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Introduction

A structured interview process is one of the most critical factors in predicting employee performance and leads to increased quality and diversity of new talent.

Structured interviews also help ensure an inclusive hiring process. Asking standardized, competency-based questions provides each candidate with a fair chance to stand out.

Let’s get started on exploring this process in detail.

Competency-based Interviews

Competency-based interviews, also known as behavioral interviews, are preferred at Citi. Competency-based interviewing is the recommended approach because it provides more consistent and objective evaluation of the candidates.

Behavioral or competency-based questions are the most effective question types, as they help gauge specific skills and competencies through evidence.

Select the ‘Play’ button to watch a video.
 

Competency-based Interviews vs. Technical Interviews

Depending on the role for which you are hiring, you may be conducting a specific type of Competency-based Interview called a Technical Interview. Technical interviews focus purely on a candidate’s technical skill/knowledge but still use standardized questions and evaluations to ensure a consistent, unbiased candidate selection.

Technical interviews are not frequently used at Citi, since the questions to use must be developed by a subject matter expert in the technical content of certain roles. If you believe the role for which you are hiring may require a technical interview, consult your recruitment partner.

This program does not focus on how to conduct technical interviews; however, you should be able to apply what you learn about competency-based interviewing to a technical interview, if you ever need to conduct one.

What Comes Next?

Next, we will look into how to use Citi’s Leadership Principles Interview Guides during an interview.

Citi’s Leadership Principles

Before we learn how to use the Interview Guides, let's have a quick look at Citi's Leadership Principles. The Leadership Principles create a common language for what great leadership looks like at Citi, and provide a unifying global framework aligned with Citi’s business strategy.

Select the arrows to explore our three Leadership Principles.

 

We Take Ownership

We challenge one another to a higher standard in everything we do.

  • Greets change with optimism, curiosity, and resilience.
  • Speaks up with candor and welcomes challenge from others.
  • Learns from our experiences, adapts and improves.
  • Prioritizes the greater good when contributing to and honoring group decisions.
 

We Deliver with Pride

We strive for client excellence, controls excellence, and operational excellence.

  • Simplifies, standardizes, and clarifies work.
  • Holds self and others accountable for managing risk with appropriate controls.
  • Creates long-term value by fixing root causes.
  • Takes pride in always doing the right thing.
 

We Succeed Together

We value and learn from different perspectives to surpass stakeholder expectations.

  • Breaks down barriers to deliver the best of Citi.
  • Measures performance through the lens of our stakeholders.
  • Invests in colleagues from all backgrounds.
  • Shows empathy for colleagues, clients, and communities.
 
 

Our Leadership Principles Interview Guides

Citi’s Leadership Principles Interview Guides are critical to running a structured, competency-based interview and selection process. The guides help you identify competency-based questions and key behavioral indicators for the assessment of job applicants.

The Interview Guides are based on Citi’s Leadership Principles and will help you determine how well a candidate aligns with each Principle.

Select each tab to view the Interview Guide for that profile.
Individual Contributor
Manager
Executive Leader

For the Individual Contributor profile, there are two Interview Guides, one for Junior Individual Contributor and one for Senior Individual Contributor. You can access both on Citi for You. In this simulation, we are using the Senior Individual Contributor Interview Guide.

Interview Guide: Senior Individual Contributor

Interview Guides – Instructions

To prepare for your interview, familiarize yourself with the Interview Guide Instructions. These instructions highlight three important steps for using the Leadership Principles Interview Guides when interviewing candidates – Prepare, Conduct, and Score.

Select the icons below to learn more about each step in the Instructions document.

Prepare

  1. Review participant materials including bio, résumé, and any available performance information
  2. Review the role profile for the job and ensure you have a sound understanding of key requirements
  3. Determine which level of Interview Guide is appropriate for this role and obtain a copy
  4. Ensure that you are clear which competencies you are covering and use the guide to identify the relevant interview questions
  5. If using a panel, ensure all interviewers have the appropriate guide and know which competencies they are covering
Select the highlighted words to learn more.

Conduct

  1. Put the candidate at ease at the start of the interview, perhaps with a brief discussion with the candidate on a neutral topic
  2. Set the scene for the interview – what you will cover, and also position the role and what is currently happening within the business area and Citi overall; draw out some of the key issues and attractions of the role
  3. Explain the interview’s purpose, how long the interview will last, and note that the candidate will have an opportunity to ask questions at the end
  4. If necessary, modify questions or develop additional questions to better probe the candidate’s knowledge and experience in order to assess against the target position
  5. Ensure that you ask enough questions to give the candidate the opportunity to demonstrate all behaviors
  6. Take detailed notes of their responses
Select the icon to learn some interview tips.

Score

  1. Review your notes and classify the evidence that you have collected against the behavioral indicators for each competency
  2. Use the rating scale provided and allocate a score for each competency based on the candidate’s performance
  3. If interviewing as part of a panel, participate in or hold a calibration session to share your feedback and hear the feedback of others on the panel
  4. Complete the summary comments and recommendations on the last page of the guide

Leadership Principles Interview Guides – An Overview

Let’s have a look at the Leadership Principles Interview Guides and how to use them.

Select the ‘Play’ button to watch a video.
 

Leadership Principles Interview Guides – Other Features

Let’s continue to explore some of the important features of Interview Guides.

Select each hotspot to learn more.

The guide provides you with positive behaviors to use as a reference when considering the candidate's responses.
It is important that you use the notes section to record your observations during the interview.

Record the rating that you feel best outlines the behaviors the candidate has demonstrated in their responses to your questions.

Note: Remember to use the rating scale provided on the first page of the Interview Guide.

Use the summary section to record your recommendation and summary comments. This step will help you calibrate your observations as you consult with your recruitment partner.

In a panel interview, your ratings and recommendation are crucial tools in the calibration discussions.
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Your Role as a Hiring Manager

As a hiring manager, you play a critical role in providing a positive candidate experience, making a fair hiring decision, and being Citi’s brand ambassador.

Your role includes:

  • Building rapport
  • Being an inclusive interviewer
  • Obtaining relevant behavioral data from a candidate
  • Assessing a candidate against the job requirements
  • Serving as an unbiased evaluator
  • Predicting future performance and value added for Citi
  • Answering questions and providing relevant information about Citi
  • Selling Citi, your department, and the job to a candidate
  • Always treating your candidate as a client

At Citi, we provide resources and tools to help hiring managers lead an effective and inclusive interview process. Visit the Interview and Selection Skills Resource Guide for more.

Knowledge Check

Which of these are sections on the Leadership Principles Interview Guides? Select all that apply.

Select the correct options and Submit.
Submit

What Comes Next?

Next, let’s look into recommended methods and the skills you’ll need to hold effective interviews.

Methods - STAR and ORCE

There are two interview methods that you will need when assessing candidates – they are called STAR and ORCE. Let’s explore these methods one by one.

Situation-Task-Action-Result (STAR)

STAR is a mnemonic device that helps you ask a sequence of connected questions to gauge competency. It is a process designed to make your interviews as fair and effective as possible, by minimizing bias in the evaluation of candidates.

Select each letter to learn more.

Situation

Ask the candidate about a specific situation where a competency was employed.

Possible question: Can you give me some background on what led to this situation?

Task

Ask the candidate about the task they were expected to carry out in this situation.

Possible question: What did you do in this case?

Action

Find out how the task was handled.

Push for specific examples and investigate what their actual role was in the example provided and notice if they are using ‘I’ rather than ‘we.'

Result

Get the candidate to explain the effect their actions had.

Look for a specific and concrete effect such as accomplishment, recognition, saving, revenue generation, and so on.
S
T
A
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Observe-Record-Classify-Evaluate (ORCE)

Let's continue and look at the next method - ORCE. ORCE stands for Observe, Record, Classify, and Evaluate. This method reminds you of the actions you, as the interviewer, must take during and after the interview, and the order in which you should take them.

If you start to evaluate a candidate too early in the process, you tend to look for evidence to support your initial impressions. This can result in errors and subjective evidence being gathered during the interview.

Select each image to learn more about ORCE.

Observe

Observe (listen to) everything the candidate says and ask follow-up questions where more clarity is needed. Remember, qualified candidates may have different styles and ways of communicating; recognizing individuality is just one aspect of an inclusive hiring process.

Record

Record (write down) everything you hear in the notes section of the Interview Guide without interpreting, judging, or rating. Capture direct quotes where possible.

Classify

Classify the Leadership Principles behaviors you noted.

Evaluate

Evaluate all the classified behaviors and then rate according to the predefined rating scale provided within the Interview Guides.

Key Skills

There are two key skills required when assessing a candidate.

Select each image to learn more.

Questioning Skills

The Citi Leadership Principles Interview Guides provide you with the questions you will need for most interviews, so you should not need to generate your own. Be sure to pre-select questions and use them consistently across candidates for a certain role. If you do generate your own questions, use them consistently across every candidate for the role.

If you need further information or detail, ask follow-up questions according to the STAR method, such as “Can you give me an example...” or “What was the outcome of...” The Interview Guides provide follow-up questions for many items; use them as needed.

Note-taking

  • During the interview, you need to take notes – explain this to the candidate.
  • Write down observations, answers, and facts – not subjective views and opinions. Here is your chance to practice the “OR” in “ORCE.”
  • Use “quotes” to remind you what the candidate has said.
  • Retain interview notes in case of a challenge.

Remember:

You will need to refer to the notes you have taken and then consider how they compare to the positive behaviors for each competency. Compare your notes with the positive behaviors in the Interview Guide only after the interview is complete.

Click here for more information on note-taking.

Knowledge Check

Which part of the STAR technique does the following interview question exemplify? “What steps did you take to identify the root cause?”

Select the correct option and Submit.
Submit

What Comes Next?

Next, we will explore how to rate candidates and make the best hiring decision.

Rating a Candidate

After an interview, it is important to take enough time to evaluate, assess, and rate the candidate properly.

Citi's Leadership Principles Interview Guides provide a rating field for each competency; you should fill out each field, keeping your notes in mind as you go. When rating a candidate, consider both "what" and "how" they achieved certain results, per their responses to your questions. Ratings are on a scale of 1-5, 1 being "Outstanding" and 5 being "Not Demonstrated."

Making a Hiring Decision

Now that you know how to assess each Leadership Principle, you need to make a final recommendation using your notes and the ratings you assigned. Using the Summary section at the end of the Interview Guide, you will input a final recommendation and summary comments.

Select each card to learn what the final recommendation should be.

Recommend

Select the card to flip it.

All Leadership Principles are rated a 3 or better. You might be able to proceed to hire.

Hold

Select the card to flip it.

Only one Leadership Principle is rated a 4, while all other Principles are rated a 3 or better. Hold and consider additional points.

Do Not Recommend

Select the card to flip it.

Multiple Leadership Principles are rated a 4 or any one Principle is rated a 5. Do not recommend.

Making a Hiring Decision – Points to Consider

If you identify skill gaps in a candidate, be sure to consider these additional points before and during calibration – especially if your final recommendation is “Hold.”

  • Determine if the gap is critical to the role and can be developed
  • Assess if there are available interventions to address the gaps
  • Assess if there is a significant strength elsewhere that could compensate for the lack or gap

Use your recommendation and summary comments in your calibration sessions. Be sure to work with your recruitment partner at this stage.

The Importance of Feedback

It is critical that you provide quality feedback to each candidate, even if the candidate isn’t suitable for your role and the interview wasn’t a success. Let’s look at the benefits and importance of providing feedback.

Select each image to learn more.

Benefits of Feedback
 

Benefits of Feedback

By providing effective feedback, you:

  • Help the candidate prepare for future interviews
  • Contribute to the ongoing development of internal candidates and retention by showing consideration for their interests, preparation, and time
  • Ensure that Citi’s brand is reflected well
Interview Feedback
 

Interview Feedback

At Citi, we ask that our hiring managers provide feedback to each candidate they have interviewed – this can be done in-person or virtually. Either way, you'll need to clearly articulate the reasons why you hired and the reasons why you did not. This conversation supports the candidate’s growth by highlighting which skills, knowledge, and experiences are strengths and which may need development.

Find more information and tips for providing feedback in the Interview and Selection Skills Resource Guide.

Note: You may receive a request for interview feedback via Workday. These comments are important, but they will not be delivered to the candidate, so be sure to provide your direct feedback as well.

What Comes Next?

Earlier in this module, we learned how the STAR and ORCE methods can help you curb bias. Now, let's dive deeper into the impact of unconscious biases and other ways to mitigate them.

The Impact of Unconscious Bias in the Hiring Process

As you conduct an interview and selection process, it is essential that you understand and mitigate the impact of unconscious bias. We all have biases, but we cannot allow our biases to get in the way of making the best hiring decisions when evaluating candidates. Let’s explore this further.

Select each image to learn more about unconscious bias.

What is Unconscious Bias?

Unconscious Biases are learned perceptions, images, and stereotypes that operate automatically and involuntarily, affecting both our perceptions and behaviors. Biases stem from our natural tendency to make associations through our prior experience and stereotypes that may affect objectivity and sway our decisions.

What is the Impact of Unconscious Bias?

In the busy world of work, we are more likely to stereotype and rely on biases to save time and filter information. This can become a barrier to workplace equity. Unmitigated, unconscious bias can have serious impact on the hiring process – before, during, and even after candidate interviews.

When are We Most Prone to Unconscious Bias?

  • When there is lack of clarity, or we have incomplete information.
  • When we feel rushed or pressured.
  • When we are emotionally or cognitively overloaded, stressed, angry, or frustrated.

Types of Unconscious Bias

Everyone has biases, but they cannot be left unchecked. The first step in mitigating your own unconscious bias is understanding the different types of biases and building self-awareness of when and where you might be letting your guard down.

Here are a few biases that may unfairly impact our decision-making, if they aren’t kept in check.

Select the arrows to explore each type of unconscious bias.

 

Confirmation Bias

We tend to search for evidence that backs up our pre-existing opinions, perceptions, stereotypes, or images. It leads to selective observation, meaning we focus only on things that fit our original viewpoint.

Example: This can manifest in an interview process when the interviewer asks irrelevant questions, trying to elicit answers that support their initial assumptions about the candidate.

 

Affinity Bias

We unconsciously prefer people who share qualities with us (such as social/economic or cultural background) or people that we like. This bias can have a big impact when we hire someone who we assume will be a “cultural fit” to the organization.

Example: You favor a candidate from the same town, who went to the same university as you, and/or who knows the same people you know.

 

Conformity Bias/
Groupthink

We tend to adapt our behaviors to those around us rather than using our own personal judgment. This bias occurs because we want to hold opinions and views that our community accepts.

Example: You’re on a panel and you’re the only one who thinks a particular candidate did well. Instead of speaking your views, you just agree with the rest of the panel.

 

Contrast Effect

We assess two or more similar things and compare them with one another rather than looking at each based on their own merits.

Example: Comparing candidates to each other instead of looking at each candidate’s merits against the requirements for the role. 

 

Halo/Horns Effect

Long-lasting positive or negative first impressions – both cloud views of other qualities.

Halo: We focus on one specific positive feature of a person and let that influence how we see everything else about them.

Example: We notice that someone went to a prestigious law school, and we assume they are a great fit for the company. Other candidates may match the job profile better but graduated from public universities, so we might unfairly pass them over due to our bias.

Horns: We focus on one specific negative feature. This also clouds our views of other more critical job-related qualities that we seek in filling the role.

Example: If we do not like the way someone dresses, we might assume they are also lazy and unprofessional, even though professionalism and competence are not related to attire.

 

Higher Bar

We unknowingly apply a higher bar or pass rate to those we believe are dissimilar to us. This bias can also significantly impact your candidate pool, even before interviewing, potentially excluding diverse applicants in the initial screening process.

Example: Holding a female, racially diverse, or LGBTQIA+ candidate to a higher standard than other candidates, before, during, or after an interview.

 
 

Unconscious Bias and You

Think about a time you might have experienced any of these biases in the past, either as a candidate or as an interviewer. As a hiring manager, it is your responsibility to ensure a fair and unbiased interview and selection process. So, what can you do? Take a look.

Select each number to learn how you can ensure a fair and unbiased interview and selection process.

First and foremost, understand that everyone has biases. Learn to recognize your biases and try to identify when and how they affect your decisions. You’ll become more self-aware and be able to make fairer and more inclusive decisions.
Be clear and consistent about the criteria on which candidates are evaluated. Select interview questions in advance and use them consistently across applicants for a given role.
Follow the process for evaluating candidates and do not introduce your own criteria.
Make use of the assessment collateral – the Leadership Principles Interview Guides will help you standardize your approach and make evidence-based decisions.
Capture evidence by inquiring and letting the person respond instead of assuming you know how they feel, what they’ve done, or what they are capable of.
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Importance of an Inclusive Hiring Process

Why does an inclusive hiring process matter? Research has shown that:

Diversity Drives Business and Talent Outcomes

Diversity, especially in executive teams, results in better performance and can increase profitability significantly.

Inclusive Teams Make Better Decisions

Inclusive teams make more informed, well-rounded decisions and are more likely to produce innovation.

Find more resources about inclusive hiring and mitigating unconscious bias in the Interview and Selection Skills Resource Guide.

Knowledge Check

Daniel interviewed a candidate who showed perfect competencies for the managerial role at stake. However, after discussing with his recruitment partners and hearing that their opinions were less positive, Daniel held his own thoughts back. When the time came to make a decision, Daniel cited the viewpoints of his recruitment partners and passed over the candidate. What type of bias did Daniel exhibit here?

Select the correct option and Submit.
Submit

What Comes Next?

Select the Next button to continue to the module summary and course credit.

Summary

You have reached the end of this module – Interview and Selection skills: Overview.

  • You will now get the opportunity to practice what you have learned by launching the simulation module: Interview and Selection Skills: Practice.
  • Make sure to use all of these best practices and you’ll be better equipped to hire the best candidate.

To receive credit for the full Interview and Selection Skills program, you must complete both modules. Once you close this page, be sure to access the second module from Citi's Learning Management System.

You can download documents that outline the concepts and methods referred to in this learning experience by selecting the Information icon in the upper right-hand corner of this screen.

Remember, these resources and many more are also available on Citi for You and the HR Help Center.

Thank You

You have now completed the module Interview and Selection Skills: Overview.

Select the X icon from the top-right corner of your screen to exit this module.

Copyright © Citi and/or its affiliates. All rights reserved.

This 35-minute eLearning module helps you understand how to conduct a competency-based interview process and explores the tools and skills you need to make the best hiring decisions.

Scroll down to view the topic list, then select a topic to get started. Select the Home button at any time to return to this menu.

A list of useful links is available at any time by selecting the Information icon in the upper right-hand corner of this screen.

Videos in this course are accompanied by audio, so have your headphones ready or adjust your volume.

If you are accessing the course from a personal device directly over the Internet (outside of the Citi network), some links may not work if they link to content within Citi’s network. This will not impact your ability to complete the course.

Introductory Video

Select the ‘Play’ button to watch the video.
 

Topic List

 

What is Competency-based Interviewing?

Using Citi’s Leadership Principles Interview Guides

Methods and Skills for Holding Effective Interviews

Making a Hiring Decision

Mitigating Unconscious Biases

Summary


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What is Competency-based Interviewing?
Using Citi’s Leadership Principles Interview Guides
Methods and Skills for Holding Effective Interviews
Making a Hiring Decision
Mitigating Unconscious Biases
Summary