For many people, applying for jobs feels like a necessary evil. Something like taking out the trash, going to the dentist, or scraping ice off your car windshield at minus ten degrees. Something you just “have to do” to get things done. The same goes for landing a job, internship, or part-time position. And to be fair, sometimes it really is just that. At the same time, at Nexie we notice that candidates who apply without direction often come across less confidently in interviews. Not because they are less capable, but because their story does not convince anyone. And often, they are not entirely convinced themselves.

Many candidates think competencies are something you either have or you do not. Almost like a zodiac sign. A fixed part of your personality that cannot really be changed. In reality, recruiters assess competencies very differently than most applicants expect. They are not looking for perfect answers, but for behavior. Insight. Reflection. And above all proof that you understand why you did what you did.

In this blog, I will walk you through how recruiters assess competencies, what they really look for in a job interview, and how you can prepare without overselling yourself.

You have been with your current employer for a while and you spot an interesting internal vacancy. Maybe it is your chance to grow, switch departments, or finally go for that role you have been eyeing for some time. Applying internally often feels safer than applying elsewhere, but it also comes with its own challenges. How do you stay professional without it feeling awkward toward your current colleagues or manager?

Applying for a job when you don’t meet one hundred percent of the requirements can feel like jumping into the deep end without a swimming certificate. You check the vacancy, spot three competencies you’re still missing and think: never mind, this is not going to work. The good news: almost no candidate is a perfect match. Companies describe the ideal picture and candidates bring the realistic one. That mismatch is normal.

So the real question isn’t “Am I perfect?” It’s “How do I show that I can grow, learn and bridge the skill gap?”

Underrated because we believe that right after result this is actually the most important part to mention. If you have ever had a job interview where they asked what you learned from a situation, you know exactly how quickly panic can hit. What did I learn? What was I even doing? And why is this recruiter asking existential questions on a Wednesday morning?

Still, reflection might be the most important part of the entire STARR method. After you explain the result this is where you show how you work, how you think and especially how you develop. And employers love that. Reflection is the moment where they can see whether you understand how to create repeated success and how you learn from your experience.

The funny thing is that most people completely skip reflection. They say nothing. Or something very generic. Or something that does not say anything at all. That is why in this blog we take a deep dive into the R of reflection so you no longer show up empty handed when that question comes.

Applying for a leadership role is a bit like auditioning for a lead part. You are no longer on stage just to show who you are, but also to show what you bring out in other people. The bar is higher, the questions are sharper and suddenly recruiters care about things you never had to explain in any previous interview.

Many candidates think they have applied plenty of times before so how different can it be. Well, very different. In a leadership interview it is not only about what you can do, but especially about what happens when you join a team.

In this blog you will read what leadership interviews focus on, which pitfalls almost everyone steps into and how to use the STARR method to deliver a strong and convincing leadership story.

The S, T and A are basically the opening act. Necessary, useful, sometimes even entertaining, but no one buys a ticket for the soundcheck. Everything builds up to the result. And that’s exactly where many candidates do something that makes recruiters shed a tiny silent tear: they stay stuck in the Situation, Task and Action… and barely mention the result. A shame, because this is where you show your impact. What your actions actually achieved. Why you’re such a strong candidate.

And yes, it can feel tricky, because it has to be concrete, and measurable when possible, but without sounding like someone who would give themselves a statue for their own birthday.

January always arrives like someone flipping on the lights while you were happily asleep on the couch. Suddenly we need new goals, fresh energy, a healthy lifestyle, a new job, a new version of me. And let us be honest: by week three you are back on the sofa with a frozen pizza thinking that February is also a perfectly fine month to start.

Still, January is one of the most popular months for job searching. And you can use that to your advantage, as long as you do not approach it like a typical New Year resolution where you just wing it and hope for the best. In this blog I help you turn your intentions into a plan you will actually stick to.

The A of Action might be the most nerve-racking part of the entire STARR method. Because this is the moment where you explain what you actually did. You personally. Not your team, not “we,” not “the organisation.” Just you. And yes, that can feel a bit like putting yourself on a stage with a spotlight on you. But hey—better that than having a recruiter think: “Nice story, but what did you actually do?”

In this blog, you’ll learn how to describe the A of Action clearly—no vagueness, no fluff, and without sounding like an overconfident peacock.

A strong LinkedIn profile isn’t a luxury anymore. It’s your digital business card, your first impression, and often the place where someone decides whether they want to talk to you. Whether you’re actively job hunting or simply want to be found on LinkedIn, a professional profile helps massively. And the good news: with a few smart choices, you can see results quickly.

You have clearly set the situation. The interviewer now knows where you were, what was going on and why it mattered. Time for the second step in the STARR method: the T for Task. This is the moment where you explain what your responsibility was in that situation. It answers the question of what was expected from you and why you played an important role in that moment.

You know the drill: strong communicator, flexible, results-oriented. Everyone lists them somewhere. But what do those words actually say about you? And more importantly: how do you show it? Many applicants fill their CV and cover letter with nice words, but forget to prove why those competencies are true. And that’s a shame, because that’s exactly what separates a standard application from one that sticks. In this article, you’ll learn how to present your competencies in a concrete, credible, and convincing way. One that fits who you are.

You probably know the feeling. You are in a job interview and the recruiter asks for a concrete example of a situation where you solved a problem, achieved something, or learned a valuable lesson. And that is where it all begins: the S in STARR, which stands for Situation. This is the moment to set the scene. Not with a long story, but with just enough detail to show what was going on.

You probably know the feeling. You read a job posting and think, “Yes, this sounds like me.” Until you keep reading and stumble upon sentences like “We are looking for a real team player who is result oriented.” Sounds good, but what do they actually mean by that? Competencies are rarely listed explicitly in a job description, yet they determine whether you truly fit the role. Once you learn to recognize them, you will understand much better what an employer is really looking for and how to tailor your application accordingly.

You know the feeling. You’re in a job interview and the recruiter smiles and asks: “Can you give me an example of a time you resolved a conflict in your team?” Bam. Your heart skips a beat. Where do you even start? You’ve experienced plenty, but how do you share it in a way that’s clear, structured, and actually makes an impact? How do you remember everything on the spot without having a photographic memory? That’s where the STARR-method comes in handy.