# National Institutes of Health

# GS-1035 Public Affairs

# Behavioral Interview Guide

## Behavioral-Based Interview Overview

Behavioral-based interviews focus on discovering how a candidate
performed in specific work related situations. This interview technique
seeks to uncover how a potential employee actually did behave in a given
situation; not on how he or she might behave in the future. The premise
behind this technique is that a good predictor of future performance is
how someone performed in the past in a similar situation.
Behavioral-based interviews are becoming more common throughout industry
and government and many candidates are familiar with this technique and
are well prepared for these interviews. Candidates can and should draw
on previous work related experiences as well as non-work related
experiences (e.g., school projects, community involvement) that are
relevant to the interview questions.

### Behavioral Interviewing Suggested Protocol

1.  As much as possible, all questions should relate to experiences that
    have occurred in the last 2-3 years (best for recollection of
    behavioral details).

2.  All behavioral interview questions should focus on what the
    interviewee did, said, felt or thought in the past. The interviewer
    should be looking for phrases such as "I did....", "I said...." etc.

3.  Do not ask questions about what the interviewee would do in a given
    situation or what they would have done differently. The focus is on
    what the interviewee actually did/said/thought/felt in the past. If
    the interviewee uses such phrases as "I would," the interviewer
    should probe by saying, "What did you actually do at that time?"

4.  The interviewee should focus on what he/she did, rather than what
    "we" did. While working as part of a team is very common and
    desirable, it is important to understand what the candidate's
    individual role was. The interviewer should probe the interviewee if
    "We" is used in describing actions. For example, if the interviewee
    says "We implemented the new payroll system by.....", it is the
    interviewer's job to ask the interviewee what his/her role was and
    what he actually did (as an individual).

5.  Prior to delving into the detail of each question, ask the
    interviewee to provide a brief (30 second) overview of the situation
    by highlighting the beginning, middle, and end. This helps the
    interviewer to keep the interview on track. For example, if you feel
    lost in the discussion, you can pause the conversation by asking the
    interviewee where you are in the story (beginning, middle, or end).

## Suggested Introduction to the Interview

-   This is a behavioral interview, which may be different from
    interviews you have had in the past. A behavioral interview focuses
    on what you have done, said, felt and thought in past experiences.
    Please use the first person as much as possible because I am most
    interested in what you have done, said, thought and felt in the
    situations. So if you use the term "we" rather than "I", I may
    interrupt you to clarify what you did in the situation versus what
    others did.

-   I am going to ask you specific questions about your experiences and
    will ask that you try, as best as you can, to only discuss
    experiences that have occurred within the past 2 or 3 years so that
    you will be able to recall the details of the situations.

-   I will ask follow-up questions to get as many of the details around
    what you were doing in the situation. Imagine that I am making a
    movie of what you were doing in the given situation. I am interested
    in everything you did, said, thought and felt.

NOTE:

The information provided above offers suggestions for conducting
behavioral-based interviews. Interviewers should use this information as
a tool and tailor the interview to meet the needs of the individual
organization.

  --------------------- -------------------------------------------------
  **Public Affairs**    

  Competency            Definition

  Communications        Partners with and advises key senior leadership
  Counsel with Senior   on strategic communications related matters
  Leadership            

  Data Gathering and    Gathers data and provides relevant information in
  Information Briefing  a summarized format

  Development of        Compiles and analyzes regulations, policies, and
  Policies and Standard procedures in order to provide an organization
  Operating Procedures  with a consistent, well-defined infrastructure

  Message Delivery      Strategically delivers messages by evaluating the
                        most appropriate media channel(s) for the
                        particular needs of the target audience(s)

  Message Development   Develops messages for various audiences
  --------------------- -------------------------------------------------

## Communications Counsel with Senior Leadership

Partners with and advises key senior leadership on strategic
communications related matters

### Key Behaviors:

-   Serves as a trusted advisor, providing strategic communication
    advice to senior leadership regarding media interviews, speaking
    engagements, and other events

-   Supports key leadership by planning and managing the communication
    of information to relevant constituencies including media, advocacy
    groups, internal audiences, and the general public

-   Coordinates and facilitates speaker's preparation (e.g., preparation
    for media interviews, conferences)

-   Advises senior leadership on how to handle crises and controversial
    issues, including providing background materials and talking points
    to facilitate senior leadership's communication

-   Presents information clearly and concisely to senior leadership
    avoiding miscommunication and misunderstandings

-   Provides and/or facilitates coaching for senior leadership to
    enhance media interview and public speaking skills

-   Provides "resolution-based" information, identifying problems and
    providing recommended solutions and alternatives

### Interview questions:

1.  **Based on your experience, what are the key contributors to
    successfully communicating with senior leadership?** Please share a
    few examples of your communications with senior leadership.

2.  Tell me about a time when you served as a trusted advisor, providing
    strategic communication advice to senior leadership.

3.  In this role, you will have to advise senior leadership on how to
    handle crises and controversial issues. Discuss a time when you had
    to counsel a manager through a tough issue that involved
    communicating with an external group.

4.  **Think of a successful relationship you have built with a leader.**
    How did you build the relationship? How did you build rapport and
    obtain his/her trust? How did this relationship benefit the
    organization?

5.  **Discuss a time when you had to prepare someone for a major
    interview or news conference.** How did you go about getting him/her
    ready for this event? What was the result?

6.  **Discuss a communication event that did not go well for someone you
    helped prepare for the event.** Why did it not go well? What did you
    learn from this incident? What would you do differently?

### Candidate Response:

### Interview Summary:

  -----------------------------------------------------------------------
  **Summarize the situation, behaviors demonstrated and outcomes. Then
  provide an overall proficiency rating for the competency as defined in
  the Administrative Officer competency model.**

  Situation:

  Behaviors:

  Outcome:

  Overall Competency Proficiency Rating: 0 1 2 3 4
  -----------------------------------------------------------------------

## Data Gathering and Information Briefing

Gathers data and provides relevant information in a summarized format

### Key Behaviors:

-   Researches issues, histories, previous treatment, media and all
    other pertinent data to establish a planning baseline

-   Maintains competency in fact finding (e.g. PubMed searches)

-   Researches and prepares a variety of communications including news
    releases, feature articles and/or public statements Represents the
    organization at public meetings and hearings on a wide range of
    controversial and highly visible issues

-   Provides media with wide ranging background briefings and follow up
    information on all routine and sensitive facets of the organization
    prior to these interviews and/or in story-line preparations

-   Understands when a briefing is required to communicate a summarized
    message or status update

-   Prepares briefing reports, either verbally or in writing, to update
    personnel of key developments

-   Provides impromptu briefings as spontaneous or unexpected
    developments occur, or time sensitive issues arise

-   Prepares background material for interviews, including issue
    statements and position papers (e.g., Congressional and organization
    positions) and recommends subject treatment

-   Establishes credibility and/or rapport with audiences and utilizes
    presentation techniques and strategies for engaging and maintaining
    audience interest

### Interview questions:

1.  **Discuss a time when you had to research an issue and prepare a
    summary report.** How did you go about this task? What format did
    you follow? What was the result?

2.  **Tell me about the most effective presentation you have made.**
    What made it successful?

3.  **In this role, you will be required to provide impromptu briefings
    on unexpected developments or sensitive issues. Discuss a time when
    you had to work or present under pressure.** What was the outcome?

4.  **Share an example of a challenging research assignment.** What made
    it challenging? How did you work through the difficulties to
    successfully complete your assignment?

5.  **Discuss a challenging briefing you had to give (e.g. tough
    audience, difficult topic).** How did you handle it? What did you
    learn?

6.  **What tools have you used in the past to research information?**
    Are there sources that are more accurate than others? If so, which?

### Candidate Response:

### Interview Summary:

  -----------------------------------------------------------------------
  **Summarize the situation, behaviors demonstrated and outcomes. Then
  provide an overall proficiency rating for the competency as defined in
  the Administrative Officer competency model.**

  Situation:

  Behaviors:

  Outcome:

  Overall Competency Proficiency Rating: 0 1 2 3 4
  -----------------------------------------------------------------------

## Development of Policies and Standard Operating Procedures

Compiles and analyzes regulations, policies, and procedures in order to
provide an organization with a consistent, well-defined infrastructure

### Key Behaviors:

-   Develops, coordinates and releases policy/position statements on
    controversial issues for Institute leadership

-   Analyzes and evaluates all available information (media reports and
    public statements), and applies judgment in recommending the
    organization's position

-   Documents long range policies, plans and programs designed to
    encourage support for, and /or active involvement, in the
    organization

-   Researches current standards/policies/procedures, utilizing all
    available resources

-   Monitors relevant issues that impact the organization

-   Writes and edits standards/policies/procedures documents and manuals

-   Analyzes and implements standards/policies/procedures

### Interview questions:

1.  **Discuss a controversial policy or position statement you
    developed.** How did you develop it? What did you consider when
    recommending what the organization's position should be? How was it
    received?

2.  **Provide examples of policies or procedures you have analyzed and
    implemented for an organization.** How are they best documented to
    provide an organization with well-defined direction?

3.  **How do you stay abreast of issues that impact the organization?**
    What resources do you use?

4.  **Tell me about a policy document or manual you developed.** What
    was your approach?

### Candidate Response:

### Interview Summary:

  -----------------------------------------------------------------------
  **Summarize the situation, behaviors demonstrated and outcomes. Then
  provide an overall proficiency rating for the competency as defined in
  the Administrative Officer competency model.**

  Situation:

  Behaviors:

  Outcome:

  Overall Competency Proficiency Rating: 0 1 2 3 4
  -----------------------------------------------------------------------

## Message Delivery

Strategically delivers messages by evaluating the most appropriate media
channel(s) for the particular needs of the target audience(s)

### Key Behaviors:

-   Anticipates audience needs and interests and actively seeks the most
    appropriate avenue for informing others (e.g., national and local
    media forums, internal NIH publications)

-   Establishes partnerships with internal and/or external organizations
    (e.g., radio, television, newspaper, magazine, internal
    publications) to facilitate the most efficient means for
    disseminating information

-   Identifies specific materials (e.g., documents, articles, formal
    papers, brochures, photos, press releases, on-line etc.) that need
    to be processed and distributed

-   Cultivates and maintains contacts with internal and/or external
    centers of influence, such as institutions, government officials,
    community organizations, and/or industry to improve the public's
    understanding and awareness of organizational activities

-   Selects appropriate target audiences for information dissemination,
    seeking input from others as necessary and disseminates information
    to appropriate internal and/or external parties

-   Prepares, and approves the release of all information (e.g., news
    releases, written publications)

-   Articulates organization's position orally and/or in writing via
    appropriate channels (e.g., national and local media, federal and
    state government agencies)

-   Follows up as necessary with recipients and/or target audiences to
    ensure receipt of information/materials in desired timeframe and/or
    need for additional information/materials

-   Ensures recipients understand legal issues regarding use of
    information/materials (e.g., use of reprints, photos, quotes)

### Interview questions:

1.  **Part of your role in this position will be to develop
    relationships with internal and external parties to improve the
    public's understanding and awareness of organizational activities.**
    Give an example of how you have built and leveraged a relationship
    with members of an organization in order to facilitate awareness and
    understanding of your organization.

2.  **Discuss your experience working with the press (national and local
    media).** Give an example of when you were the most effective in
    delivering an organization's message through the media. What made it
    successful?

3.  **How do you determine the most effective channel (e.g. media
    forums, internal publications) for delivering a message to a
    particular audience?** Provide examples of the various channels you
    have used and why.

4.  **Provide an example of a time when you delivered the same message
    via different channels in order to accommodate two or more different
    groups.** What were the factors you considered when deciding the
    channel for each group?

### Candidate Response:

### Interview Summary:

  -----------------------------------------------------------------------
  **Summarize the situation, behaviors demonstrated and outcomes. Then
  provide an overall proficiency rating for the competency as defined in
  the Administrative Officer competency model.**

  Situation:

  Behaviors:

  Outcome:

  Overall Competency Proficiency Rating: 0 1 2 3 4
  -----------------------------------------------------------------------

## Message Development

Develops messages for various audiences

### Key Behaviors:

-   Provides background materials and talking points to prepare speakers
    (e.g., scientists) for the communication of information, especially
    in regard to controversial issues and/or crises

-   Understands and outlines the goals and primary messages to be
    conveyed to target audiences

-   Researches the subject matter and audience to anticipate questions
    and the reception of messages

-   Ensures all quotes, citations and information sources are accurate

-   Writes and/or edits content for communications

-   Ensures plain language is used and identifies and eliminates
    superfluous words so that information is communicated as concisely
    as possible

-   Ensures content is appropriate for targeted audiences (e.g.
    technical terms that will not be understood are either removed or
    explained further)

### Interview questions:

1.  **Describe your writing style.** What steps are necessary to ensure
    that information is communicated as clearly and concisely as
    possible? What communications methodology do you follow?

2.  **Provide an example of a time when you developed and tailored the
    same core message to two or more different audiences.** What steps
    did you take to ensure the content was appropriate for each
    audience?

3.  **What is the best approach when writing about controversial issues
    and targeting a large audience?** Tell me about talking points you
    have prepared for speakers delivering such messages.

4.  **What is the most challenging document you have written?** Why was
    it challenging? How did you address the challenges and complete your
    assignment?

### Candidate Response:

### Interview Summary:

  -----------------------------------------------------------------------
  **Summarize the situation, behaviors demonstrated and outcomes. Then
  provide an overall proficiency rating for the competency as defined in
  the Administrative Officer competency model.**

  Situation:

  Behaviors:

  Outcome:

  Overall Competency Proficiency Rating: 0 1 2 3 4
  -----------------------------------------------------------------------

## NIH Competency Proficiency Scale

+------+--------------+------------------------------------------------+
| S    | Proficiency  | Description                                    |
| core | Level        |                                                |
+------+--------------+------------------------------------------------+
| N/A  | ***Not       | You are not required to apply or demonstrate   |
|      | A            | this competency. This competency is not        |
|      | pplicable*** | applicable to your position.                   |
+------+--------------+------------------------------------------------+
| 0    | ***Not       | You have not demonstrated this competency and  |
|      | Dem          | likely have not had related training or        |
|      | onstrated*** | experience.                                    |
+------+--------------+------------------------------------------------+
| 1    | **           | Shows basic knowledge and understanding        |
|      | *Baseline*** | sufficient to handle routine tasks. Focus is   |
|      |              | on learning.                                   |
|      | (theoretical |                                                |
|      | knowledge)   | -   You are training or on-the-job training;   |
|      |              |     beginning to develop this competency and   |
|      |              |     have completed formal                      |
|      |              |                                                |
|      |              | -   You understand and can discuss             |
|      |              |     terminology, concepts, principles, and     |
|      |              |     issues related to this competency;         |
|      |              |                                                |
|      |              | -   You utilize the full range of reference    |
|      |              |     and resource materials in this competency. |
+------+--------------+------------------------------------------------+
| 2    | ***Pr        | Has depth/breadth of knowledge to handle       |
|      | ogressing*** | non-routine situations. Begins to take         |
|      |              | initiative. Focus is on applying and enhancing |
|      | (limited     | knowledge or skill.                            |
|      | practical    |                                                |
|      | application  | -   You have applied this competency in        |
|      | and          |     occasional situations and still require    |
|      | experience)  |     minimal guidance to perform successfully;  |
|      |              |                                                |
|      |              | -   You understand and can discuss the         |
|      |              |     application and implications of changes to |
|      |              |     processes, policies, and procedures in     |
|      |              |     this area.                                 |
+------+--------------+------------------------------------------------+
| 3    | ***P         | An expert who can handle broad                 |
|      | roficient*** | organizational/professional issues; works      |
|      |              | independently; has long-term perspective;      |
|      | (practical   | coaches, guides and empowers others.           |
|      | application  |                                                |
|      | and          | -   You have consistently provided             |
|      | experience)  |     practical/relevant ideas and perspectives  |
|      |              |     on process or practice improvements which  |
|      |              |     may easily be implemented;                 |
|      |              |                                                |
|      |              | -   You are capable of coaching others in the  |
|      |              |     application of this competency by          |
|      |              |     translating complex nuances relating to    |
|      |              |     this competency into easy to understand    |
|      |              |     terms;                                     |
|      |              |                                                |
|      |              | -   You participate in senior level            |
|      |              |     discussions regarding this competency;     |
|      |              |                                                |
|      |              | -   You assist in the development of reference |
|      |              |     and resource materials in this competency. |
+------+--------------+------------------------------------------------+
| 4    | ***Master*** | An expert whose advice is sought out by        |
|      |              | others, from both within the NIH and from the  |
|      | (recognized  | Department or other organizations; Shapes the  |
|      | thought      | organization/profession; is visionary; focus   |
|      | leader)      | is strategic; copes with the unknown.          |
|      |              |                                                |
|      | All criteria | -   You have demonstrated consistent           |
|      | must apply   |     excellence in applying this competency     |
|      |              |     across multiple projects and/or            |
|      |              |     organizations;                             |
|      |              |                                                |
|      |              | -   You are considered the "go to" person in   |
|      |              |     this area from within NIH and/or outside   |
|      |              |     the OPDIV;                                 |
|      |              |                                                |
|      |              | -   You create new applications for and/or     |
|      |              |     lead the development of reference and      |
|      |              |     resource materials for this competency;    |
|      |              |                                                |
|      |              | -   You are able to diagram or explain the     |
|      |              |     relevant process elements and issues in    |
|      |              |     relation to organizational issues and      |
|      |              |     trends in sufficient detail during         |
|      |              |     discussions and presentations, to foster a |
|      |              |     greater understanding among internal and   |
|      |              |     external colleagues and constituents.      |
+------+--------------+------------------------------------------------+