Interview Guide

View or download the printable version of the Interview Guide (Google Doc).

Every candidate has a unique set of knowledge, skills, and abilities, also known as behavioral competencies. Every position requires a specific set of these behavioral competencies. An effective interview allows you to match the candidate’s skill set with the behavioral competencies that the position needs. To assess candidates’ skill sets for positions in your department or unit, follow the steps outlined below:

Step 3: Take notes

Relying on notes helps to ensure the final decision is made based on evidence, not assumptions. It is a good practice to start with your notes and avoid discussing candidates until ALL interviews are done. Not doing so can lead to assumptions or biased judgments. When interviewing, take notes on:

Situation: The context in which the behavior or action took place.
Behavior: What the candidate actually did in the situation.
Impact: What was accomplished or learned as a result of the candidate’s actions or behaviors.

Note: Remember to include follow-up questions to get a clear picture of the candidate’s experiences, actions, reasoning, and results. If you find a candidate doesn’t answer a question specifically, ask the question again or find a way to give them another chance to provide an answer.

Step 4: Evaluate the responses

Evaluate the responses using a standard rating scale. Using a standard rating scale that ALL interviewers are using gives you an opportunity to lead with the data in the post-interview discussion rather than leading with subjective reactions. An example of a scale is:

Significant Gap: Fails to demonstrate competency regardless of guidance provided. No good examples.
Below Requirements: Demonstrates competency inconsistently, even with repeated instruction or guidance. Few good examples.
Meets Requirements: Demonstrates competency accurately and consistently on familiar procedures and needs supervisor guidance for new skills. Some good examples.
Exceeds Requirements: Demonstrates competency accurately and consistently in most situations with minimal guidance. Many good examples.
Far Exceeds Requirements: Perfect answer. Demonstrates competency accurately, consistently, and independently. All points relevant. All good examples.

What’s Next

In the pages that follow, sample behavioral questions are listed. If you want a simple template that you can use for your interview, see the “Interview Template“ (Word). Feel free to copy-paste the questions as you see fit.

Leadership Competencies and Sample Interview Questions

Competency: Demonstrates an open mind

Behaviors:

Is open to dialogue and conflict resolution around different perspectives
Identifies and openly discusses own and other’s social and cultural identities and differences relevant to work
Demonstrates an understanding of how their own values and assumptions about equity, inclusivity, and diversity influence decision-making

Sample Questions:

Describe a time when you had to interact with a difficult coworker. What was the situation, and how did you handle it?
Describe a time you did not agree with a decision your supervisor made. What did you do? How did this experience influence your relationship with your supervisor?
Describe what kinds of experiences you have had interacting with others that have different backgrounds than your own. What was the situation?

Competency: Increases Access, Diversity, and Inclusion

Behaviors:

Recognizes and communicates the importance of diversity and inclusivity.
Advocates for and supports inclusive practices in the workplace.
Engages in discussions around addressing barriers to accessibility and inclusivity in the workplace.
Supports efforts to recruit, hire, and retain diverse colleagues.

Sample Questions:

Do you have experience working in environments where there are individuals from diverse cultures and communities? Please describe the benefits and challenges.
Describe the last time you worked with someone with a different cultural background as you. What was the situation? How did your differences influence the work? What was the outcome?
Tell me about your most difficult experience working with someone from a different cultural background as you. What made the experience difficult? What efforts did you make to work with them? What was the result?

Competency: Innovates

Behaviors:

Analyzes problems and processes in new ways that lead to innovative ideas and approaches
Seeks to understand problems with curiosity and an open mind.
Generates creative solutions to long-standing problems.

Sample Questions:

Solving problems requires more than good plans; it means taking action. Describe a time when you approached a problem or process in a new way. What did you do? What was the result?
Tell me about a time someone came up with a unique solution that you and your peers were not sure about accepting. What was the situation? What was unique about the solution? How did you respond to the solution? What was the outcome?
Describe the last time you were challenged to come up with an innovative or novel solution to a problem. What was the situation? How did you meet the challenge? What was the outcome?

Competency: Drives Efficiency

Behaviors:

Supports others who advocate for ways to improve upon existing processes and methods.
Tracks progress toward goals using data, metrics, or other relevant sources of information.
Comes up with practical ideas for making work more efficient.

Sample Questions:

Describe the most difficult project you have had to complete within a short period of time. What was the project and timeline? How did you know you were on track? What was the outcome?
Tell me about your biggest challenge in effectively dealing with several competing demands. What was the situation? How did you prioritize your tasks? What additional resources or help did you need? What were the results?
Describe a time when you supported or advocated for others’ efforts to improve processes or methods. What was the situation? How did you support your co-worker? What was the result?

Competency: Thinks Strategically

Behaviors:

Looks beyond the surface to identify underlying issues and root-causes of problems.
Understands how own work is connected to broader goals.
Focuses on important issues and projects without getting distracted by unimportant or low-priority details.

Sample Questions:

What is your approach to handling several projects or details at once? Explain a time you did this and its outcome.
Describe a time when you had to look beyond the surface to identify the root of an issue or obstacle. What was the situation? How did you figure out the root of the problem? How did this realization influence the outcome?
Describe a situation when it was most critical for you to have a clear understanding of your work unit or organization’s strategy. What was the situation? What did you have to do? What was the outcome?

Competency: Motivates and Inspires Others

Behaviors:

Motivates others by helping them understand how and why their work is an important part of achieving a broader purpose.
Demonstrates appreciation for others’ efforts and contributions.
Helps people from all cultural backgrounds to be successful.

Sample Questions:

Describe a time when you worked as part of a team. How did you help others find success? What was the result?
What is the biggest thing you have done to inspire people and gain their commitment to common goals? What were the goals? Why did you feel it was important to inspire them? How effective was your effort?
Tell me about the most challenging time when you had to lead by example during a difficult project or initiative in order for the group to succeed, even though you and others on the team didn’t fully agree with the direction or practices. Why was the project or initiative challenging? What was your approach? What was the outcome?

Competency: Is Resilient and Courageous

Behaviors:

Responds to unexpected problems by focusing on identifying solutions rather than dwelling on the problem or waiting for others to solve it.
Expresses ideas directly and with confidence.
Stands by well-reasoned decisions, even if they are not initially well-received by others.

Sample Questions:

Describe the most difficult message you had to deliver to someone in person. What was the situation? How did the person respond to your message? What was the outcome?
Tell me about the last time you communicated your position or information on a potentially controversial subject. What was the situation? How did you present your position or information? What was the reaction?
Tell me about a time you faced the greatest difficulty and frustration because something did not work out as you anticipated. What was the situation? How did you react to the frustration? What was the result?

View or download the printable version of the Interview Guide (Google Doc).

Service Areas

Supervisory Development Program

Topics

Selection and Hiring

Resource Type

Quick Guide

Course Focus

Foundations

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An Overview of Selection and Hiring (3:14), Video

Analyzing the Needs of the Position, Quick Guide

Analyzing the Needs of the Position, Template

Interview Guide, Quick Guide

Interview Template, Template

Making a Hiring Decision, Quick Guide

Making a Hiring Decision (3:21), Video

Preparing for an Interview, Quick Guide

Selection & Hiring, Online Module

Selection and Hiring, Webinar

Selection and Hiring ActionSheet, Template

Selection and Hiring Podcast (51:02), Podcast

Smart Hiring, Successful Onboarding, Webinar

Smart Hiring, Successful Onboarding ActionSheet, Template

Smart Hiring, Successful Onboarding Podcast (55:18), Podcast

Interview Guide

What’s Next

Leadership Competencies and Sample Interview Questions

Resource Type

Course Focus

Related Resources for Supervisors

Talent Strategy

Contact

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