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The traditional interview approach is flawed. Standard questions allowing for general and vague answers aren’t effective to determine how well a candidate performs in a role. Frustrated, a group of psychologists forged a new path. Under the logic “the past is the best indicator of future success” they crafted a new style, a new set of questions and approach to keep candidates on their toes. No longer can you lie on your resume and get away with it. Using direct questions needing a very specific response, it fast weeds out the fluffers, leaving only candidates with a remarkable ability to perform. Thus the competency based interview, or the behavioural interview, was born.
A competency is a skill that candidates either have naturally or have developed. You can classify a competency into one of the following groups:
Behavioural: Leadership, interpersonal skills or the ability to effectively communicate.
Technical: Programming languages, certain fields of work (Accounting/Nursing etc).
Attributes: Intelligence, flexibility, professionalism.
Attitudes: Optimism, enthusiasm, drive.
Employers using competency based interviews challenge candidates to describe details of specific situations in their experience. Interviewers will often deeply probe into a certain subject, asking follow-up questions and leading the discussion to learn if a candidate has the traits they are looking for in an employee. The insights gained from this approach far exceed what can be learnt in a traditional interview. A second benefit – all candidates in a behavioural interview are asked the same questions, making it easier to decide between candidates at the final round.
For a candidate, there are many opportunities to master this interview style. Remember, the whole purpose of the competency based interview is to allow you to demonstrate you have the skills and traits (competencies), that they need in the position.
Simply because they don't know how to "market" their competencies and skills !
Full Agree With Expert Answers
I agree with Mr. Vinod answers thanks for the invitation
Have you ever looked at your boss and wondered "Who promoted you?" or "How have you not been fired by now?" If you have, take comfort in knowing you're not alone -- many of us have to deal with bosses that seem in over their heads.
The fact is, while your inept boss may drive you nuts, it may not even be his or her fault -- or even the fault of your company for promoting your boss in the first place. Your unsuspecting employer had no idea that your boss would become a full-blown case of the Peter Principle in action.
Dr. Laurence J. Peter is a former professor who published a satirical book based around his theory that "In a hierarchy, every employee tends to rise to his level of incompetence," and that "In time, every post tends to be occupied by an employee who is incompetent to carry out its duties." Or, basically: We do a job well, we're promoted. We do that job well, we're promoted again. This happens in succession until we eventually rise to a position that we can no longer do well -- or our level of incompetence. There, we either stagnate, revert back to a lower position, or are fired.
While 'The Peter Principle: Why Things Always Go Wrong,' was originally meant to provide a sort of absurd-yet-true comic relief to the overworked, the practicality and pertinence of the Peter Principle was not lost on the working world, and the theory has since become a hotly debated human resources phenomenon.
