Microsoft Education Competencies: Interview Guide
The Education Competencies Interview Worksheets provide a structured approach for asking questions and assessing candidate competencies during an interview. Each Education Competency has a worksheet that defines it; lists four key questions to ask (with room for comments); and ends with a scale to rate the candidate's overall proficiency level for that competency.
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Use a Behavioral Interviewing Approach
The questions listed on each worksheet use a behavioral approach to evaluating candidates. They seek to illuminate a pattern of behavior and performance over time. The questions are open-ended (versus questions that elicit "yes" or "no" responses), and invite candidates to explore their attitudes, decisions, and activities related to previous experiences. Candidate responses create vivid portraits of their past performance—an effective indicator of future success.
While each competency worksheet lists four questions, you will probably ask additional questions to probe, clarify, or explore an initial response for more details. Use the questions provided as a framework within which to ask other relevant questions to further assess a candidate’s proficiency.
Ask Intentional Questions
During an interview, the questions you ask and the way that you ask them invite certain responses, while discouraging others. If you can raise your awareness about your intent before you ask a question, you can improve the likelihood that the question will do the work you want it to do.
Before asking a question, consider the following to help clarify your intent:
| • | What work do I want this question to do? |
| • | What kinds of responses might this question invite or restrain? |
| • | Is this question likely to stimulate fresh thinking? |
| • | Do I have an answer in mind? |
| • | Are my own assumptions, judgments, solutions, or desires embedded in this question? |
There are five types of behavioral interview questions. Each type of question does different work, and will provide unique insights into a candidate's experiences and potential for success in the position.
| • | Probing questions allow you to understand a situation more completely. "Who," "what," "where," "when," and "why" are useful ways to begin probing questions. For example, "What led you to believe that was the correct course of action?" |
| • | Situational questions provide an opportunity for you to pose a dilemma likely to be encountered on the job to see how the candidate would handle it. Or, you could ask about a similar situation the candidate has already encountered in another job, and how he or she handled it. For example, "Describe a time when you had to give difficult feedback to someone. What did you say and do?" |
| • | Scenario and role-playing questions provide an opportunity for the candidate to demonstrate essential skills needed in the position. They also allow you to evaluate the candidate's critical thinking skills, and his or her ability to perform under pressure. For example, "You are leading a year-long project. Two months into it, you realize that the project will take considerably longer, and will require additional funds and materials. How do you handle the situation?" |
| • | Functional or problem-solving questions use real-world problems that a candidate would likely encounter in the position. They allow a candidate the opportunity to display his or her abilities to analyze and work through complex problems. These questions help you assess the candidate's ability to use multiple strategies to achieve unique solutions. For example, "There are several people on the team with strong personalities and conflicting priorities. How can you present your own priorities so that the others can support them and help achieve them?" |
| • | Self-appraisal questions give candidates an opportunity for self-reflection and self-assessment. They provide you with insight into the candidate's ability to self-assess and to learn from experience. For example, "What helped you succeed in your effort?" or "How might you have handled the situation differently?" |
Be Curious, Connected, and Empathetic
After asking your intentional question, use active listening skills to be present and curious about what you learn. You may need to craft another intentional question to pursue the inquiry and to increase your insight into the candidate's abilities.
If the candidate is silent, that may indicate that the candidate is at his or her limit of understanding, and is actively processing new information. Or, it could mean that the question missed the mark and created confusion. Remain curious, connected, and empathic. If the silence continues, check in to see what's going on with the candidate.
Use the Worksheet to Track and Report Your Findings
After each question on the worksheet, space is provided for you to write candidate quotes, jot down key words to remind you later what was said, and capture your general impressions about the candidate. After the interview, refer back to your notes to finalize your assessment of the candidate's overall proficiency level for the competency. Place a check mark in the relevant box of the rating scale at the bottom of the worksheet. You can now use this information to make your "hire" or "no hire" recommendation, and then support it with details from the notes you took during the interview.
