Common competency based questions
While competency based interviewing has always been a favourite tool of the selection process within industry, professional practice firms have been slower to incorporate this into their own recruitment techniques. However, more and more recruitment partners within practice firms are coming to realise the benefits of selecting new employees through this recruitment process.
The basic premise driving this type of interview is that a candidate’s past performance is the best predictor of future performance. Competency based questions are directly linked to an essential function of the position.
Interviews not based on behavioural interviewing techniques usually tend to focus exclusively on education and experience, precisely the same information that is on the CV. This information was what got the candidate the interview and should only form the actual basis of the interview itself. To predict how an applicant is likely to handle the job, HR managers need to ask for examples of things the candidate has actually done that would demonstrate the key characteristics the firm needs.
The categories and examples of competency-based questions follow:
Describe the structure of your company and give an example of how you work within this culture to achieve a personal / professional goal
Also describe how you would perceive the new company and how you would adapt to this culture.
Describe your most challenging audit and what you changed to adapt to that scenario
How did you go about assessing your own performance within this assignment?
How do you keep your clients informed about difficult issues that directly affect their bottom line?
Give an example of a difficult or sensitive situation that required you to use excellent communication skills
Give an example of how you have developed communication skills in others (particularly helpful when interviewing at managerial level)
Give an example of how you provided service to a client beyond their expectations. How did you identify this need? What was their reaction?
Describe the process you use to stay in touch with clients’ short and long-term needs.
Describe how you develop new client relationships
Describe how you keep your existing client base despite threats from competition.
Describe a situation in which you were a member of a team. What did you do to make a positive contribution to the team?
Describe a situation where there was conflict within the team and how you resolved it.
Describe how you led a team (comprising trainees, juniors and seniors) through a difficult audit. How did you improve their work?
Describe a situation where you had to take charge either with a demanding client or with your own team.
This is particularly relevant at managerial level where partners are looking for an individual who can make a positive profit making contribution for the firm:
Describe something you have done that was new for your firm that improved the performance of your team or the value of the work done
Have you done anything innovative (either produced surveys or written reports) that would be of direct interest to your clients or enhanced awareness of your firm?
Give me a specific example of a time when you failed to complete an audit assignment on time
How did this outcome affect your firm?
What could you have done differently?
How has that experience affected the way you deal with deadlines now?
The major benefits of this type of interviewing are that these questions allow the candidate to relate their answer to a real life experience rather than giving a generic textbook answer. This enables the candidate to reveal the most relevant information in context to the current job opportunity.
It is ironic that while most hiring is done around technical skills, most staff retention issues arise based on softer skills such as attitude. A technical question would never reveal such a potential behavioural flaw. When competency-based behavioural interviewing forms the framework for the entire recruitment process, interviewers are able to make much more effective hiring decisions.
As more and more practice firms adapt to new legislation and new environments, each employee is becoming more commercially astute. No longer seen as mere auditors, they are taking on the role of business consultants and ambassadors for their own firm. Competency-based behavioural interviewing enables the interviewers to select the best possible candidate for their firm and as such is an invaluable tool for any recruitment partner.