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  • Home
  • About Us
  • Coaching & Development
    • Coaching
    • Leadership Skills
    • Influencing Skills
    • Mentoring
    • Team Building
    • Resilience and managing conflict
  • Performance Management
    • Performance Management / iPlan
    • Managing People & Objectives
    • Performance linked to competencies
    • Behaviour linked to Competencies
  • Career Development
    • Career Development
    • CV Writing
    • Self Awareness & The Myers Briggs Type Indicator (MBTI)
    • Psychometric Assessments
      • Ability and Aptitude
      • Development and Guidance
      • Personality and Values
    • Facing Redundancy or a Grievance?
  • Business Skills
    • Presentation Skills
    • Business & Report Writing
    • Consultative Approach to Selling
    • Negotiation Skills
    • Call Centre Training
    • Trainer the Trainer
  • Contact Us

Behaviour linked to Competencies

Home Behaviour linked to Competencies

Developing Behavioural Questions linked to your Competencies & Interviewing skills

Most interviewers instinctively gather evidence about a candidates personality, attitude, job history and career plans. The area they seem to miss is gathering evidence about a candidate’s ability to perform tasks to required standards.

We work with you to develop key questions which enable you to gather further evidence linked to your specific performance outcomes and/or competencies and that be used by both Human Resources and Operations during the interview. This will help you make a more objective decision about a candidate.

Questions can be broken down to look at past performance in general, more detailed questions or questions which focus on “contrary evidence”

Past performance questions enable you to find out exactly how the candidate would perform the task. More detailed questions enable you to fill in any gaps about the candidates performance, attitudes and motives. These are more difficult to plan as they depend on the answers you receive.

Contrary evidence enable you to check whether the picture you are receiving is accurate and to avoid judging a candidate’s ability on one piece of information.  Planning these questions is a matter of being able to acknowledge quickly and having questions to encourage people to explain why they would do things differently.

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