What are behavioural questions?
Behavioural questions ask you to describe a specific past experience. They start with phrases like:
- "Tell us about a time when..."
- "Describe a situation where..."
- "Give us an example of..."
- "Can you walk us through..."
The theory is simple: past behaviour is the best predictor of future performance. Instead of asking "How would you handle X?", panels ask "How did you handle X?" This forces you to draw on real experience rather than hypothetical answers.
Questions by capability area
### Achieves Results
- "Tell us about a time you delivered a project under a tight deadline."
- "Describe a situation where you had to reprioritise your work due to changing demands."
- "Give us an example of a time you identified and resolved a problem before it escalated."
- "Tell us about a time you had to deliver an outcome with limited resources."
What panels want: Evidence of planning, prioritisation, accountability, and measurable outcomes. Quantify your results wherever possible.
### Communicates with Influence
- "Describe a time you had to explain a complex issue to a non-technical audience."
- "Tell us about a situation where you had to persuade someone to change their position."
- "Give us an example of a written product you produced that influenced a decision."
- "Describe a time you had to deliver a difficult message to a stakeholder."
What panels want: Clarity of communication, audience awareness, the ability to adapt your message, and evidence that your communication achieved its purpose.
### Supports Productive Working Relationships
- "Tell us about a time you built a relationship with a difficult or reluctant stakeholder."
- "Describe a situation where you had to collaborate across teams or agencies to achieve an outcome."
- "Give us an example of how you resolved a conflict within your team."
- "Tell us about a time you had to manage competing stakeholder expectations."
What panels want: Emotional intelligence, collaboration skills, the ability to navigate disagreement, and evidence that you build relationships that deliver outcomes, not just nice relationships.
### Exemplifies Personal Drive and Integrity
- "Describe a time you made a mistake at work. How did you handle it?"
- "Tell us about a situation where you had to maintain your position under pressure."
- "Give us an example of a time you identified an ethical concern in your workplace."
- "Describe a situation where you had to adapt to a significant change."
What panels want: Self-awareness, resilience, ethical judgement, and the ability to learn from experience. This is where honesty matters most. Don't pretend you've never made a mistake.
### Shapes Strategic Thinking
- "Tell us about a time you identified a strategic opportunity or risk."
- "Describe a situation where you had to consider multiple perspectives before making a recommendation."
- "Give us an example of how you used data or evidence to inform a decision."
- "Tell us about a time you challenged the status quo."
What panels want: Evidence of thinking beyond the immediate task. Connecting your work to broader objectives. Using evidence, not opinion, to support recommendations.
How to prepare
- Map your examples. Before the interview, prepare two STAR examples per criterion. If one doesn't fit a question, you have a backup.
- Practise out loud. Reading your notes silently is not practice. Say your answers aloud. Time them. Two to three minutes per response.
- Prepare for follow-ups. Common follow-up questions: "What would you do differently?" "How did you know it was successful?" "What was the most challenging part?" Have answers ready.
- Use recent examples. Panels prefer examples from the last three to five years. Older examples can work if they're particularly strong, but recent experience is more relevant.
- Have a wildcard. Prepare one versatile example that demonstrates multiple capabilities. A complex project with stakeholder challenges, tight deadlines, and measurable outcomes. This can rescue you if a question catches you off guard.