Before your interview

Whether you are attending an interview for a part-time job or a graduate role, competency-based questions are very common.

• This type of questioning examines your past behaviour as a likely predictor of future performance.
• Questions are likely to be based on the essential (and sometimes desirable) criteria listed in the job description.
• All candidates are asked the same questions, which allows for fair comparison against set criteria.
• Use specific examples from your experience as evidence you have that required skill or competency.
• Structure your answer using the STAR (Situation, Task, Action, Result) or CARL (Context, Actions, Results, Learning) framework, providing a range of examples from different contexts.

STAR

• Situation: Provide some context by describing the situation. Set the scene for your interviewer but keep this part of your answer concise.
• Task: Outline the objective/goal you had to achieve.
• Action: Describe what you did, what your role was, and the input you had (longest part of answer).
• Result: Describe what the outcome was, whether you were successful in meeting your objective or goal and any skills you developed as a result. Quantify outcomes where possible.

Example Answers

Example 1 – Problem Solving

S - As a camp counsellor, I supervised a cabin of ten children, helping the children settle into the camp and encouraging them to join in activities.

T- The most challenging part was getting the children to keep the cabin tidy and join in the daily 'household chores' session: a problem shared by other counsellors.

A - I decided to motivate the children by turning this session into an inter-cabin competition with a progress chart and prizes. I arranged for the camp director to carry out daily inspections. I produced a wall chart to show the points awarded to each hut and explained to the children how the points system worked.

R - The competitive spirit transformed the children's attitude, as each cabin pulled together and worked as a team to keep their surroundings clean and tidy. There were no further problems with children 'disappearing' at clear-up time and parents were amazed to hear how involved their children had become in this activity.

Example 2 – Teamwork

S - I was part of a university project team and staff randomly assigned teams so members had not previously worked together.

T - The task set was to work collaboratively to produce several different pieces of work on one subject.

A - I noticed one of my team-mates seemed to be under pressure and his work was suffering. I arranged a chat with him and tentatively asked him how things were. It transpired that he had personal problems at home and that made it difficult for him to focus on work issues. Over the next few months – as well as completing my own work - I made time to find out how things were developing, and to discuss options, offering support and encouragement along the way.

R - The problems were not resolved for some time, but the fact I acted quickly helped alleviate the pressure he was under.  He found a way to contribute to the project, and we achieved 69% for the assignment.

For more advice on using the STAR technique, explore the following resources:

How to Answer Competency-Based Interview Questions (STAR technique) (University of Edinburgh login required)

Competency-Based Interview Question and Answer (STAR method) (University of Edinburgh login required)

CARL

Another common framework for answering competency-based questions is the CARL technique. CARL provides clear structure to help you feel more confident, especially if you are nervous and prone to waffling:

• Context:  Briefly set the scene; employers need to understand the context.
• Action:  What did you do? (longest part of answer)
• Results:  Briefly outline the outcome and describe the result of your actions.
• Learning:  Interviewers can also ask for an element of reflection at the end. Consider, what did you learn from the experience and looking back, what might you have done differently?

Example Question

"Describe a time when you demonstrated the ability to plan effectively."

Example Answer

C - I am the Social Secretary of the University’s XXX Club. There are six members on the committee and just over 100 of us in total. We arrange an exhibition of students’ work every year, and usually invite 300 people, and this year the responsibility fell to me. Previously, due to a lack of coordination, a venue was not booked in time and we were not ready when guests arrived. I wanted to ensure that this year’s event ran smoothly.

A - To begin with, I carefully read all the information available, and worked through online courses via *LinkedIn Learning on Time and Project Management.

I learnt to start planning and design with the end in mind. It helped me to work back from the deadline, building in extra time for contingencies. I used a Gantt chart to manage what resources, including people, were required at each stage. This helped me be realistic about what was achievable and identify potential problems.

I organised a meeting with the rest of the committee where I outlined my plan with each member agreeing to take on specific jobs. I monitored progress throughout and adjusted the schedule when needed. For example, one committee member was off ill for two weeks and the project plan helped me see what needed to be accomplished and who was able to pick up the work.

R - I reported to the committee on the completion of the project and was delighted with how successful the event was. It ran very smoothly and feedback from members indicated that 96% were very satisfied with the event.

L - I learnt a great deal about planning and time management. In particular, setting myself milestones and monitoring progress against that was really helpful.

*Through LinkedIn Learning current University of Edinburgh students have free access to an extensive library of high-quality video courses in business, creative and technical skills. For guidance and tips on how to access and get the most out of LinkedIn Learning, visit the Information Services website.

Information Services - LinkedIn Learning

Strengths-based interviews draw out your innate strengths and preferences. They allow you to be more authentic and genuine in your responses. Interviewers don’t want prepared or rehearsed answers; they want to see a more natural, honest reaction.

Organisations are likely to list the strengths they value on their website, with an explanation of what they mean by each of them. 

You should expect: 

• questions in quick succession on a variety of topics - this is to find out what your first, natural response is. You can still take your time to think, though, or ask the interviewer to repeat the question
• no explanation of the questions, and minimal probing by the interviewer - you're expected to expand upon your response and offer relevant examples (using techniques like STAR or CARL) without being prompted
• to be observed on body language and tone of voice – are you enthusiastic? Are you energised by what you’re talking about? Are you giving specific examples? 

Some example questions are:

• “Do you prefer to work on your own or in a team? Which is easier for you?”
• “Describe a successful day you've had.”
• “What would you do if a colleague you were relying on was taken ill the week before an important deadline?  How do you feel in those sorts of situation?"
• "What energises you?"

Practise strength-based interviews on Graduates First:

Strength-based (University of Edinburgh login required)

These types of interview are typical in specific industries such as law, consulting and some business sectors.

A case study tends to be a scenario, e.g. a company facing a particular business issue - facts are presented to candidates, and they are expected to offer a solution. This can include the analysis of a hypothetical business problem (e.g. what would be the pros and cons of introducing a ‘regular user’ scheme to reward loyal customers of an airline?) or a brainteaser (e.g. how many bottles of wine are consumed in the UK each week?).

Such questions are designed to assess your ability to synthesise information, alongside your problem-solving skills and general suitability for the role. Clear communication is key to a successful case study interview.

No previous knowledge of the business is required, as you will be provided with all the background information you need. There is not necessarily a ‘right’ or definitive answer. The interviewer is looking for:

• your ability to identify key issues
• a demonstration of how you approach complex problems, and your thought process
• how you articulate and present your analysis – and conclusions
• you explaining any assumptions you make.

You may need to ask the interviewer further questions; often certain details are withheld to see if you can determine what additional information would be helpful. However, this will depend on the brief.  In some circumstances, no additional interaction is allowed.

How to prepare for case study interviews

Look at examples of case study questions and practise until you are more familiar with the types of question that can be asked.

For examples, visit these employer websites: 

Bain & Company

Boston Consulting Group

McKinsey

You can also practise using Graduates First:

Case study questions (University of Edinburgh login required)

If your interview is described as technical, the interviewer will want to find out if you have the subject knowledge and the ability to apply it to practical problems.

Technical interviews are only relevant for some industries and roles and not all companies in a technical field will use a technical interview. The job description may provide a useful guide for your interview.

A technical interview may:

• assess your proficiency and application of specialist software packages (e.g. Python, AutoCAD, ArchGIS)
• ask you to talk through a design project/research and your approach, probing your methodology and decision making, e.g. “What made you decide to take this approach and what would happen if you changed X?” (The design budget might be reduced or timeframe adjusted.)

Technical competency will not be the only assessment criteria, and you will be expected to evidence a range of other skills and competencies, e.g. lateral thinking, clear communication.

Expect questions based on relevant aspects of your degree course. Interviewers may be particularly interested in your final-year project, including the techniques and skills you used and how you dealt with any setbacks or problems. 

How to prepare for technical interviews

We asked employers and University of Edinburgh graduates, for information and top tips on technical interviews - find out what they said by reading this Inform.ed blog:

How to succeed in technical interviews

Graduates First provide a range of tests to practise, including coding assessments:

Coding (University of Edinburgh login required)

Large graduate recruiters in consulting and investment banking, plus advertising agencies and tech companies, are prone to asking unexpected questions to see how you cope with being put on the spot and if you’re able to articulate your thoughts quickly and confidently.

This article provides example questions and suggested answers:

targetjobs – how to answer off-the-wall interview questions

There is always an opportunity to ask questions at the end. Stick to areas related to the job and the company, and avoid asking about holiday, salary or benefits. Don't ask something you could easily have answered from reading the website or job description.

Have a few questions in mind - that way, if one or two have been covered during the discussion you have some in reserve. There is no need to ask lots of questions, two to three is normally appropriate. 

Online Interviews

These are two-way interviews conducted online, often via a web conferencing platform such as Teams or Zoom and which mimic an in-person interview.

Video Interviews

It is very common for graduate employers to ask you to complete a prerecorded video interview in the early stages of the recruitment process.  These are often carried out via an external platform where all candidates are asked the same questions with a time limit for answering and a set deadline for completion, e.g. within one week of invitation. 

Phone Interviews

Sometimes used as a first interview and can be carried out via a recruitment consultancy.  

• You'll be interviewed at the employer's location.  The interviewer will usually be the prospective line manager and there may be someone from HR present, or a more junior member of the team. The interviewers are likely to make notes - don't let this put you off.
• Be prepared for any of the following formats: one-to-one, panel, informal and group.

These types of interviews can typically last between 30 minutes to one hour and may be preceded or followed by exercises/tests.

• There will be several interviewers from different parts of the organisation and you will be asked questions by each. Typically, the most senior members will chair the interview and introduce the others.
• You should maintain eye contact with the person who speaks to you and asks you questions but also include other panel members in your response. Avoid staring fixedly at just one individual! As a rough rule of thumb, make 60% of eye contact with the questioner and 40% with everyone else. 

Although the interview may be described as informal, you should prepare as you would for a more formal interview. Remember, you are still being assessed for the role.  It may be more of a discussion so be prepared to ask your own questions as well as answer theirs.  

• These assess several candidates at once and see how you interact with others.
• It could involve a discussion on a particular topic (given to you on the day or in advance) or you might be asked to answer specific questions in turn.
• You will be asked to introduce yourself, so prepare what you'll say - consider your 'elevator pitch' as a possible approach.
• Make sure you respect and acknowledge other candidates' contributions throughout the discussion. 

Our webpage on assessment centres provides further advice on how to impress during a group exercise:

Assessment centres

There are a range of ways we can support you:

Information and advice drop-ins

Offered online and on campus. No need to book! Great for asking quick questions and getting answers.

Information and Advice drop-ins (University of Edinburgh login required)

Online Interview Booth

Ideal if you need a quiet space for an online job interview. This booth is located in our office in the Main Library and is available between 10am - 4pm, Monday to Friday. Book using the "Talk to us" tab in MyCareerHub.

Talk to Us (University of Edinburgh login required)

Practice video interviews

The Careers Service's subscription to Graduates First allows you to practice different interview types in the form of video interviews and receive personalised feedback.

Graduates First video interviews (University of Edinburgh login required)

Interview practice

Getting used to talking about your skills and experiences aloud will help you feel more natural during your interview; avoid over-rehearsing answers as you will sound stilted and robotic!

You can book an appointment with any of our Careers Consultants via the "Talk to us" tab in MyCareerHub:

Select the “Discuss my career (up to 30 minutes)” option to talk through aspects of the interview situation, interview technique or any concerns you have.

Select the “Practice interview (up to 45 minutes) option – book well ahead of any potential interview to ensure maximum benefit. You will need to upload the job description and application documents. If you don’t do this, we won’t be able to prepare the relevant questions.

Find out about our appointments system.

Appointments system