How to structure your answers for the interview - The STAR approach - With an example

 How to structure your answers

Most of the questions used to assess your competency in a particular area will start with the phrases –

• Tell us about a time…

• Describe a situation where…

• Talk us through…

• Give us an example of…

A useful way to structure your answer is with the mnemonic STAR.

S/T = Situation or Task

You are setting the scene, giving a brief description of the situation or task you were facing.

A = Action or Ability demonstrated

You outline what you actually did, how you approached handling the situation. You are emphasising the skills you displayed. When describing what you did, avoid using broad generalisations or clichés, the more specific you are the better.

R = Result or Resolution

This is where you wrap up your answer by sharing how your actions resolved the situation or completed the task. Sharing what you learned from the specific example is a nice way to conclude your answer, especially when the outcome of the situation wasn’t what you expected.

Here is an example of how to structure an answer using the STAR approach.

– Give me an example of how you dealt with a non-performer on your team (could be asked to assess a range of competencies –leadership skills, managing others, motivation, supervisory skills.)

There was an instance a few months ago where one person on my team was consistently missing deadlines. His work was good otherwise, but he just didn’t seem to have the sense of urgency that was required and it was impacting on the other team members who had to pick up the slack.
(Situation is explained.)

I firmly believe that the vast majority of people come to work to do a good job, so his behaviour was a symptom; I wanted to discover the cause. I arranged a 1-2-1 meeting so I could discuss the situation in broad terms, not task specifically, as I had done before. I tried to set the appropriate tone; my role was to help him, because I knew he cared about his work. I listened, giving him an opportunity to talk through the challenges as he saw them. Two main issues came to light; one was his fear of making a mistake which for me demonstrated real conscientiousness. I explained that we are all only human; if a mistake happened it was my role to deal with it. I emphasised the good work he was doing.

The second issue was a minor training issue. There were alternative ways he could approach a particular process so I arranged for him to sit with a more experienced colleague to learn from her. I emphasised the importance of meeting deadlines and for him to ask for assistance if he felt he was getting behind. We agreed to meet again to revisit the issue. (Actions outlined.)

I could see almost immediately that he approached his work in a more relaxed way. He was never going to be the fastest in completing tasks, but he was more confident in what he was doing and now asked for help sooner if he felt a deadline was in jeopardy. Interestingly he was adamant that he didn’t want to let the team down, which just reinforced for me that when team members feel you support them, that you are willing to listen to them, most issues can be resolved. (Result with learning noted for good measure.)

U have a better example. Share it below in the comment section.