Competencies and Behaviours in Assessment Tests: What You Need to Know
Sep 26, 2025
Assessment centres are very specific in their objectives and are used to ensure that the organisation takes on the best person for the role.
The way in which you as the candidate will be assessed is by your competencies.
So in order for you to succeed you must have a clear understanding of what a competency is and how best to show that you possess it.
By you taking part in specific assessment centre exercises the assessors are able to rate your competencies for a role in such factors as: your level of skills, aptitude and compatibility with the role and the organisation's culture.
Each exercise is deliberately constructed in such a way that the assessors are able to measure a range of indicators essential for the role within these competencies.
Competencies are general descriptions of the behaviour and underlying characteristics needed to successfully perform a particular role at the required level.
They are concerned with how an individual carries out a particular element of their role rather than merely what they do.
For example: Customer Focused = “how” an individual meets the needs of the customer.
An individual may fulfil their role by answering ten telephone calls in one hour (the “what”) but may not make any attempt to resolve the customer’s problem (the “how”).
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Why Do Employers Use Competencies?
Competencies provide an employer with the following:
- A consistent measure of performance, making it easier to be objective when assessing performance.
- A structured way of describing behaviour – a common language for the organisation.
- An effective tool to help managers give constructive feedback.
- A self-assessment tool to help individuals identify development needs.
- A mechanism to support the development plan for an individual’s current role and future potential.
It is through the use of competencies that organisations can ensure their employees are productive, effective, and develop to their full potential.
The following list shows the type of management competencies that could apply to a job description for a modern management role.
This is just an example, not all jobs require these competencies, but the list is fairly typical.
It is also important to view this alphabetical list in the context of the organisation’s culture as this will provide you with indications of which are more important than others.
- Change Agent
- Continual Improvement
- Customer Focused
- Decision Making
- Interpersonal Communications
- Leadership
- Mentoring & Coaching
- Planning & Organising
- Professional Development
- Resource Management
- Stakeholder Management
- Strategic Thinking
As you know, the assessment centre process is designed to make judgements about you based on what you can actually do as opposed to what you say you can do.
This is the important difference between an assessment centre and a traditional interview.
For example, if the role requires the competency ‘Planning & Organising’ then you should expect one or more of the assessment centre exercises to measure this competency.
How is this done?
This is done by linking certain behaviours to each competency.
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Linking Competencies to Behaviours
Each competency will have a series of behaviours associated with it.
These behaviours are what the assessors are looking for and if you demonstrate them during the exercise then you will be awarded marks that count towards your score for that particular competency.
One or more of the assessment centre exercises would be designed to allow you to demonstrate the behaviour associated with those particular competencies.
By understanding how you need to behave, you will be able to show the assessors that you have the appropriate level of competency for the required role.
By improving your ability to portray these behaviours you will increase your score for each exercise and overall.
So it is vital that you identify the key competencies for your future role.
You will be taken through twelve competencies along with the associated behaviours that would be expected at different levels within an organisation.
These examples of competencies are designed to show you:
- What types of things are regarded as competencies?
- How they are defined?
- What types of behaviours are associated with them?
As you read through the competencies, try to imagine which ones will be applicable to the job you are applying for, which of the associated behaviours you would be expected to display and how you could do this in both the exercises and the interview.
Each table has its competency listed in the top left corner with its opposite definition.
The three rows below list the behaviours associated with that competency for each of the three levels:
- Strategic
- Management
- Supervisory
It is important to realise that different organisations have their own definitions and that the behaviours associated with each will be specific to the organisation and to the role within it.
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Example Competency Questions
1. Change Agent
Q1. During a role-play, a team resists adopting a new project management system. How do you respond?
a) Insist they follow instructions.
b) Explain the benefits and listen to concerns.
c) Avoid the conflict and continue using the old system.
d) Escalate to HR immediately.
The correct answer is: b) Explain the benefits and listen to concerns.
This demonstrates that you can influence others by communicating clearly, presenting the advantages of the new system, and showing respect for their perspectives. Effective change agents encourage buy-in rather than pushing change through by force.
Q2. In an in-tray exercise, you receive an email from a colleague unhappy about new reporting processes. What behaviour best shows adaptability?
a) Delete the email.
b) Respond defensively.
c) Arrange a quick call to discuss benefits and provide support.
d) Ignore it until the rollout.
The correct answer is: c) Arrange a quick call to discuss benefits and provide support.
This shows you are proactive, approachable, and focused on smoothing the transition. Supporting colleagues directly helps reduce resistance and demonstrates your adaptability.
2. Continual Improvement
Q1. You notice a recurring error in monthly reports. What’s the best response?
a) Correct the error quietly each month.
b) Suggest process changes to prevent future mistakes.
c) Ignore it as long as deadlines are met.
d) Complain to a colleague.
The correct answer is: b) Suggest process changes to prevent future mistakes.
Continual improvement requires identifying and tackling root causes. By proposing system changes, you show initiative and a long-term approach to quality, rather than simply patching problems.
Q2. In a group task, how can you best demonstrate continual improvement?
a) Propose reflective feedback at the end of the exercise.
b) Focus only on your own ideas.
c) Avoid pointing out flaws in the process.
d) Rush to finish without review.
The correct answer is: a) Propose reflective feedback at the end of the exercise.
Encouraging reflection highlights your willingness to learn and develop from the experience, which is at the heart of continual improvement.
3. Customer Focused
Q1. A customer is upset about a late delivery. What’s the best behaviour?
a) Offer excuses.
b) Acknowledge the issue and provide solutions.
c) Refer them elsewhere.
d) End the call quickly.
The correct answer is: b) Acknowledge the issue and provide solutions.
Showing empathy and offering practical solutions ensures that the customer feels heard and valued, which builds trust and helps maintain the relationship.
Q2. During a role-play, a client asks for a service outside company policy. What’s the right action?
a) Promise to deliver anyway.
b) Refuse abruptly.
c) Explain the policy clearly and suggest alternatives.
d) Ignore the request.
The correct answer is: c) Explain the policy clearly and suggest alternatives.
This balances the need to follow company guidelines with a willingness to help the customer find an acceptable solution, showing professionalism and strong customer focus.
4. Decision Making
Q1. In a case study, sales have dropped 10%. What’s the best first step?
a) Make immediate price cuts.
b) Analyse market data and causes.
c) Blame the sales team.
d) Ignore and wait for recovery.
The correct answer is: b) Analyse market data and causes.
Good decision making is evidence-based. By analysing data before acting, you show clear thinking and a logical approach to solving the problem.
Q2. During a group task, members suggest conflicting approaches. What’s the best behaviour?
a) Choose the first idea offered.
b) Weigh pros and cons, then recommend the best option.
c) Refuse to decide.
d) Let others argue.
The correct answer is: b) Weigh pros and cons, then recommend the best option.
This behaviour demonstrates fairness and structured judgement, showing that you can make balanced decisions under pressure.
5. Interpersonal Communications
Q1. In a group exercise, one member is quiet. What should you do?
a) Ignore them.
b) Ask for their opinion.
c) Dominate the discussion.
d) Criticise their silence.
The correct answer is: b) Ask for their opinion.
By inviting quieter members into the conversation, you show empathy, inclusivity, and strong communication skills, helping the group to function more effectively.
Q2. During a role-play, you receive critical feedback. How do you respond?
a) Dismiss the feedback.
b) Get defensive.
c) Listen actively and ask clarifying questions.
d) Change the subject.
The correct answer is: c) Listen actively and ask clarifying questions.
Listening carefully and asking questions demonstrates openness, respect, and a willingness to learn, which are essential behaviours for strong communication.
6. Leadership
Q1. In a group task, members are going off-topic. What’s the right behaviour?
a) Stay quiet.
b) Bring the group back to the objectives.
c) Take over and do everything yourself.
d) Blame the assessor.
The correct answer is: b) Bring the group back to the objectives.
This behaviour demonstrates leadership by guiding the team without dominating them, ensuring progress while keeping morale intact.
Q2. In a role-play, a junior asks for guidance on a task. What’s the best response?
a) Tell them to figure it out.
b) Provide clear instructions and encourage them.
c) Do the task for them.
d) Ignore their request.
The correct answer is: b) Provide clear instructions and encourage them.
Leaders support and empower others, building confidence and capability rather than creating dependency.
7. Mentoring & Coaching
Q1. A colleague struggles with a new system. What should you do?
a) Show them step by step and check progress later.
b) Criticise them for being slow.
c) Ignore the problem.
d) Do it for them.
The correct answer is: a) Show them step by step and check progress later.
This demonstrates patience and support, giving the colleague tools to succeed while ensuring accountability through follow-up.
Q2. How do you show coaching behaviour in an exercise?
a) Share tips from your own experience.
b) Withhold knowledge to stay competitive.
c) Avoid helping others.
d) Correct others harshly.
The correct answer is: a) Share tips from your own experience.
Sharing knowledge shows collaboration and investment in others’ development, which is central to effective coaching.
8. Planning & Organising
Q1. You are given 10 tasks in a limited time. What’s the first step?
a) Start randomly.
b) Prioritise tasks based on urgency and importance.
c) Do only the easiest tasks.
d) Leave difficult tasks for later.
The correct answer is: b) Prioritise tasks based on urgency and importance.
Effective planning begins with prioritisation. This ensures your time and energy are used on what matters most.
Q2. During an in-tray exercise, one email is marked “urgent.” What should you do?
a) Address it first, while considering other deadlines.
b) Ignore it.
c) Reply later after everything else.
d) Delete it.
The correct answer is: a) Address it first, while considering other deadlines.
This shows you can respond to urgent matters while still keeping the bigger picture in mind, a hallmark of strong organisational skills.
9. Professional Development
Q1. In an interview, you’re asked about skill gaps. What’s the best answer?
a) Deny having weaknesses.
b) Identify a real gap and show steps you’re taking to improve.
c) Say you don’t need further development.
d) Avoid the question.
The correct answer is: b) Identify a real gap and show steps you’re taking to improve.
This response shows self-awareness and a growth mindset, highlighting that you take responsibility for your own development.
Q2. How do you show this competency in a group task?
a) Encourage feedback and reflect on performance.
b) Claim you already know everything.
c) Ignore mistakes.
d) Avoid trying new approaches.
The correct answer is: a) Encourage feedback and reflect on performance.
Seeking and reflecting on feedback demonstrates maturity and a commitment to learning.
10. Resource Management
Q1. You have a limited budget for a project. What do you do?
a) Allocate funds to the highest-priority tasks.
b) Spend evenly across all areas.
c) Spend on your favourite part of the project.
d) Ignore the budget.
The correct answer is: a) Allocate funds to the highest-priority tasks.
This ensures resources are used effectively, focusing on areas with the most impact and demonstrating sound judgement.
Q2. In a case study, resources are over-committed. What’s the best behaviour?
a) Reallocate resources strategically.
b) Push through regardless.
c) Ask for unlimited extra staff.
d) Delay all work.
The correct answer is: a) Reallocate resources strategically.
This shows you can balance competing demands and use resources efficiently under pressure.
11. Stakeholder Management
Q1. A key stakeholder disagrees with your project plan. What’s the best response?
a) Dismiss their concerns.
b) Meet with them, listen, and adjust if possible.
c) Avoid involving them.
d) Push your plan through without changes.
The correct answer is: b) Meet with them, listen, and adjust if possible.
Engaging stakeholders directly shows respect, builds trust, and improves the chance of success.
Q2. During a presentation, stakeholders ask challenging questions. What should you do?
a) Stay calm, provide evidence, and acknowledge their perspective.
b) Get defensive.
c) Refuse to answer.
d) End the presentation early.
The correct answer is: a) Stay calm, provide evidence, and acknowledge their perspective.
This behaviour demonstrates professionalism, credibility, and strong relationship management skills.
12. Strategic Thinking
Q1. You’re asked to propose a new service for your company. What behaviour shows strategic thinking?
a) Consider long-term market trends and company vision.
b) Focus only on immediate revenue.
c) Choose what benefits your own department.
d) Suggest the cheapest option without analysis.
The correct answer is: a) Consider long-term market trends and company vision.
Strategic thinking means connecting current actions with long-term goals and external opportunities.
Q2. In an in-tray, you see an email about a competitor entering the market. How should you respond?
a) Analyse potential impact and suggest proactive steps.
b) Ignore it.
c) Panic and delay your own project.
d) Forward it without comment.
The correct answer is: a) Analyse potential impact and suggest proactive steps.
This demonstrates foresight, awareness of the competitive environment, and the ability to act strategically.
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Frequently Asked Questions
What exactly is a competency in an assessment centre?
A competency is a combination of knowledge, skills and behaviours that demonstrate how well you can perform in a role. It’s not just about what you do, but how you do it — for example, showing problem-solving ability, leadership or customer focus during a task.
How do assessors measure behaviours linked to competencies?
Assessors observe your actions during exercises such as role-plays, group discussions or in-tray tasks. They use scoring sheets that link specific behaviours to each competency. If you show those behaviours consistently and effectively, you’ll score higher.
Can I prepare for competency-based assessments in advance?
Yes. Research the key competencies required for the role and practise demonstrating them in realistic scenarios. For instance, if “decision making” is a competency, practise exercises where you analyse data and explain your reasoning clearly.
Are competencies the same for every role?
No. Different organisations and positions prioritise different competencies. A sales role might emphasise customer focus and persuasion, while a management role might prioritise leadership and strategic thinking. It’s important to match your preparation to the specific job.
What happens if I don’t demonstrate a competency well during the assessment?
No single exercise determines the outcome. Assessors look at your performance across all activities. If you miss one opportunity, you may still demonstrate that competency in another exercise, so keep focused and consistent throughout the day.
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Final Thoughts
Competencies and behaviours are at the heart of assessment centres. They allow employers to see how you approach challenges, interact with others and apply your knowledge in practice. Unlike a traditional interview, you are judged not only on what you say but on what you do.
By understanding the competencies linked to your target role, and by practising the behaviours that demonstrate them, you can approach each exercise with confidence. Remember that assessors are not looking for perfection in every task, but for consistent evidence that you have the skills, mindset and potential to succeed in the role.
If you prepare thoughtfully and remain aware of the behaviours you need to display, you’ll be in the strongest position to make a positive impression and stand out as the right candidate for the job.
