Scenario-

based
interview -
Candidate & S c enario-bas ed
interv iew
Competency-based
interview

participant guide Focused on candidate’s

proposed approach to
Focused on candidate’s
past behaviour and
a current business actions
problem with
Fundamentally all assessments look at how
opportunity to discuss
someone solves problems and there are a how applied in past
number of techniques that can be used to do
this.
“Tell us about your “Tell me about a time
The Scenario Based Interview is an approach approach to this when …”
that does this directly by presenting a realistic business problem …”
business problem to those being assessed.
Probing questions STAR structure
By providing a real situation or issue that following up the (Situation, Task,
someone could reasonably expect to deal candidate’s described Actions, Results)
with in the role, interviewers/assessors are approach to the
better able to understand the approach an scenario
individual will take to dealing with the
challenge(s) they will face. F ig. 1

This method not only focuses on the

competencies, behaviours and technical skills
but has the additional benefit of providing
greater relevance for both sides.
Candidates/participants put themselves
forward for a role because they believe that
they can do it. It is logical therefore to give
individuals the opportunity to talk about how
they would do the role.
Despite these differences the principles of
assessment that would normally apply stay
the same.
During the interview assessors will be looking
for evidence of the competencies, behaviours
and/or technical skills that are being
measured.

Providing a problem that is appropriate for They will:-

that role makes the interview more relevant
and allows individuals to demonstrate their Listen – to what is said
thinking and potential to a greater extent.
Probe – ask questions to clarify and obtain
Despite both being interviews measuring set additional info
criteria there are some differences between
competency-based interviews and scenario-based Evaluate – use the evidence to determine a
interviews (see Fig.1). rating
Benefits of a scenario-based interview
o The problem set is in the context
of a specific role: allowing
you to demonstrate your
solution(s) to relevant business
problems.
o It is easier for you to describe
what you would do and the
business to probe because it's
based on a real business problem.
o It is aligned to the day-to-day
expectations of the role being
filled.
o Allows you to focus on an issue
rather than think of lots of
alternative situations to fit
competencies
o Traditional competency based
interviews are largely focused on
how skills, knowledge and
experience have been applied to
previous roles. Scenario-based
assessment are forward looking –
focus is on how skills, knowledge
and experience will be applied.
This therefore considers potential
to perform in the role being
recruited/assessed for.
o The relevance of the evidence
obtained is increased as it relates
Scenario preparation
specifically to the role and a
business issue.
o You know what is being asked of
you - so can focus on one area
“the scenario”.
How it works
There are 3 key parts to a scenario based
interview (see Fig2 below):
Background information - Scenario
preparation – Interview
Background information
o This sets the context for the
business area and provides
information on the business
area/team– it is provided to help
you understand what the aims and
goals etc. of the business area are
at that point in time.
o Information will generally be high
level and will indicate important
points e.g. ways of working,
operating models, strategy, high
level challenges.
o In some instances the information
may be more comprehensive i.e. it
will have more detail – this will be
driven by the nature of the role
itself.
o This will be provided in advance of
the assessment – normally sent
with the invite to interview.
o Alongside the job description, the
background information should be
used to gain a better picture of
what the role will be like.
o Referring to the background
information is allowed during the
interview.
o On the day of the interview, you
are provided with a brief. This will
set some more context and the
“problem” to work on. This is “the
question that needs to be
answered”.
o You are given time to think on
your own about the scenario, how
you would resolve it and prepare
your response – the brief will state
how much time is allocated.
o Focus in preparation time should
be on how to deal with the
issue/challenge/situation that is
described in the brief.
 o Using the time provided
effectively is very important – care
should be taken to understand
what the scenario is asking. After
the preparation time is over the
interview will begin.
o Any notes made during your
preparation period can be used in
the interview.
o Remember that the scenario may
be set in a ‘new way of working’
rather than the way work has been
organised/carried out in the past
Interview
o When the interview begins you will
talk through how you would deal
with the problem set out in the
scenario – a set time is allowed for
this and is advised in the brief.
o It is important to remember that
this is different to a Competency
based interview and that you will
not be asked to give specific
examples of each competency.
o The panel will ask probing
questions to understand the
thinking around your
approach/solution to the problem.
They will also use them to gain
more evidence around the
competencies – the questions
they use might be designed
around more than one
competency.
o As well as probing questions
interviewers will look for the
rationale behind the choice of
approach being taken.
o Understanding your reasoning will
tend to come through questions
such as “when have you taken this
approach before? Why do you
think this will work? etc. It is
important for you to be to
prepared to justify your choices,
if required to.
o The interview assesses a mix of
competencies, TfL behaviours and
technical skills (if required) as
defined within the job description.
SUMMARY
o This type of interview is different from
a Competency Based Interview - you
are not asked to provide specific
examples for each competency being
measured. Evidence is demonstrated
through how you describe your
approach to a specific business issue.
o Preparation is important before the
interview – take time to read the
background information this gives a
sense of the business area, their
objectives and their challenges. This
will give you context that can be taken
into the interview.
o You should also be looking on Source,
reading more widely on TfL's
challenges; the Job Description
(focusing on the future expectations
of the role) to understand it and how
it contributes to the business and TfL
o On the day of the interview - focus on
the brief that is provided. That is what
the panel will be looking for you to
talk about.
o Any notes made in preparation can be
referred to during the interview.
o Be ready to answer any probing
questions – these are linked to what
you have said and the competencies.
o You should be able to explain the
reasoning behind their choice of
approach/and/or solution –
demonstrating success in delivering in
the past through actions and
achievements.
o If the interview is part of a
change/transformation programme –
focus on what is different in the “new
world” and the reason for the change.
F ig ure 2