Scenario-based Interview Candidate & participant guide Fundamentally all assessments look at how someone solves problems and there are a number of techniques that can be used to do this. The Scenario Based Interview is an approach that does this directly by presenting a realistic business problem to those being assessed. By providing a real situation or issue that someone could reasonably expect to deal with in the role, interviewers/assessors are better able to understand the approach an individual will take to dealing with the challenge(s) they will face. This method not only focuses on the competencies, behaviours and technical skills but has the additional benefit of providing greater relevance for both sides. Candidates/participants put themselves forward for a role because they believe that they can do it. It is logical therefore to give individuals the opportunity to talk about how they would do the role. Providing a problem that is appropriate for that role makes the interview more relevant and allows individuals to demonstrate their thinking and potential to a greater extent. Despite both being interviews measuring set criteria there are some differences between competency-based interviews and scenario-based interviews (see Fig.1). Scenario - based interview Competency - based interview Focused on candidate’s proposed approach to a current business problem with opportunity to discuss how applied in past Focused on candidate’s past behaviour and actions “Tell us about your approach to this business problem ...” “Tell me about a time when ...” Probing questions following up the candidate’s described approach to the scenario STAR structure (Situation, Task, Actions, Results) F ig. 2 Despite these differences the principles of assessment that would normally apply stay the same. During the interview assessors will be looking for evidence of the competencies, behaviours and/or technical skills that are being measured. They will:- Listen – to what is said Probe – ask questions to clarify and obtain additional info Evaluate – use the evidence to determine a rating Benefits of a scenario-based interview o The problem set is in the context of a specific role: allowing you to demonstrate your solution(s) to relevant business problems. o It is easier for you to describe what you would do and the business to probe because it's based on a real business problem. o It is aligned to the day-to-day expectations of the role being filled. o Allows you to focus on an issue rather than think of lots of alternative situations to fit competencies o Traditional competency based interviews are largely focused on how skills, knowledge and experience have been applied to previous roles. Scenario-based assessment are forward looking – focus is on how skills, knowledge and experience will be applied. This therefore considers potential to perform in the role being recruited/assessed for. o The relevance of the evidence obtained is increased as it relates specifically to the role and a business issue. o You know what is being asked of you - so can focus on one area “the scenario”. How it works There are 3 key parts to a scenario based interview (see Fig2 below): Background information - Scenario preparation – Interview Background information o This sets the context for the business area and provides information on the business area/team– it is provided to help you understand what the aims and o goals etc. of the business area are at that point in time. o Information will generally be high level and will indicate important points e.g. ways of working, operating models, strategy, high level challenges. o In some instances the information may be more comprehensive i.e. it will have more detail – this will be driven by the nature of the role itself. o This will be provided in advance of the assessment – normally sent with the invite to interview. o Alongside the job description, the background information should be used to gain a better picture of what the role will be like. o Referring to the background information is allowed during the interview. Scenario preparation o On the day of the interview, you are provided with a brief. This will set some more context and the “problem” to work on. This is “the question that needs to be answered”. o You are given time to think on your own about the scenario, how you would resolve it and prepare your response – the brief will state how much time is allocated. o Focus in preparation time should be on how to deal with the issue/challenge/situation that is described in the brief. o Using the time provided effectively is very important – care should be taken to understand what the scenario is asking. After the preparation time is over the interview will begin. o Any notes made during your preparation period can be used in the interview. o Remember that the scenario may be set in a ‘new way of working’ rather than the way work has been organised/carried out in the past Interview o When the interview begins you will talk through how you would deal with the problem set out in the scenario – a set time is allowed for this and is advised in the brief. o It is important to remember that this is different to a Competency based interview and that you will not be asked to give specific examples of each competency. o The panel will ask probing questions to understand the thinking around your approach/solution to the problem. They will also use them to gain more evidence around the competencies – the questions they use might be designed around more than one competency. o As well as probing questions interviewers will look for the rationale behind the choice of approach being taken. o Understanding your reasoning will tend to come through questions such as “when have you taken this approach before? Why do you think this will work? etc. It is important for you to be to prepared to justify your choices, if required to. o The interview assesses a mix of competencies, TfL behaviours and technical skills (if required) as defined within the job description. o This type of interview is different from a Competency Based Interview - you are not asked to provide specific examples for each competency being measured. Evidence is demonstrated through how you describe your approach to a specific business issue. o Preparation is important before the interview – take time to read the background information this gives a sense of the business area, their objectives and their challenges. This will give you context that can be taken into the interview. o You should also be looking on Source, reading more widely on TfL's challenges; the Job Description (focusing on the future expectations of the role) to understand it and how it contributes to the business and TfL o On the day of the interview - focus on the brief that is provided. That is what the panel will be looking for you to talk about. o Any notes made in preparation can be referred to during the interview. o Be ready to answer any probing questions – these are linked to what you have said and the competencies. o You should be able to explain the reasoning behind their choice of approach/and/or solution – demonstrating success in delivering in the past through actions and achievements. o If the interview is part of a change/transformation programme – focus on what is different in the “new world” and the reason for the change. F ig. 2 Summary