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Rick Wagner was recently forced to step down from General Motors (GM) due to the poor performance of the company he led. I know there are various opinions out there as to whose ‘fault’ it is that GM has been failing, but ultimately, his job performance is tied to the company’s performance. After all, the CEO is in charge of making the decisions necessary to keep the company profitable on a good day, and at the very least, prevent it from going under. I will be the first to say that it is not an easy job, but that is why CEO’s make the big bucks! Given that GM has continued a downward slide since he has been at the helm, he should be held accountable for his lackluster performance.

Accountability is a necessity in the business world. Managers hold their employees accountable, ultimately, shareholders and board members are supposed to hold the executives accountable.

With all that being said, I also believe highly in rewarding people on good performances as well. Productivity, making money and serving customers well should all be rewarded when done above and beyond the call of duty. When expectations are exceeded and top performers emerge, they undoubtedly should be paid handsomely. There is much talk out there today about ‘excessive greed’ in large companies (especially those too large to fail). I say that it is excessive when it is not warranted. When the leaders are at the helm of a sinking ship, they do not deserve a reward at all, but deserve more the fate of Rick Wagner. However, if there are performers within the company that are making money for the company (despite the horrific spending/bleeding of the rest of the company), they should be rewarded regardless of the overall company’s health. Why? Because they are the only people who can actually save a company. If you don’t reward performers, those performers will go to another company who will. What happens if all the performers leave? The show is over. Plain and simple.

Well done – you’ve been invited to an interview. But here’s the rub. They’ve told you that they use “competency based interviewing”. How should you prepare?

First, it helps to understand a little about this technique and why employers use it. In a traditional interview, the interviewer will ask you questions designed to let you show that you have the skills and knowledge needed to do the job. However, it is also important that you fit in with the team, and with the employer’s culture and style. A competency-based interview is designed to ask you additional questions about your character, soft skills and personal attributes that let both you and the employer determine whether you fit their needs. These are called “behavioural competencies”.

This is in your interests – you wouldn’t want to work in a place where you stick out like a sore thumb.

A competency-based interview will spend about half the interview on your job skills, and about half on your behavioural competencies. The interviewer will assess these by looking for evidence of how you have acted in real situations in the past. Here are some steps to help you to prepare for the interview, and advice to keep in mind when you are actually at the interview.