Structured, competence-based interview

 

In the competency-based interview method for potential managers, it is important to filter out the personal characteristics, skills, interests and goals of the candidate that enable him or her to lead people. From this information, conclusions are then drawn about the "fit" between the candidate and the leadership role.

 

Procedure:

1. Establish contact:

  • Greeting
  • Contact establishment
  • Transition to interview

2. Self-introduction: Applicant

  • Observation: behaviour, style and values
  • Topics: Work experience, future expectations, etc.
  • Curriculum vitae sections: older sections shorter, younger and relevant for the future leadership position in detail
  • Current role(s), noteworthy projects and experiences

3. Realistic activity information:

  • Information about activity, requirements and company
  • Relevant technical aspects

4. Career orientation / choice of organisation:

  • Questions on job-related interests
  • Personal Background
  • Self-assessment

5. Biography-related questions:

  • Reference to the past
  • Query of reality and typical behaviour

6. Competence-oriented questions:

  • Motivation for the leadership role
  • Critical success situation and behaviour of the candidate
  • Focus on key leadership competencies for the company

7. Free conversation part:

  • Situational questions from interviewer,
    non-standard

8. Terminate call:

  • Opportunity for candidates to ask questions
  • Information on how to proceed
  • Clarification of organizational questions

 

 

 

 

 

Interview techniques

  • Biographical & episodic questions:
    Concrete behavioural examples from the past are asked, starting from a situation up to the precise description of the individual behavioural actions and their subsequent effects.
  • Self-reflective questions:
    Based on concrete experiences, the interviewee is asked to reflect on what has been said, i.e. to carry out the interpretation himself.
  • Systemic questions:
    Systemic questions can be very helpful to encourage people to express new - and often surprising points of view in gridlocked situations. This can be achieved with hypothetical questions, circular questions and scaling questions.
  • Socratic dialogue:
    Continued questioning about the background of a statement leads to a continual deepening of the topic and ultimately to the level of attitudes and motives.

 

 

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