration

  • “Give an example of a time you worked as part of a team to achieve a difficult goal. What was your specific role?”
  • “Describe a situation where you had to build a relationship with a challenging colleague to complete a project.”

• Problem Solving and Innovation

  • “Give an example of a situation where you solved a persistent problem in a creative or unconventional way.”
  • “Tell me about a time you had to make a critical decision with incomplete information.”

• Communication

  • “Tell me about a time you had to explain a complex technical issue to a non-technical audience. What was the result?”
  • “Describe an instance where you had to deliver difficult feedback to a peer or supervisor.”

• Resilience and Adaptability

  • “Tell me about a time you achieved success despite significant obstacles or setbacks.”
  • “Give an example of when you had to quickly adapt your priorities due to an unexpected change.”

Practical Strategies for Interviewers

Implementing an effective competency-based interviewing process requires preparation before, during, and after the meeting.

Before the Interview

• Map each of your 6–10 key competencies to 1–3 specific behavioural questions.
• Prepare follow-up probes to dig deeper into vague answers (e.g., “What did you do next?”, “How did you decide on that approach?”, “What was the measurable outcome?”).
• Design a simple rating scale (e.g., 1–5) with clear behavioural indicators for each score level to ensure objective scoring.

During the Interview

• Briefly explain the process: “Today, I’ll be asking for specific past examples to understand how you’ve used key skills.”
• Ask one competency question at a time. Avoid leading the candidate or suggesting the “right” answer.
• Take structured notes under S, T, A, R headings as the candidate speaks.
• Practice active listening. Allow silence for the candidate to think, and use your prepared probes to gather complete information.

After the Interview

• Score each competency response using your predefined rubric immediately after the interview.
• Base your evaluation on the evidence provided in the examples, not on general impressions or likability.
• Compare candidates directly on their demonstrated behaviours and results for each competency.

Actionable Preparation for Candidates

Your goal is to translate your experience into compelling, evidence-based stories.

Analyse the Role and Identify Competencies

• Scrutinise the job description, highlighting repeated verbs and required skills.
• Review the company’s website and values statements for clues about prized behaviours.
• From this analysis, predict 5-7 likely competencies (e.g., stakeholder management, strategic planning, influencing).

Prepare and Refine Your STAR Stories

• Develop 3–5 strong examples that can be adapted. Useful categories include: a major project, a resolved conflict, a learned failure, a leadership moment, and an improvement initiative.
• For each story, jot down bullet points for the Situation, Task, Action, and Result. Do not write a full script, as it will sound rehearsed.
• Ensure your “Action” section focuses on what you did, using “I” statements, not just “we.”

Deliver Answers Effectively

• Structure your response to spend the most time on Action and Result. Keep the Situation and Task concise.
• Quantify results wherever possible: “This reduced processing time by 15%,” “It saved the department $5,000 annually,” “Customer satisfaction scores improved by 20 points.”
• It can be powerful to explicitly name the competency you’re demonstrating: “This example really highlights my problem-solving and stakeholder management skills because…”

Avoid These Common Pitfalls

• Providing an answer that only describes the Situation and Task with no clear Action or Result.
• Using an example that does not relate to the competency being assessed.
• Speaking only about team achievements without clarifying your personal contribution.
• Rambling or losing structure. The STAR framework is your tool for delivering a concise, complete answer.

Whether you are building a hiring process or preparing for an interview, focusing on specific, past examples of behaviour through a structured STAR framework transforms subjective opinion into objective, evidence-based decision-making.