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LEadership Capabilities - Selection Interview Capabilities Flipbook PDF
LEadership Capabilities - Selection Interview Capabilities
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Table of Contents ........................................................................................................................................................................... 1 How to use this guide ...................................................................................................................................... 3 Suggested approach to choosing interview questions ............................................................................... 3 A little bit about Behavioural Interviewing ................................................................................................... 3 Using Behavioural Interview Questions ...................................................................................................... 4 What to listen for ......................................................................................................................................... 4 Selection Decision Tips and Clues ................................................................................................................ 5 Situational Interview Questions .................................................................................................................. 5 Role Plays ................................................................................................................................................... 5 Presentations .............................................................................................................................................. 5 Psychometric Testing.................................................................................................................................. 5 Expert Advice and Support ......................................................................................................................... 6 The AMES Leadership Capabilities at a glance ............................................................................................ 7 Strategy – focuses on the capabilities required to understand and interpret the environment, strategise and innovate in response to it and to communicate a compelling vision .................................................... 7 Delivery – focuses on capabilities required to define and effectively deliver services or specialist functions ...................................................................................................................................................... 7 People and Relationship – focuses on capabilities required to build constructive working relationships within and external to AMES and to develop the potential of the AMES workforce ................................... 7 Individual – focuses on the capabilities required to manage personal behaviour and constantly build personal capability ...................................................................................................................................... 7 STRATEGY .................................................................................................................................................... 8 Demonstrates strategic perspective ........................................................................................................... 8 Exhibits robust planning and execution ...................................................................................................... 9 Utilises strategic influence and leadership ............................................................................................... 10 Innovates through thought leadership ...................................................................................................... 11 DELIVERY .................................................................................................................................................... 12 PEOPLE AND RELATIONSHIP .................................................................................................................. 16 INDIVIDUAL ................................................................................................................................................. 19
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How to use this guide This interview guide should be used to support the interview component of the recruitment process. It provides a bank of questions for use when interviewing applicants for leadership roles. These questions are based on the AMES Australia Leadership Capabilities. You should use the question bank to assist you to assess a candidate’s fit with the requirements of AMES Australia’s leadership roles. During an interview, you will ask candidates a range of questions to test their suitability. They are likely to cover:
Technical requirements Mandatory qualifications Mandatory experience Selection criteria Leadership capabilities
Guidelines and advice on preparing an interview selection matrix and conducting interviews in line with AMES Australia’s policies is available in our Recruitment policies.
Suggested approach to choosing interview questions The questions asked at interview are used to explore the candidate’s skills and experience, and assess their suitability for the role. It is recommended that you follow these steps to get maximum benefit out of this guide. 1. 2. 3. 4.
Review the Position Description for the role and carefully consider the mandatory qualifications and experience requirements and/or any specific selection criteria Identify 2 to 4 capabilities that are most relevant to these requirements. Select or modify a question from this guide for each of the identified capabilities Transfer the selected questions to the Individual Selection Matrix template to be used during the interview
A little bit about Behavioural Interviewing Behavioural interviewing is a technique used to learn about a candidate’s past behaviour in particular situations. Past behaviour is a better predictor of future behaviour than is speculation about how you would act in a hypothetical future situation. Behavioural based interviewing draws out real life responses that provide a way to judge a candidate’s skills, knowledge and behaviour. During a behavioural based interview the interviewer uses specifically worded questions to ask the candidate to describe a situation or an experience they had in a previous job. Behavioural based interview questions generally start with phrases such as: Tell me about a time when you Describe a circumstance when you Tell me about how you approached a situation Candidates are asked to draw on their real life experiences to discuss how they handled various issues.
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Past behaviour is used as a predictor of future behaviour, so the candidate’s responses are an indication of how they are likely to behave and perform in in future work-related situations. It is the interviewer’s job to establish if a candidate’s previous behaviour fits what is required in the AMES Australia context and specific role. Behavioural based interviewing provides a more reliable set of data from which selection decisions can be made. Other methods may also add to your understanding of a candidate’s suitability. For example, it may be appropriate to have candidates demonstrate a practical skill, or participate in a role play as well as answering a set of behavioural questions. The Tips and Clues section of this Guide provides some ideas and our Human Resources staff can also provide further advice.
Using Behavioural Interview Questions When asking the behavioural questions you have identified, it is recommended that you use a Situation /Action/ Result approach. Specifically that means you ask the candidate to think about their past experiences and to: 1. 2. 3.
Recount a specific event , activity or SITUATION; and then to Discuss their own ACTION taken in response to the event or situation: and then to Outline the RESULT or final outcome.
Situation
• Ask for a specific example: • What was your role? • What was your responsibility?
Actions
• Explore what occured: • What happened? • What did you do?
Results
• Establish the outcome: • What was the impact? • How was success measured? • What lessons were learned
Ask the candidate to describe this situation first before probing with follow-up questions. Sometimes a candidate might give you a literal response which will give insight only in to the situation faced. Follow up questions will be needed to ensure you get an understanding of the action and result parts of the question.
What to listen for Specific actions and behaviours relating to each Leadership Capability are provided in the Question Bank in the following pages. You might also look out for:
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Ease of finding an example: if a candidate has a high level of proficiency or experience, it is likely that they will readily recall a number of different examples The candidate’s role in the situation: What part did they play, was it individual or as part of a team? The candidate’s reflections: Do they have reflections on their actions or the situation?
Selection Decision Tips and Clues There are a range of methods which can be used to assist to gather further information about candidates which will help make a selection decision. It is important to ensure that the additional approaches are very clearly linked to aspect of the requirements of the role. Once again the position description will provide a framework. It is important to have a clear understanding of what you want to measure and why, and select methods that are appropriate for your particular purpose.
Situational Interview Questions Situational interviews questions look at the future behaviour. Rather than using the past behaviour approach of “Tell me about a time…” a candidate is asked “What would you do if…”. The candidate is presented with a potential situation or task, and asked to describe what they would do in that situation. These types of questions can be used to assess a candidate’s ability to break a problem down into manageable pieces and to think clearly under pressure. They can also be used to explore a candidate’s ability to transfer knowledge and expertise to situations which might be specific to the AMES Australia context or the particular role being recruited.
Role Plays A role play presents the candidate with a predefined scenario related to the requirements of the role and asks them to play that out while being observed. The interaction between the candidate and a role player, usually an AMES staff member also working to a brief, is observed by the interview panel. For example the role may require the extensive interaction with and influence of stakeholders which falls in to the Strategy capability cluster. The role play scenario presented to the candidates would therefore involve interaction and engagement with a stakeholder to build support for an AMES Australia initiative. Panel observers would use the role play to judge candidates’ capacity to meet those requirements.
Presentations Presentations are frequently used as a selection tool, particularly in senior roles. This method is often used when the panel is close to making a final decision and the candidate pool is likely to have been refined to a small number of candidates still under consideration. Candidates are provided with a topic or scenario, supporting data and contextual information and asked to prepare and deliver a presentation.
Psychometric Testing AMES Australia has a practice of administering Psychometric testing for preferred candidates for Executive and Senior Manager roles. Our Human Resources team has established relationships with specialised providers and you can contact our Recruitment specialists for further advice.
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Expert Advice and Support AMES HR Recruitment Specialists and Business Partners provide expert support and advice in the identification and use of selection tools.
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The AMES Leadership Capabilities at a glance Strategy – focuses on the capabilities required to understand and interpret the environment, strategise and innovate in response to it and to communicate a compelling vision Demonstrates strategic perspective Exhibits robust planning and execution Utilises strategic influence and leadership Innovates through thought leadership
Delivery – focuses on capabilities required to define and effectively deliver services or specialist functions Demonstrates business acumen Delivers excellence Practices continuous learning and improvement Drives a passion for performance
People and Relationship – focuses on capabilities required to build constructive working relationships within and external to AMES and to develop the potential of the AMES workforce Develops AMES people Nurtures talent Fosters team work and cross group collaboration Builds trust
Individual – focuses on the capabilities required to manage personal behaviour and constantly build personal capability Demonstrates accountability Champions change and flexibility Demonstrates resilience Pursues professional excellence
You may also like to review the AMES Australia Leadership Development Strategy on KIT.
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STRATEGY Demonstrates strategic perspective Definition Demonstrates a clear understanding of the changing business/community/ government priorities; analyses the impact for AMES to inform critical strategic decisions now and into the future. Ensures people across the organisation consistently understand the vision and how the current strategy aligns with it, in order to drive organisational results.
Example questions
Describe a situation where you have established and driven strategic organisational goals. Tell me about a change you initiated in response to a change in business/community or government priorities in order to make the most of an opportunity or threat presenting to your organisation. Describe a situation where you had to communicate the organisation’s strategy and make clear the relevance to the work of your staff
What to listen for in Executive roles
Scanning and analysing the environment and interpreting to inform strategy Creates and drives broad strategy and future direction Interpreting strategy in a meaningful and compelling way Connecting vision and strategy with people’s work to deliver results
What to listen for in Senior Manager Roles
Scanning and analysing the environment and interpreting to contribute to strategy development Interpreting strategy and applying it to specific responsibilities Connecting vision and strategy with people’s work to deliver results
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Exhibits robust planning and execution Definition Builds new ways of implementing organisational strategy by analysing best practices, driving efficiency and consistency in operations, and laying down clear success parameters in order to build a reputation of reliability. Displays lateral thinking, handles contingencies and crises effectively, keeping in mind environmental constraints (and conflicting interests at various levels).
Example questions
Provide an example where you have dealt with competing strategic priorities Describe a situation where you met a significant obstacle in trying to achieve an objective. What was it? How did you overcome it? Describe an efficiency initiative you initiated and delivered. How did you measure the impact?
What to listen for in Executive Roles
Develops a timeline and sets key milestones for achievement of strategic goals A drive for innovation and improvement Flexibility and creative approaches when responding to contingencies and crises
What to listen for in Senior Manager Roles
Ability to interpret organisational strategy and translate it in to specific area of responsibility Capacity to turn strategy in to local work plans Flexibility and creative approaches when responding to contingencies and crises
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Utilises strategic influence and leadership Definition Analyses, anticipates and predicts the competitive and market forces that will shape the future of the AMES business through assimilating information from a multitude of sources to build an integrated strategy. Develops compelling business cases for change initiatives and gains buy-in from key stakeholders. Actively supports and advocates for organisational initiatives. Example questions
Tell me about a business case for change which you initiated. How did you engage stakeholders? What was the outcome? Describe a time when you have supported and advocated for an organisation initiative outside your immediate area of responsibility. Provide an example where you have challenged existing ways of thinking
What to listen for in Executive Roles
Knowledge of current and emerging environmental issues and ability to interpret those for input into strategy Capacity to build a compelling business case and garner support for it Engagement with and effective advocacy for organisational or sector initiatives
What to listen for in Senior Manager Roles
Ability to analyse current or emerging issues in work area or discipline and communicate those Capacity to build a compelling business case and to gain buy-in from stakeholders Engagement with and effective advocacy for organisational initiatives
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Innovates through thought leadership Definition Influences the broader sector through contribution to debate and policy direction and translates that in to effective frameworks for AMES work. Continuously identifies and explores opportunities for new and innovative ways to meet client and organisational needs and develop meaningful stakeholder relationships.
Example questions
Describe an innovation in delivery of client needs which you identified and introduced. Provide an example of your contribution to industry debate or policy direction which furthered your organisation’s agenda.
What to listen for in Executive Roles
Initiates change in response to opportunities Builds and sustains a diverse range of relationships with key people in organisations, government ,partners and other relevant stakeholders Identifies and engages in sector debate and is influential Champions new ideas and innovation Challenges existing paradigms in the sector and looks for new approaches
What to listen for in Senior Manager Roles
Initiates change in response to opportunities Builds and sustains a diverse range of relationships with key people in organisations, government ,partners and other relevant stakeholders Contributes to sector debate in area of expertise Champions new ideas and innovation Challenges existing paradigms in the sector and looks for new approaches
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DELIVERY Demonstrates business acumen Develops processes for monitoring progress against business goals including bottom-line results and makes adjustments accordingly throughout the year; teaches others how to develop performance measures; partners with key stakeholders to integrate business planning and operational imperatives for maximum impact. Brings an entrepreneurial approach to business opportunities and their development.
Example questions
Tell me about a time when you partnered with a key stakeholder to maximise an opportunity for your organisation and/or clients. Can you give me an example of a business goal which you incorporated in your operational performance measurement? Describe a time where you progressed a business opportunity from concept to delivery. Can you tell me about a time when you took a calculated risk for business benefit?
What to listen for in Executive and Senior Manager Roles
Sets the standard for developing and monitoring performance measures and making sound business decisions Demonstrates collaborative practice and displays a high level of understanding of the needs and interdependencies of stakeholders Ability to convert opportunities in to realistic business outcomes Strong relationship building skills Ability to analyse a situation, think through contingencies and take a calculated risk
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Delivers excellence Identifies and implements new methods to improve the experience of AMES clients, and to ensure quality outcomes; partners with key stakeholders to identify and facilitate processes to improve service delivery capability.
Example questions
Give me an example of a time when you had set up new processes to improve client outcomes. How did you implement it? How was it received by users and clients? Can you tell me about a time when you worked with stakeholders to improve services? Do you have an example of a time you had to deal with an adverse client experience which had become escalated?
What to listen for in Executive and Senior Manager Roles
Looks outside the organisation to identify service improvement opportunities Works actively with key stakeholders to maximise potential to improve service delivery Has a quality orientation Sees adverse feedback as an improvement opportunity Uses energy and drive to engage staff and stakeholders in service improvement
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Practices continuous learning and improvement Improves procedures, policies, systems and structures to ensure continued relevance and effectiveness. Creates a climate that is supportive of calculated risk taking and innovative problem solving to enhance organisational effectiveness. Uses reflective thinking in reviewing processes and own practice. Furthers the AMES strategic direction through contribution to broader sector activities such as Government committees, UNHRC and like.
Example questions
Tell me about a time when you were proactive in identifying solutions to an organisational problem Give an example of an effective/innovative solution which you created to solve an organisational problem Describe a change initiative you’ve led. What were the challenges and how did you deal with them Tell me about a contribution you made to broader debate in the sector
What to listen for in Executive and Senior Manager Roles
Challenges existing practices and paradigms and sets the change agenda for the organisation Champions and leads continuous improvement orientation Positions AMES Australia as a leader in innovation and as an active contributor to sector direction Continuous improvement orientation
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Drives a passion for performance Inspires understanding and commitment to organisational vision. Ensures organisational and operational objectives are cascaded. Creates a culture of high performance and holds managers accountable for dealing with underperformance. Holds direct reports accountable for timely performance reviews and development planning.
Example questions
Provide an example of a time when you had to engender a high performance culture in a group. Describe a time when you had to inspire a group of staff in a very challenging set of circumstances. Tell me about a time when you had to call your direct reports to account for a failure to deliver.
What to listen for in Executive Roles
Clear engagement with the organisation’s vision and strategies and systematic efforts to cascade it to staff Cultivates a high performance culture and accountability for performance both good and bad Delivers constructive feedback and manages under performance Sets clear performance standards and gives timely praise and recognition
What to listen for in Senior Manager Roles
Clear engagement with the organisation’s vision and strategies and communication of it to staff Creates opportunities for staff to contribute to the development of strategy Cultivates a high performance culture and accountability for performance both good and bad Delivers constructive feedback and manages under performance Sets clear performance standards and gives timely praise and recognition
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PEOPLE AND RELATIONSHIP Develops AMES People Provides individuals with development opportunities to test and expand their capabilities and achieve higher levels of performance. Fosters an environment that encourages others to achieve their best. Example questions
Provide an example of a how you encouraged a team to push the boundaries and move to a higher level of performance What measures have you taken in a recent role to enable your team to develop capabilities? Tell me about a time when you fostered leadership potential which you identified in a staff member
What to listen for Executive and Senior Manager Roles
Fostering an environment which encourages people to achieve Takes a systematic approach to the development of people Challenging staff by assigning stretch assignments where potential was demonstrated Takes a strengths based approach to development needs
Nurtures talent Identifies opportunities to nurture, mentor and develop talent and build on strengths. Identifies critical skills for organisational success. Institutionalises the process of information sharing, develops systems to improve organisational interactions. Supports the development of a coaching culture across the organisation and is seen as an expert coach. Example questions
Provide an example of a stretch target you gave a talented staff member. How did you support that person? How have you encouraged a coaching culture in a workgroup? Tell me about a time when you identified a critical skill gap in a workforce. How did you address that?
What to listen for in Executive and Senior Manager Roles
Makes time for people despite competing priorities Provides people with the opportunity to build their capability Identifies skill gaps and takes action to build capability Provides talented people with access to targeted and stretching development opportunities
Fosters teamwork and cross-group collaboration
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Creates a collaborative environment, and establishes norms of group behaviour to promote a performance oriented culture where opinions and ideas can be expressed without fear of reprisal. Initiates collaboration across divisions. Builds strong work relationships through effective communication with various groups. Builds processes that allow for information sharing and utilises the unique social advantages of working together. Example questions
Tell me about a time when you developed processes to ensure communications were effective across divisions or functions Tell me about an action you have taken which contributed to developing a collaborative environment How have you facilitated information-sharing amongst diverse groups?
What to listen for in Executive and Senior Manager Roles
Modelling and facilitating collaboration and co-operation across groups Sharing of information and facilitation of information exchange Capitalising on diversity of experiences and views Ability to accept contrary views and find a way to move forward
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Builds trust Presents both sides of a situation even-handedly, using scenarios and illustrations in order to help others make informed judgements. Listens actively to elicit the underlying messages behind verbal cues; understands and interprets non-verbal behaviours to facilitate effective group interaction. Takes responsibility for failures as well as sharing accountability and acknowledging successes. Focuses on capabilities required to build constructive working relationships within and external to AMES and to develop the potential of the AMES workforce.
Example questions
Can you tell me about a time when you built or rebuilt a key relationship Can you tell me about a time when you had to facilitate an outcome when two groups had very different perspectives on a situation
What to listen for in Executive and Senior Manager Roles
Challenges existing practices and paradigms and sets the change agenda for the organisation An empathetic and balanced approach Demonstrates an intent to find an outcome which is fair and reasonable Accountability for achievements and failures
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INDIVIDUAL Demonstrates accountability Demonstrates a drive, commitment and sense of urgency that inspires others to achieve results. Anticipates and addresses potential obstacles to ensure the achievement of goals. Stands by decisions and results and always learns from the experience, taking ownership in making improvements happen. Embodies the Victorian Public Sector values in the delivery of responsibilities. Example questions
Tell me about a time when you had to make a tough but unpopular decision for the benefit of the organisation. Can you tell me about a time when you were proactive in addressing a potential obstacle to a change you proposed
What to listen for in Executive and Senior Manager Roles
Making hard decisions for organisation benefit without favouritism or bias Challenges existing practices and paradigms and sets the change agenda for the organisation
Champions change and flexibility
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Readily proposes and tries out imaginative approaches when standard approaches are not generating the desired results. Models the change and works with others to overcome fears and obstacles. Adapts to quickly and creatively to environmental changes. Example questions
Tell me about a time when you were proactive in identifying solutions to an organisational problem Can you provide an example of a situation where you had to respond quickly and creatively to a change in the broader environment e.g. government policy? How have you dealt with staff fear associated with proposed change?
What to listen for in Executive and Senior Manager Roles
Challenges existing practices and paradigms and sets the change agenda for the organisation Capacity to interpret conditions, make sense of change and adapt quickly
Demonstrates resilience Adapts to stress and copes with ambiguity. Makes realistic plans and take steps to carry them out. Holds and communicates a positive view of self and confidence in strengths and abilities. Manages strong feelings and impulses for self and team.
Example questions
Can you tell me about a time when you had a couple of tries at addressing a challenge before succeeding? Can you tell me about a time when an initiative failed? How did you manage the fallout in your area of responsibility? And personally? Tell me about a time when you were proactive in identifying solutions to an organisational problem.
What to listen for in Executive and Senior Manager Roles
Ability to persevere in difficult circumstances Self-awareness and ability to manage own emotions Confidence and self-belief
Pursues professional excellence Continuously strives to “raise the bar” by exploring and adapting established practices, in order to develop solutions and raise professional standards.
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Example questions
Tell me about a time when you were proactive in identifying solutions to an organisational problem
What to listen for in Executive and Senior Manager Roles
Challenges existing practices and paradigms and sets the change agenda for the organisation Shows a commitment to lifelong learning
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