Parameters to Test in Interviews

8/13/2019 Parameters to Test in Interviews

1/38

BEFORE YOU START AN INTERVIEW, BE SURE YOU HAVE A CLEAR PICTUREOF THE CRITERIA AND STANDARDS OF PERFORMANCE THAT WILL MAKE ORBREAK THE JOB, AND LIMIT YOUR QUESTIONS TO THOSE FACTORS.

THE CATEGORIES ARE COMMON JOB REQUIREMENTS (IN ALPHABETICALORDER) AND THE TYPES OF QUESTIONS YOU MIGHT USE TO JUDGE WHETHERCANDIDATES FIT THOSE QUALIFICATIONS. ADAPT AND TAILOR EACH SET OFQUESTIONS TO THE SPECIFIC JOB DESCRIPTION YOU NEED TO FILL.

YOU WILL FIND, CONTAINED IN THIS GUIDE, A SERIES OF QUESTIONS TOASSIST YOU IN IDENTIFYING THE RIGHT CANDIDATE FOR YOUR POSITION.THE FIRST SECTION CATEGORIZES QUESTIONS AROUND SPECIFICCHARACTERISTICS/ABILITIES AN INDIVIDUAL WILL NEED TO BE SUCCESSFULON THE JOB.

WE HOPE YOU FIND THIS GUIDE A USEFUL TOOL. PLEASE PHONE THE HUMANRESOURCE OFFICE WITH SPECIFIC QUESTIONS.


2/38

INTERVIEWING MADE EASY

The R !"# Way to Ask Hiring Questions


3/38

$. ADAPTABILITYGeneral

Youve probably had this experience.You worked hard on something only to

be told to change priorities and do itsome other way. How did you handlethat!

Which supervisors have you "oundeasiest to work with! #ost di""icult!Why!

What kinds o" problems have you had inswitching "rom one $ob to another!

Recent Graduates

%oing "rom high school to college isusually a big change in your li"e. Howdid you "ind it!

&witching "rom one school to anothermust have been di""icult. What problemsdid you have! How did you deal withthem!

%. ADMINISTRATIVE/MANAGEMENTSKILLSGeneral

What did you like best about your previous $ob! 'east!

What part o" your work has given youthe greatest "eeling o" achievement andsatis"action!

What part o" your work have you "oundthe most "rustrating or unsatis"ying!

Why did you choose this particular lineo" work!

What are the most importantadministrative responsibilities you havetaken on! How well did you like them!

&. ANALYSISGeneral

(escribe a pro$ect or idea you originated inthe last year. How did you know it was agood idea!

What do you do to keep in"ormed about possible work)related problems!

Have you ever recogni*ed a problem oropportunity be"ore anyone else! Whathappened!

'. ATTENTION TO DETAILGeneral

Have you ever had an experience in whichyou were glad you had paid attention tosome particular detail! +lease describe it.

Have you ever "ound an error in your ownwork! How did it happen! What did youdo about it!

. COMMUNICATION SKILLSGeneral

Have you ever had to get a point across to

di""erent types o" people! What approachdid you take!

%ive me an example o" how you wouldexplain a complicated procedure tosomeone who was new to the situation.

Have you ever given instructions tosomeone and then learned they did itwrong! Why do you think that happened!

(escribe a decision you made based largely

on data you obtained by asking ,uestions.

How do people react when you ask,uestions! How well do they seem tounderstand what you want to know!


4/38


5/38

Tell me about a time you had tosurmount an obstacle to reach a goal.What was the problem and what didyou do about it!

Sales Youve probably had an occasion when

you reali*ed your initial approachwasnt working and you had to try adi""erent method. What did you do!

(escribe the primary types o" people towhom you sell. What approach do youuse "or each group!

Supervision How would you handle a per"ormance

problem with your best employee! Yourworst employee!

$ . INDEPENDENCEGeneral

%ive me an example o" a pro$ect or ideayouve undertaken even though you knewit would not be popular with some people.How did things work out!

What were the limits o" authority in your previous $ob! (id you ever "ind itnecessary to go beyond them!

/t is possible o" course to be loyal to youremployer but still to disagree with somerules and policies. -an you cite anexample in your own experience!

0n what occasions did you "eel you had toconsult with your boss be"ore proceedingwith some actions! When did you "eel it

was proper to act on your own!

Sales #any salespeople work without close

supervision. How does this a""ect you!

$$. INITIATIVEGeneral

%ive me an example o" a time you did morethan was re,uired in your $ob.

Tell me about a time your e""ort helped carryout some pro$ect or idea.

What have you done to make your $ob easieror more rewarding!

(escribe a situation where you "ound you hada serious problem. What did you do to solveit!

What do you do di""erently than other peoplein your occupation!

Tell me about an idea you generated. Whatdid you do! How did things work out!

What have you done to make your groupwork more smoothly and e""iciently!

$%. INTEGRITYGeneral

%ive me an example o" a time you "ound itnecessary to make an exception to the rulesin order to get something done.

(o you "eel some rules should be obeyedmore stringently than others! %ive mesome examples.

How strictly do you believe your co)workers normally "ollow the rules! (o youapprove o" their attitude!

Sales Have you ever been in a position where you

"elt you could clinch a sale i" you oversoldthe product $ust a little! What did you do!

How "ar do you "eel the averagesalesperson in your "ield would go to makea sale! How "ar have you gone!


6/38


7/38

Have you ever had an occasion whenyou misunderstood someone elsesinstructions! Why do you think thathappened!

Sales Have you ever "ound it di""icult to make

a sale because you had troubleunderstanding the customersre,uirements! Why do you think thishappened! What did you do about it!

$*. ORGANIZATION COOPERATIONGeneral

With what other departments did younormally work in your previous $ob!

How did events in your departmenta""ect other parts o" the organi*ation!

Tell me about a problem you have hadthat would a""ect more than onedepartment. How did you try to solve it!

What other departments have been mostuse"ul in providing in"ormation orhelping with problems! 'east use"ul!

What contacts do you make with otherdepartments while setting goals!

$+. PERSUASIVENESSGeneral

What do you consider the best idea youever sold to a superior! A co)worker! Asubordinate! How did you do it!

What do you consider the best idea you

ever "ailed to sell! What do you thinkthe problem was!

$ . PLANNING/TIME MANAGEMENTGeneral

(escribe a typical work week. How didyou plan the weeks activities! How

well did the schedule work!

Tell me about an occasion when yourschedule was upset by un"oreseencircumstances. What did you do!

How do you determine which activitieshave top priorities on your time!

(escribe a situation in which yourdepartment experienced a ma$or backlog orthe threat o" one. How did you deal withthat problem!

How do you develop short)range plans "oryour organi*ation! 'ong)range plans!

%ive me an example o" a time whenexpenses in your department threatened torun over budget. What did you do about it!

Sales What were your sales goals "or the last

year! How did you achieve them!

(escribe a typical sales trip. How do youdecide which prospects to contact!

% . RESILIENCEGeneral

(escribe a situation in which you su""ered ama$or disappointment. How did you dealwith that!

Sales How does it a""ect you when someone turns

you down!

How does it a""ect you when an unusualnumber o" people turn you down!

(escribe the biggest sale you ever lost.How did you react!

%$. SAFETYGeneral


8/38

What are the ma$or sa"ety re,uirementso" your $ob!

(o you "eel these re,uirementssometimes inter"ere with your

per"ormance! What do you do then!

Have you recently seen someone elsedoing a $ob in an unsa"e manner! Whydid you notice! How did you react!

Have you recently had an accident or aclose call! Why do you think ithappened!

%%. SALESMANSHIPGeneral

(escribe one o" your toughest salesexperiences. How did you deal with that

problem! (id you make the sale!

What do you think has been the biggestimprovement in your sales ability duringthe last year!

(escribe a typical sales encounter.3xactly what would you say to convincea customer to buy!

%&. STRESS TOLERANCEGeneral

4nder what kinds o" conditions do youdo your best work!

What kinds o" conditions do you "indthe most di""icult!

What kinds o" pressures do you "eel inyour $ob! How do you cope with them!What "rustrates you the most!

(escribe a situation in which you wereunder particularly great pressure. Howdid you deal with it! How success"ulwere you!

(o you o"ten take work home! Why!

%'. TECHNICAL ABILITYGeneral

%ive me an example o" an especiallydi""icult assignment or pro$ect. What wasyour role! What did you do!

Have you received any commendations "oryour per"ormance!

/t says on your application that you haveoperated a personal computer. (escribe atypical pro$ect.

% . TECHNICAL/PROFESSIONALKNOWLEDGEGeneral

What do you think is the most importantdevelopment in your "ield today! Whatimpact do you think it will have!

How do you keep in"ormed about whatshappening in your "ield!

To what $ob)related organi*ations do you belong!

What $ob)related publications do younormally read!

Have you recently attended anycon"erences or seminars in your "ield!What did you get out o" them!

% . WORK STANDARDSGeneral

How would you de"ine a good $ob in yourline o" work!

What personal per"ormance standards doyou set "or yoursel"! What have you doneto meet them! What do you do i" you "ind


9/38

yoursel" "alling short a standard!

(o you make extra e""orts to meetdeadlines! (escribe what you have doneto complete a pro$ect or report on time.

/" you were going to evaluate your own per"ormance what "actors would youconsider most important!

What are the important things yourdepartment has contributed to theorgani*ation in the last year!

Are you satis"ied with yourdepartments per"ormance! Why or whynot!

Supervision /n your mind what is the greatest thing

that distinguishes a superior employee"rom someone who gives typical good

per"ormance!

What "actors do you consider mostimportant in $udging a subordinates

per"ormance!

%*. WRITTEN COMMUNICATION

General

What are some o" the most importantdocuments you have written! Whatkinds o" problems did you have writingthem! What kind o" reception did theyreceive!

What is the most di""icult writingassignment you have undertakenrecently! Why was it so challenging!How did you handle it!

Have you ever written instructions to be"ollowed by employees or customers!What did you do!

5ecall an important report you had to prepare. How did you go about planningand organi*ing it!

Technical To what kind o" audience do you address

most o" your written work! What level o"language do you use!

Have you ever had to write technicalmaterial "or lay people! +lease give anexample.


10/38

THE SECOND SECTION CATEGORIZES BEHAVIORS/CHARACTERISTICS MUCHLIKE THE FIRST SECTION, BUT IT PROVIDES MORE KEY BEHAVIORINFORMATION TO COORDINATE WITH THE APPROPRIATE QUESTIONS.


11/38

C 012#234 25, K26 B2"78 95

A4" 282023# O9 23#2:

IDENTIFIES AND ACCOMPLISHES CHALLENGING OBJECTIVES ORPERSONAL GOALS.

KEY BEHAVIORS

3stablishes challenging short and long)term goals.

Takes initiative persists at tasks and pursues completion o" ob$ectives.

Takes reasonable risks.

0vercomes obstacles and resistance to change.

3ngages in healthy competition.

QUESTIONS TO ASK

Tell me about the accomplishment you are most proud o" and why.

What risks were you willing to take to achieve goals you set "or yoursel"!

(escribe your "uture goals and the steps you plan on taking to reach these goals.

3xplain a pro$ect you undertook on your own initiative that made a ma$or impact on yourdepartment!


12/38


13/38


14/38


15/38

C927# 8 #6

DEVELOPS NEW IDEAS AND UNIQUE AND NOVEL SOLUTIONS TOPROBLEMS .

KEY BEHAVIORS

-hallenges current procedures to develop other alternatives.

&eeks ways to improve all aspects o" the $ob.

6rainstorms to develop suggestions and new ideas.

(evelops several approaches or solutions to a problem.

QUESTIONS TO ASK

Give me an example of a unique and novel solution you had for a recent problem youencountered in your work.

Tell me about a time when you were creative and explored new ways of thinking.

Describe a time when you broke away from the regimented way of thinking anddeveloped a creative solution.


16/38


17/38

D24 5 3@M7> 3! S> ;;5

MAKES DECISIONS WHILE E-IBITING JUDGMENT AND A REALISTICUNDERSTANDING OF ISSUES ABILITY TO USE REASON, EVEN WHEN

DEALING WITH EMOTIONAL TOPICS.

KEY BEHAVIORS

Identifies purpose and ob ectives.

Gathers and analy!es data and develops rationale for decision.

"s appropriate# involves subordinates and others in making decisions.

$onsiders alternatives and assesses their impact and potential problems.

Implements decision and evaluates results.

QUESTIONS TO ASK

What techni,ue do you use in making decisions!

(escribe in detail a situation in which you used your training and expertise in making adecision that re,uired sound $udgment.

What is the most di""icult business decision you have had to make!

Tell me about a time when you involved others in the decision)making process.

/n your prior $ob what decision did you ponder the longest be"ore making! Why was itdi""icult!


18/38


19/38


20/38

I3 # 7# 82

ACTIVELY SEEKS OPPORTUNITIES TO MAKE A CONTRIBUTIONRATHER THAN PASSIVELY ACCEPTING SITUATIONS. TAKES ACTION TO

ACHIEVE GOALS BEYOND WHAT IS NECESSARILY CALLED FORORIGINATES ACTION.

KEY BEHAVIORS

Actively seeks solutions to problems be"ore being asked or directed.

Questions the way a process is done and suggests changes.

/nitiates sel")development e""orts.

&eeks additional $ob responsibilities to assume.

'ooks "or new ways to contribute to the business.

QUESTIONS TO ASK

Tell me about a pro$ect you generated on your own and what prompted you to initiate it.

%ive me an example o" how you made a change in a work)related procedure or process whyyou made the change and the results.

Tell me about some new ideas and suggestions you have made to your supervisor in yourcurrent $ob. Which were accepted and why.

What do you do di""erently than other employees in your current $ob!

What have you done to add value in your department!


21/38

I3#291295 37; S> ;;5

ESTABLISHES PRODUCTIVE, COOPERATIVE RELATIONSHIPS WITHSUBORDINATES, PEERS AND MANAGEMENT. UNDERSTANDS AND

RESPONDS TO OTHERS NEEDS AND PRIORITIES. RESOLVES CONFLICTIN POSITIVE WAYS.

KEY BEHAVIORS

5esolves con"lict in positive ways.

%ives and seeks "eedback that will increase the productivity o" relationships.

(eals with the diverse behavior o" others in groups in order to increase the groups productivity.

#aintains and enhances the sel")esteem o" others.

5ecogni*e strengths and limitations o" sel" and others.

QUESTIONS TO ASK

%ive me an example o" a time when you encountered con"lict with another department. Tell mehow you resolved it.

(escribe a di""icult employee relations issue you were involved with and how you managed it.

Tell me about a situation where you had to demonstrate empathy or sympathy to someone.

3xplain a time when you were sensitive to the diversity o" a team or group you were workingwith and how you a""ected the productivity o" that group.


22/38


23/38

J=:!023#

WEIGHS ALTERNATIVE COURSES OF ACTION AND MAKES DECISIONSTHAT REFLECT FACTUAL INFORMATION AND ARE BASED ON

RATIONAL AND LOGICAL ASSUMPTIONS THAT TAKEORGANIZATIONAL RESOURCES INTO CONSIDERATION.

KEY BEHAVIORS

#akes sound decisions by considering alternatives.

-onsiders impact in other areas o" the organi*ation.

Weighs alternatives and selects practical solutions.

5eviews decision to see i" it satis"ies long)range plans.

QUESTIONS TO ASK

(escribe a decision you recently made and identi"y the process that led you to that decision.What were some o" the sources you used to reach that decision! What were some o" the issues

you took into consideration!

%ive me an example o" a good decision you made in the last six months. What were thealternatives! Why was it a good decision!

What was the toughest decision you had to make in your current $ob! Tell me about it.

%ive me an example o" a time when you had to ask your manager "or assistance on a pro$ect orsituation.


24/38


25/38

L27:295" 1

USES APPROPRIATE INTERPERSONAL STYLES AND METHODS TO GUIDEINDIVIDUALS OR GROUPS TOWARD ACHIEVING RESULTS.

KEY BEHAVIORS

(evelops and communicates a vision o" challenging goals growth and progress.

#otivates others to work together toward common ob$ectives.

&uccess"ully gains cooperation in situations where the person has no direct authority.

Works e""ectively in cross)"unctional groups.

Takes on a leadership role in school work and or community.

QUESTIONS TO ASK

(escribe a situation in which you had to gain cooperation o" others outside o" your organi*ationwhere you had no direct authority. What were the challenges and how did you overcome them!

Have you ever developed a mission statement "or your department! How did you go about it!

(escribe the role you usually take in a task team situation!


26/38


27/38


28/38

P295=75 823255

UTILIZES APPROPRIATE INTERPERSONAL STYLES AND METHODS TOGAIN AGREEMENT OR ACCEPTANCE OF AN IDEA, PLAN, ACTIVITY OR

PRODUCT.

KEY BEHAVIORS

%ains approval o" a plan or idea by "ocusing on the bene"its o" the proposal to the audience.

+ersuades people "rom various levels positions or backgrounds by using a variety o"interpersonal techni,ues and approaches.

/mprovises thinks ,uickly on his her "eet.

&ells ideas despite resistance.

QUESTIONS TO ASK

When convincing others o" your ideas what skills or personal abilities do you use!

(escribe a situation where your enthusiasm persuaded a person1s2 to your point o" view.

Tell me about one o" your toughest :sales; experiences and the steps you took to gainacceptance.

%ive me an example o" a situation when you were unsuccess"ul in selling your idea to the:customer; and changed your approach to gain support.


29/38


30/38

P;733 3! 73: O9!73 3! S> ;;5

ESTABLISHES A COURSE OF ACTION FOR SELF OR OTHERS TOACCOMPLISH A SPECIFIC GOAL.

KEY BEHAVIORS

(evelops plans to achieve ob$ectives.

/denti"ies resources needed to accomplish ob$ectives.

5esolves con"licting priorities and accomplishes work on time.

4tili*es a :to do; list calendar or some type o" planning tool.

#aintains a balance and awareness o" status o" all pro$ects.

Anticipates obstacles and ways to overcome them.

(evelops short and long)range plans.

QUESTIONS TO ASK

How do you ensure you meet your ob$ectives!

%ive me an example o" a pro$ect you were given and how you accomplished it.

How do you prioriti*e your daily weekly etc. responsibilities!

%ive me an example o" when you had con"licting priorities and how you completed them ontime.

Tell me about a time when you used your organi*ing and scheduling skills to create a productivework environment.

What kinds o" pro$ect planning and administration do you en$oy in your current $ob!


31/38

P92523#7# 3 S> ;;5

E-PRESSES ONESELF IN A CLEAR, CONCISE MANNER DURINGINDIVIDUAL OR GROUP SITUATIONS.

KEY BEHAVIORS

+resents in a con"ident and enthusiastic manner when addressing people in a large or smallgroup.

(emonstrates a sound knowledge o" the sub$ect matter.

(elivers in"ormation in a clear concise and logical manner.

%ains acknowledgment o" audience and is able to understand the communication level re,uired.

3""ectively uses various audio)visual media to enhance presentations.

QUESTIONS TO ASK

(escribe your presentation style.

What steps do you take be"ore making a presentation! How do you prepare!

What has been one o" your most success"ul presentations! Why!

How o"ten do you present! To whom!

(escribe a presentation where you had to persuade an audience on an idea service or change.

Tell me about a time when you had to present in"ormation outside o" the scope o" yourresponsibilities.

Tell me about a time when a presentation did not go well and what you did to :rescue; it.


32/38


33/38

P9 ;;5

IDENTIFIES AND DEFINES PROBLEMS THROUGH THE GATHERING OFRELEVANT INFORMATION LEADING TO THE DEVELOPMENT OF

ALTERNATIVE SOLUTIONS.

KEY BEHAVIORS

/denti"ies the existence and cause o" a problem.

6rainstorms potential solutions.

/denti"ies conditions that solutions must meet.

3valuates alternative courses o" action.

/denti"ies key people involved in evaluating solutions to the problem.

/mplements solutions and evaluates results.

QUESTIONS TO ASK

(o you use any particular problem)solving techni,ues! +lease explain.

(escribe a problem you solved where you used your investigative skills to get to the heart o" the problem.

%ive me an example o" a problem you dealt with that "rustrated you. 3xplain why and what youdid about it.

How much autonomy do you have in the problem)solving process! When does your managerget involved!

(escribe a problem you identi"ied and explain how you obtained agreement and support "romkey individuals as you developed solutions.


34/38

T270 B= ;: 3!/T270 W 9>

PROMOTES COOPERATION WITHIN THE DEPARTMENT AND ININTERACTIONS WITH OTHER DEPARTMENTS. VALUES DIFFERENCES

AMONG TEAM MEMBERS AND CAN MANAGE WORK GROUPS WITHDIVERSE INFLUENCES.

KEY BEHAVIORS

%romotes open participation and communication within department and throughout theorgani!ation.

&hares pertinent information with all members of the team.

"dapts to other people's behavior style in order to achieve the desired goals of theteam.

%rovides opportunities for subordinates to participate in pro ect teams# task forces# etc.for development purposes.

+romotes a team spirit within and outside department8 partners with other groups.

QUESTIONS TO ASK

What sets your work group or department apart "rom others in your organi*ation!

Tell me about a task "orce or pro$ect team that you were a member o" and the role you played inthat group.

%ive me an example o" a di""icult situation with another department that you need to work withregularly and how you resolved it.


35/38


36/38

T 02 M737!2023#

MANAGES A VARIETY OF RESPONSIBILITIES IN A TIMELY, EFFICIENTMANNER.

KEY BEHAVIORS

3""ectively prepares and uses a daily :to do; list.

Allocates time to planning thinking and mapping out tasks.

Assigns priorities to tasks.

-ontrols time spent in attending meetings.

-ontrols interruptions.

QUESTIONS TO ASK

What methods or techni,ues do you use to help manage your time!

(escribe how you manage to maintain balance between accomplishing pro$ects and attendingmeetings.

How do you handle interruptions to ensure that you complete your pro$ects on time!

(escribe a time when you had several pro$ects to complete and how you prioriti*ed yourworkload.

/n your present position what limits your ability to manage your time! How do you work withthese limitations!


37/38

THE THIRD SECTION GIVES E-AMPLES OF POSSIBLE DISCRIMINATORYSUBJECTS AND QUESTIONS AND THE RIGHT WAY AND WRONG WAY TO ASKTHOSE TYPES OF QUESTIONS.


38/38

Parameters to Test in Interviews

Documents

Transcript of Parameters to Test in Interviews