The STAR technique…
Ever been asked a question that starts with ‘Tell me about a time you did X’ by an interviewer? Chances are that you were being asked a competency question. Competency questions are generally used to find out how candidates would react to certain situations, by asking for real-world examples to back-up their claims.
Candidates can easily be thrown by these types of questions, but don’t let their open-ended nature fool you. There is a formula you can apply to keep your answers on track, and that’s where STAR comes in.
S – Situation
Think of this section as ‘setting the scene’.
Provide the interviewer with a bit of background about the question and give them some context. Try and be specific and include names and dates wherever appropriate to help add credibility.
Example:
At Company Name Ltd, I was responsible for representing the firm at tradeshows. My second year there, it just so happened that three events we usually attended were scheduled within a month of each other – generally they were spread out over a much longer period of time.
T – Task
Build on the background you’ve given and outline the task at hand.
Specifically, how did the situation relate to you? And what were the major tasks you needed to undertake to resolve it? Include how important or difficult the situation was to overcome, as well as any constraints you came up against.
Example:
It meant a tremendous amount of work was compressed into a really tight window of time. These shows were a huge source of lead generation for the company, so it was essential we attended and presented our products in the best light.
A – Action
Translation: what did you actually do to resolve the situation?
Outline the steps you took to ensure a successful outcome, without being tempted to take all the credit. The key to effectively incorporating the ‘approach’ part of your answer is to identify what skills the interviewer really wants to see and reinforce them throughout.
Example:
I hate to say I can’t take something on at work, but I took a long, hard look at the situation and realized preparing all three up to the standards I’d want was going be impossible, so I sat down and prioritized the events. One, I realized, was much less relevant to us, so I scheduled a meeting with my manager and we agreed to focus on only two events. Once that was settled, I could draw up a detailed to-do list with interim deadlines for each item so that I’d have all the materials I needed to really represent the company well.
R – Result
Finally, it’s time for the pay-off.
What was the outcome of the situation? Remember, everyone loves a happy ending, and recruiters are no different. Make your happy ending quantifiable, and you’ll really have nailed your answer.
Example:
The two events went off without a hitch and I was able to bring several really solid leads back to our sales department. One of them actually resulted in a £100,000 contract, so in the end I was pleased I’d made the call to eliminate one event.