# National Institutes of Health

# GS-1102 Contracting

# 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.

+---------------------+------------------------------------------------+
| ## Contracting      |                                                |
+---------------------+------------------------------------------------+
| #### Competency     | #### Definition                                |
+---------------------+------------------------------------------------+
| **Acquisition       | Manages post-award contract activities through |
| Management**        | contract close-out                             |
+---------------------+------------------------------------------------+
| **Acquisition       | Develops and guides customers/partners through |
| Planning**          | a comprehensive plan for fulfilling            |
|                     | acquisition needs in a timely manner and at a  |
|                     | reasonable cost in accordance with the Federal |
|                     | Acquisition Regulation (FAR) and Departmental  |
|                     | and NIH regulations, policies and procedures   |
+---------------------+------------------------------------------------+
| **Contracting       | Understands and applies financial management   |
| Financial           | concepts and practices related to contracting  |
| Management**        |                                                |
+---------------------+------------------------------------------------+
| **Contract          | Facilitates discussions between                |
| Negotiation and     | customers/partners and potential vendors to    |
| Source Selection**  | agree on contract terms and evaluates bids or  |
|                     | proposals to make contract award decisions     |
+---------------------+------------------------------------------------+
| **Federal and       | Understands the Federal Government industry    |
| Departmental        | and how it functions as a buyer of services    |
| Acquisition         | and products                                   |
| Policies and        |                                                |
| Procedures          |                                                |
| Knowledge**         |                                                |
+---------------------+------------------------------------------------+
| **Project           | Creates and maintains an environment that      |
| Management**        | guides a project to its successful completion  |
+---------------------+------------------------------------------------+
| **Quantitative      | Examines and evaluates numerical data to       |
| Analysis**          | manage and achieve results                     |
+---------------------+------------------------------------------------+
| **Solicitation**    | Understands and employs methods for obtaining  |
|                     | submission of offers or quotations to the      |
|                     | Government from industry/vendors               |
+---------------------+------------------------------------------------+

## Acquisition Management

Manages post-award contract activities through contract close-out

### Key Behaviors:

-   Serves as primary point of contact concerning contractual matters

-   Works closely with customer/partner to ensure terms of contracts are
    fulfilled in compliance with the terms of the contract and
    applicable laws and regulations

-   Plans, directs, coordinates, and manages the various contracting
    functions, including administering, modifying, closing out and
    terminating contracts

### Interview questions:

1.  Give an example, from either your professional or personal life,
    that demonstrates your ability to juggle several tasks and keep
    track of multiple deadlines at one time. What was your strategy?
    What challenges did you encounter? How did you overcome those
    challenges? What was the outcome?

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6.  Discuss a specific occasion when you had to confront someone who was
    not living up to their agreed upon responsibilities. How did you
    approach the situation? What challenges did you face and how did you
    handle them? Looking back, what could you have done differently that
    would have improved the outcome?

### 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 5
  -----------------------------------------------------------------------

## Acquisition Planning

Develops and guides customers/partners through a comprehensive plan for
fulfilling acquisition needs in a timely manner and at a reasonable cost
in accordance with the Federal Acquisition Regulation (FAR) and
Departmental and NIH regulations, policies and procedures

### Key Behaviors:

-   Analyzes and assesses customer/partner acquisition needs

-   Develops and documents the overall strategy for managing the
    acquisition in coordination with the customer/partner

-   Collects and analyzes relevant market research information from
    Government and non-government sources to facilitate development of
    the acquisition plan

-   Uses the appropriate sourcing approach and defines solicitation
    terms and conditions based on the business strategy

-   Defines and prepares the requirements document

### Interview questions:

1.  Provide examples of how you demonstrated an analytical approach to
    assessing the acquisition (buying) requirements of a customer. What
    was your role? What challenges did you face? How did you accomplish
    your goal?

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7.  Summarize a situation where you were responsible for developing a
    strategy for fulfilling the acquisition needs of an organization.
    How did you handle this situation? What was your approach? What was
    the result/outcome?

### 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 5
  -----------------------------------------------------------------------

## Contracting Financial Management

Understands and applies financial management concepts and practices
related to contracting

### Key Behaviors:

-   Works with project officer to develop cost estimates

-   Uses financial analysis to evaluate cost and price proposals

-   Selects the appropriate contracting financing terms and /or
    conditions for a given contract

-   Tracks expenditures to ensure compliance with contract terms

-   Analyses and renegotiates cost/price of contract as appropriate

-   Understands cost accounting and reporting systems

-   Understands and monitors the overall financial performance of the
    contract and draws accurate conclusions from financial information

### Interview questions:

1.  Describe a time when you had to track and monitor expenditures of a
    contract (or project) to ensure compliance with the agreed upon
    terms. What tools/systems did you use? What obstacles did you face?
    How did you overcome them?

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8.  Share an example of when you had to analyze financial
    information/data. How did you approach this endeavor? What
    recommendation did you make, based on your analysis, and why? If
    your recommendation was implemented, what was the outcome?

### 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 5
  -----------------------------------------------------------------------

## Contract Negotiation and Source Selection

Facilitates discussions between customers/partners and potential vendors
to agree on contract terms and evaluates bids or proposals to make
contract award decisions.

### Key Behaviors:

-   Understands customer/partner's scientific and technical requirements

-   Gathers information to make sound decisions

-   Employs established processes and techniques (e.g., tradeoffs,
    lowest price technically acceptable) to make well informed source
    selection decisions

-   Guides customers/partners through the review, negotiation and
    evaluation of bids and proposals process

-   Makes award decisions that meet the mission needs of the
    organization

-   Works with customers/partners and vendors to craft mutually
    agreeable contract terms, conditions and price

-   Documents source selection decisions and drafts contracts that
    include the agreed upon terms, conditions, special provisions and
    negotiated price

-   Engages in other source selection activities where required (e.g.,
    debriefing offerors, responding to protests)

### Interview questions:

1.  Describe an instance in which you were the pivotal person to
    negotiate a resolution to a situation or dispute. What was your
    strategy for managing the conflicting priorities? What obstacles did
    you face? How did you overcome them?

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9.  Describe a situation where you have reviewed bids from outside
    sources to reach a favorable outcome for your
    agency/firm/organization. What was your strategy? What were your
    decision criteria? What was the outcome of the process?

### 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 5
  -----------------------------------------------------------------------

## Federal and Departmental Acquisition Policies and Procedures Knowledge

Understands the Federal Government industry and how it functions as a
buyer of services and products

### Key Behaviors:

-   Demonstrates knowledge of and compliance with the Federal
    Acquisition Regulation (FAR), the OMB Circulars, the HHS Acquisition
    Regulation (HHSAR), the Peer Review Regulation (42 C.F.R 52h) where
    required, the Procurement Integrity Act and NIH policies and
    procedures

-   Informs, advises and educates others regarding federal government
    contracting policies and procedures

### Interview questions:

1.  Describe a time when you had to inform, advise, and educate others
    regarding federal government contracting policies and procedures?
    What was your approach?

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10. Provide an example of a time when you had to research information
    regarding government acquisition rules. What sources of information
    did you use?

### 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 5
  -----------------------------------------------------------------------

## Project Management

Creates and maintains an environment that guides a project to its
successful completion

### Key Behaviors:

-   Explains the processes involved in the initiation phase of a project
    and the development of an overall project plan

-   Identifies key stakeholders in the project

-   Identifies and analyzes environmental influences impacting on the
    project

-   Develops and manages the scope of a project

-   Describes in detail the process of resource allocation including
    human resources, and how cost, work, and time estimates are
    developed

-   Understands the risks involved in starting a project

-   Understands the importance of quality assurance and control

-   Develops effective communication skills to interact with members of
    the project team

### Interview questions:

1.  Describe a time when you were responsible for managing a project
    with varying priorities that included staggered milestones. What was
    your approach? What steps did you take to ensure the appropriate
    stakeholders were involved? How did you ensure that you effectively
    communicated with your team?

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11. Provide an example of a time when you were responsible for managing
    a project where conflicts within the team developed. How did you
    handle this situation? What was the result/outcome?

12. What has been your approach for monitoring and controlling risks
    throughout a project?

### 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 5
  -----------------------------------------------------------------------

## Quantitative Analysis

Examines and evaluates numerical data to manage and achieve results

### Key Behaviors:

-   Analyzes data in order to make comparisons and draw conclusions

-   Uses established data analysis models and tools for analyzing
    quantitative data

-   Identifies cause and effect relationships to solve complex problems
    for the organization

-   Gathers and interprets pertinent data from a variety of sources and
    identifies trends available through regular channels and alternative
    sources

### Interview questions:

1.  Describe a time when you used your skills in quantitative analysis
    to solve a problem. What impact did the data have on your decision
    making process? In retrospect, was the decision correct?

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13. Describe a time when you applied your skills in data analysis to
    make a recommendation on an issue or decision. What process did you
    use? What obstacles did you face?

### 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 5
  -----------------------------------------------------------------------

## Solicitation

Understands and employs methods for obtaining submission of offers or
quotations to the Government from industry/vendors.

### Key Behaviors:

-   Facilitates the process of seeking and obtaining bids and proposals
    in compliance with applicable laws, regulations, policies and
    procedures

-   Facilitates exchange of information among interested parties early
    on, and throughout the process to improve the understanding of
    Government requirements and state-of-the-art private sector and
    academic capabilities

-   Develops and ensures distribution of proper notices and requests
    regarding solicitation (e.g., pre-solicitation notice, request for
    proposal, request for information)

-   Employs various methods and tools, such as requests for information
    and pre-proposal conferences, to facilitate the most effective and
    efficient solicitation process

### Interview questions:

1.  Describe a time when you spearheaded communications among
    stakeholders to implement a contract/plan/proposal. How did you
    ensure free flowing communication? What were your challenges? What
    was the outcome?

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14. Discuss your approach for soliciting bids/quotes from vendors to
    provide services. What specific methods or tools did you employ?

### 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 5
  -----------------------------------------------------------------------

## NIH Competency Proficiency Scale

+------+--------------+------------------------------------------------+
| ##   | #### Profi   | #### Description                               |
| ## S | ciency Level |                                                |
| core |              |                                                |
+------+--------------+------------------------------------------------+
| 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.      |
+------+--------------+------------------------------------------------+