Selection by competence. What it is - a competency interview and an example of suggested questions. Creativity and creative thinking - assessment of competence in interviews with sample questions

Everyone knows, even those who have not yet taken a job. However, job interviews differ from job interviews, and everyone in order to get as much of a potential employee as possible full information... And one of them is a competency interview.

Competency interviewing is very popular in large companies and in advertising and marketing firms. There are different ways of conducting such an interview, and each employer chooses his own, based on the tasks and goals.

What it is?

To have an idea of ​​how such an interview goes, you first need to figure out what it is and what competencies are in general. Under the competencies in this case This refers to the knowledge and skills of a potential employee in relation to the area of ​​interest.

In an interview apply different, can be offered for filling or direct communication with the employer c. The main task of such an interview is the ratio of the stated requirements and the skills and abilities of the potential employee.

To get a more complete picture of a person, his recommendations from previous jobs are also checked, the portfolio, if any, is considered. Currently, this is one of the most common forms of interviewing, as it does not waste time and allows the employer to find out only what he needs, and the employee has the opportunity to show all his capabilities.

Many employers also consider how they answer questions. And it is quite natural that if the profession is connected with communication with people, then preference will be given to the one whose speech will be competent, and the excitement will not be noticeable at all.

How does the employer prepare for such a selection? We invite you to watch the video.

Who uses this form and when?

Assessment of competencies using the interview method used by large firms and companies, as well as in a variety of branches and representative offices... The more prestigious and larger the company, the greater the requirements for a potential employee.

Advertising agencies, marketing companies, recruiting agencies and similar companies use exclusively the behavioral interview form for conducting. And this is quite reasonable. Advertisers, marketers and others should not only have university knowledge and positive reviews. The most important thing in such professions is to show your ability to communicate with people, show your speech, creativity and resourcefulness.

Another place where behavioral interviews can be used that have nothing to do with hiring at all. These are the so-called Assessment Centers, where the competence of employees is checked in accordance with the previously established requirements. It can also be used to identify the strengths and weaknesses of an employee so that he can take into account his mistakes and strive to improve his competence.

What competencies are important and how to form questions?

Each organization uses its own competency model, and this is primarily related to the field of activity of a particular company. But the basic requirements are for the most part the same across all companies:

1. Responsibility for the result of work.
2. Stress tolerance ( ?).
3. Ability to work in a team.
4. Process and result orientation.

Other requirements are determined directly by the employer themselves in accordance with the established goals and objectives.

In a competency interview questions should be non-standard. These are, for example, the well-known series of questions about the crocodile, elephant and refrigerator. Such questions should, first of all, reveal the personal qualities of the future employee, which will have a beneficial effect on future work.

Same are used . A potential employee is offered some non-standard situation (it may not necessarily be related to the field of activity), and he must answer how he would act. With such questions, psychologists are very often present, who can compose a psychological portrait based on the answers.

Before conducting an interview, a certain list of questions is always drawn up with a number of explanations. Additional questions are also indicated in case the basic ones are not enough. Questions should be as clear and understandable as possible, but at the same time be versatile so that a potential employee can express himself from different sides in response.

A master class on this type of interview is given in the video.

How to conduct a competency interview and what are the difficulties of this method?

To start you need to draw up a certain list of not only questions, but also requirements for the employee, to rely on it in the future. It is advisable to make it on paper, and not in digital form, in order to be able to put notes, comments.

Next, there is a direct interview with employees using, perhaps, cases. During the interview it is necessary to be restrained and impartial, but at the same time as relaxed as possible, so as not to escalate the situation. After all, everyone who comes for an interview is so worried that from his nerves he can forget even half of his personal qualities.

After the interview, a scorecard is drawn up. It should contain all the necessary competencies, and next to them - the columns where the grades on a point scale should be. After considering all the scorecards, the final decision is made.

In fact, there are not many of them. Here is a small list of the difficulties that can arise:

1. The potential employee may not understand the question and ask him to explain.
2. The questionnaire may not be compiled correctly.
3. After analyzing all the answers, you may receive not the information that was expected.
4. The questions may be too abstract.
5. The employee's excitement will ruin the whole experience of him.

Structured interview

Behavioral interviews can be of two types: free and. The last option is the most convenient for use, since it allows you to act within the established requirements and will not allow you to deviate to the side.

A structured competency interview is the same interview, only with clearly defined questions. It is used in cases where one workplace several people apply. It will allow a lonely person to appreciate each person, without mixing in the assessment of their own predilections.

Thus, among all forms of competency interviews, it is the most common, since it allows you to identify all the abilities of a person applying for a job. A structured interview will allow you to consider all candidates from one point of view and make a choice in favor of the one who showed the best result. A free interview makes it possible to examine one employee from all sides and identify his strengths and weaknesses.

The blocks of questions used in interviews on competencies are presented.

THINK / ACT STRATEGIC

"Employee with enthusiasm achieves goals companies in accordance with strategic priorities. The employee possesses creative thinking, understands specifics tobacco business and finds new ways of solving emerging problems. "

• Have you had the opportunity to work with people from other functions?
• What kind of joint work did you do?
• How did your department's goals compare with other department / departments?
• What role did each team member play to achieve the overall goals of the company?
• What influence did you have (if possible) on financial decision making inside or outside your department?
• What influence did competitors have on the company's activities in general?
• What impact did the decisions made within your department have on the activities of the other department / s?
• How did you assess the needs of the market?
• What opportunities did you have for developing new working methods / products?
• Can you give an example of one of your recent ideas
  • How did it come about?
  • What was your specific involvement?
  • What parameters did you use to develop it?
  • What were your obstacles?
  • What was the result?

11. In what area of ​​your activity do you generate new ideas to a greater extent?

12. How do your ideas contribute to the business development of the company?

13. Can you give an example of a case when you solved a problem in an innovative way?

• What was the problem?
• How did this problem come about?
• Who else was involved? What was your role?
• Why was the problem difficult to solve?
• How did you approach the solution of the problem?
• What alternative solutions to this problem did you consider?

MAKING DECISIONS

“ Employee finds sane and convincing ways to solve problems based on detailed analysis problems as well as professional experience, intuition and evaluation employee.”

How often do you have to make decisions in the performance of your professional duties?

What kind of decisions do you make the most?

Tell me about your recent business decisions that you made?

Can you describe the situation? Why was she difficult

What was the result?

Tell me about a situation where you were under a lot of time pressure when making a quick decision.

5. Tell us about a situation when you had to make a difficult decision

Can you describe the situation? Why was it difficult?

What were the time constraints at the same time

How did you approach the decision?

What was your specific responsibility?

Did you have enough information to make a decision? How did you use the information you have?

When did you have to give the final answer?

What factors did you consider and why?

What kind possible risks were involved?

How confident were you that you were making the right decision? Why?

What was the result?

What kind of feedback did you receive after making this decision?

What would you do differently in the process of making this decision?

ACHIEVING RESULTS (1)

“ Strives for high quality work , active, proactive and enterprisingActively shares knowledge with others .

1. Did you have the opportunity to organize the work of other people?

How did you start this process?

How did you control the work progress?

2. How do you prioritize your / other people's work?

3. Tell me about a successful project / event that you organized

Describe the situation

What was your role?

Who else was involved?

What role did they play?

How was the job / responsibilities assigned?

What were the goals?

What were the priorities?

How were the decisions made?

How did you manage your time?

What were the stages?

What resources were available?

What problems or difficulties did you face?

What have you done to overcome these difficulties?

What difficulties did you expect?

What criteria did you use to assess the effectiveness of the project?

What was the result?

4. Tell us about the project that you did not finish on time

Explain your direct participation in the project

Why was the project "delayed" / difficulties encountered?

What have you done to remedy the situation?

What was the result?

ACHIEVING RESULTS (2)

“ Strives for high quality work , active, proactive and enterprising, effectively uses resources to achieve the result. Actively shares knowledge with others .

5. Can you describe a project in which you were directly involved / organized, which at the same time not only achieved the set goals, but also surpassed them

Why was he successful?

What did you do?

How important was your contribution to the final success of the project?

What was the result?

6. Which of the most difficult tasks have you faced recently in your work?

What difficulties did you have to deal with?

What have you done to resolve them?

What was the result?

7. Can you give an example of a situation when you had to solve several problems at the same time

Why did you need to solve several tasks at the same time, rather than in sequence?

What problems did this arise?

How did you deal with the problems?

What was the result?

8. Tell me about a situation when your original plans later changed.

Describe the situation

What were the goals?

How did you know / understand that the plans need to be revised?

What exactly did you do?

What changes have you made?

What were the consequences of the changes introduced?

How did you determine that the change of plan would be successful?

What was the result?

9. Give an example of a recent situation where you shared your knowledge with colleagues

CHANGE MANAGEMENT

“Accepts and supports changes by constructively changing the established state of affairs; ready to defend new ideas. Introduce changes and effectively manages them with the support of the team and showing leadership qualities. ”

1. Tell us about the situation in which you took part, when you had to change the course of action in connection with the new information you received?

Describe the situation

What contributed to the change in direction of action?

What actions have you taken?

How quickly did you take these actions?

What was the result?

2. Give an example when you found a new one and The best way taking any action?

How did you get this idea?

Why did you think your idea is better?

What was the risk?

What have you done to test your idea?

Whom did you have to convince?

How big was the resistance?

What arguments did you give? Why?

What have you done to develop this idea?

What was the result?

MOTIVATE / DEVELOP PEOPLE

"Employee creates such atmosphere in a command in which with the help of active process mentoring come to light talents and potential of all team members. Separates success with colleagues. Encourages and develops those who demonstrate high potential»

• Realization of the talent of each team member
• Promotion and development of high potential employees
• Training / mentoring
• Career planning

1. Did you have the opportunity to motivate other people?

How did you set the parameters for success and ensure that other employees achieve them?

2. How did you motivate people to achieve optimal performance indicators?

3. Tell us about a situation when it was difficult for you to motivate one of the staff

What have you done?

How did you do that?

How successful was your approach?

Looking back, what would you do differently?

4. How do you assess the performance of your staff?

5. What approach did you choose to provide feedback to employees on their performance?

6. How do you behave with subordinates who do not achieve certain results?

7. How do you deal with mistakes made by other employees?

TEAMWORK

“ The employee creates such an atmosphere in the team in which the principle prevails “ Winning as One "(" We win as a single team ") , mutual respect and team spirit . General contribution, devotion, reliability and mutual assistance are important values. Employee keenly refers to the differences between people and seeks to develop relations with colleagues from other departments and territorial representations.”

1. Tell us about a situation in which you were involved as a member of a successful team.

What happened as a result?

What role did you play in the team?

Why did you fill this role?

What skills did you apply in your work?

How did you overcome them?

2. Give an example of when you worked with another person to help achieve the goals of a team

What happened as a result?

Who was this person you worked with?

What have you done to help the team?

Why did you decide to help her?

How did you balance your goals and the goals of the other person?

What difficulties did you experience?

How did you overcome them?

3. Tell us about a situation where it was difficult for you to develop a working relationship with any of the employees

Describe the situation. What were the difficulties?

What have you done to try to overcome them?

Why did you take this particular approach?

What other approaches were possible?

What was the result?

4. Can you give an example of a situation where cultural differences / peculiarities were involved when working with people

Describe the situation

What cultural (other) characteristics did you have to take into account?

What did you do and why?

What was the result of your actions?

What alternative approaches were possible in this situation?

INTERACTION WITH OTHER PEOPLE (1)

“

1. What opportunities did you have (formally and informally) to speak to other people?

How did you prepare for your presentation / speech?

How did the presentation go?

How satisfied were you with your performance?

What kind of feedback did you get?

2. What are your key strengths / advantages when dealing with other people?

Give an example that demonstrates these skills / benefits

What, in your opinion, is the most difficult communication?

3. Tell us about a situation when you had to change your communication style to adapt to different audiences?

What audiences did you have to communicate with?

4. Give an example when a document you created was misunderstood / interpreted.

Why did this happen?

What consequences did this have (if any)?

How did you fix the situation?

What lesson have you learned from this situation?

5. What are you doing in order to correctly understand what you said and / or wrote?

6. Can you give an example when you convinced another person / others about your point of view?

Describe the situation

Why did they not want to accept your position?

What did you do to convince them?

How did they oppose your conviction?

INTERACTION WITH OTHER PEOPLE (2)

“ “Expresses his / her thoughts clearly, successfully convinces other people. Demonstrates a positive attitude,

encourages colleagues to openly express ideas; interacts effectively with other people, striving to achieve the best result ”.

7. Can you give an example of a situation when you tried to imagine new ways of solving any issues?

Describe the situation

What were the benefits of using the new approach?

What were the disadvantages of applying the new approach?

What did you do to convince?

How did people oppose your belief?

What have you done to overcome the resistance?

How did you understand that your persuasion was effective?

What other approaches could you use?

8. Can you give an example of a situation where you made a formal presentation to influence the opinion of people

Describe the situation

What were the goals?

How did you prepare for the presentation?

What was your most significant objection / opposition?

How did you deal with this objection?

What was the result?

How did you know that your presentation was effective in achieving your goals?

RESPONSIBILITY FOR OWN DEVELOPMENT

“The employee is aware that he is responsible for his own development, and is committed to continuous learning and development.”

1. When you started as ____________, what were your main goals?

What are they like now?

How have they changed?

What have you done to achieve these goals?

How do you measure progress towards achieving your goals?

How close are you to achieving your goals?

What do you need to do in order to be confident in achieving your goals?

2. Tell us about the skills / abilities you have tried to develop over the past few years

Why did you choose these particular skills / abilities?

What have you done to develop them?

How successful have you been in developing them?

3. Can you give an example when you actively sought feedback on any of your actions?

Describe the situation

Why did you ask for feedback?

How did you ask about the borate bond?

What was the feedback?

Was she open and honest?

Was she helpful?

What have you done in response to the feedback you received?

4. How do you balance your work and your “outside” life?

• Selection and selection, Labor market

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Tired of asking why the candidate quit his previous job? And here's an interview on competencies - sequentially, on four groups of questions and with examples. By Anton Krasnobabtsev. Share with fellow recruiters;)

about the author

Anton Krasnobabtsev, business coach, managing partner of the Key Solutions training company. Has been conducting trainings since 2002.

Completed a number of projects for Sberbank, Rosatom, Gazprom, VEB-Leasing, Inditex, SIBUR, TMK and many others.

Supervised the personnel service distribution company, as a group in a training company, worked as a senior trainer.

The question of selecting the "right" people, I think, will always be - regardless of the economic situation, popularity remote work and freelancing, IT revolutions in work processes, the effectiveness of training and development in organizations. After all, the stakes are very high: will a person be able to adequately cope with tasks at a new place of work? Is it possible to conduct an interview and answer this question confidently, or is it only left to play Russian roulette and hope for the success of the candidate you like?

Different types of interviews and answers to these questions give different results:

During biographical interview, the recruiter specifies where the candidate worked before, what range of tasks he solved and why he is changing jobs. As a result, he understands how to motivate the candidate and what kind of interest in a particular job to expect from him.

During metaprogram interview, the recruiter tries to determine what personal behavior models (metaprograms) are characteristic of the applicant: striving or avoidance, immersion in the process or focus on the result, and so on; and on the basis of this, he considers whether a person is suitable for a certain type of activity. An interview based on psychological characteristics solves similar problems.

IN case interview(English case - case) the candidate is placed in a hypothetical working situation. He is invited to tell how he would act in the described circumstances. Such an interview first of all reveals the quality of knowledge and the professional outlook of the candidate.

At behavioral interview(behavioral interview, BI, behavioral interview) the recruiter asks the candidate not about hypothetical problems, but about the real ones that the candidate solved in his work. This method reveals how the candidate copes with certain work tasks. Sometimes a behavioral interview is also called competency interviews.

Behavioral interviewing is applicable to candidates from any field of activity. During the interview, the recruiter collects complete behavioral examples (RFP) from the experience of the candidate. From each such it becomes clear:

Situation the situation the candidate has encountered;

A task that stood in front of him (task);

Actions taken by the candidate (action);

Result, the result of the situation (result).

These components are easy to remember by their acronyms. STAR — S ituation, T ask, A ction, R esult.

Note. There is a similar model PARLA focused on development:

P roblem - problem, complexity;

A ction - action taken;

R esult - result;

L earned - lesson learned, conclusions drawn;

A pplied - how this experience was subsequently applied.

As a rule, it is enough to get 2-3 complete behavioral examples (RFP) for each competence of interest, then the picture of the experience comes out more or less clear. In order to collect valid RFPs and draw a conclusion about the competencies of candidates, it is important to take into account some subtleties. They are different for each group of questions.

Situation Questions (S) - "Tell us about a situation in which ..."

Clearly define the experience of solving what problems you are interested in.

Sometimes you can start from a list of competencies, but this is usually not enough.

For example, if you need to assess the Customer Acquisition competency when recruiting a corporate sales manager. Then the answer to the question "tell me how you acquired a new client" may not be informative enough. Answering such “free” questions, the candidate names the first recalled examples, the content of which may simply not be enough for an assessment.

You can hear about more interesting situations if you ask the following questions:

Tell us about the biggest potential client with whom you were negotiating.

Tell us about the most difficult negotiations with a potential client.

Clients attracted by you. What do you consider to be the most outstanding case in the last six months?

Your biggest customer acquisition failure in the past six months.

When we ask about the greatest achievement in this competence, we estimate the current "ceiling" of the candidate, because someone has the most golden client with an annual turnover of 100 thousand rubles, while another has 10 million.

Asking about the difficulties, difficulties and failures, we find out what the candidate is doing to resolve such situations, we estimate the breadth of his tools, the ability to use them.

The most complete reliable examples fall on the last 3-6 months. Earlier brains habitually “archive”, discarding details (which we really need).

Examples of S-questions for some competencies:

	Competence	Examples of S-questions
People management		Tell us how you searched for the last employee you hired. Tell us about the situation in which it was most difficult for you to find the right specialist.
	On-the-job training	Share a situation in which you taught a subordinate a skill. Why did such a need arise? Remember the most difficult case in the last six months related to training your subordinates in the workplace. Share an experience that you can remember that you can be proud of in how you trained your subordinate.
	Motivation	Think of a time when you needed to get more out of an employee. Your employee has lost interest in the job. Tell us about it.
	Operational leadership	Remember the situation when it was necessary to as soon as possible organize the performance of any work. Remember how you faced a serious problem when setting tasks for subordinates. Remember when you had to change the mode of control over the execution of tasks.
	Delegation	Give an example of a situation where you delegated your responsibility to your subordinate.
Personal effectiveness	Prioritization	Remember how several big tasks fell on you at once and had to decide which of them to do first. Tell us about it. Consider a time when you had a difficult time deciding which of two important questions to tackle.
	Making decisions	The hardest decision you've made at work in the past six months. Which of your decisions in the past six months has been the most creative? Give an example of a situation where you made the wrong decision.
	Negotiation of conditions	Think back to the situation in which you traded the most. Consider a time when a customer most actively asked for a discount or an extension.
	Cold calls	Remember how you had to make an appointment with a stranger from a strange company. Which cold call of yours are you most proud of?
Communications	Teamwork	Remember how you had to cooperate with colleagues to solve a common problem. When was it hardest for you to work as a team?
	Conflict situations	What communication situation has become the most emotionally stressful for you? Remember how you interacted with an aggressive interlocutor.

It is very important that we receive from the candidate a description of a specific behavioral example, and not general information in the spirit of “I have often had such situations; and most importantly, to ... "

Sometimes, at the S-survey stage, we are faced with the fact that the candidate cannot give the required example.

Then you can ask the question differently a couple of times. If this does not work, then the candidate has no experience in resolving such situations.

The candidate gives examples of "the wrong thing": we ask about delegation, and the candidate talks about the usual setting of tasks for subordinates. In this case, you need to clarify the questions asked and make sure that the candidate understands correctly what situations we are asking about. Then he can either give suitable examples, or confirm that he has not encountered such situations and does not have experience in resolving them.

Objective Questions (T) - "What was your challenge?"

Without knowing the task that the candidate faced in a particular situation, it can be difficult to assess the adequacy of his actions. For example, a candidate reports: “the client asked for a 14-day grace period, and I offered it if the client agreed to order 200 [thousand] monthly lawn mowers from us, and that was fine with him.” If the task of the candidate was to expand the assortment, then this is a plus in his negotiating competence, and if the task was to reduce delays, then it is a minus.

In addition, without knowing the problem, it is impossible to assess the success of solving the problem.

T-questions are posed in three main phrases:

What was your challenge?

What task would you set yourself in this situation?

What was the main thing for you in this situation? [What was the most important thing for you to achieve?]

Questions of the second and third types are good when discussing the actions the candidate has taken to solve the problem on his own (without guidance).

Action Questions (A) - "What have you done?"

The concrete actions of the candidate are, perhaps, the most meaningful and interesting part of his story. Here you need to understand how exactly the candidate solves the problems that we learned about from the T-questions. To create a complete picture, the recruiter should ask clarifying questions that reveal the candidate's practical experience, for example:

What exactly did you do?

What difficulties did you face?

What exactly did you say?

This part of the interview requires the recruiter to be able to get the discussion back on track, adhere to the format.

Deviations in interviews	A-questions for clarification	Desired format
Non-specific description of actions: "I convinced the client"	What exactly did you say? How did you argue?	Description of the specific actions of the candidate: "I told the client how the Gold card will facilitate his travel abroad."
Generalization: "In such situations, I always try to find reasons to convince the client."	What arguments did you find in this particular case? What did you say to the client?
The candidate talks about the “we” experience: “We talked to the client, told him about the benefits of the Gold card for travel, and he agreed”	What have you personally done? What did you do, and not your colleagues?

A-questions will vary slightly depending on the type of competency, for example:

Competency types	Typical A-Questions
Communicative: Negotiation, public performance, motivation, setting goals, handling complaints, work at the meeting, business correspondence.	What did you say? How did he react? What did you do after that? How did you explain this? What are your reasons? What have you done to set the other person up for a calm conversation?
Intelligent: making decisions, prioritization, analysis of information.	How did you make the decision? How did you collect information? What other options were there? What did you consider? What parameters did you compare? How?

Result Questions (R) - "How did it end?"

So, the behavioral example is almost complete, we know the initial situation, task and detailed actions of the candidate. It remains to understand how successful the latter were, whether the candidate succeeded in fulfilling his task. This should be done carefully: if the candidate suspects that we are measuring success, they may give a biased answer to make a good impression.

Therefore, it is better to ask indirect R-questions:

How did it end?

Was it all over?

If the candidate's answer is general, in the spirit of “everything worked out,” then you can clarify:

What were the final agreements?

At what point was everything ready?

What exactly did the client / manager / colleague say after that?

Summing up the interviews

As a result of the behavioral interview with the candidate, we must confidently answer the question: Does the candidate have sufficient successful experience in resolving situations similar to those that await him when working with us?

The obtained data, in order to facilitate their analysis, can be summarized, for example, in the following table:

Competence	Situations from the candidate's experience		Techniques owned by the candidate
		What situations	Variety of methods	How exactly
Motivating subordinates		Motivation for responsible work without systematic control		Arguments with career prospects.
Operational management of remote subordinates		Setting and adjusting tasks on RAM Statement of individual tasks		Tests comprehension using "meeting minutes". Together with subordinates, he draws up a plan of action when setting difficult tasks. Takes into account the level of readiness.
Delegation		Delegated mentoring of newcomers		The choice of the mentor was largely random. The tasks were set according to SMART. There was no delegation of authority.

Based on such tables, it is convenient to highlight the pros, cons, opportunities and limitations of candidates associated with working in a particular position.

Note. Behavioral interviews are also widely used when evaluating existing personnel. This assessment can be used for grading, identifying candidates for promotion, and for building training and development plans.

Theoretical part

Areas of application of the interview

Interview format

Main types of interviews

Unstructured interview()

This type of interview is used in cases where there are not very many applicants for the position, and the position itself is quite creative. The main thing in an unstructured interview is complete freedom in constructing a conversation and interpreting answers. The conversation is conducted without a pre-planned plan, during which the applicant is asked to tell about himself, about his professional achievements, strong and weaknesses... Questions are asked in any order, on any topic. There is no time limit for this interview.

Advantages. AND The interviewer has the opportunity to develop more deeply the topic of interest to him and ask questions of interest to him as they arise.

Flaws. B A large amount of unstructured information is difficult for perception and analysis; this requires a lot of experience. Difficulties can arise if this type of interview is used to select positions for which a large number of people apply.

Stressful interview

This interview is conducted when recruiting personnel for work in conflict or difficult conditions and is aimed at identifying such personal qualities of applicants as stress resistance, poise, the ability to respond correctly in non-standard situations, and select arguments for a well-founded answer. primary goal of this interview determine what circumstances are stressful for the applicant, and how he reacts to them. Therefore, the conversation involves asking the applicant "provocative" questions that reveal his "weaknesses" (for example, the unacceptability of criticism) and observation of his behavior in these conditions. It is unacceptable to use this type of interview unnecessarily.

Advantages. In addition to indicators that are professionally important for some positions, it allows you to identify persons who are not able to perceive criticism, time pressure, work in a situation of uncertainty, etc.

Flaws. Such an interview requires a lot of stress not only from the applicant, but also from the interviewer.

Biographical interview

This type of interview is a necessary component of any interview. It is carried out with the aim of studying the past experience of the applicant in a short or detailed form, as structured or semi-structured. The interviewer, relying on the information provided in the applicant's resume, follows a predetermined sequence of questions: first, he specifies the applicant's age, education, and last place of work, after which he asks to tell about what positions he held and what functional responsibilities performed, then collects information about previous jobs, reasons for changing it, etc. At the end of the conversation, questions are asked about his hobbies, strengths and weaknesses of character, other skills and abilities.

Advantages. Allows you to get an idea of ​​the professional experience of the applicant, his skills and abilities, individual psychological characteristics, as well as clarify information about the key points of its professional activity... In order to use the time allotted for the interview rationally, it is important to understand what information about the applicant needs to be clarified and with what degree of detail.

Flaws. It is not always possible to get real and reliable information about the skills, skills and experience of the applicant. The results of the interview and the impressions of the interviewer largely depend on the applicant's ability to tell about himself.

Situational interview

It is used to obtain data in the selection of personnel for managerial positions, as well as vacancies of managers with high level responsibility. Includes a list of pre-developed hypothetical questions related to the upcoming work, which are asked to all applicants without exception. The answers to these questions are assessed using a series of probable answers, among which the most preferred are determined by a group of experts.

Advantages. Allows you to analyze the applicant's understanding of the essence of the work; quickly evaluate the answers based on the opinions of experts, which increases the reliability of the interview results.

Flaws. The question, situation, or event must really be related to the essential points of the work. If a situational interview is conducted “mechanically,” its value is lost.

Projective interview

This type of interview can be used to identify the motivational focus and preferences of the candidate. The interviewer asks questions of a projective nature, for example: "Why do you think a person can work in one company for many years, and leave another in a month?" The answer to such a question allows us to reveal not so much the knowledge or awareness of the applicant, but rather his opinions, attitudes and motivation.

Advantages. It helps to identify specific motives of the professional activity of the applicant, makes it possible to proceed in the further conversation to the analysis of specific examples from his life.

Flaws. It is possible to get socially desirable answers. Additional substantiation of the reliability of the conclusions drawn on the basis of the information obtained in such an interview is required.

Technical interview

It is used in cases when it is necessary to check the professional knowledge, skills and abilities of the applicant, which are necessary for qualified work in the profession, for example, a layout designer, programmer, translator, driver, dancer, musician, etc.

Advantages. Allows you to directly assess the level of development of professional knowledge, skills and abilities.

Flaws - the assessment can only be carried out by an expert.

Instrumental interview (psychophysiological method)

Contains a list of closed questions on certain "key" points. In this case, the registration of the applicant's behavioral and physiological reactions is used, for example, the "lie detector" used in organizations for which it is extremely important to check the reliability of the candidate who has access to important or secret information.

Advantages– objectivity.

Flaws - special equipment and specialist is required. Narrow scope of application.

3. Structure of the interview (preparation, conduct)

The interview as a method of recruiting or evaluating personnel is usually divided into three sequential stages: preparation for an interview, conducting an interview and analysis of the data obtained, resulting in a decision on the survey results... In turn, the interview also consists of three successive stages: introduction, main part and completion... Thus, the general structure of the interview can be represented as follows:

1. Preparing for the interview.

2. Conducting interviews.

· Introduction.

· Main part.

· Completion.

3. Analysis of the data obtained and making a decision on the results of the survey.

Preparing for the interview

In order to conduct an interview most effectively, at the preparation stage it is necessary:

· Once again familiarize yourself with the criteria for selection or assessment of applicants (it is desirable to have a "worksheet", which contains the requirements for applicants for the vacancy).

· Based on these criteria, formulate the objectives of the interview.

· Re-examine the written information about the applicant (for example, resume, questionnaire, recording of the conversation by phone).

· Identify the existing "red flags" (incomplete information, discrepancies, gaps in the work history, etc.).

• To mark the most interesting professional experience in the applicant's biography.
• Develop an interview plan.
• Prepare a list possible questions.
• Think over the "introductory word".

Interviewing

Introduction

At this stage, in the so-called "opening speech", the interviewer should:

• Introduce yourself and meet the applicant.
• Outline the purpose of the interview.
• Determine the length of the interview and clarify if the applicant has the necessary time.
• Inform the applicant overall plan interview (get to know his work experience, for example, in the last position; ask clarifying questions to obtain information about some of his specific professional experience, for example, project management; answer questions at the end) and ask if he minds such a plan ...
• Establish interview rules that allow the interviewer to manage his process, for example, with the following words: “Perhaps during our conversation I will clarify something, perhaps also that sometimes I will have to interrupt you, because I will be interested in specific points of your professional experience. It is desirable that you give answers briefly and to the point of the question. " It is important that the interviewer formulates these rules as wishes and not as orders.
• Emphasize that both parties are interested in obtaining the requested information - both the applicant and the interviewer representing the employer.
• Say that recordings will be made during the interview.

In addition, at the same stage, the interviewer must take certain measures to reduce the potential tension of the applicant and establish psychological contact with him, the main function of which is to dispose him for a relaxed, frank and detailed conversation.

Main part

In the main part, the two most important tasks are solved:

· Establishing and maintaining psychological contact with the applicant.

· Collection of sufficiently detailed, factual and understandable data about the applicant.

Conducting the main part of the interview requires the interviewer to possess certain skills, among which the most important are ability to actively listen, ability to ask questions and the ability to manage the course of the interview in accordance with its plan.

Ability to actively listen

Active listening presupposes possession techniques of non-verbal and verbal communication, with the help of which the interviewer demonstrates interest and attention to what the applicant says, the desire to understand him correctly.

Non-verbal techniques include certain characteristics of the interviewer's posture, head nodding, eye contact, and appropriate facial expressions.

Among the verbal techniques, one can distinguish non-reflective and reflective... Examples of non-reflective techniques are statements that are generally encouraging to continue the conversation: “Yes,” “I understand,” “Continue, this is interesting,” “Tell us more about this,” etc. At the same time, you should not abuse these statements in a conversation with an overly talkative applicant or use them in cases where you disagree with him. Reflexive techniques include clarification ("What do you mean?"), Paraphrasing ("As I understand you ...", "In other words ..."), summing up ("If you summarize what you said, then ...", " Thus ... "), the development of the interviewee's thoughts (" Based on what you said, it turns out that ... "), reflection of feelings (" I can imagine how unexpected it was for you ... "), etc.

All these techniques, demonstrating the interest and attention of the interviewer to the applicant, as well as the desire to understand him as best as possible, contribute to the establishment and maintenance of psychological contact with him. For the same purposes, you should use positive evaluative statements that increase the applicant's self-esteem. The object of positive evaluative statements can be education, experience, knowledge, achievements, the way the applicant answered questions, for example: "You probably had to do a lot of work to ...", "It looks like you are a real expert in the field ...". These statements should be short, spoken to the place, sincere, not hackneyed, specific (i.e. referring specifically to this person). In order not to destroy the psychological contact, the interviewer is recommended to be patient, to restrain himself if he wants to interrupt the applicant, not to insist if he “actively” does not want to answer a question. Also, do not force him to explicitly admit his mistake or failure. In this case, it is better to support his self-esteem by demonstrating, for example, an understanding of the complexity of the situation in which he finds himself.

Ability to ask questions

The ability to ask questions can be characterized as the ability of the interviewer to ask the applicant such questions in a timely manner during the interview so that it is most effective. This skill involves knowing the basic types of questions, as well as when and for what purpose these types of questions should be asked.

Ability to manage the course of the interview in accordance with its plan

Since the interview is conducted, as a rule, according to a certain plan for a limited period of time, the interviewer must ensure that the applicant does not deviate from the proposed topics, and also does not go away from the answers to the questions posed, and be able to correctly, without giving the applicant the feeling that that his statements are not interesting or appropriate, promptly direct the conversation in the right direction. To do this, you can use the following techniques:

• Indicate the importance of the topic, for example: “What you are telling is very interesting. Now let's pay attention to such an important topic as ... ".
• Refer to the timing, the interview plan, for example: “What you are telling is very interesting. But in the remaining time (5 minutes, 10 minutes, etc.), we still need to manage to discuss several important issues. Let's move on to ... ”.

· Interrupt, but gently, for example: "Sorry to interrupt, but I would like to have time to discuss ... Let's discuss ... okay?"

• Indicate how detailed the answer is expected, for example: "I would like to spend more time discussing this issue", or "I would like you to answer this question succinctly."

Completion

At this stage, the interviewer must:

· Answer the applicant's questions.

· Summarize the results of the meeting.

· Thank the applicant for the conversation.

· Agree on a further work plan.

Types of questions

• Open-ended questions - usually used at the beginning of an interview, as well as at the beginning of each new topic. They are formulated in general view and orient the applicant to a detailed story on the topic asked in the question, for example: "What were your job responsibilities at the last place of work?", "How would you describe yourself?" etc.
• Clarifying questions - are asked to get more accurate and more detailed information from the applicant. In terms of their wording, on the one hand, they look like open ones, and on the other hand, they orient the applicant towards the presentation of certain details of interest to the interviewer, for example: “This is very interesting, tell us in more detail”, “And what happened next?”, “Why did you decide that ? " etc.
• Comparative questions - it is appropriate to ask to identify some key differences, for example: "Could you tell me what the biggest difference is between working with X and with Y?" , etc.
• Closed-ended questions - usually used to get specific answers from the applicant, for example: "Did you like your job?", "What position did you hold?", "How many subordinates did you have?" etc.

There are also types of questions that the interviewer should generally refrain from. These include, first of all:

• Questions that are irrelevant to the case, which cannot be used to assess the professional suitability of the applicant.
• Long and complex questions that are difficult to understand.
• Guiding questions that already contain an answer, for example, "Would you like to have a better paying job?"
• Twinned questions containing two questions in one, for example: "What, in your opinion, caused these problems, and what decisions were made in this regard?"
• Questions containing criticism of the applicant.
• Questions that provoke socially desirable responses, such as "Have you successfully fulfilled your responsibilities?"

Interviewer mistakes

Behavioral Analysis

All specific examples given by applicants from their professional activities are considered by the interviewer in three main aspects, which are conventionally designated as:

1. Situation / Problem.

2. Behavior / Actions.

3. Result.

Situation / Problem

Analysis of this aspect of the example assumes the identification of the following facts:

· What was the problem.

· What was most difficult.

· When this situation / problem occurred.

· What preceded this situation / problem, its context.

· Who was involved in this situation / problem.

· What was the role of the applicant in solving this problem.

· What was the task before him.

· In what time frame it was necessary to fulfill it.

• What was the problem?
• What was her main difficulty?
• When did this happen?
• Which of your colleagues was involved in this situation?
• Describe your specific role.
• What was your task?
• In what time frame did you have to complete this task?

When the applicant answers these questions, it is necessary to pay attention to the fact that he describes a specific problem that he really faced in the past, and not a generalized or typical one, as may be evidenced by such phrases as "Usually in such cases one should ..." , "As a rule, one should do ...", "In my opinion, one should have ...", etc.

Behavior / Actions

The analysis of this aspect of the example is carried out in order to reveal a different kind of facts:

• What actions did the applicant take in this particular situation to solve the problem.
• In what sequence and in what ways did he implement these actions.

Indicative list clarifying questions that can be used to identify these facts:

• What exactly did you do to solve this problem?
• What did you do first, and what - then?
• How did you do it?

Attention should be paid to the fact that the applicant's story is in the first person using pronouns such as "I", "We", "Nam", "Our team", as well as what was not done or said.

Result

Analysis of this aspect of the example serves to reveal another group of facts:

• What was the result.
• What are the quantitative indicators of the applicant's performance.

· What are the qualitative indicators of the applicant's performance.

An indicative list of clarifying questions that can be used to identify these facts:

• What did your actions lead to?
• What exactly was the result?
• In what time frame did you complete the task?
• How did you know that your actions were effective?
• What quantitative indicators have you achieved thanks to your actions?
• How did your boss evaluate your actions?

When discussing this aspect, it is recommended to pay attention to the fact that the applicant describes the real result of his activities, and not the one that usually happens or that which, in his opinion, could be. It is also necessary to pay attention to whether the applicant tells about specific facts, on the basis of which it is possible to really evaluate the effectiveness of his activities and the achieved result.

Competence assessment

As mentioned earlier, the main purpose of a competency interview is to collect data on the level of development of applicants for the competencies that are necessary for their effective work in a certain position, focusing on the behavioral manifestations of these competencies.

It is recommended to enter these data in the form of statements of applicants indicating that they have certain behavioral manifestations of competencies in general structure competencies. The presence of a reasonable formalization of the criteria for the conformity of the behavioral manifestations of the applicant's competencies to this list can significantly facilitate the process of identifying competencies.

Based on these data, it is concluded that the applicant has certain competencies and the level of their development.

To assess the level of development of competencies, you can also be guided by the following criteria:

· Quantitative and qualitative indicators of the applicant's performance.

· The degree of influence of the applicant's activities on the achievement of the final result.

· Repetition of behavioral manifestations of competencies in a number of examples given by the applicant.

· Brightness and persuasiveness of behavioral manifestations of competencies.

· The age of examples of behavioral manifestations of competencies.

Based on the data obtained, it is also possible to assess the level of development of competencies quantitatively in points, for example, on a five-point scale.

It is very important that the analysis and discussion of the results of the interviews was carried out not by one person, but by a team that would come to an agreed opinion regarding the level of development of the applicant of certain competencies. If there is an obvious discrepancy of opinions, you should not resort to voting. In this case, it is necessary to conduct a discussion in which the team members could argue their position and try to work out a joint solution.

Analysis of interview results

Assessment of the interviewer's PVC

The interviewer is fairly well versed in the topic at hand. He also quickly assimilates the information received, uses it for further construction of the interview. The specialist adheres to the strategy of friendly communication, listens carefully to the interlocutor, and supports the established contact in every possible way. Despite the predominance of the respondent's remarks in terms of volume, the interviewer controls the course of the conversation, confidently chooses the direction of the development of the conversation; promptly adjusts to the course of the conversation, taking into account the information received.

Interviewer mistakes

During the interview, the specialist did not make serious mistakes, such as the randomness of the interview, focusing on the study of individual qualities of the interlocutor to the detriment of others, insufficient thoroughness in collecting factual data, etc. Only minor errors were made due to the large amount of factual information.

Comparison of ratings

The ratings after watching the video and after analyzing the interview protocol are the same (see Appendix, Table 1).

conclusions

1. Having analyzed the work of a psychologist, we can conclude that the degree of his mastery of technology and methods of conducting interviews on competencies is quite high. Despite the presence of several minor errors (related to the amount of information), in general, the psychologist has achieved certain results and the interview can be considered successful.

2. To determine the level of the applicant's competence manifestation, the analysis of the information collected by the psychologist was carried out, the competence was assessed by 13 indicators. The collected data can be considered exhaustive (although there was not enough information about how quickly the applicant recovers from failures), so their processing was not difficult. This competence ("Focus on results") is well developed in the applicant, such qualities as self-confidence, decisiveness, and enthusiasm are especially clearly manifested.

Application

Annex 1.

Table 1. Assessments of behavioral manifestations

Behavioral manifestations	Individual. score-1	Individual. score-2
	NO	NO

Appendix 2.

table 2

Behavioral manifestations	№	Candidate statements	Individual assessment	Non-verbal, paraverbal characteristics
		That is, if I didn’t know how much the dealership costs…. I just made a request to the marketing department and said: "Guys, teach me how to do this."	The applicant showed himself to be a purposeful, active person	Non-verbal: the legs are on the floor, the posture is open, but a little tense, sits in a half-turn; the challenger leaned his elbows on the table with one hand. During the interview, he uses gestures quite actively. Paraverbal: unhurried speech, measured, clear, moderate volume. Actively highlights words with intonation. During the interview, non-verbal and paraverbal indicators change insignificantly.
		- Uh-huh. So you managed to achieve this result? -Quite right.
		-I would be very interested to know what in the field of sales, in your professional activity, do you like to do the most? What gives you pleasure? -Achieve the result.
		YesYes). After that, I prepared a business proposal for my manager.	Aimed at high results, thorough and hardworking.
		That we are not just selling cars, we are selling services
		YesYes	Is not afraid to take on additional responsibility, does the job without succumbing to its pressure
		Where could he go?	Confident, not afraid of possible difficulties, but worries a little during the interview
		At this level, it works only together. If you show people at this level only analytics, but you cannot prove some ideological motives, this does not work
		Uh-huh	Shows initiative, seeks to achieve a certain result, but does not go beyond the scope of his position
		I received clean numbers, correct, from third parties, and compared them, did a three-sided analysis. From three sides I raised the numbers and looked ( Yes): if they all fight…. correlated them, deduced some average ( Yes
		Accordingly, I flew to Samara for negotiations ( Yes), met with key roles ( Yes) of this organization, because this was a large company ... which has very large investments in that city	Takes responsibility for the work carried out and activities that represent his personal initiative
		They said that the analytics was carried out on time and clearly. And negotiations were held very clearly, without involving the directorate
		And if I understand: that's it, the dealership cannot let more people pass through itself, and the market is constantly growing ( Uh-huh)… OK. Then I wait a month or two from him for proposals. He must offer me himself	Shows optimism, believes in what he does. However, somewhat walled off in his assumptions
		Firstly ... ah-ah ... I appreciated. What I was able to achieve
		Not enough information
		The difficulty was that already in the winter I was negotiating that it was necessary to invest another 4.5 million dollars.	Seeks to reduce the costs of work in time, tries to quickly use the opportunities provided
		And if I understand: that's it, the dealership cannot let more people pass through itself, and the market is constantly growing ( Uh-huh)… OK. Then I wait a month or two from him for proposals. He must offer me himself
		I'm not saying express; not one day. But, in principle, this is briefly considered ( Uh-huh). Within a month I sold the idea
		I received clean numbers, correct, from third parties, and compared them, did a three-sided analysis. From three sides I raised the numbers and looked ( Yes): if they all fight…. correlated them, deduced some average ( Yes). After that, I prepared business proposals for my manager.	Not afraid of difficulties, volunteers to take on difficult tasks
		This did not suit me, because the quality of work here decreased ( Yes). I showed him ...
		I received clean numbers, correct, from third parties, and compared them, did a three-sided analysis. From three sides I raised the numbers and looked ( Yes): if they all fight…. correlated them, deduced some average ( Yes). After that, I prepared business proposals for my manager.	Realizes the scale of his work, thinks about what goes beyond the situation
		- So this was your idea? Yes? - Well, of course
		They said that the analytics was carried out on time and clearly. And negotiations were held very clearly, without involving the directorate
		And if I understand: that's it, the dealership cannot let more people pass through itself, and the market is constantly growing ( Uh-huh)… OK. Then I wait a month or two from him for proposals. He must offer me himself	Open to changes, ready to implement non-standard methods of work and problem solving
		There was probably a lack of a portrait of this person, a portrait of a psychological
		In the sales market, as well as in the service market, the most important task is not only making money. This is probably carrying ... or wearing, it doesn't matter ... The most important thing is that you carry ( Yes) positive idea
		We attract customers not for a one-time purchase, but for long-term service
		It ended with the fact that-oh-oh…. after two days of tumultuous negotiations ... he took a break. I flew to him three weeks later ( Yes). We sat down with him again and talked for two more days. And in the end they shook hands and said: “OK. We ( smiles) we launch this project "( Uh-huh)

Theoretical part

1. Interview (characteristic). Spheres of application. Format

Areas of application of the interview

The interview method is widely used by psychologists to select applicants for a vacant position, assess the performance of employees, promote them within the organization, and personnel reserve... In all these situations, it is necessary to assess not only their experience, professional skills, ability to solve assigned tasks, organization, pace of work, motivation and other characteristics, but also to correlate these assessments with the requirements for the work they perform and the needs of the organization as a whole. Often, interviews are also conducted when employees leave the organization in order to identify the reasons for their departure and make adjustments to the personnel motivation system.

Interview format

The format of the interview depends, first of all, on its purpose. This goal can be preliminary selection of applicants (screening), making a decision on hiring for a responsible position, motivating a valuable applicant or employee, etc. The interview format includes the type of interview (behavioral, situational, stressful, etc.), its structure (structured, semi-structured, unstructured), form of conduct (individual - one employee, one interviewer, group - several employees, one interviewer, "panel" - one employee, several interviewers), communication conditions (face-to-face, telephone, videoconference or internet), number meetings.

Main types of interviews

Unstructured interview(in-depth interview, open interview, free interview)

This type of interview is used in cases where there are not very many applicants for the position, and the position itself is quite creative. The main thing in an unstructured interview is complete freedom in building a conversation and

It would seem, what could be easier than conducting an interview? I asked a few questions, listened to the answers, politely said goodbye.

But there are many different techniques and technologies in the work of HR managers, which are often not as simple as they seem. For example, conducting interviews on competencies.

What it is?

A competency-based interview is one of the most commonly used types. In various sources, you can also find the name "behavioral interview" or "behavioral interview". Whatever the name may sound, the purpose of this method is - identify the real skills and competencies of the applicant, since the work experience indicated in the resume does not always correspond to reality.

Competence is the skill, characteristic, and ability of a person to do his job effectively.

This type of interview allows you to draw up a scale for assessing the manifestation of indicators of a candidate's competence based on an analysis of the situation in the past, that is, questions are not asked about hypothetical and possible problems, but about real situations that took place in the past activities of a specialist.

The sequence of questions makes it possible to discuss with the applicant all the important aspects of a given situation, since they relate to it in itself, the tasks that he tried to solve, the actions he took and their results, as well as the conclusions that were made on the basis of this experience.

As a rule, this method is not the only one when conducting an interview, especially if a person applies for a responsible or top position. Together with behavioral interviews, the following types of interviews are conducted:

• biographical;
• motivational;
• case interview;
• assessment of the candidate's motivational factors.

You can learn how to prepare a plan for this interview and how to conduct it in the following video:

In what cases is it applied?

This type is used not only when applying for a job. There are other situations in which it turns out to be irreplaceable, for example:

• formation of teams to carry out work within the framework of a separate project;
• planning an employee's career within the company;
• personnel rotations, etc.

How to carry it out correctly?

When introducing behavioral interviewing into your own arsenal of interviewing tools, you need to do some serious preparation. First of all, it is necessary to form a competency model, depending on the compliance of which the question of whether the specialist is competent enough will be decided.

A competency model is a set of qualities and characteristics that is taken as a standard in assessing an applicant. Moreover, it will be different for each position.

To draw up a model, it is enough to single out 6-10 characteristics inherent in a particular position. For example:

• Responsibility.
• Teamwork.
• Effective communication.
• Readiness for change.
• Learning speed.
• Stress tolerance.
• Leadership.

All qualities have their own manifestations. For example, teamwork is manifested in the fact that a person tries to fulfill his task with colleagues, shares his experience and is fully involved in the work of the team, puts the interests of the team above personal ones, is ready to replace a colleague if necessary, etc.

Effective interaction implies that the candidate rationalizes his point of view, listens, monitors the interlocutor's reaction, asks questions, convinces him in the process of dialogue, changes his point of view, etc.

The set of characteristics is determined based on the organizational and cultural characteristics of the company, management style of leadership, etc.

It is important to note that the necessary competencies can be present in candidates in varying degrees of manifestation... For example, the characteristic "oral and written communication" can manifest itself from "speech is illegible (due to diction, tempo, loudness)" to "has good speech, tempo, diction and loudness are pleasant for perception." It should be determined how important this skill is for a particular position, because the requirements for the call center operator and for the accountant will be different.

The next step: drawing up a list of questions to ask in order to identify each quality. It should be borne in mind that the interview has a time frame, and each question is given from 1 to 5 minutes. This will allow you to correctly calculate their number.

After the questions are drawn up and structured, it is necessary to draw up an assessment form for the candidate, in which, after the interview, it will be possible to rank his answers and identify their compliance with the competency model. Usually a five-tier rating system is used:

• ND- the applicant has not demonstrated any skill in this skill.
• 0 - competence is not developed: negative manifestations of this characteristic are demonstrated, positive manifestations are not presented.
• 1 - level "below average": mainly negative indicators of competence are manifested, however, there are also positive ones (about 30%). Quality is in the development zone.
• 2 - middle level: positive and negative indicators were shown in the same proportion.
• 3 - level "above average": along with positive manifestations, negative ones were also identified (about 30%).
• 4 - skill level: demonstrated the maximum number of positive behavioral manifestations, competence is manifested at the highest level.

Some of the most popular performance rating systems are the STAR and PARLA systems.

Sample questions

Below are the basic questions for determining a specific quality.

"Responsibility":

• Tell us about the responsible assignment that your leader gave you.
• Give an example of a situation when you first took responsibility, but soon realized that you overestimated your strengths and capabilities.
• Think of a situation when you failed to achieve the planned result.

Also, when discussing other situations, you can ask "Why did this happen?" and analyze whether the candidate sees guilt in his actions and deeds, whether he seeks to fulfill his obligations.

"Command":

• Tell us about a situation when you had to help a colleague to the detriment of your own interests.
• Describe the situation in which it became necessary to interact with other departments of your organization: what was the result, how did you find a common language, were there any contradictions, etc.
• Think of a time when your goal and the goal of the team were different.

Development Orientation:

• Give an example of how you did self-development.
• Think back to the last time you took training. How useful was it? How do you use the knowledge gained?
• From whom in the team did you receive additional experience? How did this happen? How was this expressed? What paths of your own development do you see?

"Readiness for change":

• Tell us about the period when there was a change in your company.
• Think about a time when, due to a large and rush volume of work, you had to rebuild your personal plans.
• Have you had to do something other than your job, replace an employee who is not your profile?
• Give an example when you found yourself in a completely unfamiliar environment.

"Result orientation":

• Tell us about the period when the work on the project was not going well.
• Talk about a situation where you set a big goal for yourself and achieved it, regardless of the circumstances.
• How persistent are you? Give an example of when this came in handy.

The above are sample questions, they may vary depending on vacant post, organizational culture and structure, wishes of the head, etc.

An analysis of the candidate's answers will allow you to determine how much he is suitable for a specific vacancy.