CORE COMPETENCY BASED INTERVIEW GUIDE

The Competency Based Interview (CBI) technique is designed to draw from you examples of
how you thought, spoke and acted in specific situations.
Unlike other interviews, a CBI reduces the possibility of a subjective or biased assessment
by using investigative questioning. Interviewers are trained to listen for evidence of
COMPETENCY and press for detailed descriptions of actual behaviour.
Research has shown that past experience is the best predictor of future performance.
The CBI provides more reliable and valid information than any other interview technique, as
it allows the interviewee the opportunity to talk about their contribution to a particular
situation. Competency focused assessment will be based on tangible specific behaviours
associated with success.

Competencies
A competency is an underlying characteristic of an individual which is directly related to
effective or superior performance on the job. Typical examples of competencies are
innovation & problem solving, development & coaching, business & product awareness,
customer focus, two-way communication, team working, motivation & support, drive &
commitment and direction & purpose.
Please see the Appendix for a list of competencies and their definitions. It is a good idea to
look at all the competencies listed and then think about situations in which you feel you have
shown these competencies. It is suggested that these situations should be within the last 2-5
years, as your approach and attitudes may have changed over the course of your career and
because you may have difficulty recalling specific details of events from too long ago.
You should think about 2 or 3 specific situations or events, which you may be invited to talk
about as advised in the sheet. In all cases the interviewer is not only interested in your
actions or contributions but also the way in which you affect the actions of the team.

Questions
Here are some typical questions that you may be asked during your interview:
What was going through YOUR mind when you did that?
How did YOU do that?
What was YOUR role in the event?
Can you give me an example of a time when YOU?
Tell me what YOU said in that conversation?
What was the first key thing YOU did?
In answering these questions you should describe your situation in as much detail as
possible what you have DONE, SAID and THOUGHT.
REMEMBER!
Be HONEST
Be PRECISE
Be DETAILED

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APPENDIX
Please note these are examples and will not necessarily form the
basis of your interview
Foundation Competencies
These competencies have been developed for the individual contributor population.

Self Confidence - Demonstrating confidence in your ability to successfully take on challenges

and add value.
Initiative - Recognising short term opportunities and take proactive steps to act on them.
Spotting future opportunities and taking action to address upcoming issues.
Problem Solving - Identifying problems and testing alternative solutions using existing skills
and experience.
Self-Management - Managing stress to behave in an appropriate and helpful way despite
difficult circumstances.
Team Work - Actively working to cooperate with others by seeking their input and providing
them with encouragement and support.

Foundational/Strategic Leadership Competencies

These competencies are common between individual contributors, managers and senior
leaders.

Driving Growth - Taking action and seizing opportunities to improve business performance.
Developing People - Taking a long term interest in the success and growth of those around
you.

Influencing - Inspiring commitment in others, using more than just rational arguments to

Earning Trust - Acting with integrity, following through on commitments and treating all parties

persuade, and adapting style to the person or group in front of you.

with respect and dignity.

Understanding Others - Recognising and responding to others feelings and concerns.

Understanding Your Organisation - Understanding the way things work at BAE Systems
and in customer and partner organisations.

Strategic Leadership Competencies

These competencies have been developed to reflect the behaviours required for managers and
senior leaders.

Committing to the Wider Enterprise - Knowing that BAE as a whole is greater than the sum
of its parts, putting aside the needs of your own group for the greater good.
Leading with Vision - Creating a motivating and inclusive client for the people you lead,
harnessing the power of the team or organisation to drive the business forward.
Empowering with Accountability - Empowering others to step up and deliver by giving them
clarity about the expected results and standards.
Creating Breakthrough Strategies - Ability to cut through the complexity of a problem to
come up with simple solutions and break through strategies to achieve business goals.
Partnering for Success - Being as invested in the success of your stakeholders, wherever
they may be in the enterprise or around the world, as you are in your own success.
Building Relationships and Networks - Understanding the people you work with are
individuals, not just employees, and building a rapport and trust with them.

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