unhcr competency based interview questions and answers

Full Transcript: Good afternoon everybody. I’m Michael Emery, Director of Human Resources at UNFPA, and I’m here to share some information with you about competency-based interviewing.

Now, as you’re probably aware, competency interviewing is a common method used by the majority of multilateral organizations, such as the UN and UNFPA, to determine whether or not candidates are qualified for a given position. I’m here to share with you some insider tips, if you like, on how to adequately prepare for a competency interview after sitting through literally thousands of these interviews.

Before we discuss some of the advice, allow me to briefly discuss the fundamental rationale behind the use of competency interviews. And the fundamental tenet is that if you can show that you have the necessary skills in the past, there is a good chance that you will be able to use them in the future. In other words, if you’ve done something in the past, you’ll be able to do it again. As a predictor of future performance, competency-based interviewing, also known as behavioral interviewing or situational interviewing, is a method that has been shown in research to be effective. The only predictor that is stronger than the 51 predictor of future performance is a In the 54 predictor, which is a trial period where you arrive and complete an internship or a traineeship, Consequently, it’s a very good indicator of whether or not someone will be able to succeed in that role.

Because of this, the majority of the questions you are asked during a competency interview are usually based on prior experience. Consequently, the question would be something like, “Tell me about a time when you were part of a successful team, what made that team successful, what was your role in that team, and how did you overcome problems in that team.” A good panel would be probing and examining and trying to determine what your role was in that specific team.

The vacancy announcement is therefore the first source to consult when preparing for a competency interview, as it lists the competencies that are most pertinent for that position at UNFPA and in most other parts of the UN system. So please, that is the first tip, always print the vacancy notice, so that you have a reference of how to prepare for a competency interview. Invariably, we interview you a month or two months later and the vacancy has gone off the net, so you’re thinking, what were those competencies that were listed in the vacancy announcement.

Now, as you’re getting ready for the interview, I like to advise applicants to consider the CAR principle—Context, Actions, Results. As a result, when structuring your responses, you should first provide a brief context before outlining the specific actions that can be attributed to you as an individual and not a member of the team. And finally, looking at the outcomes or the impact of your actions is the third part that many candidates actually forget. They occasionally include a fourth letter as well, the letter L, which stands for learning. What learning did you draw from that experience?.

And if you format your response in that way, you’ll be providing the panel with the information they’re seeking. You need to somehow project that conscientiousness in your interview because the panel is subconsciously looking for a number of other qualities as well. The panel is typically unaware of this. You don’t want to come across as a nut during the interview because they’re looking for people who are emotionally stable. People who are likeable and agreeable are sought after, as are those who they believe will be a good fit for the job and the company as a whole.

So you should undoubtedly refer to the competencies in your interview preparation, structure your responses in the context of CARL, and be ready to interact with the panel.

There are a few other suggestions. Telephone interviews are frequently used in UNFPA and other organizations. If you are given a telephone interview, my advice to you is to stand up throughout the conversation. Standing as opposed to sitting helps you project your voice much more effectively.

Second, during a phone interview, make good use of pitch, tone, speed, and silence. You want to maintain the panel’s attention and interest while speaking on the phone.

This is a completely different setup if you are having a face-to-face interview. It’s crucial to get comfortable before an interview. There is a lot of evidence to support the idea that panel members have a very natural tendency to form an opinion about a candidate within the first forty seconds of an interview. You must therefore arrive warmed up and prepared to work. There will undoubtedly be questions asked by the panel at various points throughout the interview by various panel members. I like to suggest that people address the panelist who posed the question first with the context of their response before introducing the other panelists with hand gestures, eye contact, etc. You must incorporate your enthusiasm into your responses because the panel is looking for people who are enthusiastic.

Now typically speaking, the format of a competency interview includes what is known as an icebreaker question. And this is designed just to get you talking. They might ask, “How was your flight here today? Was it busy at JFK?” as a general question to make you feel at ease and encourage conversation.

Then, frequently, they will ask a seemingly straightforward question to determine motivation for the position, such as, “Why were you interested in applying for this job?” or “What specific aspect of this job appealed to you when you applied?” And as I mentioned, the first forty seconds are crucial, so this is a very crucial question. Given that the panel has already read your resume, you must make an impression here rather than simply repeat what is there. The value you bring to the company and to this position needs to be clear in this paragraph. What exactly is it about you that makes you a strong candidate for this job and why do you want the hiring committee to choose you?

After that, they usually move on to the interview’s standard body, where they ask competency-based questions. And there may be five to eight structured competency-based questions in that. And after that, they usually end the interview and give you a chance to ask any additional questions.

Now, candidates often find this to be a bit of an awkward stage because they are unsure of the kinds of questions they should be asking, and I can assure you that I have served on many panels where people have asked incredibly stupid questions, ruining otherwise excellent interviews.

You can look at benefits and entitlements on the website, so you don’t need to inquire about them in the multilateral context. You should know that already.

I frequently advise young candidates in particular that one thing they can do if they feel uncomfortable during this portion of the interview is to say, “Look, I don’t have any questions to ask, but I would like to provide some additional information, if that’s okay with the panel.” And at that point, you only have two or three minutes to make two or three really, really important points about why you’re a good fit for the job and why you want it. Again you can reiterate that value proposition.

In competency-based interviews, two types of questions are almost always asked. One is about how you handle conflict and collaborate with others in teams. You must therefore carefully consider how you work in teams and provide an example of a time when you were able to resolve a conflict or disagreement within a team and took appropriate action.

Also, often, we ask questions on a value proposition. What are the three values that are most important to you? How do these values affect your work might be a typical question on a value proposition. Candidates of all ages frequently seem to get stuck on that question, so that makes it an intriguing one. It’s not that they lack a value system; rather, it’s that they frequently haven’t given their value system much thought. Perhaps after watching this video presentation, that’s something to consider. Consider the principles that are important to you.

In a competency interview, the panel typically evaluates your responses based on two key factors: the depth of the example and the complexity of the example. Obviously, the more complex the example you provide, the better your chances of scoring are. Similar to Olympic diving, the greater the challenge, the greater the likelihood of receiving high marks.

Let me give you an example. Tell me about a time when you had to settle a dispute between two colleagues or two sets of colleagues. I was conducting an interview for the position of country director when I asked this question. One of the respondents gave me the example of two interns in his office who weren’t getting along. He had a conversation with them and essentially told them, “You two better get along. Here’s a project. Although that is a lovely example with a nice outcome and impact, its complexity and depth are not really at the level that we are looking for in a country director.

A different applicant for the same job cited the example of a highly explosive local staff problem at a country office where he had previously worked, in which people were bringing AK-47s into the office. And he was able to set up a system for mediation and negotiation in that office, working through a very, very difficult series of negotiations to try and resolve that issue. He was able to achieve a much higher score on that example because it was obviously much deeper and more complex.

It’s also crucial that you can claim ownership of the examples you provide. In one interview, I remember asking the candidate, “Tell me about a time when you’ve led a communications campaign and what was the impact of that campaign.” She responded, “I led the campaign on the launch of some big report,” adding that the report received four million hits on the website and 16 op-ed pieces in major newspapers, among other things. As she was giving me this example, I noticed from looking at her CV that she was an intern working in the office at the time. I probed further and asked, “What was your specific role in this example?” She replied, “Well, mainly I was preparing the press releases and photo copying the press releases.” She obviously wasn’t in charge of the campaign; rather, she provided some backup, so she had exaggerated how much she had contributed in that case. Due to reference checks and other considerations, you should be quite sincere in your response. We can verify whether your examples are accurate to a certain extent.

In conclusion, I would say that you should always be well-prepared for interviews. You need to reference the competencies in the vacancy notice. Consider both successful and unsuccessful examples of the competencies we’re examining. You must interact with the panel, whether it be over the phone or in person, while thinking about C A R and L. Additionally, you must consider the complexity and depth of your examples. You should also consider the values, motivation, and value proposition you want to bring to the organization and to that particular role.

Additionally, the panel will value your preparedness, you’ll feel much more confident, and your chances of landing the job will be significantly improved. Good luck with your next interview. Thank you.

Top 20 United Nations Interview Questions and Answers for 2022

Interviews for Top Jobs at UNHCR

Asset Protection Associate Interview

Senior Registration Assistant Interview

Associate Protection Officer (UNV) Interview

Tell Us an Experience Where You Exceeded Your Manager’s Expectations

The interviewer wants to know how good you are at your job and whether you can record an excellent performance. Are you able to meet or even exceed the set targets or goals?

Sample Answer

When I was employed by a sales and marketing firm, I was given a target to meet by the end of the month and given responsibility for a small sales area. In order for everyone to earn a good commission, I motivated my team to double the initial goal. By the end of the month, after putting in extra effort and expanding our reach, we were able to triple our sales goal. Everyone left with a sizable check, and my manager and the company as a whole were pleased. I also won the best sales representative of the month.

CORE VALUES

Upholds the principles of the United Nations Charter; exemplifies UN values, such as impartiality, fairness, honesty, and truthfulness; acts without regard for personal gain; resists undue political pressure in decision-making; refrains from abusing power or authority.

Negative Characteristics: Flexibly interprets morals and laws without justification; pursues personal gain; gives in too easily to pressure; unreliable; possibly dishonest.

An interview phase serves the primary purpose of learning more about the applicant and evaluating their knowledge, competencies, and experience during the UN Jobs selection cycle. You can greatly improve your chances of being chosen for the desired position by participating in a mock interview with a professional with extensive experience and knowledge of the UN interview model!

Would you like more information regarding our mock interview service?

Give an Experience Where You Used Your Problem Solving Ability to Resolve a Problem

The interviewer is testing your ability to solve problems to see if you are a good fit for the position. Give an example of a problem that didn’t arise as a result of your incompetence here. It might be a deadlock between two coworkers, a dispute between several parties, or a hassle. Just make sure that it was not your fault.

Sample Answer

I once intervened to settle a dispute between two coworkers because it was harming our team. I set up a meeting with both of them so they could each present their perspectives. I made the decision to act as a mediator, assisting them in finding a solution without imposing my own. I acted impartially and prompted both of them to release any pent-up emotions. They had become friends by the end of the meeting, and they even returned to the office laughing.

FAQ

How do you pass the UN competency based interview?

1. Describe a time when you went above and beyond what your manager expected.
2. Give an instance of a time when you solved a problem by using your problem-solving skills.

What will I be asked in a competency based interview?

• Describe a situation in which you led a team.
• Give an example of a time when you handled a dispute at work.
• How do you maintain good working relationships with your colleagues?
• Tell me about a big decision you’ve made recently. …
• What has been your biggest achievement to date?

How do you answer competency based interview questions and answers?

The best way to answer competency-based interview questions (aka C. B. I. questions) is to structure your answers using the S. T. A. R. technique (Situation, Task, Action, Result).

What are the 10 most common interview and answers?

• Tell me about yourself.
• What attracted you to our company?
• Tell me about your strengths.
• What are your weaknesses?
• Where do you see yourself in five years?
• Please describe a time when you faced a business obstacle.