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Always ask these management interview questions. The interview question answers give you
valuable knowledge about the candidate’s experience. Ask:
How many employees reported directly to you in your management job? (You are asking
about the number of employees whom he or she directly supervised with performance
assessment and compensation assignment responsibilities.)
Describe the exact responsibilities and activities over which you had oversight for these
employees.
If I were to interview the people who have reported to you in the past, how would they
describe your management style?
If I were to interview your reporting staff members, how would they describe your
strengths and weaknesses as a manager and supervisor?
Give me an example, from your past work experiences, about a time when you had an
underperforming employee reporting to you. How did you address the situation? Did the
employee’s performance improve? If not, what did you do next?
Describe the work environment or culture and its management style in which you have
experienced the most success.
Tell me about a time when you had a reporting employee who performed very well. The
employee exceeded goals and sought more responsibility. Describe how you handled this
situation day-to-day and over time.
What factors are crucial within an organization and must be present for you to work most
effectively?
When you have entered a new workplace in the past, as a manager or supervisor, describe
how you have gone about meeting and developing relationships with your new
coworkers, supervisors, and reporting staff.
As a manager or supervisor, one of your jobs is to provide direction and leadership for a
work unit. Describe how you have accomplished this in the past.
These tips about how to assess your candidate’s management interview question answers will
assist you to select the best management employees for your organization. Do keep reading to
see how to approach your candidate’s answers.
Looking for basic information about Human Resources employment? Want to know what the
Human Resources Department does? Thinking about a career in Human Resources? Are you
interested in what Human Resources employees do and what their job titles mean? Looking for
Human Resources employment? Is a job in Human Resources your dream? Here are all the
basics, the fundamentals about Human Resources employment that you want and need to know.
Jacob Wackerhausen
What is Human Resources? Want to know about Human Resources? Are you interested in
understanding Human Resources as a function in an organization and potentially working in
Human Resources employment? Need all of the basic information about Human Resources
management, job functions, and the role of Human Resources and several HR functions, and the
HR department within a company? You've found the basics here.
Human Resources Generalists, Managers, and Directors, depending on the size of the
organization, may have overlapping responsibilities. In larger organizations, the Human
Resources Generalist, the Manager, and the Director have clearly defined, separated roles in HR
management with progressively more authority and responsibility in the hands of the Manager,
the Director, and ultimately, the Vice President who may lead several departments including
administration.
HR directors, and occasionally HR managers, may head up several different departments that are
each led by functional or specialized HR staff such as the training manager, the compensation
manager, or the recruiting manager.
Human Resources staff members are advocates for both the company and the people who work
in the company. Consequently, a good HR professional performs a constant balancing act to
meet both needs successfully.
The role of the HR professional is changing. In the past, HR managers were often viewed as the
systematizing, policing arm of executive management. Their role was more closely aligned with
personnel and administration functions that were viewed by the organization as paperwork.
When you consider that the initial HR function, in many companies, comes out of the
administration or finance department because hiring employees, paying employees, and dealing
with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well, but was frequently viewed as a
road block by much of the rest of the organization. While some need for this role occasionally
remains — you wouldn’t want every manager putting his own spin on a sexual harassment
policy, as an example — much of the HR role is transforming itself.
New HR Role
The role of the HR manager must parallel the needs of his or her changing organization.
Successful organizations are becoming more adaptable, resilient, quick to change direction, and
customer-centered.
Within this environment, the HR professional, who is considered necessary by line managers, is
a strategic partner, an employee sponsor or advocate and a change mentor. At the same time,
especially the HR Generalist, still has responsibility for employee benefits administration, often
payroll, and employee paperwork, especially in the absence of an HR Assistant.
Depending on the size of the organization, the HR manager has responsibility for all of the
functions that deal with the needs and activities of the organization's people including these areas
of responsibility.
Recruiting
Hiring
Training
Organization Development
Communication
Performance Management
Coaching
Policy Recommendation
Salary and Benefits
Team Building
Employee Relations
Leadership
With all of this in mind, in Human Resource Champions, Dave Ulrich, one of the best thinkers
and writers in the HR field today, and a professor at the University of Michigan, recommends
three additional roles for the HR manager.
In today’s organizations, to guarantee their viability and ability to contribute, HR managers need
to think of themselves as strategic partners. In this role, the HR person contributes to the
development of and the accomplishment of the organization-wide business plan and objectives.
The HR business objectives are established to support the attainment of the overall strategic
business plan and objectives. The tactical HR representative is deeply knowledgeable about the
design of work systems in which people succeed and contribute. This strategic partnership
impacts HR services such as the design of work positions; hiring; reward, recognition and
strategic pay; performance development and appraisal systems; career and succession planning;
and employee development.
To be successful business partners, the HR staff members have to think like business people,
know finance and accounting, and be accountable and responsible for cost reductions and the
measurement of all HR programs and processes. It's not enough to ask for a seat at the executive
table; HR people will have to prove they have the business savvy necessary to sit there.
The constant evaluation of the effectiveness of the organization results in the need for the HR
professional to frequently champion change. Both knowledge about and the ability to execute
successful change strategies make the HR professional exceptionally valued.
Knowing how to link change to the strategic needs of the organization will minimize employee
dissatisfaction and resistance to change.
Want to recruit and hire a superior workforce? This checklist for hiring employees will help you
systematize your process for hiring employees, whether it's your first employee or one of many
employees you are hiring. This hiring employees checklist helps you keep track of your
recruiting efforts. This hiring employees checklist communicates both the recruiting and the
hiring process and progress in recruiting to the hiring manager. Your feedback and comments are
welcome to improve this checklist for hiring employees.