Interviewing and Assessing “Strategic Thinking” Competence

What is a Strategic Thinking Competency?

Definition: Analyzing an organization’s competitive position and developing a clear and compelling vision of what the organization needs for success in the future.

 Behaviors:

1. Understands the organizations strengths and weaknesses as compared to competitors
2. Understands the industry, market and product/service trends affecting the organization’s competitiveness
3. Develops distinctive strategies to achieve and sustain competitive advantage; translates strategies into clear goals and objectives
4. Communicates a clear vision that energizes others to accomplish what the organization needs for success in the long term; consistently restates and reinforces that vision and direction
5. Focuses on ways to build the organization’s capabilities for the future

Using a Competency Interview Guide

Download the complete interview guide for Strategic Thinking.

Use a Competency Interview Guide to assist in the behavioral interviewing process. It provides specific questions and probes for the behaviors of the competency. In addition, positive and negative behavioral indicators are listed that will help evaluate the candidate’s responses. While the process described below is designed for multiple interviewers seeing each candidate, it can be completed with only one interviewer.

Prior to the interview:

• Review the candidate’s resume.
• Review the assigned the competency(s) and the behaviors that comprise each competency.
• Select the specific questions you feel comfortable asking each candidate. Note: Not all the questions need to be used – select at least two questions.

During the interview:

• Greet the candidate and spend a few minutes building rapport; talk about areas the candidate is interested in.
• Transition into the formal interview.
• Ask the selected questions and use follow-up probes to get complete examples of the:
  • Situation that the candidate encountered;
  • Actions that the candidate took;
  • Results or outcome of the actions taken.
• Give the candidate time to think about past examples/experiences when answering the questions.
• Ideally get at least 2-3 examples for each question.
• Use this guide to take notes and evaluate the candidate.

Following the interview:

• Check off appropriate behavioral indicators and summarize key observations and notes. Rate the candidate on each assigned competencies in the space provided at the bottom of each page.
• Note any observations for competencies not assigned and be prepared to discuss.
• After completing, interviewers should meet to discuss and reach consensus on the final ratings for each candidate and complete the Candidate Interview Summary.
• Make the hiring decision.

Examples of Behavioral Questions and Probes

1a. Think about the organization you work for now. What are some strengths and  weaknesses of the organization as compared to its competitors?
1b. What industry and market trends are affecting the organization’s competitiveness?

2. Think about a product or service provided by your organization. What are some specific competitive strengths and weaknesses of that product or service within the marketplace?

3. Give me an example of a time when a product or service you were offering was not as competitive as it should be. How did you know this and what did you do about it?
What was the situation? What action(s) did you take? What was the result?

4. Give me an example of when a product or service you were offering was one of the best in the marketplace. How did you know this and did you do anything to keep it the best?

• What was the situation? What action(s) did you take? What was the result?

Download the complete interview guide for Strategic Thinking.

Learn more about Competency Interview Guides for 35 competencies.

To learn more about our products and services, and how competencies and competency models can help your organization, call 800-870-9490, email edward.cripe@workitect.com
or use the contact form at  Workitect.

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