Competency-based interview questions and answers

Competency-based interviews are the most common structured interview in the UK. They're also the most predictable: once you know the themes, you can prepare an example for almost every question.

Updated 26 October 2026 · 6 min read

What is a competency-based interview?

In a competency-based interview, each question targets a skill or behaviour the job needs, such as teamwork, leadership or problem solving, and asks for a real example of when you've shown it. They're also called behavioural, structured or criteria-based interviews, and they're used widely by large employers, graduate schemes, the public sector and the NHS.

How competency interviews are scored

Interviewers usually have a scoring guide for each question, with examples of positive and negative evidence. They take notes on what you say and score each answer against that guide, often after you've left. That means:

Only what you say counts. They can't give credit for something you did but didn't mention.
Specific beats general. "On one project, I…" scores higher than "I usually…".
Your own actions are what's being scored, so say "I" for what you did.
A result helps. Evidence that your actions worked is the strongest kind.

Use the STAR method for every competency answer: Situation, Task, Action, Result. It maps neatly onto what interviewers are listening for.

How to find the competencies for your job

Look at the person specification or the "what you'll need" section of the job advert. Each requirement, such as "able to influence senior stakeholders" or "comfortable working to tight deadlines", is a likely question. Words that appear more than once, and anything marked essential, are the most likely of all.

Common competency-based interview questions by theme

Teamwork

Tell me about a time you worked as part of a team to achieve a goal.Your specific role in the team, how you supported others, and the shared result.
Describe a time you helped a colleague who was struggling.That you noticed, offered help practically, and respected their ownership of the work.
Give an example of working with people from other teams or departments.How you built relationships and handled different priorities.
Tell me about a time you received critical feedback.Openness, what you changed, and evidence it made a difference.
Tell me about a time a team you were in wasn't working well.What you did to improve it, not just what was wrong.

Leadership

Tell me about a time you led a team or project.Setting direction, sharing out work, supporting people and delivering the outcome.
Describe a time you led without formal authority.Influence through relationships, evidence and clarity rather than position.
Give an example of when you developed or mentored someone.What you did to help them grow, and how they progressed.
Tell me about a time you had to motivate others.Understanding what mattered to people, not just enthusiasm.
Describe a difficult decision you had to make as a leader.How you weighed the options, who you involved and how you communicated it.

Problem solving and decision making

Tell me about a time you solved a difficult problem.How you found the cause, the options you considered and why you chose your solution.
Describe a time you made a decision without all the information.Judgement under uncertainty, managing risk and checking in afterwards.
Give an example of when you used data to make a decision.The analysis, what it showed and how it changed the outcome.
Tell me about a project that didn't go to plan.Honesty, what you did to recover, and what you learned.
Tell me about a time you improved a process.Spotting the problem, the change you made and the measurable improvement.

Communication and influencing

Tell me about a time you had to persuade someone to change their mind.Understanding their position, the evidence you used and how you brought them round.
Describe a time you explained something complex to a non-expert.Adapting your language, using examples and checking they understood.
Give an example of when you got buy-in from senior stakeholders.Preparation, framing around their priorities and handling objections.
Tell me about a time you had to deliver bad news.Being timely, clear and honest, with a plan for what happens next.
Describe a presentation you gave that went well.How you prepared, knew your audience and handled questions.

Delivering results and resilience

Tell me about a time you worked to a tight deadline.Planning, prioritising and communicating early when something was at risk.
Describe a time you had several competing priorities.How you decided what came first and kept people informed.
What's the achievement you're most proud of?A specific piece of work with a clear personal contribution and impact.
Tell me about a time you went beyond what was expected.Initiative that served a real need, not just extra hours.
Describe a time you handled a setback.Staying calm, adapting the plan and keeping going.

Handling conflict

Tell me about a time you had a conflict at work.Professionalism, listening and resolving it constructively. See our conflict question guide.
Describe a time you disagreed with your manager.Raising it respectfully with evidence, and accepting the final decision.
Tell me about a time you dealt with a difficult customer or stakeholder.Empathy, clear expectations and a fair resolution.
Give an example of when you pushed back on a request.A good reason, a constructive alternative and a preserved relationship.
Tell me about a time you had to work with someone very different from you.Adapting your style and finding common ground.

Example answer

"Tell me about a time you had to persuade someone to change their mind."

SituationOur team relied on a customer churn model that everyone trusted. While reviewing it I noticed its accuracy had dropped sharply for one customer segment over the previous three months.

TaskI needed to convince our product lead to pause a retention campaign that was about to launch based on that model.

ActionI knew she was under pressure to launch, so I didn't lead with "the model is wrong". I put together a one-page comparison showing predicted against actual churn for that segment, month by month, and estimated how much of the campaign budget would go to customers who weren't really at risk. I walked her through it in ten minutes and proposed an alternative: launch on time for the segments where the model was still accurate, and give me a week to retrain it for the other one.

ResultShe agreed to the split launch. The retrained model was ready six days later and the campaign went out to the final segment the following week. The product lead now asks me to review model performance before every campaign.

How to prepare for a competency interview

List the competencies from the job advert and person specification.
Find two examples for each from your work, studies or volunteering, so you have a back-up.
Write each in STAR form as short notes, with a number in the Result where you can.
Practise out loud with a timer, aiming for about two minutes per answer.
Prepare for follow-ups such as "What would you do differently?" or "What was the hardest part?".

Frequently asked questions

What is the difference between competency-based and behavioural interviews?

In practice they're the same. Both ask for real examples of how you've behaved in the past, usually structured with the STAR method. Some organisations, such as the Civil Service, call the skills they assess behaviours rather than competencies.

How many competency questions will I be asked?

Usually between four and eight, depending on the length of the interview, often one or two per competency in the job description, plus follow-up questions on your answers.

Can I use examples from outside work?

Yes. Examples from university, volunteering, sport, caring responsibilities or personal projects are fine, especially early in your career. What matters is that the example clearly shows the competency.

What if I can't think of an example in the interview?

It's fine to ask for a moment to think. If nothing comes, say so honestly and describe how you would approach it, though a real example will score higher. Preparing two examples per competency avoids this.

TechniqueThe STAR method: how to answer interview questions, with examples Interview typesGraduate scheme interview questions, and how to answer them Interview typesCivil Service Success Profiles: behaviours, examples and interview tips Common questionsHow to answer "Tell me about a time you had a conflict at work"