Behavioural and CompetencyBased Interviews: The Key to Predicting On-the-Job Success

Hiring top talent isn’t just about identifying the right experience on a resume, it’s about understanding how a candidate will perform in real life, under pressure, and within your team’s unique culture.

That’s where behavioural and competency-based interviews come in.

By focusing on real-world examples and observable skills, these structured approaches help hiring teams assess not just what a candidate says they can do, but how they’ve actually done it before.

What Are Behavioural and Competency-Based Interviews?

Though often used interchangeably, they each have a specific focus:

✅ Behavioural Interviews

These explore how a candidate acted in specific past situations. The underlying belief is: past behavior predicts future performance.

Example Question: “Tell me about a time when you had to manage a difficult stakeholder. What did you do, and what was the outcome?”

✅ Competency-Based Interviews

These assess whether a candidate has the core skills, traits, and abilities needed for success in the role — such as leadership, communication, or problem-solving.

Example Question: “Give me an example of a time you demonstrated strong analytical thinking to solve a complex problem.”

Why They Work

✔ Structured & Fair

Every candidate gets asked the same questions, reducing bias and increasing consistency.

✔ Predictive of Performance

Candidates must draw from real past experiences — not hypotheticals or rehearsed answers.

✔ Focus on Role-Relevant Competencies

You’re evaluating the specific behaviors and skills required to succeed in your company and your role.

How to Build a Behavioural or Competency-Based Interview

1. Start with a Competency Framework

Identify the 5–8 core competencies that are essential for success in the role. These may include:

• Communication

• Collaboration

• Leadership

• Initiative

• Adaptability

• Critical thinking

• Results orientation

Tailor these based on the seniority and function of the role.

2. Use the STAR Technique

Encourage candidates to structure their answers using STAR:

• Situation – What was the context?

• Task – What needed to be done?

• Action – What did you do?

• Result – What was the outcome?

This ensures responses are clear, complete, and grounded in real experiences.

3. Craft Strong, Open-Ended Questions

Avoid yes/no questions. Instead, prompt storytelling and insight.

Examples:

• “Tell me about a time you failed to meet a deadline. What did you learn?”

• “Describe a time you had to influence someone without authority.”

• “Give an example of a project where you had to quickly adapt to change.”

4. Use a Scoring Rubric

Don’t rely on gut feel. Score each answer using a consistent rubric (e.g., 1 to 5) based on:

• Relevance of the example

• Clarity and completeness (STAR)

• Demonstration of the desired competency

• Impact or result achieved

Having 2–3 interviewers score independently can improve objectivity.

5. Listen for Ownership and Accountability

Great candidates don’t just describe what the team did — they take responsibility, explain their own actions, and reflect on the outcome.

Watch for overuse of “we” or vague language. Probe deeper if needed:

“What was your specific role in that situation?”

Common Mistakes to Avoid

🚫 Asking hypothetical questions (“What would you do if...?”) — they don’t reveal real behavior

🚫 Accepting vague answers without follow-up

🚫 Confusing personality with performance — likability ≠ capability

🚫 Skipping structure and relying on “gut feel”

Final Thoughts

Behavioural and competency-based interviews bring structure, clarity, and predictive power to your hiring process. They help hiring teams look past surface impressions and dig into what really matters: how someone shows up, solves problems, and contributes in the moments that count.

When done right, this approach leads to better hires, stronger teams, and more confident decision-making.