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Posted on: 16/05/2012 11:05.
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Tackling difficult questions

Application forms are increasingly asking questions that relate directly to the competencies required to do the job.  Sometimes these are stated explicitly; sometimes you have to read between the lines.  Often the question has several parts to it.  These questions are designed to let you “sell” yourself, demonstrate that you possess the skills and personal qualities that the employer is looking for, and to interest or impress them enough to invite you to interview.  These questions are often referred to as Competency Based Questions. 

The following structure will help you to frame your answers.  

Think of the following question:

“Describe a situation where you have worked as part of a team. What was your role?  What did you do?  How did you overcome problems? What was the outcome?”

Essentially each question (such as above) can be answered by using the same approach as shown below.  The percentages (in brackets), are shown as a guide for approximation only.

a) Situation (~15 – 20%)

Here, you are effectively setting the scene in order to describe your behaviour in the particular scenario. What was going on?  What was the problem?

b) Behaviour (~60 - 70%) – what and how YOU as an individual did.

• Here you need to provide or demonstrate competency or characteristics of effective behaviour.  Be sure to convey the actions you took in the light of the situation.
• Be specific and stay focused on you – say what YOU did, not what “Imran or John” or “we” did.
• Use positive language to reflect your achievements.
• Quantify/qualify your statements/answers, for example:

I was responsible for handling and resolving up to 50 queries per day.
Handling cash and credit transactions of up to £5K per week.
Responsible for a project worth £10,000.
Line management and supervision of a team of 5.

• Avoid making vague statements that may sound good but provide no specific information about what you did such as “the project team created a plan……”
• Avoid giving opinions about a situation or task as these provide no information about what you did.
• Avoid making theoretical statements such as “I would do…” or “I always….” as these provide no information about what you actually did.

c) Outcome (~15 – 20%) 

• Indicate clearly the results of your actions.  Was the problem solved?  What about skills gained?  Did you meet the targets?
• It is recommended that you choose examples with positive outcomes. However, should you not meet the aims/objectives, state what you’ve learnt from the experience.  E.g. “I know I have learnt from my mistakes and have become a more confident and self assured person as a result.”

Another alternative structure is the acronym STAR – Situation, Task, Action and Result – similar to above but instead of “Behaviour” put “Task” and “Action”.  Sometimes the letter “D” is added at the end (STAR D) – D denotes “what you would have done differently”.

Some questions, e.g. "Describe your most significant academic achievement" have no right or wrong answer, and you could refer to any aspect of your life for your answer.

This particular question is aimed at finding out what motivates you, or what you value. It is not the example that you give that is important but what your answer brings out about your qualities.

 

A good and bad example

Question: “Give an example of an occasion when you have handled disagreements or conflict”

A) Poor Answer

I have a part-time bar job in a hotel and on many occasions I have had to deal with difficult customers.  Sometimes a customer’s behaviour has been so loud and offensive that I have refused to serve them.  

I have always remained polite when doing this and have explained why I have refused.  

I have usually calmed people down and got them to accept the situation, but occasionally I have called the manager to deal with the customer.

B) A Good Answer

During my part-time work in a large local hotel I had to deal with a difficult situation involving a customer who wanted a drink after last orders had been called.

The man became rude and offensive after I told him that I could not serve him as last orders had been called five minutes ago.  His behaviour was affecting other guests, and I could see the embarrassment being caused by his shouting and foul language.

I knew that he was a speaker at an important conference being held in the hotel and, to keep things discreet, I tried to deal with this without calling security. 

I calmly repeated the fact that I could not serve him and offered him a soft drink as an alternative.  I also told him that in his hotel room his mini bar would be stocked with drinks.

The man continued to shout and referred to his position as a key speaker at the conference.  I politely told him that I could not make exceptions to the bar rules and that if he continued to behave in that way I would have to have him removed from the bar.

On hearing this, the man quietened down and accepted the situation.  I offered to organise an early morning telephone call for him the next day to give him enough time to get ready for his conference presentation. 

The following morning the man passed me in the hotel and apologised for his behaviour in the bar.

More examples

Check out our Employability Section (link) for more information on the skills recruiters look for in candidates, and more examples of how you can evidence your skills in application forms and at interview.  Skills highlighted include:

• Communication
• Team-working
• Initiative and problem solving
• Planning and organising
• Leadership
• Adaptability/Flexibility
• Commercial Awareness
• Ongoing Development

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