Competency-Based Questions Flashcards
STAR Method
Can you describe a time when you had to promote an opportunity to a diverse audience? How did you ensure engagement?
MARKETING MATERIALS AND SOCIAL EVENTS AT NHS WELLBEING
SITUATION: At NHS Wellbeing, I was responsible for creating marketing materials and promoting events aimed at supporting communities across Norfolk and Suffolk. These included groups with different cultural backgrounds, accessibility needs, and varying lebels of digital literacy.
TASK: My goal was to ensure that all individuals, regardless of background, felt informed and encouraged to engage with our mental health services, particuarly our online and in-person events.
ACTION: To maximise engagement, I tailored content to different audiences, ensuring accessibility and cultural sensitivity. This included using clear and inclusive language, offering alternative formats (such as large print, easy-read and translated works), and ensuring images represented diverse communities.
I also helped to plan and promote social events, making sure they were easy to access and well-advertised through social media, email newsletters, and printed materials distributed in community spaces.
I also worked closely with community leaders and partner organisations to help spread awareness and encourage attendance among underrepresented groups.
RESULT: These efforts led to a noticable increase in the needs for our alternative resources, and we also recieved positive feedback about our events saying how welcome people felt.
Tell us about a time when you had to manage multiple tasks or projects at once. How did you prioritise and stay organised?
WEB TEAM LIFE AT YSJ
SITUATION: While working in the web team at YSJ, I was responsible for managing the content design tasks, including the creation of brand new webpages, maintaining website content, designing new sections and mapping where they need to go as well as handling various web-related requests that we get in our inbox.
TASK: With multiple and ongoing projects and tight deadlines, I needed to ensure that tasks were completed efficiently while maintaining accuracy and clear communication with stakeholders.
ACTION: To do this, I used Monday.com to track and prioritise tasks. This was a brilliant platform to work on as it allowed transparency with my counter part and manager which reduced catch ups and emails. Monday.com allows me to track my process, add deadlines as well as visually see all of my tasks on one page.
I also kept in regular contact via email and in person with colleagues as stakeholders to clarify requirements and to provide updates.
As well as this, I attended weekly meetings to check in on project statuses, flag any potential issues early, and adjust priorities if needed.
RESULT: By staying organised and maintaining clear communication, I was able to manage multiple tasks effectively, ensuring that web updates were completed on time and met the needs of all. This proactive approach also helped build strong working relationships with colleagues across the university.
Describe a situation where you had to work with multiple stakeholders (e.g., students, external partners, staff). How did you ensure effective collaboration?
WELLBEING REACH OUT VIDEO CAMPAIGN
SITUATION: During lockdown, the marketing team received a budget to run a Reach Out campaign, aimed at promoting our free mental health services to the local community.
TASK: The pandemic had a huge impact on mental health, and it was vital to let people know they weren’t alone and that support was available. We decided on a multi-channel campaign, including a promotional video, social media assets, newsletters, and printed materials distributed to GP surgeries and pharmacies across Norfolk and Suffolk.
ACTION: I was involved in every aspect of the campaign, but a key challenge was producing the video. As the lead contact for the film production company, I ensured that all stakeholders—local celebrities, service users, staff, volunteers, and partner charities (Mind UK and Relate)—had a voice in shaping the project. To make the video feel truly representative of our community, I facilitated weekly meetings with volunteers, service users, local businesses, and partner organisations. These discussions ensured inclusivity and that the campaign resonated with the people it aimed to support. I also maintained clear and regular communication with the production team, ensuring a smooth process from concept to completion.
RESULT: The final video exceeded expectations—it was a real community collaboration. A service user was so inspired that she wrote a poem, which became the centrepiece of the film. The campaign was a huge success: our social media following grew tenfold, and we hit our referral target two months early, making a tangible impact on the community. It remains one of the projects I’m most proud of.
Have you ever had to deal with a challenging student/customer/colleague? How did you handle it?
STEPHANIE ANJOS
SITUATION: In the web team at YSJ, we manage a web request form where staff can submit requests for page edits or builds. While requests usually come in at a steady pace, we noticed that one individual was submitting a significantly high volume. The issue wasn’t just the quantity—it was that they would request changes, then submit further amendments a week later, essentially doubling our workload.
TASK: I recognised that the requester was likely caught in the middle, being asked by their manager to submit repeated changes. However, this cycle was becoming unsustainable for our team. The challenge was to communicate this sensitively while ensuring an efficient workflow moving forward.
ACTION: After fulfilling all outstanding requests, I sent a friendly, constructive email explaining the situation. I reassured them that we were happy to help but highlighted that frequent, minor amendments were causing extra strain on our workload. Instead, I suggested consolidating their requests into larger, less frequent updates. I also asked about the urgency and scope of their needs, which led to an important discovery—their department was planning a full content refresh, meaning this was an ongoing project rather than just small, ad-hoc updates.
With this in mind, I proposed a new approach: rather than submitting multiple requests each week, they could send us a monthly email outlining all required changes. This allowed us to plan ahead and work more efficiently, while still meeting their needs.
RESULT: The new system worked brilliantly. The monthly emails streamlined communication, significantly reducing both our workload and theirs. More importantly, I was able to handle the situation diplomatically, ensuring the requester didn’t feel blamed while still advocating for a better process. It was a valuable lesson in balancing workflow management with maintaining positive working relationships.
Can you give an example of when you had to resolve an issue with an event or project? What steps did you take?
ED SHEERAN TEST BUILD DELAYS
SITUATION: While working as a multimedia content producer at Stage One, I was responsible for capturing the test build of Ed Sheeran’s touring stage. In the events industry, deadlines are fixed and cannot be adjusted, so I had meticulously planned every detail- call sheets, storyboards, logistics, and interviews, to ensure I captured key moments of the build. However, delays in the delivery of parts threw off my carefully planned time sheet, affecting the timeline of
the shoot.
TASK: I had to adjust my plans quickly to manage the delays while balancing my workload across other ongoing projects, ensuring that both the test build and my other tasks were completed on time and to a high standard.
ACTION: I took a proactive approach by staying in close contact with project managers and clients on-site to stay informed of changes and timelines. I also liaised with contractors to ensure everyone was aligned on the revised schedule. Despite the delays extending my on-site stay by two days, I utilised any free time between tasks
RESULT: Through effective communication and time management, I was able to stay on top of both the test build and my other responsibilities. By prioritising tasks and remaining flexible, I successfully met deadlines across all projects and ensured high-quality deliverables, despite the unexpected challenges.
Tell us about a time when you advocated for inclusivity or accessibility in your work.
STAGE ONE CSR COMMITTEE
SITUATION: I have always been passionate about inclusivity, from creating socially engaged art installations in sixth form to my professional roles today. A particularly notable experience was at Stage One, where I noticed significant gaps in diversity, sustainability efforts, and inclusive workplace practices. These issues weren’t being acknowledged at a leadership level, and I found it challenging to raise concerns directly.
However, after successfully launching a social events committee, I proposed expanding our focus to include corporate social responsibility (CSR) —ensuring the company engaged with charities, the local community, and improved its internal culture. This led to the creation of the CSR Committee.
TASK:
Once the committee was approved, I put myself forward for chair and was elected by my peers. I was excited about the opportunity to influence real change in a company with considerable reach and resources. Our key goals included:
- Addressing the lack of diversity in our workforce
- Improving sustainability efforts
- Strengthening community engagement
- Enhancing employee welfare
- Supporting charitable initiatives
ACTION:
We began by reviewing company practices and setting a structured timeline for improvement, including monthly action points and progress tracking. I ensured committee members had clear responsibilities and followed up regularly to keep momentum.
However, I soon encountered resistance from senior leadership. Initiatives were delayed due to lack of time, bureaucracy, or outright dismissal. For example, when raising concerns about diversity in hiring, a staff member dismissed it, claiming the company’s location wasn’t diverse—despite employees commuting from York, Leeds, and Bradford. Similarly, when advocating for more women in the workforce, the immediate response wasn’t about skills or talent but about logistical issues like installing an additional toilet.
RESULT: Despite our efforts, it became clear that leadership lacked genuine commitment to change. The CSR committee felt like a performative gesture, used to create the illusion of progress rather than drive real action. After months of pushing for meaningful improvements, I realised my values no longer aligned with the company’s, and I made the decision to resign.
While this was a difficult choice, it reinforced my belief that inclusivity must be more than a talking point —it requires action, accountability, and a willingness to challenge outdated mindsets.
