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Talent Acquisition

Candidate Name: ________________________
Role ________________________
Interviewer: ________________________
Date: _____/_____/_____

Before the Interview

> Read the instructions fully before commencing the interview.
> Review the interview guide, familiarize yourself fully with the appropriate competency definitions, key actions and planned
behavioral questions.
> Only one question per competency is required, however if the candidate is unable to provide an appropriate response please ask
another question in order to gather one complete example per competency.
> Note the time available for the interview and determine how much time should be devoted to each competency area.
> Use the following acronym to help you remember the interview process:
– Situation/Task What was the background? What was your role?
– Action What did you do?
– Results What happened next? What was the impact of your actions? Think/Feel/Do/SayOpening the Interview

Greet the participant, providing your name and position.

Purpose explain that this is a behavioral-based interview designed to validate a candidate’s experience,
skills, knowledge and attributes. The behavioral interview requires the candidate to provide
examples based on real life past work or university experiences to demonstrate they possess
the specific competencies essential for effective performance of a role

Process describe the interview structure: a brief introduction, followed by interview questions, then an
opportunity for the participant to ask questions. Explain that the interview will last
approximately 1 hour

Interview explain that these will cover MVW Capability Framework including Cultural Priorities, Values
questions and Enterprise Competencies

Responses describe what information is required, i.e. “Over the next hour we will be asking you to recall a
specific event or situation and to then tell us about what you did, and to describe the outcome
of that situation to us”.

Focus on “I” acknowledge that work is often achieved in teams rather than by the individual. However,
not “we” during the interview the participant should be specific about what he/she personally did, and
therefore talk about “I” not “we”

Recent mention that it is preferred that the participant provide examples that have taken place in the
examples last two years, and that examples in the workplace are preferred but that relevant examples
outside the workplace are acceptable

Participant emphasise that the participant will be talking most of the time.

Interruptions explain that at times you may interrupt and move the candidate on and at other times you
and Probing may probe further to gather more information

Note taking indicate you will be taking notes.

Evaluating the Evidence
The interview is assessed using a listing of key actions for each competency. The two interviewers should then discuss the
examples of behaviour and tick those key actions which best describe the candidate’s behaviour. The following rating scale is to
be used when providing a score for each competency

Level Descriptor Indicators

> Demonstrates evidence of 90 – 100% of the key behaviours

5 Significantly Exceeds Expectations
> Genuinely understands the finer details and broader
associated issues

> Demonstrates evidence of 75 – 90% of the key behaviours

4 Exceeds Expectations > Maintains and demonstrates a detailed understanding of all

> Demonstrates evidence of 50 -75% of the key behaviours

> Demonstration of working behaviour to required level
3 Meets Expectations
> Maintains and demonstrates a sound working understanding
of all aspects

> Demonstrates evidence of 25 – 50% of the key behaviours

2 Partially Meets Expectations > Inconsistent or weak demonstration of working behaviour
> Can demonstrate a general understanding of all aspects

> Demonstrates evidence of less than 25% of the key behaviours

> Poor demonstration of working behaviour
1 Does not meet Expectations
> Maintains and demonstrates a minimal understanding of most

Cultural Priorities: Commitment to the company (Motivational Fit)

Ask the candidate question/s that will help you understand their key drivers and motivations behind how they behave and
perform at work, and to the type of work they are best suited.


> Describe a work situation that included responsibilities that you really enjoy. What aspect(s) was most enjoyable?
> Describe a work situation where the values and the culture of the organization were a good fit for you. Why was it such a
good fit?
> Describe your proudest accomplishment at work. Why was this such a positive experience for you?

Key Actions

> Respects the way things are done in the team/organization*, and acts in accordance with
established norms and principles in order to provide a consistent service to customers.
> Conducts all calls with the customer in an appropriate and professional manner



Rating (1-5) _____

Cultural Priorities: Customer Advocacy
The passion to meet the customer’s needs, going above and beyond to resolve concerns or anticipate unexpressed needs, in
order to fulfil the company’s strategic objectives. Takes personal responsibility to ensure customers are happy with the service
and will act as an advocate for the company to others.


> Tell me about a time when you responded to a customer’s request quicker than expected. Contrast that with a time when
you failed to meet an internal/external customer’s expectations. What was the difference?
> Sooner or later, we all have to deal with a customer who makes unreasonable demands. Tell me about how you’ve
handled a situation like this.
> Occasionally we wish we could change how we’ve interacted with customers. Tell me about a recent interaction that you
wish you’d handled differently.

Key Actions

> Manages customer expectations from the outset, in terms of what can or cannot be achieved
> Anticipates needs and takes action to meet those needs
> Does extra now to prevent problems, escalations or repeat calls in the future. This may include
educating the customer on proper procedures rather than simply correcting the problem
> Exhausts all means to address the situation before exercising the escalation channel (This entails a
balanced judgement against opportunity costs, e.g. handling time)



Rating (1-5) _____

Enterprise Competency: Solving Problems

The ability to understand a problem by asking probing questions and drawing logical connections, and thereby define a solution
that addresses the root cause


> Describe the most complex problem you’ve recently been asked to solve. What did you do? What alternatives did you
> At one time we all have thought we handled a problem successfully, only to find we had only affected a symptom of a
larger problem. Can you give me an example of when this happened to you?
> Walk me through a situation in which you asked a lot of questions of several people to get the information you needed
to make an effective decision. How did you know what to ask?

Key Actions
> Asks probing questions to investigate beyond the obvious
> Proposes solutions that address the root cause
> Draws on external resources (e.g. web search, asking colleagues from other departments) to deal with
complex situations or when answers are not readily available
> Makes logical links (e.g. cause-and-effect) and thus produces a solution



Rating (1-5) _____

Enterprise Competency: Connecting with Others

The desire and ability to build relationships with others and establish shared outcomes, through insights to their personality,
motivations and emotions

> How have you known if other people were satisfied (feedback, thank-you letters, etc.) with your contribution/output?
Give me an example of that time.
> Interacting with others can be challenging at times. Tell me about the greatest difficulty you faced when trying to get
along with peers, team members, or others at work. How did you handle the situation?
> Others don’t always react positively to our efforts. Tell me about a time when you put significant effort into a project
and received an unfavorable reaction.

Key Actions
> Adopts a cheerful and courteous tone of voice/ demeanor from the outset
> Builds rapport by asking questions to get to know the other person as an individual
> Actively listens and responds appropriately to concerns and requests articulated by others
> Derives an accurate understanding of the other person by determining meanings and emotions beyond
what is explicitly stated (e.g. tone of voice, word choice)



Rating (1-5) _____

Enterprise Competency: Collaborating with Others
Contributes proactively to the team effort, be it in work or on the personal level, stemming from an interest in working
collaboratively with others rather than individually

> Sometimes we comply with a team decision, even though we have personal reservations. Describe a time when this
happened to you.
> Have you ever spent a significant amount of your own time and effort helping a team/group complete a task? Give me
an example.
> What are some specific tasks you’ve completed that directly contributed to accomplishing a team goal?

Key Actions
> Provides basic assistance to help others when asked, e.g. directing them to the solutions
> Supports team decisions to sustain good working environment
> Does own share of the work that contributes to the overall team work

Rating (1-5) _____

Enterprise Competency: Managing Personal Effectiveness

The ability to cope with conflict, challenge and setbacks, maintaining effective levels of performance and self-motivation over
prolonged stressful periods

> We’ve all had to deal with unreasonable customers. Tell me about a time when you faced this situation.
> We all have times when the responsibilities of our jobs are overwhelming. Give me an example of a time when you
felt overwhelmed at work. How did you react to this?
> Every job produces different levels of stress. What was the most stressful aspect at your previous job? How did
you handle this?

Key Actions
> Acts confidently even in uncertain circumstances
> Keeps emotions in check and responds constructively while on the call, even when the other party is
> Retains acceptable levels of effectiveness at work when going through a difficult or stressful period


Rating (1-5) _____

Enterprise Competency: Commitment to Excellence
The determination and drive to deliver high standards and constantly achieve new heights through hard work and continuous

> Describe the things you do to avoid errors in your work. Give me a recent example of a time when those methods
helped you.
> At times we’ve all been too busy to check all the details of a project. Tell me about a time that this happened to you
and some errors slipped through.
> Describe a process you carried out that required paying close attention to and following prescribed instructions.

Key Actions
> Strives to solve the problem at hand to achieve the MVW metrics and standards of performance
> Shows a sense of urgency in completing the task, through effective multi-tasking (parallel processing,
navigating multiple screens)
> Maintains focus and concentration on tasks, amid a distracting environment



Rating (1-5) _____

Interview Close
Final Checklist

1) Additional questions.
● Ask any additional questions based on the review of your notes.
2) Position/Organisation/Location.
● Provide information on position, organisation, or location.
● Check the candidate's understanding of these areas. (Note anything that appears to match or conflict with
the candidate's stated motivations and preferences.)

3) Give candidate the opportunity to ask questions. (Note the questions asked here.)
4) End the interview.
5) Explain next steps in selection process.
● Candidate will be advised of outcome of the interview within 48 hours by Partner Recruitment Team.
▪ If Successful, candidate will proceed to the final interview stage of the recruitment process.
▪ If Unsuccessful, you will be provided with interview feedback to capture an understanding of
how you performed in the interview and will be provided with suggested focus points for
your ongoing development.
6) Thank the candidate for taking the time to attend the interview today.
Dashboard - Summary of Ratings against Success Profile
Candidate Name: Role:

Cultural Priorities & Values

Commitment to the company

Score (1-5)

Customer Advocacy
Score (1-5)

Enterprise Competencies

Solving Problems
Score (1-5)

Connecting with Others

Score (1-5)

Collaborating with Others

Score (1-5)

Managing Personal Effectiveness

Score (1-5)

Commitment to Excellence
Score (1-5)

Overall Result

5 Significantly Exceeds Expectations

4 Exceed Expectations
3 Meets Expectations
2 Partially Meets Expectations
1 Does not Meet Expectations

Average the scores.
Ideally, all competencies should have a score of 3, gaining an overall score of 3. If the over-all score is still 3 but with
competency scores of 2 in Solving Problems, Customer Advocacy and Connecting with Others, endorsement of the candidate
is acceptable but to be noted in the candidate summary for concentration in the role play.
Candidates who score 2 in Collaborating with Others, Managing Personal Effectiveness and/or Commitment to Excellence may
be endorsed to the next stage only after TA Manager’s validation and approval.