Competency Based Questions Flashcards
Give an example of a time you have shown initiative?
1: Flight to Asmara in Eritrea on 21st August 2017.
Airfield elevation 7661 feet.
Mentioned to the FO that that we might need to go around off the VOR for Rwy 25.
Indeed we had to. Instead of diverting we calculated landing performance for ILS on 07 and despite small tailwind we were able to land.
Because of the elevation, planned full reverse and auto-brake to use the whole runway length for brake cooling.
2: Flight to Yerevan on 28th Jan 2014.
Prior to departure was already questioning validity of Baku diversion and possible holding situation.
Decided extra fuel for these reasons. Wanted enough for Erbil, politically safe and best weather.
Pressure from ops to land! Wasn’t legal.
Although we had just started diverting, I then took initiative to fly the low viz based on fuel situation.
3: Faro as FO and PF. First aircraft to request runway change in below minima conditions to VOR approach Rwy 10. Landed off ILS 28. Saved a diversion.
Do you have any questions for us?
1: Tell them that you really want the job AND why you think you would be good at this job (second part you have probably already answered in the interview)
Dealing with an awkward situation with a Pax or FO or Captain?
1: With a pax would be example in Colombo, Sri Lanka of female doctor who asked CC for self medication. Was told CC needed to speak to Medilink firstly. Mediclinic doctor told if she needed that particular medication she couldn’t fly.
She argued that she would be fine, but company SOP with Medilink is once the Medilink Doctor has made a decision, there is no going back.
She insisted on speaking with the Captain, as she didn’t want to talk with the Cabin Crew.
I went to the front galley and explained the situation and told them it was beyond my control, however I’d personally call Flydubai Ops and see if I could arrange a hotel and transport and get them on the first flight to Dubai the next morning, which FZ agreed to.
They left the aircraft relatively happy customers with the situation.
Just had to deal with the situation honestly and calmly.
Passengers appreciate it when you are honest with them and keep them informed.
2: Chinese FO who was micro managing his colleague flying an approach to Xiamen. Advised him about “Sterile flight deck” below 10,000’ and that his colleague was doing a good job operating in accordance with SOP.
Chinese Pilots are very SOP oriented and afraid of punishment culture. Any mention of non compliance and they comply quickly.
3: Dealing with Carlos Garcia (LTC) at Ryanair. Had to assert myself in front of him first. Give him a chance to argue his case and correct himself before going to management. As situation did not improve, went to Base TRE to resolve.
What I noticed is he was complaining about everything and everyone around him including CC. Insisting people weren’t doing there job properly!
He would get upset if I made a small mistake. He was not happy at work, which becomes a problem.
This was effecting my own training so had to tell him in an assertive way that he was effecting my confidence and that training is where we make the mistakes and I was making all the effort I could!
Good command skills are to try sort it out with the person in question firstly.
When did you experience good CRM?
1: Adam Sinclair Morris 13th August 2013!
Flight Dubai to Dammam.
He called me out because I was managing the FMC slightly non SOP.
He spoke with me on the ground in Dammam. Made his argument and then gave me a chance to speak and defend myself.
Because he called me out on that, I gained a sense of respect for him and the flight went very well from then on.
I think my CRM was good in that I accepted his issues as he was assertive, made a change and the end result was positive.
2: Recent training experience with Arni Joensen.
Gave me lots space to run the show as DEC. Have me lots time to correct mistakes while learning SOP’s.
Instead of telling me what mistake I made, hinted at what I missed, so looking for me to remember triggers to SOP’s which helps you remember.
Created a super relaxed and enjoyable environment.
Good example in my opinion, of what a Captain and LTC should be.
When did you experience bad CRM?
1: Dealing with Carlos Garcia (LTC) during Ryanair training.
He would complain about everyone not doing there jobs properly. The CC, ground crew etc.
Didn’t sound like he was enjoying himself and I think he was lacking confidence, therefore laying the blame on others.
He would complain or sound upset when I forgot an SOP.
He would get annoyed.
Eventually I had to assert myself and tell him this was effecting my own training, learning and performance.
He apologised but thereafter it carried on.
A few days later I flew with a very good Line training Captain and the day went really well. I realised it wasn’t me but Carlos.
I contacted the Base TRE who understood and said there had been other complaints.
I never flew with him again.
Good CRM on my part and bad CRM on his part.
Good ending.
When did you breach an SOP?
1: Flydubai wanted us to hold to minimum fuel as often as possible.
Over Yerevan, operations called me on Satcom and wanted me to divert with minimum fuel to Erbil, however the routing and Flight Level weren’t clear and in these situations additional diversion fuel is always sensible.
I advised them I’d be diverting with 1 tonne extra.
Ultimately it’s me who has to justify my actions to the chief pilot.
When did you support a colleague?
Although questions like this can come across unfair, they present an opportunity to tell a story that promotes your skills. The question is not all about the mistake, it’s about how you dealt with it. Did you try to cover it up? Or were you proactive about fixing it?
A: Flight on 31/08/2015 with Jacobus Louw.
Mentioned windshear possibility on an approach to Baghdad. FO inadvertently pressed TOGA instead of disconnecting AT. Ensuing go around, although no exceedences, was poorly flown as FO was overloaded (I don’t believe had ever flown a previous GA in 737). I took control after first “Flight directors” call as he was not following FD,s (effectively incapacitated)
I think biggest mistake was then allowing him to fly second approach after asking if he was OK and comfortable to fly approach. FO was flustered and ended up a little high second approach, although stable criteria met. We landed safely and vacated at planned intersection.
We had a good debrief, about what went wrong and FO was very honest. Said he was trying to impress a fellow South African. ( Never a good thing in a Flightdeck )
We discussed what we could have done better, since then we spoke and he really studied the missed approach procedure thoroughly. I could tell from conversation a month later.
I suggested we go to head of safety and advise what happened and were given the opportunity to analyse the FDM and hopefully learn something in the process.
It was a good outcome, both of us learning something.
Myself about not placing any possibly distracting information in a new FO’s mind, as limited capacity, better to fly second approach and then offer FO return sector for confidence, in other words task loading management and delegation to manage stress. More situational awareness of colleagues stress level was required.
Great learning experience.
I’d asked but this was 2015. Well, it’s the last significant mistake I recall, with a positive and honest outcome.
What was your most comprehensive failure in an aircraft?
OR
What is your greatest strength ?
Could mention partial engine failure while instructing or Hydraulic SYS A failure but below fault is better demonstration of greatest strengths.
Very methodical. Byproduct of that is able to deal with pressure, by breaking tasks down into small achievable steps, resulting in a positive outcome. Shows ability to manage situations under pressure.
Story of departure out of Dubai for Alexandria Egypt, after C check in Jordan, no APU MEL, loss of right IRS (IRS Fault light), both A/P’s won’t engage, no right side F/D’s or FMC CDU, non rvsm, high workload.
Utilized training and management skills methodically.
Follow departure, aviate, navigate, communicate. Secure aircraft, had to manually fly so workload high, delegate tasks to reduce workload of each pilot. Remain Non RVSM due no autopilot and keep speed about 230 as possible return.
QRH Checklists, seek help with colleague who was airborne and was a TRE, Maintrol. Issue remains. Remain non rvsm. DODAR, decision to return overweight backed by Maintrol.
Sudden strong smell Of fuel in cabin then flightdeck.
Declare Pan for landing.
Delegate (task loading) FO flies while I manage radio and FMC (we only had Captain side CDU) so had to programme CDU left side.
Took control (captain should have control for non normal landings) landed F30 for overweight due approach climb performance as per FCTM, used while lowest possible auto brake and use whole runway for brake temps.
Methodicalness and structure allows one to calmly work through a complex busy task, one step at a time to a favourable outcome.
What was your biggest professional mistake?
Same story about Riaan Louw and offering him the option to fly the second approach which almost lead to a second go around.
I should have landed and then debriefed.
Biggest conflict with an FO / Reprimand an FO ?
Xiamen Airlines where more experienced FO in the jumpseat was micro managing his lesser experienced colleague in the right seat, during the approach.
In China when you cited an SOP the FO’s became very afraid due the punishment culture and SOP compliance, so you could gain compliance quickly.
Had to advise him of sterile flightdeck SOP below 10,000’ and that his colleague was doing a good job, at least in accordance with SOP.
Greatest strength OR Biggest attribute?
Methodical and calm Under pressure.
Story about non normal on departure out of Dubai with IRS failure and return to land over weight.
Could mention partial engine failure while instructing or Hydraulic SYS A failure but below fault is better demonstration of greatest strengths.
Very methodical. Byproduct of that is able to deal with pressure, by breaking tasks down into small achievable steps, resulting in a positive outcome. Shows ability to manage situations under pressure.
Story of departure out of Dubai for Alexandria Egypt, after C check in Jordan, no APU MEL, loss of right IRS (IRS Fault light), both A/P’s won’t engage, no right side F/D’s or FMC CDU, non rvsm, high workload.
Utilized training and management skills methodically.
Follow departure, aviate, navigate, communicate. Secure aircraft, had to manually fly so workload high, delegate tasks to reduce workload of each pilot.
QRH Checklists, seek help with colleague who was airborne and was a TRE, Maintrol. Issue remains. Remain non rvsm. DODAR, decision to return overweight backed by Maintrol.
Sudden strong smell Of fuel in cabin then flightdeck.
Declare Pan for landing.
Delegate (task loading) FO flies while I manage radio and FMC (we only had Captain side CDU) so had to programme CDU left side.
Took control (captain should have control for non normal landings) landed F30 for overweight due approach climb performance as per FCTM, used while lowest possible auto brake and use whole runway for brake temps.
Methodicalness and structure allows one to calmly work through a complex busy task, one step at a time to a favourable outcome.
Time you had to make a quick decision?
31st July 2015
Made 2 approaches into CHITTAGONG. Heavy rain due Indian monsoon and basic or intermediate runway lighting, with slippery runway when wet.
Could not see the approach lights at minima and went around and held.
ATC said weather had improved, so made second approach but still could not see the runway.
Diverted to Dhaka.
Refuelled and returned to Chittagong after weather had improved.
Greatest weakness?
Tend to be very task oriented and miss emotional cues and overlook peoples feelings.
Story about SCCM’s calling cabin ready before taxiing initiated at FZ and how I took this as a positive opportunity to teach them so they always remember, because they now understood why they were doing the SOP
(Answer: I’m so task orientated that I occasionally misread peoples feelings or emotions. This can occasionally upset someone, without me even being aware that I have.
For example, we had a procedure at Flydubai about not calling to advise “ cabin secure” until the aircraft started to taxi under its own power.
This was to ensure the cabin crew did not disturb the flight crew during their “before taxi” checklist.
Occasionally, when the crew called before the aircraft would taxi, I would have to politely remind them about the procedure.
Sometimes they would be upset, as they said they were only trying to help. Of course the SOP was there in order to help.
As I felt it was my professional obligation, I would later in the flight or during turnaround, in a low workload environment, pull out the flight crew and cabin crew manuals and show them what it said and why. After explaining the reasoning behind every procedure, they would normally be appreciative and likely never forget that SOP going forward. Actually I enjoyed this teaching process when I could see they now understood the reasoning and therefore it would be easier to remember the procedure when they understood why they were doing it.)
Influence a team member?
Helped Riaan Louw by going to Safety office and going through the go around together.
He did a lot studying and we had a long discussion about what we both did right and wrong after that.
A time you went the extra mile?
Working at Flydubai. Flew to Khatmandu after major earthquake with large unknown delays, as Khatmandu is a one way in and opposite way out departure using same taxiway. There was a lot of relief aid UN and military flights.
We were about number 35 in the hold.
We decided on Lucknow as alternate, which took a lot of co-ordination as FZ wanted us to hold for as long as possible. We needed to coordinate Lucknow availability after holding for about 2 hours.
At this point my FO and I realized this was not going to be a normal operations day and that I would need to rely on my whole team to get the job done.
After my FO and I decided on a plan, with a lot of solid support in the decision making and aircraft management process we decided to hold as long as possible and then divert to Lucknow, we informed ATC, FZ Flight operations and our Purser of the plan thereby allowing them to form their own plans of action based on what we told them ours would be.
The Purser did a good job of keeping passengers informed and my FO played a very supportive role through the day.
After landing in Lucknow company requested a refuel with aim of returning to Khatmandu.
Again my team did a terrific job of coordinating a quick turnaround and we were airborne quickly and back to the hold.
Again we held for a few hours while negotiating an approach to land.
After landing we were met with a 45’ delay on the taxiway as there were no parking spaces available.
So again it was onto the company mobile to coordinate a team effort with flight operations and dispatch. I asked my FO Greg, to workout our FTL’s as I was aware we could be getting close to limits.
Flight ops came up with a great solution to have our crew move to another FZ aircraft already on the ramp, fueled and with pax boarded to fly back to Lucknow and then have another FZ aircraft inbound from Dubai to Lucknow, fly our crew and pax back to Dubai!
The Captain on that flight was Charlie Daly who is Base Captain at EMA I believe?
We were able to action this plan, making it to Lucknow for a second time in one day, within legal and safe parameters, all due to team effort.
We were offered a hotel or deadhead back to Dubai at this point. I put it down to a democratic vote, as we were all exhausted and CC all wanted to go back to Dubai.
Later that week, as Captain I received an email from company management, thanking all of my team on the flight for their efforts.
I made sure all of the team received this email to ensure they knew we all appreciated their tremendous efforts.
