Competency Interview Questions

Here is an example statement to consider as you prepare your answer.

On motivating others by using recognizing their achievements: I consider that recognizing good aspects of worker performance is critical to motivating maximum people. For example, I control a staff of 10 employees, and I observed that one of the workers was somewhat introverted and tended to stop in the background. He achieved correctly but was reluctant to contribute at meetings, and I thought he could be extra productive if optimally motivated. I commenced an each day ritual of supervising in with him and checking his output. I provided good feedback concerning  his daily achievements. I discovered that the quantity and quality of his output increased as I interacted with him more regularly. I was able to call upon him at meetings considering that I understood the details of his work better and ask him to share few of his successful strategies with colleagues.

Do businesses want employees at every level who develop ideas to solve problems and embrace opportunities?

Yes.

In a range of studies since 2003, The Accenture Institute for High Performance found that the highest performing companies in the world encourage staff at every level to solve problems to make things new and better.

The Ernst & Young Connecting Innovation to Profit report (2010) found that fast-moving, agile companies recognise the importance of creative thinking skills, concluding that “the ability to manage, organise, cultivate and nurture creative thinking is directly linked to growth and achievement."

The IBM Global CEO Survey 2010 interviewed more than 1500 CEO’s from 60 countries and 33 industries, concluding that creativity is the most important leadership trait for the future. They suggested that “more than rigor, management discipline, integrity or even vision – successfully navigating an increasingly complex world will require creativity.”

I have had differences of opinion with previous managers. Our disagreements were not significant, but some had to be confronted and resolved. I have learned that two parties typically quarrel when each one refuses to consider the other's perspective. Therefore, I asked the manager I disagreed with to explain his or her perspective, and then to consider my point of view. This way, we were able to take into account each other's perspective and come to an agreeable compromise. When a compromise could not be reached, I accepted my manager's decision. Regardless of individual perspectives, managers are responsible for setting policy, and subordinates are responsible for executing it.

This is one of the trickiest questions in the world of interviewing, as it pits two morals against each other − Loyalty verses Honesty.

In such cases, try to give an answer that’s as diplomatic as possible, like − I will never do anything that could cast a shadow on the company’s image and reputation. I will always consult with my seniors before taking a decision, so that they can guide me with their expertise and level of experience.

As a manager, the tough decisions I make involve layoffs. Before making those hard decisions, I always think particularly about what is best for my employees and the business. While I do not relish making those kinds of decisions, I do not shy away from this part of my job. Two years ago, I had to let some employees go due to the monetary climate. This was a tough decision that was ultimately necessary for the good of the organization and everyone working for the company.

Here are some example statements to consider as you prepare your answer.

1.I have been fortunate to have had awesome managers during my career so far. I have respected each of them  and got along nicely with all of them.

2.No, I am a hard worker, and my managers continually appear to appreciate the job I'm doing. I have got along good with every manager I have had.

This question provides information on several important aspects of a compliance program. First, it may highlight risks that the compliance officer was unaware of or didn’t fully appreciate (risk assessment). Second, it assesses how well employees are able to apply corporate policies in the context of their role (policy comprehension/retention and training effectiveness). Third, it reiterates and reinforces the employee’s understanding of risks and policies specific to them (training). Interviewees frequently struggle with this question initially and the interviewer may need to provide an obvious example of such a challenge to help the interviewee get started (i.e. gift policy, etc).

Compliance policies should be accessible to all employees, well communicated, and easy to understand and apply. Responses to this question can provide valuable end-user feedback in this regard. The additional area of “enforcement” may provide some insight into an organization’s ethical tone and employee perceptions about fairness and equality. A quality compliance program will assure that all violators are treated fairly, but equally. If employees perceive that management or others are “above the law,” the compliance program loses credibility.