“Having good intentions isn’t enough when actions fail; you also need some bad intentions so that you look competent.”

1. Guidance Tools - Competency Based Interviews
Workbook
www.humanikaconsulting.com

2. Agenda
• Introduction
• some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A

3. My Expectation in CBI Workshop
Program
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

4. Program Overview
During this workshop you will learn why using
competency behavioral based questions is best
practice. You will learn how to write and use such
questions for interviewing applicants for job
positions within your agency. In addition, you will
learn how to make certain that such interview
questions are legally acceptable to use during an
interview. This is an experiential based training that
allows participants to practice incorporating the
concepts and receive feedback.

5. What is the main objective of the
interview process?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

6. What is the main objective of the
interview process?
Right
Person
Right JobFIT

7. What are the advantages of having
the right person in the right job?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

8. What are the disadvantages of having
the wrong person in the wrong job?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

9. But what does the “right” person look like? That is, what are
the characteristics of a “best employee”? Describe It !
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

10. Agenda
• Introduction
• some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A

11. Interview is...
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________

12. Interview Structure
Open the interview
5%
Close the Interview
15%
Gathering Data
70%
•Introduce yourself, establish rapport
•Let your interviewer tell you what the
agenda for the discussion will be
•Listen to the interviewer, they will
give you their expectations of the
interview
•Behavioral Questions
•Technical Screen
•General CV
Information
confirmation
•Ask the questions you prepared
•Try to obtain more specific details about the
job description
•Ask the interviewer what the next steps are
and when you can expect to hear back from
them

13. Body Language
• Defensive
– Cross arms or legs, gesture with arm, hand or finger
• Insecure
– Biting fingernails, thumb rubbing
• Nervous
– Sighs, ear tugging, sweating...
• Frustration
– Wringing hands, sharp exhales, rubbing back of neck..
• Suspicion
– Stroke the nose, rub the eyes, diagonal stance
• Openness
– Opened hands, unbuttoned jacket, uncrossed legs
• Reflectiveness
– Rubbing chin, touching cheek, pinching bridge of nose
It’s Not Just What You Say, It’s How You Say It…

14. Be Prepared
• A good interviewer will prepare prior to every
interview with specific questions for each
candidate…we expect the same from you!!!
– What does my company do?
– Have you checked out our website?
– Do you know who our competitors are?
– Do you understand the job your applying for?
– Why did you apply to this position?
– Where do you see your career developing?This can make the difference between getting the job or not!

15. Agenda
• Introduction & some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A

16. What is a Competency?
• The word competency is widely used in
business environments and refers to the skills
that are necessary to achieve an effective
performance level in the job. Every job will
have a set of key competencies, some of
which are essential and others desired and all
are required to do the job properly.

17. 17
Values and Competencies
• Values:
o Shared principles and beliefs that underpin the
Organization’s work and guide actions and behaviours of
staff
• Competencies:
o Skills, attributes and behaviours directly related to
successful job performance

18. Specific Behaviors
• Also known as characteristics, skills, values, attitudes,
competencies, dimensions, success factors, requirements, etc.
• Behaviors often provides clues regarding corporate culture.
• Skill sets:
– Content skills—work-related knowledge
– Functional/Transferable—work with people, information,
things
– Adaptive/Self-Management—personal characteristics

19. Top 10 Behaviors
• Achievement/Results Orientation
• Initiative
• Impact and Influence
• Customer Service Orientation
• Interpersonal Understanding
• Organizational Awareness
• Analytical Thinking
• Conceptual Thinking
• Information Seeking
• Integrity
• Source: Competency-Based Interviews, (2006), Robin
Kessler, p. 42.

20. From Job Desk to Competencies
Job Competencies
1.
2.
3.

21. From Competencies to Behaviors
Competencies 1 :
_____________________
Competencies 2 :
_____________________
Competencies 3 :
_____________________
Behaviors Behaviors Behaviors
1. 1. 1.
2. 2. 2.
3. 3. 3.
Job : __________________________

22. • Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
Agenda

23. Why do they do it?
• Competency based interview questions are
used in an effort to make the interview
process as standard and as fair as possible. It
is a technique which is being used increasingly
in large organizations where many managers
may be interviewing for the same type of
position.

24. 24
Why competency-based interviews (CBI)?
• Competencies are forward-looking; they describe skills and attributes that
staff and managers need to build human capital and meet future
challenges
• Competencies help organizations clarify expectations and define future
development needs
• CBI questions ask about past professional experiences that can
demonstrate that the candidate is competent
• The theory is that if you can demonstrate that you have done it in the past
or have learned from the past, chances are that you will be able to do it in
the future
• When assessing the candidates responses, panels will ascertain the depth
and complexity of the responses given by candidates
• CBI is sometimes referred to as behavioral or situational interviewing

25. What does it look like?
• In general a competency based interview is one in which the interviewer:
– Focuses on the behaviors and traits that are critical to success on the job
and
– Focuses on how the candidate has demonstrated these skills in the past
• The foundation of this focus is the behavioral question. The behavioral
question requires you, the candidate, to recall and describe a specific
situation or event in which you demonstrated (or failed to demonstrate) a
skill critical for success in the position for which you are applying.

26. Behavioral Questions
• A behavioral question is looking for information about:
– The details of a specific situation or event
– Your specific action or behavior and
– The outcome of the situation
• A behavioral question is not looking for:
– Your opinion
– What what you “think” you would do in a situation
– Your assessment of your own strenghts, weakness’ or performance

27. 27
Comparison of Questions
Traditional
• Predictable
• Straight-forward
answers
• General
Behavior-based
• More pointed
(about a specific skill,
knowledge or ability)
• More probing
• Situational – What would
you do?

28. 28
Examples of Questions
Traditional
• What are your strengths
and weaknesses?
• What problems did you face
and how did you handle
them?
• Describe a typical work
week.
Behavior-based
• Describe a decision you
made that was unpopular
and how you implemented
it.
• What do you do when your
work is interrupted? Give
an example of how you
handle it.
• Tell me about a time you
worked effectively under
pressure.

29. So Why Use this Approach…
• Advantages of seeking past behavior
–Reduces misunderstandings about a your past
experiences
–Reduces your effort to “make a good impression”
–Reduces emphasis on the “hypothetical”
–Prevents personal impressions from affecting
evaluation
–Provides actual examples of your knowledge, skills and
attributes
–Promotes consistency in interviews and assures all key
areas for success are covered in the conversation
Past Behavior is the Best Predictor of Future Behavior

30. Behavorial Questions
• A behavorial question is looking for information about:
– Situation or Task: details of a specific time or event
– Action: the actions you took
– Result: the outcome of the situation
• We call this the STAR response. Easy to remember; not so easy to
do.
• A behavorial question is not looking for:
– Your opinion
– What you “think” you would do in a situation
– Your assessment of your own strengths and weaknesses

31. STAR response – Why?
 Organize your answer (STAR)
 Situation / Task: Here is the problem/issue;
 Action: Here are the steps I took;
 Result: These were the results.
 Get in and Get out
 One story can show several skills!
 Be ready with several stories demonstrating each
success factor. Think about your background, and
what you have on your CV.

32. Preparation for BI
Situation or Task
Describe situation—be specific not
general. Provide enough detail for
the interviewer to understand.
Action You Took
Describe action you took—
keep focus on you. Even if
discussing a team project, talk
about what you did.
Results You Achieved
Describe what happened, how
the event ended, what you
accomplished, and what you
learned.
“STAR Interviewing Response Technique,” www.quintcareers.com

33. Examples of Behavioral Based Interview
Questions Guide
Problem Solving
• Think back to the most recent complex decision that you had to make or
problem that you had to solve. Describe in detail the process you used to
make the decision or solve the problem. What sources of information did you
use? How much time did you have, and how much time did you take? What
was the result?
• Part of coming up with a good decision or solution is gathering and analyzing
information. Please share a recent decision you made or a problem you
solved that required a high level of skill in this area. How did you determine
what information you needed? Where or to whom did you go to get the
information? Why did you select those specific sources?
• Please provide some examples of times when others asked you for your input
when they were making a decision or solving a problem. What input did you
provide? What were the results?

34. Excercice : Behavioral Based Interview Questions
Guide
Competency 1 : ______________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________

35. Excercice : Behavioral Based Interview Questions
Guide
Competency 2 : ______________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________

36. Excercice : Behavioral Based Interview Questions
Guide
Competency 3 : ______________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________
• _______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________

37. Behavioral Based Interview Questions Guide
Competency Interview Questions
1.
2.
3.
Competency Interview Questions
1.
2.
3.
Competency Interview Questions
1.
2.
3.

38. STAR response – How?
• Be specific; use an actual Situation and not an imagined one.
• What was your Action? what did you do? how did you handle the situation
or project? In describing your actions you should tell your interviewer:
– What (specifically and in detail) you did (not the team, but you)
– Who you spoke with, what you had to learn or manage
– How you arrived at a solution
• Make sure you focus on what you did.
You should say the word “ I ” a lot.
• Describe the Result of the event. Although it is good to use a successful
example, you can use failed examples as well – but make sure you
demonstrate what you learned !

39. Acceptable vs. Unacceptable Competency and
Behavioral Based Interview Questions
• Acceptable: The question is acceptable in the
sense that it focuses upon job requirements.
• Unacceptable: The question is unacceptable
in the sense that by asking this question you
may open yourself and the organization to
legal problems/concerns. The assumption is
that if you ask the question you are going to
use the information in the hiring decision.

40. Acceptable/Unacceptable Interview Questions Determine if the question is acceptable or unacceptable to ask during an
interview by placing an “a” or “u” in the space next to the question.
• 1. Are you a U.S. citizen? ________
• 2. Are you able to work with our required schedule? _______
• 3. What is your native language? _________
• 4. Do you belong to a club or social organization? ________
• 5. What are your long-term career goals? ________
• 6. What religion do you practice? ________
• 7. How old are you? ________
• 8. How long have you lived here? ________
• 9. Are you available to work overtime on occasion? ________
• 10. Is this your maiden name? ________
• 11. Who is your closest relative to contact in case of an emergency? ________
• 12. If you get pregnant, will you continue to work, and will you come
• back after maternity leave? ________
• 13. Have you ever been disciplined for your behavior at work? _____
• 14. Do you smoke or drink? _________
• 15. How tall are you? ________
• 16. How many sick days did you take last year? ________
• 17. Are you able to start work at 8:00 a.m.? _________
• 18. Have you ever been arrested? ________
• 19. Do you have any disabilities? ________
• 20. Are you a member of the National Guard or Reserves? _______
[Information and questions taken from, HRWorld at www.hrworld.com]

41. Answer Guide
• 1. Unacceptable. If you are attempting to determine if the applicant is legally able
to work in the U.S., it is better to ask, “Are you authorized to work in the U.S.?”
• 2. Acceptable. Don’t ask about which religious holidays the applicant observes in
order to determine if scheduling is an issue.
• 3. Unacceptable. An applicant may be sensitive to common assumptions about
his/her language. If you wish to determine the applicant’s level of fluency in a
language, it is better to ask, “What languages do you read, speak or write
fluently?”
• 4. Unacceptable. This question is too revealing of the applicant’s political and
religious affiliations and doesn’t relate to the job. Make sure the wording focuses
on the job functions, “Are you a member of a professional or trade group that is
relevant to our industry?”
• 5. Acceptable. Be careful not to ask questions that indicate you are trying to find
out how much longer the applicant may plan to work before he/she retires.
• 6. Unacceptable. If you wish to find out about weekend work schedules, ask
directly, “What days are you available to work?”

42. • 7. Unacceptable. You may ask if a candidate is legally old enough to work. “Are you
over the age of 18?” is acceptable. There may be certain job classes that do have a
legitimate age limitation, such as police officers, military, etc.
• 8. Unacceptable. If the job requires familiarity with the local culture, then ask
about the applicant’s current situation, “What is your current address and phone
number? Do you have an alternative location where you can be reached?”
• 9. Acceptable. In attempting to determine the applicant’s ability to travel or work
overtime, avoid questions about family obligations or situations, such as “Do you
plan to have children?”
• 10. Unacceptable. A woman’s marital status does not have to be shared with a
potential employer. If such information is necessary for reference purposes, it is
better to ask, “Have you worked or earned a degree under another name?”
• 11. Unacceptable. This question touches upon the applicant’s personal life. Better
to ask, “In case of emergency, whom should we notify?”
• 12. Unacceptable. Of course you want an applicant that if hired plans to stick
around with your organization for a lengthy time. But questions relating to a
woman’s pregnancy plans are off-limits. Better to ask, “What are your long-term
career goals?”
Answer Guide

43. Answer Guide
• 13. Acceptable. However, be cautious of asking such questions as, “How do you feel about inter-
office dating?” because it may appear to make assumptions about an applicant’s marital status, or
be seen as a “come-on.”
• 14. Unacceptable. Even though you may want to know if an applicant has a drinking problem or will
miss work due to taking smoke breaks, or for insurance related concerns, it is better to ask, “In the
past, have you been disciplined for violating company policies forbidding the use of alcohol or
tobacco products?”
• 15. Unacceptable. This question is too personal. If the job requires an individual to do something
that involves height, directly ask, “Are you able to reach items on a shelf that’s five feet tall?”
• 16. Unacceptable. This question gets too close to potential disability related issues.
• 17. Acceptable. Being able to start work on time is important, but avoid asking questions about an
applicant’s location, such as, “How far is your commute?”
• 18. Unacceptable. Ask only about crimes that HR determines relate directly to the essential job
responsibilities, “Have you ever been convicted of “x” (fraud, theft, etc.)?”
• 19. Unacceptable. NEVER ask a question that touches upon a person’s visible disability, or a
“hidden” disability (mental disability, learning disability, diabetes, etc.). Focus on the applicant’s
ability to perform the essential functions of the job. “Are you able to perform “x” for this job?”
• 20. Unacceptable. It is unacceptable to discriminate against an applicant or employee, based on
assumptions of upcoming military commitments.

44. • Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
Agenda

45. Core Competencies
• Examples of core competencies required in many jobs are:
- Communication skills
- Delivering Results
- Use of Initiative
- Planning and Organizing
- Analytical and/or Strategic Thinking
- Building relationships
- Team Work
In preparation for a Competency Based Interview the experienced
interviewer will draw up a list of questions relating to each competency
and all directed towards discovering if you have those skills necessary for
the job.

46. Cisco’s Core Competencies – Sales Role
• Effective Communication
– Good listening and presentation skills
– Able to explain complex issues in a simplified manner
• Resiliency
– Able to deal with change
– Able to take constructive feedback
• Team Skills
– A good team player and leader
– People-oriented
• Sales Personality
– Driven to be in sales
• Achievement Oriented
– Not risk-averse, uses initiative
– Determined to succeed

47. We Choose these Competencies to Measure if
Candidates will Fit into Cisco’s Culture
• Innovation
• Continuous improvement
• Quality team
• Giving
Back/Trust/Fair/Integrity
• Fun
• Empowerment
• Profit contribution
• No Technology Religion
• Market Transitions
• Open Communication
• Teamwork
• Drive change

48. Agenda
• Introduction & some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A

49. Preparing for a Competency Based Interview
• The most common type are Behavioral Based Interview Questions. These
are also called Situational and are used as a tool to discover how your
behavior in a previous role or situation can contribute to your
performance in the job being recruited for.
• Examples of Behavior Based Interview Questions are:
– Tell me about a time..
Give an example of a <Stressful, Successful, Important> situation you found
yourself in and what did you do?
Describe a situation which caused you a problem and tell me how you
resolved it.
• Something to be aware of; even if your interview is not described as such,
it is very likely in today's recruitment market that you will be asked
Competency Based Interview Questions.
Your best preparation is to know your own background and know the job description
of the job you are applying for

50. 50
Preparing and Practicing
• Be flexible and non-demanding with timing
• Prepare for the interview:
o learn as much as you can about the organization (mandate, publications, organigrame,
strategic directions, news, etc.)
o understand the position and look at the competencies in the job opening
o review your application/PHP and select real examples matching your accomplishments
to the competencies (i.e. how did you work in a team, solve conflict, mobilize resources,
etc.)
• Practice, practice, practice beforehand (refer to your application and the requirements of the
job opening)
• If a:
o face-to face, know what you are going to wear and err on the side of conservatism
o telephone (or Skype/VTC) make sure you are in a private location and equipment is
working

51. Preparation for BI
• Stories may center around these issues:
– Crisis in your life/job and how you dealt with it.
– Contributions to a team/how you work in a team.
– Time when you had a lot of stress.
– Time when you were a leader.
– How you overcame a failure.

52. Preparation for BI
• Go over your résumé and think through 30-
90 second stories you could share.
• Try to have somewhere between 6-10
stories
– Half that are positive
– Half that started out negative then turned
positive
• Stories should allow you to stand out so
you’re remembered.
• Study job posting carefully and research
company to anticipate questions.

53. Preparation for BI
• Use different examples for stories.
• Incorporate different parts of your life.
• Anticipate lots of probing questions.
• Keep your résumé updated so you have fresh
stories!
• A portfolio may be helpful.

54. Agenda
• Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Another Sample questions
• Q&A

55. 55
Exercise
Teamwork
• Describe to us a successful teamwork work experience
o What was the situation?
o Which was your role?
o What made the team successful?
o How did you handle the disagreements within the
team?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?

56. 56
Exercise
Planning and Organizing
• Tell us about a time you had to organize or
plan a major event
o What was the nature of the event?
o Which was your role?
o How did you plan and organize the different
actions to carry out?
o How did the event turn out?
o Reflecting back, what did you learn from the
experience? If you had to do it again what would
you do differently?

57. 57
Exercise
Planning and Organizing
• Tell us about a time where you had a number
of demands being made on you at the same
time? How did you handle it?
o What was the situation?
o Which was your role?
o How did you plan and organize the different
actions to carry out?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?

58. 58
Exercise
Creativity
• Describe to us a situation when you had to be creative
o What was the nature of the situation?
o Which was your role?
o What were the different actions to carry out?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?

59. 59
Exercise
Integrity
• Describe to us a situation where you felt pressured to act
in a way that would compromise your values or those of
the organization
o What was the nature of the situation?
o What were the implications of your actions?
o How did you respond to the pressure?
o What was the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?

60. In- class exercises
Step #1
Review a job description and define the
competencies needed for the position…
Step #2
Develop behavioral based interview questions

61. Now its your turn…
• Effective Communication
– Good listening and presentation skills
– Able to explain complex issues in a simplified manner
• Resiliency
– Able to deal with change
– Able to take constructive feedback
• Team Skills
– A good team player and leader
– People-oriented
• Sales Personality
– Driven to be in sales
– Customer orientation
• Achievement Oriented
– Not risk-averse, uses initiative
– Determined to succeed

62. 62
Functional Competency Assessment
Functional
Competencies
Comp
.
Level
Expectations Results Level
C J A
Career Development Activities (include Supervisor and Employee responsibilities):
Final Competency Assessment: Contributing (C) Journey (J) Advanced (A)
Comments:
Competency Assessment Discussion
Employee Comments:
Supervisor Comments:

63. 63
Functional
Competencies
Comp.
Level Expectations Results
Level
C J A
Knowledge-
Technical
J General knowledge of
applicable area of science to
perform laboratory procedures
and tests in support of research
protocol. Knowledge and skills
to adjust and calibrate
instrumentation and equipment
as needed with limited
supervision.
Operations
– Research
Support
J Ability to conduct routine tests
and procedures dictated by the
research protocol. Ability to
assist in the layout and
maintenance of subject
environment. Ability to mix
and/or apply chemical and/or
other materials.
Data
Collection
J Ability to organize and tabulate
data; ability to ensure quality
control of data collection.
Laboratory/
Subject
Care
J Ability to administer routine
medications and prepares
experimental and maintenance
diets for research subjects
according to established
protocols and instructions;
ability to observe study subject
reactions.
Initial Competency Assessment for Recommended Applicant

64. 64
During the interview: do
• Make a good first and last impression
• Dress appropriately
• Maintain eye contact with the person who asked the question, if culturally
appropriate
• Even on the telephone, smile
• Listen carefully to the complete question
• Keep to the point. Be as specific as possible
• Provide concrete examples that show you were able to handle a situation and/or
learned from it
• Listen to the question carefully. Ask for clarification if a question is not clear

65. 65
During the interview: do not
• Answer in the hypothetical.
• Talk about “we”, rather talk in the “I”
• Espouse theories or values (“waffling on”)
• Make blanket generalizations nor statements about the
future
• Interrupt the panel
• Ask questions about benefits and entitlements

66. PRACTICE
Practice your behavioral interviewing skills
 Divide into groups of three. Each individual will take
turns as:
a. An interviewer
b. Interviewee
c. Observer
The observer will provide feedback to regarding the
interviewers skills using the behavioral interviewing
technique.

67. Remember…
Practice, Practice, Practice!

68. Q and A

69. Sources
• “Competency-Based Behavioral Interviewing,” Peggy Simonsen and Tom
Smith, www.careertrainer.com, accessed 12-5-07.
• “Behavioral Interviewing Helps Employers Staff Up Their Office,”
www.beyond.com, accessed 12-5-07.
• “Prepare for Your Behavioral Interview,” www.wetfeet.com, accessed 12-5-
07.
• “Free Sample Behavioral Interview Questions,” www.quintcareers.com,
accessed 12-4-07.
• “Behavioral Interviews: A Great Showcase for You, but You Must Prepare
Now,” Joe Turner, www.quintcareers.com, accessed 12-4-07.

70. Sources
• “Behavioral Interviewing Story,” www.quintcareers.com, accessed 12-4-07.
• “STAR Interviewing Response Technique for Success in Behavioral Job
Interviews,” www.quintcareers.com, accessed 12-4-07.
• Competency-Based Interviews, Robin Kessler, 2006, Career Press: Franklin
Lakes, NJ.
• “When an Interviewer Says: ‘Tell Me About a Time When You…,” Arlene S.
Hirsch, www.careerjournal.com, accessed 12-5-07.
• “Behavioral Interviewing Strategies for Job Seekers,” Katharine Hansen,
www.quintcareers.com, accessed 12-4-07.

71. Thank You
Thank you for your time and participation!