National Institutes of Health

GS-341 Administrative Officer

Behavioral Interview Guide
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
Behavioral-Based Interview Overview
Behavioral-based interviews focus on discovering how a candidate performed in specific work related situations.
This interview technique seeks to uncover how a potential employee actually did behave in a given situation; not
on how he or she might behave in the future. The premise behind this technique is that a good predictor of
future performance is how someone performed in the past in a similar situation. Behavioral-based interviews
are becoming more common throughout industry and government and many candidates are familiar with this
technique and are well prepared for these interviews. Candidates can and should draw on previous work
related experiences as well as non-work related experiences e.g.! school pro"ects! community involvement#
that are relevant to the interview questions.
Behavioral Interviewin !uested Protocol
$. %s much as possible! all questions should relate to experiences that have occurred in the last
&-' years best for recollection of behavioral details#.
&. %ll behavioral interview questions should focus on what the interviewee did! said! felt or thought
in the past. The interviewer should be looking for phrases such as () did*.+! () said*.+ etc.
'. ,o not ask questions about what the interviewee would do in a given situation or what they
would have done differently. The focus is on what the interviewee actually did-said-thought-felt in the past.
)f the interviewee uses such phrases as () would!+ the interviewer should probe by saying! (.hat did you
actually do at that time/+
0. The interviewee should focus on what he-she did! rather than what (we+ did. .hile working as
part of a team is very common and desirable! it is important to understand what the candidate1s individual
role was. The interviewer should probe the interviewee if (.e+ is used in describing actions. 2or example! if
the interviewee says (.e implemented the new payroll system by*..+! it is the interviewer1s "ob to ask the
interviewee what his-her role was and what he actually did as an individual#.
3. 4rior to delving into the detail of each question! ask the interviewee to provide a brief '5
second# overview of the situation by highlighting the beginning! middle! and end. This helps the interviewer
to keep the interview on track. 2or example! if you feel lost in the discussion! you can pause the
conversation by asking the interviewee where you are in the story beginning! middle! or end#.
6)7 4roprietary )nformation $ 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
!uested Introduction to the Interview
This is a behavioral interview! which may be different from interviews you have had in the past. %
behavioral interview focuses on what you have done! said! felt and thought in past experiences. 4lease
use the first person as much as possible because ) am most interested in what you have done! said!
thought and felt in the situations. 8o if you use the term (we+ rather than ()+! ) may interrupt you to clarify
what you did in the situation versus what others did.
) am going to ask you specific questions about your experiences and will ask that you try! as best as
you can! to only discuss experiences that have occurred within the past & or ' years so that you will be able
to recall the details of the situations.
) will ask follow-up questions to get as many of the details around what you were doing in the situation.
)magine that ) am making a movie of what you were doing in the given situation. ) am interested in
everything you did! said! thought and felt.
69T:;
The information provided above offers suggestions for conducting behavioral-based interviews. )nterviewers
should use this information as a tool and tailor the interview to meet the needs of the individual organi<ation.
6)7 4roprietary )nformation & 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
Administrative Officer
Competency Definition
Communicate "ffectively with
!enior #eadership
:xchanges oral and written information effectively with upper levels of
management
Create and "$ecute Annual
!trateic and%or Operatin
Plans
Creates and executes strategic and-or operating plans for new fiscal years
&inancial 'anaement
%cquires and applies critical financial concepts and practices! based upon a
thorough understanding of the 2ederal =overnment
General 'anaement
>nderstands the level of responsibility for all pro"ects! personnel and
outcomes! and understands the tasks involved in managing assigned areas
Policy and Procedure
(esearch
Compiles and analy<es regulations! policies! and processes in order to
provide an organi<ation with a consistent! well-defined infrastructure
Project 'anaement
Creates and maintains an environment that guides a pro"ect to its successful
completion
6)7 4roprietary )nformation ' 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
Communicate ffectivel! with Senior "eadershi#
:xchanges oral and written information effectively with upper levels of management
)ey Behaviors*
4resents oral and written information clearly and concisely to senior leadership
Builds trusting relationship with leadership! avoiding miscommunication and misunderstandings
4rovides (resolution-based+ information! offering possible solutions along with the problems you present
Interview +uestions*
$. Descri,e a time when you had to present information and%or deliver a presentation to senior
leadership- .hat were some of the challenges that arose when presenting to a senior leader/ 7ow did
you overcome them/
&. Buildin trustin relationships with !enior #eadership to avoid miscommunication and
misunderstandins is important- ,iscuss a time when you successfully created a trusting relationship
with a member or members of 8enior ?eadership. 7ow did you approach building that relationship/ .hat!
if anything! did you do to maintain that relationship/ .hat lessons did you learn from that process/
'. .ell me a,out an e$perience when you ,uilt a positive relationship with a /ey leader to achieve
results- .hat factors led to your success in working together to achieve the desired results/ .hat
challenges or obstacles made working together to achieve those results difficult/ 7ow did you overcome
them/
0. Discuss an e$ample of a relationship with a supervisor or senior leader in which you had to meet
hih e$pectations- 7ow were you able to achieve your goals or the organi<ation1s goals/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation 0 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
Create and $ecute Annual Strate%ic and&or O#eratin% 'lans
Creates and executes strategic and-or operating plans for new fiscal years.
)ey Behaviors*
=athers key information essential to the planning process e.g.! internal information! benchmarking
information! stakeholder input#
)ncorporates an awareness of current and future management directives! required functional and
technical expertise! resource requirements! and targeted stakeholders into annual plans
)dentifies the need for new processes! procedures! etc. and incorporates into annual plans
,efines strengths! weaknesses! opportunities! and threats
Compiles and analy<es relevant information gathered
2ormulates organi<ational strategies
>tili<es processes! tools! and-or formal mechanisms to effectively monitor and manage results
Communicates annual plans and updates to team members as appropriate
Interview +uestions*
$. Descri,e a situation in which you athered information in order to create a plan- .hat information did
you seek/ .hat was the outcome/ 7ow was the plan implemented/
&. .ell me a,out a situation where you had to use formal orani0ational procedures1 software1 or other
imposed structures to monitor and manae results. .hat was the outcome/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation 3 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
(inancial )ana%ement
%cquires and applies critical financial concepts and practices! based upon a thorough understanding of the
2ederal =overnment.
)ey Behaviors*
:stablishes and maintains realistic budgets
,raws accurate conclusions from financial information
>ses financial and other quantitative information to manage the organi<ation
)nterprets and analy<es the meaning and implications of key financial indicators
>nderstands overall financial performance of the organi<ation
>ses financial analysis to evaluate strategic options and opportunities
Interview +uestions*
$. Descri,e a time when you had to present information and%or deliver a presentation to senior
leadership- .hat were some of the challenges that arose when presenting to a senior leader/ 7ow did
you overcome them/
&. Descri,e a time when you had to esta,lish a ,udet for your office or orani0ation- .hat was your
approach/ .hat was your strategy for resolving competing interests/ .hat other challenges did you
encounter/ 7ow did you overcome those challenges/
'. !hare an e$ample of when you used information from a financial plan or ,udet to ma/e
recommendations for your office or orani0ation- 7ow did you approach this endeavor/ 7ow did you
gain support for this effort/ .hat challenges did you face and how did you handle them/
0. !hare an e$ample of when you used e$ternal financial information or indicators to ma/e strateic
recommendations for your office or orani0ation- 7ow did you approach this endeavor/ 7ow did you
gain support for this effort/ .hat challenges did you face and how did you handle them/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation A 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
General )ana%ement
>nderstands the level of responsibility for all pro"ects! personnel and outcomes; and understands the tasks
involved in managing assigned areas.
)ey Behaviors*
,irects and guides reporting personnel
Coordinates and administers resources! systems and technologies to best meet the specified mission
and ob"ectives
)nitiates procedures and assumes responsibility for pro"ects and processes within your reporting
structure
%ssigns clear authority and accountability and allows employees the latitude to manage their own
responsibilities
Banages activities in accordance with budget constraints
Troubleshoots! problem solves and applies leadership and decision making abilities when difficulties or
challenges arise
Interview +uestions*
$. Discuss a situation in which you had to provide uidance to an employee on performance issues
related to a specific project- .hat was your approach/ .hat difficulties did you face/ .hat solutions
did you implement/
&. Descri,e a time that you serviced as a lead or supervisor for a roup of employees- .hat was your
approach to directing personnel/ .hat challenges did you encounter and how did you overcome them/
'. Descri,e a project or effort that you led that you were especially proud of- 7ow did you manage your
resources and budget/
0. It can ,e difficult to esta,lish an appropriate level of authority while also allowin employees the
latitude to manae their own responsi,ilities- 7ow have you addressed this challenge in the past/ 7ow
have you empowered employees to perform at their best/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation C 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
'olic! and 'rocedure *esearch
Compiles and analy<es regulations! policies! and processes in order to provide an organi<ation with a
consistent! well-defined infrastructure.
)ey Behaviors*
@esearches current standards-policies-procedures! utili<ing all available resources
=athers and benchmarks information with key stakeholders
.rites and edits standards-policies-procedures documents and manuals
%naly<es and implements standards-policies-procedures
Interview +uestions*
$. Descri,e a situation in which you had to implement new policies1 standards or procedures in your
orani0ation- .hat was your approach/ .hat was the outcome/ 7ow long did the process take/ 7ow
did you assure that employees were kept aware of new or changing policies! regulations or processes/
&. It is often important to ather the opinions of sta/eholders1 those with a vested interest in the
project- Descri,e a time when you wor/ed with /ey sta/eholders to ather information- 7ow did you
approach this task/ .hat challenges did you encounter/ 7ow did you overcome these challenges/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation D 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
'ro+ect )ana%ement
Creates and maintains an environment that guides a pro"ect to its successful completion.
)ey Behaviors*
:xplains the processes involved in the initiation phase of a pro"ect and the development of an overall
pro"ect plan
)dentifies key stakeholders in a pro"ect
)dentifies and analy<es environmental influences impacting a pro"ect
,evelops and manages the scope of a pro"ect
,escribes in detail the process of resource allocation including human resources! and how cost! work!
and time estimates are developed
>nderstands the risks involved in starting a pro"ect
>nderstands the importance of quality assurance and control
,evelops effective oral and written communication skills to interact with members of a pro"ect team
Interview +uestions*
$. It is imperative to create and maintain an environment that uides a project to successful
completion- 7ow have you approached creating that type of environment in the past/ .hat challenges
did you encounter/ 7ow did you overcome those challenges/
&. =ive me an example of a time when your oral and written communication skills helped ensure the
successful completion of a pro"ect.
'. Briefly descri,e how you have approached a new project in the past. 7ow did you initiate the pro"ect/
.hat steps did you take to assess risk/ .hat tools did you use to manage the pro"ect/ .hat quality
assurance mechanisms were necessary to maintain control of the pro"ect/
0. !ta/eholders are defined as those with a vested interest in a particular project- Thinking of a specific
pro"ect you1ve worked on! please discuss how you identified and managed stakeholders. .hat was
particularly challenging about that process/ 7ow did you successfully overcome those challenges/
3. Descri,e a time when you planned for and conducted a project /ic/2off meetin- .hat was on the
agenda/ 7ow were you able to meet the goals and ob"ectives outlined for the meeting/
Candidate (esponse*
Interview !ummary*
!ummari0e the situation1 ,ehaviors demonstrated and outcomes- .hen provide an overall proficiency
ratin for the competency as defined in the Administrative Officer competency model-
8ituation;
Behaviors;
9utcome;
9verall Competency 4roficiency @ating; 5 $ & ' 0 3
6)7 4roprietary )nformation E 3-0-&5$0
NIH Competency Development Project
Administrative Officer
Behavioral Interview Guide
NIH Com#etenc! 'roficienc! Scale
!core Proficiency #evel Description
6-% Not Applicable
Fou are not required to apply or demonstrate this competency. This competency is
not applicable to your position.
5 Not Demonstrated
Fou have not demonstrated this competency and likely have not had related training
or experience.
$
Baseline
theoretical knowledge#
8hows basic knowledge and understanding sufficient to handle routine tasks. 2ocus
is on learning.
Fou are training or on-the-"ob training; beginning to develop this competency
and have completed formal
Fou understand and can discuss terminology! concepts! principles! and
issues related to this competency;
Fou utili<e the full range of reference and resource materials in this
competency.
&
Progressing
limited practical
application and
experience#
7as depth-breadth of knowledge to handle non-routine situations. Begins to take
initiative. 2ocus is on applying and enhancing knowledge or skill.
Fou have applied this competency in occasional situations and still require
minimal guidance to perform successfully;
Fou understand and can discuss the application and implications of changes
to processes! policies! and procedures in this area.
'
Proficient
practical application and
experience#
%n expert who can handle broad organi<ational-professional issues; works
independently; has long-term perspective; coaches! guides and empowers others.
Fou have consistently provided practical-relevant ideas and perspectives on
process or practice improvements which may easily be implemented;
Fou are capable of coaching others in the application of this competency by
translating complex nuances relating to this competency into easy to understand
terms;
Fou participate in senior level discussions regarding this competency;
Fou assist in the development of reference and resource materials in this
competency.
0
Master
recogni<ed thought
leader#
%ll criteria must apply
%n expert whose advice is sought out by others! from both within the 6)7 and from
the ,epartment or other organi<ations; 8hapes the organi<ation-profession; is
visionary; focus is strategic; copes with the unknown.
Fou have demonstrated consistent excellence in applying this competency
across multiple pro"ects and-or organi<ations;
Fou are considered the (go to+ person in this area from within 6)7 and-or
outside the 94,)G;
Fou create new applications for and-or lead the development of reference
and resource materials for this competency;
Fou are able to diagram or explain the relevant process elements and
issues in relation to organi<ational issues and trends in sufficient detail during
discussions and presentations! to foster a greater understanding among internal
and external colleagues and constituents.
6)7 4roprietary )nformation $5 3-0-&5$0