Rationale for Competency-Based Psychometric Tests
Competency-based psychometric tests are tricky. They are typically used in the civil service and apparently have no correct answers. However, of course, some answers are more correct than other answers. This has been decided by both researchers and professionals working in the field.
But for candidates, it's not very helpful to know that there are no correct answers. So what can we do? Below I have noted a selection of criteria or values, that I believe, should be adhered to in order to optimise your opportunities impressing the examiners. This is by no means perfect but at least it gives you a structured thought process and a systematic way to answer the questions.
Have flexibility - show that you are adaptable in order to outline that you are a good person to collaborate with. Nobody wants to work with somebody who is not adaptable or won't work well in a team.
Take responsibility - make sure to take ownership of projects or tasks that fall within your remit as opposed to waiting for someone else to solve the problem by transferring the problem down the line or further down the timeline. Problems don't go away and they need to be dealt with in an efficient and effective manner.
Remove ego - it can be very difficult to work with someone who has a big ego; who doesn't want to listen to other people's opinions or tries to exercise their status. Make sure to not use power to create status or make anyone else feel small.
Use initiative - embrace opportunities to get work done and to take ownership of driving projects forward. This will be looked upon favourably by managers and seniors within any organisation.
Use cooperation and collaboration - emphasise how you work well with others and how you are a team player. This is key to working effectively in both large and small organisations.
Maintain hierarchy - every organisation has a structure whether it be good or bad. Make sure that you understand your position in the hierarchy and respect other people's positions in the hierarchy especially if they are above you.
Make sure to prioritise - always ensure that you distinguish between what is urgent and what is a high priority. For example, someone calling on the telephone might seem like a high priority but really it is urgent and could be a low priority. However a key project or initiative of the organisation is high priority even though it might not be urgent. A typical concern here is when people refer to everything as a priority. Beware of this thinking, as it is flawed. if everything is a priority that means that nothing is a priority - because they are essentially saying that everything is equal - if it is equal it is not a priority.
Stick to policy - a lot of work has gone into developing policies and procedures over number of years. Therefore management will always appreciate if policies are followed and best practices are adhered to.
Maintain paperwork - even though many people don't like doing paperwork, of course, it is paramount to the efficient running of organizations.
Deal with issues head-on - avoiding problems is not a solution. Always endeavour to deal with solutions head-on in a workable and elegant manner so as to progress.
Emphasise to solve the unsolvable - some problems are unsolvable because of the constraints. In such a situation, it's better to empathise with the person having the problem rather than trying to solve an unsolvable problem. For example, if somebody wants to change their job internally but there are no positions available then the only thing you can do is empathise with their situation and give them support.