Interviewing for Federal Jobs

Agenda

Purpose of Federal job interviews

Interview formats

Delivery methods

Question types

Interview preparation

Other Considerations

2

Purpose of Federal Interviews

Federal job interviews are used: • To rate and rank eligible applicants who have

been evaluated for basic qualifications, and/or

• By the hiring manager to verify qualifications of candidates prior to making a hiring decision

3

Interview Formats: Structured vs Unstructured

Structured Interview Unstructured Interview

Each interviewee is asked the same set of questions

Interviewees may be asked different questions

Each interviewee is given the same amount of time to respond to each question

Interviewees may be given varying amounts of time to respond to questions

Responses are formally scored using the same procedures across interviews

Responses may not be formally scored but can provide information used to make a hiring decision

4

Interviews are well-suited for assessing general competencies such as:• Teamwork

• Oral Communication

• Interpersonal Skills

• Problem Solving

• Conflict Management

• Influencing/Negotiating

Interview Coverage

5

Ideally, interviews focus on a small number (approximately 4 to 6) of competencies

Highly specialized jobs or jobs at a high level (e.g., managerial, executive) likely will cover more

Interview Coverage (Cont’d)

6

In-person Telephone Video

Interview Delivery Methods

7

Interview Delivery Methods (Cont’d)

Panel One-on-one

8

Question Types

Behavioral • Responses based on events or experiences

— “Tell me about a time when you…”

Situational • Responses based on hypothetical events or

situation— “If you were in the following situation…what

would you do?”

9

Question Types (Cont’d)

Résumé• Responses based on items in your résumé

— “Tell me about your job at…”

Getting-to-Know-You• What is your greatest strength?

— “Why should I hire you?”

10

Question Type: Behavior-based

Behavior-based questions draw on applicant’s experiences• Objective

• Measurable

• Repeatable

11

Answering Behavior-based Questions

Use the STAR Model to provide three important pieces of information

1. Situation or Task: Provide the context

2. Action: Describe exactly what you did

3. Result: Be specific about the outcome

12

Competency: Interpersonal Skills

Describe a time when you dealt with an individual who was difficult, hostile, or distressed.

• Who was involved?

• What specific actions did you take?

• What was the result?

Behavior-based Question (Sample)

13

Competency: Customer Service

Tell me about a challenging customer service experience.

•Who was involved? • What specific actions did you take?• What was the result?

Behavior-based Question (Sample)

14

Behavior-based Response (Sample)

15

1. Situation or Task: I was assigned the task of filing the nearly 1000 credit reports that had been piling up for weeks

2. Action: I spent two days organizing the reports in both chronological and credit report number order. Then, I filed the reports.

3. Result: Because I organized the reports in both chronological and numerical order, I discovered more than 30 duplicate reports. Both reports were forwarded to the customers which resolved all outstanding customer complaints. I did the work during my regular work hours. The work I did brought their team up to date, saved them overtime pay, and didn’t impact my team’s deadlines.

Behavior-based Response (Sample)

16

1. Situation or Task: I work in an benefits claims department. One of our claim teams was short a researcher and claims were backing up. Our team was caught up so, I had some extra time.

2. Action: I volunteered to complete several of their research assignments.

3. Result: I researched the claims and the claim team got caught up. My work successfully went through the random quality review check process and no errors were found. I finished the extra work during work hours, did not impact my regular work, and saved the company from paying overtime.

1. Situation or Task: We needed to translate new IT jargon to users and communicate their needs and frustrations with the system to the IT staff. Lack of communication between the two groups was affecting satisfaction metrics.

2. Action: I convened focus groups with users and designated an IT team member follow up on specific recommendations. Based on the feedback, I created and implemented a plan to improve and expand Help Desk services.

3. Result: Users and IT staff gained a better understanding of the IT system. New lines of communication were opened. Service calls decreased. Satisfaction rates improved.

Behavior-based Response (Sample)

17

Behavior-based Responses: Summary

18

Use the STAR Model Present examples from your experience

that demonstrate competencies, knowledge, skills, and abilities for the job

Quantify your achievements, such as:• If you saved money, state how much

• If you improved a process, describe what was improved (saved time, money, helped more customers, increased sales)

What is Not a Behavior-based Response

19

Avoid the following types of responses:• Opinions

• Theoretical

• Vague

Question Type: Situation-based

20

Situation-based (or hypothetical) questions present realistic job-related scenarios, situations, or dilemmas requiring candidates to explain how they would likely respond • The underlying premise is that people’s

intentions are closely tied to their actual behavior in similar circumstances

Situation-based Response (Sample)

Competency: Interpersonal Skills

An angry client walks up to your counter and states he was told your office sent him a check five days ago, but he has not received the check. He says he has bills to pay, and no one will help him.

• How would you handle this situation?

21

Scheduling an Interview with the Hiring Organization

Hiring agency may telephone or email to schedule an interview

Obtain information from the scheduler• Point of contact information

• Building access requirements

Inquire about the interview process• Panel, one-on-one, length of interview

22

Scheduling the Interview with the Hiring Organization (Cont’d)

If you need an accommodation, notify the person who contacts you

23

Questions Interviewers Can Ask

Interviewers can ask about:

• Specific roles and responsibilities at past or current jobs

— Likes and dislikes pertaining to your work

— Job knowledge and job-related factors (experiences, education, training, skills, etc.)

24

Interview Preparation

Before the interview

Day of the interview

During the interview

After the interview

25

Before the Interview: Prepare

26

Review résumé Think about accomplishments

Before the Interview: Prepare (Cont’d)

Discuss Rehearse

27

Day of the Interview

Dress appropriately Act professionally Be yourself Arrive early Bring several copies of your résumé

28

During the Interview

Listen carefully Be enthusiastic Be honest

29

During the Interview (Cont’d)

Don’t talk too much…or too little Be aware of your non-verbal

communication

30

Questions to Ask Hiring Managers: (Samples)

Interviewing is a two-way street• Be prepared to ask the interviewer(s)

questions:— What is a typical day like?

— What projects or assignments would I be responsible for?

— What is the career path?

— When do you expect to make a decision?

31

Summary Tips

Regardless of the type of questions, follow basic principles:

• Be truthful

• State responses positively

• Demonstrate accountability; avoid blame

• Avoid negative comments about previous employers or coworkers

• Provide responses showing how you would contribute to the organization’s mission

32

Summary Tips (Cont’d)

• Listen carefully to each question

• Think about your response

• Keep responses to questions job-related

• Be clear and concise

33

Other Considerations

Prepare concise responses for “tell me about yourself” question

Have your list of references ready

34

After the Interview

After you leave, write notes on the interview

Send a “thank you” note Stay positive

35

Questions

36