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BEFORE YOU START AN INTERVIEW, BE SURE YOU HAVE A CLEAR PICTURE OF THE CRITERIA AND STANDARDS OF PERFORMANCE THAT

WILL MAKE OR BREAK THE JOB, AND LIMIT YOUR QUESTIONS TO THOSE FACTORS. THE CATEGORIES ARE COMMON JOB REQUIREMENTS (IN ALPHABETICAL ORDER) AND THE TYPES OF QUESTIONS YOU MIGHT USE TO JUDGE WHETHER CANDIDATES FIT THOSE QUALIFICATIONS. ADAPT AND TAILOR EACH SET OF QUESTIONS TO THE SPECIFIC JOB DESCRIPTION YOU NEED TO FILL. YOU WILL FIND, CONTAINED IN THIS GUIDE, A SERIES OF QUESTIONS TO ASSIST YOU IN IDENTIFYING THE RIGHT CANDIDATE FOR YOUR POSITION. THE FIRST SECTION CATEGORIZES QUESTIONS AROUND SPECIFIC CHARACTERISTICS/ABILITIES AN INDIVIDUAL WILL NEED TO BE SUCCESSFUL ON THE JOB. WE HOPE YOU FIND THIS GUIDE A USEFUL TOOL. PLEASE PHONE THE HUMAN RESOURCE OFFICE WITH SPECIFIC QUESTIONS.

INTERVIEWING MADE EASY
The R !"# Way to Ask Hiring Questions

$. ADAPTABILITY General • You’ve probably had this experience. You worked hard on something only to be told to change priorities and do it some other way. How did you handle that! Which supervisors have you "ound easiest to work with! #ost di""icult! Why! What kinds o" problems have you had in switching "rom one $ob to another!

&. ANALYSIS General • (escribe a pro$ect or idea you originated in the last year. How did you know it was a good idea! What do you do to keep in"ormed about possible work)related problems! Have you ever recogni*ed a problem or opportunity be"ore anyone else! What happened!

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'. ATTENTION TO DETAIL General • Have you ever had an experience in which you were glad you had paid attention to some particular detail! +lease describe it. Have you ever "ound an error in your own work! How did it happen! What did you do about it!

Recent Graduates
• %oing "rom high school to college is usually a big change in your li"e. How did you "ind it! &witching "rom one school to another must have been di""icult. What problems did you have! How did you deal with them!

%. ADMINISTRATIVE/MANAGEMENT SKILLS General • • What did you like best about your previous $ob! 'east! What part o" your work has given you the greatest "eeling o" achievement and satis"action! What part o" your work have you "ound the most "rustrating or unsatis"ying! Why did you choose this particular line o" work! What are the most important administrative responsibilities you have taken on! How well did you like them!

(. COMMUNICATION SKILLS General • Have you ever had to get a point across to di""erent types o" people! What approach did you take! %ive me an example o" how you would explain a complicated procedure to someone who was new to the situation. Have you ever given instructions to someone and then learned they did it wrong! 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 to understand what you want to know!

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Who did you ask to participate! Why did you choose them! What assignments did they have! You’ve probably had a situation in which you delegated a responsibility but the work wasn’t done as you expected. DELEGATION General • • (escribe your normal methods o" assigning work to subordinates.uire your attention. Why do you think this happened! What would you do di""erently next time! • ).uickly! Too slowly! Have you ever delayed a decision so you would have more time to think! %ive me an example. (escribe a selling situation where it was important to obtain good in"ormation. DECISION MAKING General • What was the toughest decision you had to make in the last year! What made it so di""icult! .her to observe! Have you ever moved up to a position where you had to supervise "ormer peers! How did you handle it! (escribe a pro$ect that re.• -an you give me an example o" a time you had to sell a proposal to a group o" your supervisors or co)workers! How did you do! Why do you think things went that way! Have you ever done any public speaking! How did you handle the assignment! How did it work out! %ive me an example o" the approach you would take to explain the "eatures o" a product or service to a customer who has trouble understanding them. • • Sales • • +. What do you do to keep track o" your subordinates’ progress on delegated assignments! What procedures do you use to evaluate your subordinates’ per"ormances! What do you do when you "ind that a subordinate is not meeting your standards! • • • • • • • *. Who is in charge while you are gone! How do you in"orm this person o" the limits and responsibilities you expect him. (escribe a typical sta"" meeting in your department. What procedures did you use to deal with it! Are there any occasions when you "eel you make up your mind too . CONTROL General • (escribe the procedures you have used to keep track o" things that re. FLE-IBILITY General • Have you ever had an experience in which you "ailed to see an idea or gain cooperation the "irst time but succeeded later! What was the di""erence! . What happened! • (escribe a work)related problem you had to "ace recently..uired a ma$or e""ort by many members o" your sta"".

uired in your $ob. -an you cite an example in your own experience! 0n what occasions did you "eel you had to consult with your boss be"ore proceeding with some actions! When did you "eel it was proper to act on your own! • • • $%. How did things work out! What were the limits o" authority in your previous $ob! (id you ever "ind it necessary to go beyond them! /t is possible o" course to be loyal to your employer but still to disagree with some rules and policies. INITIATIVE General • • • • %ive me an example o" a time you did more than was re. What was the problem and what did you do about it! You’ve probably had an occasion when you reali*ed your initial approach wasn’t working and you had to try a di""erent method. What did you do! How did things work out! What have you done to make your group work more smoothly and e""iciently! Sales • • Supervision • How would you handle a per"ormance problem with your best employee! Your worst employee! $. How strictly do you believe your co) workers normally "ollow the rules! (o you approve o" their attitude! Have you ever been in a position where you "elt you could clinch a sale i" you oversold the product $ust a little! What did you do! How "ar do you "eel the average salesperson in your "ield would go to make a sale! How "ar have you gone! • • • • • Sales • #any salespeople work without close supervision. (o you "eel some rules should be obeyed more stringently than others! %ive me some examples. How does this a""ect you! Sales • • .• Tell me about a time you had to surmount an obstacle to reach a goal.. What did you do! (escribe the primary types o" people to whom you sell. What have you done to make your $ob easier or more rewarding! (escribe a situation where you "ound you had a serious problem. What approach do you use "or each group! $$. What did you do to solve it! What do you do di""erently than other people in your occupation! Tell me about an idea you generated. Tell me about a time your e""ort helped carry out some pro$ect or idea. INTEGRITY General • %ive me an example o" a time you "ound it necessary to make an exception to the rules in order to get something done. INDEPENDENCE General • %ive me an example o" a pro$ect or idea you’ve undertaken even though you knew it would not be popular with some people.

$&. • . How did you make use o" their contributions! $'. What did you do! How success"ul were you! (escribe a situation in which a subordinate had a per"ormance or disciplinary problem. How about the hardest decision you ever made! $(. LEARNING ABILITY General • Have you ever had trouble learning a new machine or procedure! How did you deal with that situation! How long were you in your previous $ob be"ore you "elt at ease with the company’s products or services! What did you have to learn to be e""ective in your previous $ob! How long did it take! Which parts were the most challenging! • • • • Supervision • (escribe a situation in which one or more subordinates had roles in the decision)making process. What did you do! How e""ective were you! What did you do to help your subordinates set per"ormance ob$ectives last year! (escribe a situation in which you had to help a subordinate solve a problem or meet an ob$ective. How did you handle it! Recent Graduates • What were your strongest courses in school! Your weakest! • Sales • What did you take 1speci"ic sub$ect2! How well did you do! How did you gain the technical knowledge you needed to sell your previous employer’s product line! What did you "ind easiest to learn about the product! Hardest! • • • Technical • How did you gain the technical knowledge you need to do your $ob! • How long did you have to study be"ore you took your occupational license exam! How many times did you take the test! • $). LISTENING SKILLS General • Tell me about an instance "rom your previous $ob when you had to rely on verbal in"ormation "rom someone else to get the $ob done. LEADERSHIP General • Have you had to introduce a new policy or idea that departed "rom the customary way o" doing things! What approach did you take to gain cooperation! How did it work out! Tell me about the time you had to gain the cooperation o" a group over which you had little or no authority. JUDGMENT General • What was the best decision you ever made! What were the alternatives! How did you go about making it! Tell me the same thing about the worst decision you ever made.

. What did you do! How do you determine which activities have top priorities on your time! (escribe a situation in which your department experienced a ma$or backlog or the threat o" one. ORGANIZATION COOPERATION General • • • With what other departments did you normally work in your previous $ob! How did events in your department a""ect other parts o" the organi*ation! Tell me about a problem you have had that would a""ect more than one department.. RESILIENCE General • (escribe a situation in which you su""ered a ma$or disappointment. How did you deal with that! How does it a""ect you when someone turns you down! How does it a""ect you when an unusual number o" people turn you down! (escribe the biggest sale you ever lost. SAFETY General . How did you try to solve it! What other departments have been most use"ul in providing in"ormation or helping with problems! 'east use"ul! What contacts do you make with other departments while setting goals! • • Sales • • • • %. PERSUASIVENESS General • What do you consider the best idea you ever sold to a superior! A co)worker! A subordinate! How did you do it! What do you consider the best idea you ever "ailed to sell! What do you think the problem was! Sales • • • • $. How do you decide which prospects to contact! Sales • • • $*. How did you deal with that problem! How do you develop short)range plans "or your organi*ation! 'ong)range plans! %ive me an example o" a time when expenses in your department threatened to run over budget. How did you react! $+.uirements! Why do you think this happened! What did you do about it! • Tell me about an occasion when your schedule was upset by un"oreseen circumstances. How did you plan the week’s activities! How %$. PLANNING/TIME MANAGEMENT General • (escribe a typical work week.well did the schedule work! • Have you ever had an occasion when you misunderstood someone else’s instructions! Why do you think that happened! Have you ever "ound it di""icult to make a sale because you had trouble understanding the customer’s re. What did you do about it! What were your sales goals "or the last year! How did you achieve them! (escribe a typical sales trip.

(escribe a typical pro$ect. TECHNICAL/PROFESSIONAL KNOWLEDGE General • What do you think is the most important development in your "ield today! What impact do you think it will have! How do you keep in"ormed about what’s happening in your "ield! To what $ob)related organi*ations do you belong! What $ob)related publications do you normally read! Have you recently attended any con"erences or seminars in your "ield! What did you get out o" them! • • • • • • %&. TECHNICAL ABILITY General • %ive me an example o" an especially di""icult assignment or pro$ect. How did you deal with it! How success"ul were you! (o you o"ten take work home! Why! %).uirements sometimes inter"ere with your per"ormance! What do you do then! Have you recently seen someone else doing a $ob in an unsa"e manner! Why did you notice! How did you react! Have you recently had an accident or a close call! Why do you think it happened! %'. • • • • %%. What was your role! What did you do! Have you received any commendations "or your per"ormance! /t says on your application that you have operated a personal computer. 3xactly what would you say to convince a customer to buy! %(.• • What are the ma$or sa"ety re. STRESS TOLERANCE General • • • 4nder what kinds o" conditions do you do your best work! What kinds o" conditions do you "ind the most di""icult! What kinds o" pressures do you "eel in your $ob! How do you cope with them! What "rustrates you the most! (escribe a situation in which you were under particularly great pressure. SALESMANSHIP General • (escribe one o" your toughest sales experiences. How did you deal with that problem! (id you make the sale! What do you think has been the biggest improvement in your sales ability during the last year! (escribe a typical sales encounter. WORK STANDARDS General • • How would you de"ine a good $ob in your line o" work! What personal per"ormance standards do you set "or yoursel"! What have you done to meet them! What do you do i" you "ind • • .uirements o" your $ob! (o you "eel these re.

How did you go about planning and organi*ing it! • • • . /" you were going to evaluate your own per"ormance what "actors would you consider most important! What are the important things your department has contributed to the organi*ation in the last year! Are you satis"ied with your department’s per"ormance! Why or why not! 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 technical material "or lay people! +lease give an example. • • • 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 most important in $udging a subordinate’s per"ormance! %*.yoursel" "alling short a standard! • (o you make extra e""orts to meet deadlines! (escribe what you have done to complete a pro$ect or report on time. WRITTEN COMMUNICATION General • What are some o" the most important documents you have written! What kinds o" problems did you have writing them! What kind o" reception did they receive! What is the most di""icult writing assignment you have undertaken recently! 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.

. BUT IT PROVIDES MORE KEY BEHAVIOR INFORMATION TO COORDINATE WITH THE APPROPRIATE QUESTIONS.THE SECOND SECTION CATEGORIZES BEHAVIORS/CHARACTERISTICS MUCH LIKE THE FIRST SECTION.

●3xplain a pro$ect you undertook on your own initiative that made a ma$or impact on your department! . ●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. KEY BEHAVIORS ●3stablishes challenging short and long)term goals.C/012#234 25. ●3ngages in healthy competition. K26 B2"78 /95 A4" 282023# O9 23#2: IDENTIFIES AND ACCOMPLISHES CHALLENGING OBJECTIVES OR PERSONAL GOALS. ●Takes reasonable risks. ●Takes initiative persists at tasks and pursues completion o" ob$ectives. ●0vercomes obstacles and resistance to change. QUESTIONS TO ASK ●Tell me about the accomplishment you are most proud o" and why.

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QUESTIONS TO ASK ●Tell me about a time you were asked to evaluate a situation and recommend a new approach.in"ormation and makes recommendations or decisions. ●3xamines and interprets a wide variety o" data.A37.6# 47. ●(evelops results)oriented conclusions. #6 REVIEWS AND ANALYZES A WIDE VARIETY OF INFORMATION AND RECOMMENDS A SPECIFIC COURSE OF ACTION. ●Anticipates problems opportunities and needs o" the organi*ation and the constituent.ue ways. KEY BEHAVIORS ●%rasps new concepts approaches and systems. What are some o" the measures you took to prevent the situation "rom becoming a problem in the "uture! ●How do you stay attuned to new trends in your area o" expertise! . What "actors did you take into consideration when analy*ing the data! ●%ive me an example o" a potential work problem that you anticipated and resolved. ●(e"ines parameters o" task and desired ob$ectives. A< . ●0rgani*es ideas and in"ormation in uni.

●'istens actively and speaks clearly and directly. BOTH VERBALLY AND IN WRITING. ●Writes results clearly and grammatically. KEY BEHAVIORS ●Writes in a concise and organi*ed manner.uired by di""erent audiences. ●This $ob re. AND MANAGEMENT. How would your supervisor describe your writing skills! . UP@TO@DATE PLANS AND INFORMATION TO SUBORDINATES. ? W9 ##23) TAKES THE INITIATIVE TO COMMUNICATE ACCURATE. LISTENS AND UNDERSTANDS THE VIEWS OF OTHERS.C/00=3 47# /3 S> .uires you to spend a large amount o" time writing. ●&hares in"ormation with others to help them per"orm their $obs and seeks in"ormation "rom others. (O97. PEERS. E-PRESSES THOUGHTS CLEARLY. ●/s sensitive to the communication levels re.. ●-onducts e""ective meetings. What did you do! ●What courses have you taken in communication business writing e""ective speaking etc! ●(escribe a time when your ability to listen helped you communicate better. QUESTIONS TO ASK ●When communicating with others do you generally write them a memo call them or talk to them in person! ●Tell me about a time when someone returned one o" your reports or memos because they didn’t understand it. ●Appears knowledgeable and con"ident in communicating in"ormation.

KEY BEHAVIORS ●-hallenges current procedures to develop other alternatives. ●6rainstorms to develop suggestions and new ideas. ●Describe a time when you broke away from the regimented way of thinking and developed a creative solution.C927# 8 #6 DEVELOPS NEW IDEAS AND UNIQUE AND NOVEL SOLUTIONS TO PROBLEMS. ●(evelops several approaches or solutions to a problem. . ●&eeks ways to improve all aspects o" the $ob. ●Tell me about a time when you were creative and explored new ways of thinking. QUESTIONS TO ASK ●Give me an example of a unique and novel solution you had for a recent problem you encountered in your work.

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D24 5 /3@M7> 3! S> . ●"s appropriate# involves subordinates and others in making decisions. ●Gathers and analy!es data and develops rationale for decision. ●/n your prior $ob what decision did you ponder the longest be"ore making! Why was it di""icult! .. EVEN WHEN DEALING WITH EMOTIONAL TOPICS. ●Implements decision and evaluates results. ●What is the most di""icult business decision you have had to make! ●Tell me about a time when you involved others in the decision)making process. QUESTIONS TO ASK ●What techni. ●$onsiders alternatives and assesses their impact and potential problems. KEY BEHAVIORS ●Identifies purpose and ob ectives.5 MAKES DECISIONS WHILE E-IBITING JUDGMENT AND A REALISTIC UNDERSTANDING OF ISSUESA ABILITY TO USE REASON.ue do you use in making decisions! ●(escribe in detail a situation in which you used your training and expertise in making a decision that re.uired sound $udgment.

KEY BEHAVIORS ●Treats each person in the department as an individual with individual needs and issues. ●+romotes e.uitably! .ual time to all sta"" within department. ●7alues di""erences among team members. ENCOURAGES DIFFERENCES AS A WAY TO ENHANCE GROUP PRODUCTIVITY. IDEAS AND CULTURES. ●%ives e.D 8295 #6 O9 23#7# /3 RECOGNIZES AND VALUES THE BENEFITS IN THE DIVERSITY OF PEOPLE. QUESTIONS TO ASK ●How do you value the di""erences that employees bring to the $ob! ●What bene"its have you seen in the changing demographics in your work environment! ●How have you adapted your behavior to the changing work"orce! ●%ive me an example o" how you manage the members o" your sta"" di""erently but e. ●4nderstands and responds to others’ needs and priorities. ●#aintains and enhances the sel")esteem o" others.ual treatment while re"using to tolerate work"orce bias or racism.

●Handles several pro$ects simultaneously. QUESTIONS TO ASK ●(escribe a time in your current $ob when your boss assigned you a rush pro$ect even though you had other important priorities at the time. ●Tell me about a time when you were able to adapt to a di""icult)to)deal)with employee. How did you "eel and what was your response! ●3xplain a situation where you adapted your behavior and communication style to gain cooperation on a team pro$ect.F. . ●6rings simplicity and order out o" complexity and chaos. KEY BEHAVIORS ●-opes success"ully with unexpected events. ●Adapts well to and supports change. WILLING TO DO WHAT IS NECESSARY TO GET THE DESIRED RESULTS. ●Adapts own behavioral and communication style to gain cooperation o" managers co)workers peers customers or suppliers.2B < . #6 RECOGNIZES AND RESPONDS TO UNANTICIPATED EVENTS AND REQUIREMENTS.

●&eeks additional $ob responsibilities to assume. QUESTIONS TO ASK ●Tell me about a pro$ect you generated on your own and what prompted you to initiate it. TAKES ACTION TO ACHIEVE GOALS BEYOND WHAT IS NECESSARILY CALLED FORA ORIGINATES ACTION. Which were accepted and why. ●Questions the way a process is done and suggests changes. ●What do you do di""erently than other employees in your current $ob! ●What have you done to add value in your department! . ●/nitiates sel")development e""orts. ●%ive me an example o" how you made a change in a work)related procedure or process why you made the change and the results.I3 # 7# 82 ACTIVELY SEEKS OPPORTUNITIES TO MAKE A CONTRIBUTION RATHER THAN PASSIVELY ACCEPTING SITUATIONS. ●'ooks "or new ways to contribute to the business. KEY BEHAVIORS ●Actively seeks solutions to problems be"ore being asked or directed. ●Tell me about some new ideas and suggestions you have made to your supervisor in your current $ob.

QUESTIONS TO ASK ●%ive me an example o" a time when you encountered con"lict with another department.5 ESTABLISHES PRODUCTIVE. ●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 working with and how you a""ected the productivity o" that group. ●5ecogni*e strengths and limitations o" sel" and others. S> . .. Tell me how you resolved it. RESOLVES CONFLICT IN POSITIVE WAYS. UNDERSTANDS AND RESPONDS TO OTHERSC NEEDS AND PRIORITIES.I3#291295/37. KEY BEHAVIORS ●5esolves con"lict in positive ways. COOPERATIVE RELATIONSHIPS WITH SUBORDINATES. ●(eals with the diverse behavior o" others in groups in order to increase the group’s productivity. ●#aintains and enhances the sel")esteem o" others. ●%ives and seeks "eedback that will increase the productivity o" relationships. ●(escribe a di""icult employee relations issue you were involved with and how you managed it. PEERS AND MANAGEMENT.

What did you do! ●What gave you the greatest "eeling o" achievement in your $ob at 999999999999999999999! ●What makes a $ob interesting to you! ●What :turns o"". (escribe an example o" speci"ic $ob conditions tasks or assignments that have been dissatis"ying to you. ●Assumes ownership "or getting the $ob done. ●#akes plans and "ollows through. QUESTIONS TO ASK ●%ive me an example o" when you "elt the greatest sense o" achievement. ●3nthusiastic about taking on challenging pro$ects. HAS DEMONSTRATED RECORD OF BEING A SELF@ STARTER AND SELF@MOTIVATED. your motivation in a $ob! . KEY BEHAVIORS ●Takes pride and derives satis"action in one’s $ob.J/< M/# 87# /3 MAINTAINS A HIGH LEVEL OF INTEREST AND ENTHUSIASM FOR JOB RESPONSIBILITIES. ●All $obs have their "rustrations and problems. ●%oal oriented8 concerned with achievement and doing better.

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. ●-onsiders impact in other areas o" the organi*ation. . ●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 the alternatives! Why was it a good decision! ●What was the toughest decision you had to make in your current $ob! Tell me about it. KEY BEHAVIORS ●#akes sound decisions by considering alternatives.J=:!023# WEIGHS ALTERNATIVE COURSES OF ACTION AND MAKES DECISIONS THAT REFLECT FACTUAL INFORMATION AND ARE BASED ON RATIONAL AND LOGICAL ASSUMPTIONS THAT TAKE ORGANIZATIONAL RESOURCES INTO CONSIDERATION. ●%ive me an example o" a time when you had to ask your manager "or assistance on a pro$ect or situation. ●Weighs alternatives and selects practical solutions.

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KEY BEHAVIORS ●(evelops and communicates a vision o" challenging goals growth and progress. QUESTIONS TO ASK ●(escribe a situation in which you had to gain cooperation o" others outside o" your organi*ation where you had no direct authority. ●Works e""ectively in cross)"unctional groups.L27:295" 1 USES APPROPRIATE INTERPERSONAL STYLES AND METHODS TO GUIDE INDIVIDUALS OR GROUPS TOWARD ACHIEVING RESULTS. ●Takes on a leadership role in school work and. ●#otivates others to work together toward common ob$ectives. ●&uccess"ully gains cooperation in situations where the person has 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! .or community.

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How did you handle it and what was the outcome! ●How do you communicate organi*ational changes and other relevant in"ormation to your sta""! ●What methods do you use to accomplish the pro$ects that add value to your department! ●%ive me an example o" a per"ormance issue in your department and how you managed it..M737!2023# S> . ●6alances concerns "or results deadlines tasks and people. ●5esolves personnel problems . ●5esponds positively to innovative ideas and suggestions "rom subordinates. ●+romotes teamwork and cooperation within the department. ●+rovides constructive ongoing "eedback. KEY BEHAVIORS ●(elegates e""ectively and acknowledges accomplishments. . AND DEVELOPS A DIVERSE WORKFORCE AND PROVIDES AN ENVIRONMENT CONDUCIVE TO ACHIEVEMENT AND GROWTH. TRAINS.uickly and e""ectively. QUESTIONS TO ASK ●How would your sta"" describe you as a manager! What would they say are your strengths! 0pportunities "or improvement! ●How would you describe yoursel" as a manager! ●(escribe a personnel problem you had recently. ●-ommunicates plans and in"ormation to sta"" in a timely and thorough manner. ●#eets budget responsibilities.5 MOTIVATES.

ues and approaches. ●&ells ideas despite resistance.uickly on his. ACTIVITY OR PRODUCT. PLAN. ●/mprovises thinks . and changed your approach to gain support. KEY BEHAVIORS ●%ains approval o" a plan or idea by "ocusing on the bene"its o" the proposal to the audience.her "eet. ●%ive me an example o" a situation when you were unsuccess"ul in selling your idea to the :customer. ●+ersuades people "rom various levels positions or backgrounds by using a variety o" interpersonal techni.P295=75 823255 UTILIZES APPROPRIATE INTERPERSONAL STYLES AND METHODS TO GAIN AGREEMENT OR ACCEPTANCE OF AN IDEA. ●Tell me about one o" your toughest :sales. experiences and the steps you took to gain acceptance. 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. .

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●5esolves con"licting priorities and accomplishes work on time. list calendar or some type o" planning tool. responsibilities! ●%ive me an example o" when you had con"licting priorities and how you completed them on time. ●#aintains a balance and awareness o" status o" all pro$ects. KEY BEHAVIORS ●(evelops plans to achieve ob$ectives.733 3! 73: O9!73 D 3! S> . ●How do you prioriti*e your daily weekly etc. ●Tell me about a time when you used your organi*ing and scheduling skills to create a productive work environment.5 ESTABLISHES A COURSE OF ACTION FOR SELF OR OTHERS TO ACCOMPLISH A SPECIFIC GOAL.. 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. ●/denti"ies resources needed to accomplish ob$ectives. ●(evelops short and long)range plans. ●4tili*es a :to do. ●Anticipates obstacles and ways to overcome them. ●What kinds o" pro$ect planning and administration do you en$oy in your current $ob! .P.

KEY BEHAVIORS ●+resents in a con"ident and enthusiastic manner when addressing people in a large or small group.uired. CONCISE MANNER DURING INDIVIDUAL OR GROUP SITUATIONS. ●Tell me about a time when a presentation did not go well and what you did to :rescue. ●Tell me about a time when you had to present in"ormation outside o" the scope o" your responsibilities. ●(emonstrates a sound knowledge o" the sub$ect matter. . 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.P92523#7# /3 S> . ●%ains acknowledgment o" audience and is able to understand the communication level re. it. ●3""ectively uses various audio)visual media to enhance presentations. ●(elivers in"ormation in a clear concise and logical manner..5 E-PRESSES ONESELF IN A CLEAR.

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●How much autonomy do you have in the problem)solving process! When does your manager get involved! ●(escribe a problem you identi"ied and explain how you obtained agreement and support "rom key individuals as you developed solutions. QUESTIONS TO ASK ●(o you use any particular problem)solving techni. ●%ive me an example o" a problem you dealt with that "rustrated you.20 S/. ●3valuates alternative courses o" action.P9/<. ●/denti"ies conditions that solutions must meet. ●6rainstorms potential solutions. ●(escribe a problem you solved where you used your investigative skills to get to the heart o" the problem. ●/denti"ies key people involved in evaluating solutions to the problem..5 IDENTIFIES AND DEFINES PROBLEMS THROUGH THE GATHERING OF RELEVANT INFORMATION LEADING TO THE DEVELOPMENT OF ALTERNATIVE SOLUTIONS.ues! +lease explain. 3xplain why and what you did about it. KEY BEHAVIORS ●/denti"ies the existence and cause o" a problem.8 3! S> . . ●/mplements solutions and evaluates results.

. KEY BEHAVIORS ●%romotes open participation and communication within department and throughout the organi!ation. for development purposes.T270 B= .: 3!/T270 W/9> PROMOTES COOPERATION WITHIN THE DEPARTMENT AND IN INTERACTIONS WITH OTHER DEPARTMENTS. VALUES DIFFERENCES AMONG TEAM MEMBERS AND CAN MANAGE WORK GROUPS WITH DIVERSE INFLUENCES. ●"dapts to other people's behavior style in order to achieve the desired goals of the team. ●&hares pertinent information with all members of the team. ●%rovides opportunities for subordinates to participate in pro ect teams# task forces# etc. ●+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 in that group. ●%ive me an example o" a di""icult situation with another department that you need to work with regularly and how you resolved it.

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●-ontrols interruptions. EFFICIENT MANNER. KEY BEHAVIORS ●3""ectively prepares and uses a daily :to do. ●Assigns priorities to tasks. ●Allocates time to planning thinking and mapping out tasks. ●-ontrols time spent in attending meetings. ●/n your present position what limits your ability to manage your time! How do you work with these limitations! .T 02 M737!2023# MANAGES A VARIETY OF RESPONSIBILITIES IN A TIMELY. ●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 your workload. QUESTIONS TO ASK ●What methods or techni. list.ues do you use to help manage your time! ●(escribe how you manage to maintain balance between accomplishing pro$ects and attending meetings.

.THE THIRD SECTION GIVES E-AMPLES OF POSSIBLE DISCRIMINATORY SUBJECTS AND QUESTIONS AND THE RIGHT WAY AND WRONG WAY TO ASK THOSE TYPES OF QUESTIONS.