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How to Land a Top-Paying Construction Managers Job: Your Complete Guide to Opportunities, Resumes and Cover Letters, Interviews, Salaries, Promotions, What to Expect From Recruiters and More!

How to Land a Top-Paying Construction Managers Job: Your Complete Guide to Opportunities, Resumes and Cover Letters, Interviews, Salaries, Promotions, What to Expect From Recruiters and More!


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Published by Emereo Publishing

A comprehensive roadmap to finding, evaluating, qualifying for and achieving Construction Management career success, including theoretical and practical guidance from a range of expert sources, and strategic processes from an HR Manager's 'inside' perspective. For the first time, a book exists that compiles all the information candidates need to apply for their first Construction Management job, or to apply for a better role within this chosen field. What you'll find especially helpful are the worksheets - it's so much easier to compile your written work experience using these outlines. It ensures that the narrative will follow a logical structure and reminds you not to leave out the most important points. With this book, you'll be able to revise your application into a much stronger document, be much better prepared and a step ahead for the next opportunity. The book comes filled with useful cheat sheets. It helps you get your career organized in a tidy, presentable fashion. It also will inspire you to produce some attention-grabbing cover letters that convey your skills persuasively and attractively in your application packets. After studying it, too, you'll be prepared for interviews, or you will be after you have conducted the practice sessions where someone sits and asks you potential questions. It makes you think on your feet! This book makes a world of difference in helping you stay away from vague and long-winded answers and you will be finally able to connect with prospective employers, including the one that will actually hire you. This book successfully challenges conventional job search wisdom and doesn't load you with useful but obvious suggestions ("don't forget to wear a nice suit to your interview," for example). Instead, it deliberately challenges conventional job search wisdom, and in so doing, offers radical but inspired suggestions for success. Think that "companies approach hiring with common sense, logic, and good business acumen and consistency?" Think that "the most qualified candidate gets the job?" Think again! Time and again it is proven that finding a job is a highly subjective business filled with innumerable variables. The triumphant jobseeker is the one who not only recognizes these inconsistencies and but also uses them to his advantage. Not sure how to do this? Don't worry - this book guides the way. Highly recommended to any harried jobseeker, whether you want to work for the government or a company. You'll plan on using it again in your efforts to move up in the world for an even better position down the road. This book offers excellent, insightful advice for everyone from entry-level to senior professionals. None of the other such career guides compare with this one. It stands out because it: 1) explains how the people doing the hiring think, so that you can win them over on paper and then in your interview; 2) has an engaging, reader-friendly style; and 3) explains every step of the job-hunting process - from little-known ways for finding openings to getting ahead on the job. This book covers everything. Whether you are aiming to secure your first Construction Management role or move up within the field, you'll gain significantly from this professional resource. 9781921644368 Paperback 9781742440552 ePub

A comprehensive roadmap to finding, evaluating, qualifying for and achieving Construction Management career success, including theoretical and practical guidance from a range of expert sources, and strategic processes from an HR Manager's 'inside' perspective. For the first time, a book exists that compiles all the information candidates need to apply for their first Construction Management job, or to apply for a better role within this chosen field. What you'll find especially helpful are the worksheets - it's so much easier to compile your written work experience using these outlines. It ensures that the narrative will follow a logical structure and reminds you not to leave out the most important points. With this book, you'll be able to revise your application into a much stronger document, be much better prepared and a step ahead for the next opportunity. The book comes filled with useful cheat sheets. It helps you get your career organized in a tidy, presentable fashion. It also will inspire you to produce some attention-grabbing cover letters that convey your skills persuasively and attractively in your application packets. After studying it, too, you'll be prepared for interviews, or you will be after you have conducted the practice sessions where someone sits and asks you potential questions. It makes you think on your feet! This book makes a world of difference in helping you stay away from vague and long-winded answers and you will be finally able to connect with prospective employers, including the one that will actually hire you. This book successfully challenges conventional job search wisdom and doesn't load you with useful but obvious suggestions ("don't forget to wear a nice suit to your interview," for example). Instead, it deliberately challenges conventional job search wisdom, and in so doing, offers radical but inspired suggestions for success. Think that "companies approach hiring with common sense, logic, and good business acumen and consistency?" Think that "the most qualified candidate gets the job?" Think again! Time and again it is proven that finding a job is a highly subjective business filled with innumerable variables. The triumphant jobseeker is the one who not only recognizes these inconsistencies and but also uses them to his advantage. Not sure how to do this? Don't worry - this book guides the way. Highly recommended to any harried jobseeker, whether you want to work for the government or a company. You'll plan on using it again in your efforts to move up in the world for an even better position down the road. This book offers excellent, insightful advice for everyone from entry-level to senior professionals. None of the other such career guides compare with this one. It stands out because it: 1) explains how the people doing the hiring think, so that you can win them over on paper and then in your interview; 2) has an engaging, reader-friendly style; and 3) explains every step of the job-hunting process - from little-known ways for finding openings to getting ahead on the job. This book covers everything. Whether you are aiming to secure your first Construction Management role or move up within the field, you'll gain significantly from this professional resource. 9781921644368 Paperback 9781742440552 ePub

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Publish date: Jul 2009
Added to Scribd: Jul 07, 2009
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  • Construction Managers
  • Nature of the Work
  • Employment
  • Job Outlook
  • Projections Data
  • Earnings
  • Related Occupations
  • Sources of Additional Information
  • Where to Learn About Job Openings
  • Job Search Methods
  • Applying for a Job
  • Job Interview Tips
  • Evaluating a Job Offer

How to Land a Top-Paying Construction Managers Job:
Your Complete Guide to Opportunities, Resumes and Cover Letters, Interviews, Salaries, Promotions, What to Expect From Recruiters and More!

Notice of Rights: Copyright © Brad Andrews. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.

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... 9 Construction Managers ............ 19 Job Outlook .............. 38 Job Interview Tips ........................................ 27 FINDING AND APPLYING FOR CONSTRUCTION MANAGERS JOBS AND EVALUATING OFFERS 29 Where to Learn About Job Openings ...................................... 47 3 ..................... 5 CONSTRUCTION MANAGERS – THE LOWDOWN ..................................... 23 Earnings ........................... 44 Evaluating a Job Offer ................................. 9 Nature of the Work ..................................... 31 Applying for a Job ............................................ 26 Sources of Additional Information ..........................CONSTRUCTION MANAGERS TABLE OF CONTENTS INTRODUCTION.............................. 20 Projections Data .. 24 Related Occupations ........................................... and Advancement ............................ 14 Employment ................................ 10 Training.... 30 Job Search Methods ..................................................................... Other Qualifications.................


It also will inspire you to produce some attention-grabbing cover letters that convey your skills persuasively and attractively in your application packets. It makes you think on your feet! This book makes a world of difference in helping you stay away from vague and longwinded answers and you will be finally able to 5 . presentable fashion. It ensures that the narrative will follow a logical structure and reminds you not to leave out the most important points. too. you'll be prepared for interviews. What you'll find especially helpful are the worksheets. It is so much easier to write about a work experience using these outlines. After studying it. or to apply for a better job. The book comes filled with useful cheat sheets. be much better prepared and a step ahead for the next opportunity. or you will be after you conducted the practice sessions where someone sits and asks you potential questions. With this book. a book exists that compiles all the information candidates need to apply for their first Construction Managers job. It helps you get your career organized in a tidy.CONSTRUCTION MANAGERS INTRODUCTION For the first time. you'll be able to revise your application into a much stronger document.

Not sure how to do this? Don't worry-How to Land a Top-Paying Construction Managers Job guides the way. logic. and in so doing. including the one that will actually hire you. This book offers excellent.CONSTRUCTION MANAGERS connect with prospective employers. insightful advice for everyone from entry-level to senior 6 . offers radical but inspired suggestions for success. and good business acumen and consistency?" Think that "the most qualified candidate gets the job?" Think again! Time and again it is proven that finding a job is a highly subjective business filled with innumerable variables." for example). Highly recommended to any harried Construction Managers jobseeker. This book successfully challenges conventional job search wisdom and doesn't load you with useful but obvious suggestions ("don't forget to wear a nice suit to your interview. whether you want to work for the government or a company. The triumphant jobseeker is the one who not only recognizes these inconsistencies and but also uses them to his advantage. it deliberately challenges conventional job search wisdom. Instead. You'll plan on using it again in your efforts to move up in the world for an even better position down the road. Think that "companies approach hiring with common sense.

reader-friendly style.CONSTRUCTION MANAGERS professionals. It stands out because it: 1) explains how the people doing the hiring think. 7 . None of the other such career guides compare with this one. This book covers everything. so that you can win them over on paper and then in your interview. 2) has an engaging. get this book. Whether you are trying to get your first Construction Managers job or move up in the system.from little-known ways for finding openings to getting ahead on the job. 3) explains every step of the job-hunting process .

evaluating. . Promotions.Also from Emereo Publishing: How to Land a Top-Paying Engineers Job: Your Complete Guide to Opportunities. Salaries. qualifying for and achieving Engineering career success. Interviews. and strategic processes from an HR Manager's ‘inside’ perspective. including theoretical and practical guidance from a range of expert sources. What to Expect From Recruiters and More! A comprehensive roadmap to finding. Resumes and Cover Letters.

bad weather.CONSTRUCTION MANAGERS CONSTRUCTION MANAGERS – THE LOWDOWN Construction Managers          Nature of the Work Training.    9 . Although certification is not required. and Advancement Employment Job Outlook Projections Data Earnings OES Data Related Occupations Sources of Additional Information Significant Points  Construction managers must be available—often 24 hours a day—to deal with delays. or civil engineering. Other Qualifications. or emergencies at the jobsite. Employers prefer jobseekers that combine construction industry work experience with a bachelor’s degree in construction science. Excellent job opportunities are expected. construction management. there is a growing movement toward certification of construction managers.

and coordinate a wide variety of construction projects. These managers coordinate and supervise the construction process from the conceptual development stage through final construction. roads. hiring. direct. constructors. including the selection. developer. or may work under contract or as a salaried employee of the property owner. Construction managers may oversee an entire project or just part of one. or general contractors. wastewater treatment plants. construction supervisors. They are often called project managers. commercial. and oversight of specialty trade contractors. project engineers. Construction managers are salaried or selfemployed managers who oversee construction supervisors and workers. including the building of all types of residential. and industrial structures.CONSTRUCTION MANAGERS Nature of the Work Construction managers plan. construction superintendents. and schools and hospitals. bridges. program managers. They schedule and coordinate all design and construction processes. or contracting firm overseeing the construction project. They often work with 10 . Construction managers may be owners or salaried employees of a construction management or contracting firm. but they usually do not do any actual construction of the structure. making sure that the project gets done on time and within budget.

and implementation of those designs. are often too complicated for one person to manage. Construction managers may be in charge of one or more of these activities. and building systems. Given the designs for buildings. engineers. and others who are involved in the construction process. architects. Construction managers determine the best way to get materials to the building site and the most cost-effective plan and schedule for completing the project. budgeting the time required to meet established deadlines. These projects are divided into many segments: site preparation. walls. scheduling. 11 . including fire-protection. bridges. They divide all required construction site activities into logical steps.CONSTRUCTION MANAGERS owners. roads. Large construction projects. construction managers oversee the planning. This may require sophisticated estimating and scheduling techniques and use of computers with specialized software. plumbing. and roofs. electrical. air-conditioning. sewage systems. such as an office building or industrial complex. and heating. building construction. including excavation and laying of foundations and erection of the structural framework. floors. or other projects. landscaping and road construction. including land clearing and earth moving.

Construction managers determine the labor requirements and. and equipment.CONSTRUCTION MANAGERS They also oversee the selection of general contractors and trade contractors to complete specific pieces of the project—which could include everything from structural metalworking and plumbing to painting and carpet installation. Construction managers direct and monitor the progress of construction activities. direct or monitor compliance with building and safety codes. Managers may travel extensively when the construction site is not close to their 12 . and requirements set by the project’s insurers. supervise or monitor the hiring and dismissal of workers. and the quality of construction. depending upon the contractual arrangements. They oversee the delivery and use of materials. They oversee the performance of all trade contractors and are responsible for ensuring that all work is completed on schedule. construction managers monitor the overall construction project. in some cases. other regulations. Decisions regarding daily construction activities generally are made at the jobsite. tools. Work environment. They are responsible for obtaining all necessary permits and licenses and. worker productivity and safety. Working out of a main office or out of a field office at the construction site. sometimes through construction supervisors or other construction managers.

or emergencies at the site. construction managers must be careful while performing onsite services. Although the work usually is not considered inherently dangerous. construction managers deal with delays.CONSTRUCTION MANAGERS main office or when they are responsible for activities at two or more sites. especially if there are delays. 13 . Most work more than a standard 40-hour week because construction may proceed around-the-clock. the effects of bad weather. Management of overseas construction projects usually entails temporary residence in another country. Often "on call" 24 hours a day. They may need to work this type of schedule for days or weeks to meet special project deadlines.

specifications. construction management. masons. plumbers. or electricians. plus work experience. plans. and regulations. construction managers must understand contracts.CONSTRUCTION MANAGERS Training. and Advancement Employers increasingly prefer to hire construction managers with a bachelor’s degree in construction science. For construction manager jobs. employers increasingly prefer to hire individuals who have a bachelor’s degree in construction science. employers are 14 . building science. However. construction management. for example—or after having worked as construction supervisors or as owners of independent specialty contracting firms. a job in the construction trades. In addition to having education and experience. or civil engineering. people advanced to construction management positions after having substantial experience as construction craft workers—carpenters. Practical construction experience is very important. Other Qualifications. a cooperative education program. although it is also possible for experienced construction workers to move up to become construction managers. Traditionally. as construction processes become increasingly complex. whether gained through an internship. or another job in the industry. Education and training. building science. or civil engineering.

contract administration. often after acquiring substantial experience on construction projects. About 105 colleges and universities offer bachelor’s degree programs in construction science. for example—also enter construction management. mathematics. accounting. value analysis. safety. site planning. Master’s degree recipients. construction materials.CONSTRUCTION MANAGERS placing more importance on specialized education after high school. scheduling. About 60 colleges and universities offer a master’s degree program in construction management or construction science. building codes and standards. typically become construction managers in very large construction or construction management companies. and construction engineering. Often. An increasing number of graduates in related fields—engineering or architecture. building science. These programs include courses in project control and development. statistics. field engineers. engineering and architectural sciences. cost estimating. individuals who hold a 15 . or cost estimators. and information technology. construction methods. especially those with work experience in construction. schedulers. design. inspection procedures. Graduates from 4-year degree programs usually are hired as assistants to project managers. business and financial management.

Some construction managers obtain a master’s degree in business administration or finance to further their career prospects. particularly when faced with unexpected occurrences or delays. Construction managers should be flexible and work effectively in a fast-paced environment. The ability to coordinate several major activities at once. and other construction drawings. scheduling. A number of 2-year colleges throughout the country offer construction management or construction technology programs. Familiarity with computers and software programs for job costing. while analyzing and resolving specific problems. Other qualifications. Doctoral degree recipients usually become college professors or conduct research. and estimating also is important. Many individuals also attend training and educational programs sponsored by industry associations. architectural. online collaboration. as is an understanding of engineering. They should be decisive and work well under pressure. often in collaboration with postsecondary institutions.CONSTRUCTION MANAGERS bachelor’s degree in an unrelated field seek a master’s degree in construction management or construction science to work in the construction industry. is essential. 16 .

and designers. other managers. Both the American Institute of Constructors and the Construction Management Association of America have established voluntary certification programs for construction managers. The ability to converse fluently in Spanish is increasingly an asset because Spanish is the first language of many workers in the construction industry. and craft workers. Certification and advancement. supervisors. Although certification is not required to work in the construction industry. There is a growing movement toward certification of construction managers. as are leadership skills. The Construction Management Association of America awards the Certified Construction Manager (CCM) designation to workers who have the required experience and 17 . it can be valuable because it provides evidence of competence and experience. The American Institute of Constructors awards the Associate Constructor (AC) and Certified Professional Constructor (CPC) designations to candidates who meet its requirements and pass the appropriate construction examinations. Managers must be able to establish a good working relationship with many different people. including owners.CONSTRUCTION MANAGERS Good oral and written communication skills also are important. Requirements combine written examinations with verification of education and professional experience.

legal issues.CONSTRUCTION MANAGERS who pass a technical examination. allocation of risk. specialty contracting. some serve as expert witnesses in court or as arbitrators in disputes. Applicants for this designation also must complete a selfstudy course that covers the professional role of a construction manager. Within large firms. Highly experienced individuals may become independent consultants. and other topics related to construction management. Advancement opportunities for construction managers vary depending upon an individual’s performance and the size and type of company for which they work. managers may eventually become top-level managers or executives. Those with the required capital may establish their own construction management services. or general contracting firm. 18 .

engineering. Others were employed by architectural. plumbing. About 57 percent were selfemployed. and related services firms and by local governments.CONSTRUCTION MANAGERS Employment Construction managers held 487. and 9 percent in nonresidential building construction. air-conditioning. and electrical contractors—9 percent in residential building construction. many as owners of general or specialty trade construction firms. Most salaried construction managers were employed in the construction industry.000 jobs in last year. heating. 13 percent by specialty trade contractor businesses—for example. 19 .

Employment change. energy efficiency. and other structures that require construction managers. excellent job opportunities will exist as the number of job openings exceeds the number of qualified applicants. faster than the average for all occupations. Sophisticated technology and the proliferation of laws setting standards for buildings and construction materials. office buildings. More construction managers will be needed as the level of construction activity continues to grow. Employment of construction managers is projected to increase by 16 percent during the last year-16 decade. and the potential for adverse litigation have further complicated the construction process. Additionally. restaurants. schools. worker safety. environmental protection. Advances in building materials and construction methods. the need to replace portions of the Nation’s infrastructure.CONSTRUCTION MANAGERS Job Outlook Faster than average employment growth is expected. hospitals. shopping malls. Population and business growth will result in more construction of residential homes. and the growing number of 20 . The increasing complexity of construction projects will also boost demand for specialized management-level personnel within the construction industry.

A substantial number of seasoned managers are also expected to retire over the next decade. likely resulting in a large number of openings. architectural and engineering services. The construction industry often does not attract sufficient numbers of qualified job seekers because working conditions are considered poor. Prospects for individuals seeking construction manager jobs in construction management. Job prospects. or civil engineering plus practical 21 . Excellent employment opportunities for construction managers are expected through 2016 because the number of job openings will exceed the number of qualified individuals seeking to enter the occupation. construction management. many additional openings should result annually from the need to replace workers who transfer to other occupations or leave the labor force for other reasons. and construction contracting firms should be best for people who have a bachelor’s or higher degree in construction science. This situation is expected to continue even as college construction management programs expand to meet the current high demand for graduates. In addition to job openings arising from employment growth.CONSTRUCTION MANAGERS multipurpose buildings and energy-efficient structures will further add to the demand for more construction managers.

is sensitive to the fluctuations of the economy. 22 . like that of many other construction workers. internships. On the other hand. Employment of construction managers. Employers will increasingly prefer applicants with college degrees. and a strong background in building technology.CONSTRUCTION MANAGERS experience working in construction. Construction managers will also have many opportunities to start their own firms. Workers in these trades may experience periods of unemployment when the overall level of construction falls. shortages of these workers may occur in some areas during peak periods of building activity.

See the discussion of the employment projections table in the Handbook introductory chapter on Occupational Information Included in the Handbook.000 16 Projected Occupational SOC Employment.000 564. 23 .CONSTRUCTION MANAGERS Projections Data Change. employment.000 NOTE: Data in this table are rounded. title Code last year 2016 11Construction 9021 managers 487. last year-16 Number Percent 77.

CONSTRUCTION MANAGERS Earnings Earnings of salaried construction managers and self-employed independent construction contractors vary depending upon the size and nature of the construction project, its geographic location, and economic conditions. In addition to typical benefits, many salaried construction managers receive bonuses and use of company motor vehicles. Median annual earnings of wage and salary construction managers in May last year were $73,700. The middle 50 percent earned between $56,090 and $98,350. The lowest paid 10 percent earned less than $43,210, and the highest paid 10 percent earned more than $135,780. Median annual earnings in the industries employing the largest numbers of construction managers were as follows: Building equipment contractors $75,200 Electrical contractors 74,380 Nonresidential building construction 74,080 Foundation, structure, and building 71,640 exterior contractors Residential building construction 69,400 The earnings of self-employed workers are not included in these numbers. According to a July 2007 salary survey by the National Association of Colleges and 24

CONSTRUCTION MANAGERS Employers, people with a bachelor’s degree in construction science/management received job offers averaging $46,930 a year.


CONSTRUCTION MANAGERS Related Occupations Construction managers participate in the conceptual development of a construction project and oversee its organization, scheduling, and implementation. Other workers who perform similar functions include architects, except landscape and naval; civil engineers; cost estimators; landscape architects; and engineering and natural sciences managers.


VA 22314. Box 141104..org For information about construction management and construction manager certification.acce-hq. VA 22102. TX 78232. 1717 North Loop 1604 E. McLean. 717 Princess St.nccer.org 27 . San Antonio. contact:  American Institute of Constructors. Internet: http://www. Suite 320.org Information on accredited construction science and management educational programs and accreditation requirements is available from:  American Council for Construction Education. Gainesville.org  National Center for Construction Education and Research.aicnet. Alexandria. Internet: http://www.. FL 32614.CONSTRUCTION MANAGERS Sources of Additional Information For information about constructor certification. Suite 540. 7918 Jones Branch Dr. Internet: http://www. contact:  Construction Management Association of America.O. Internet: http://www.cmaanet. P.


but knowing more about job search methods and application techniques can increase your chances of success. And knowing how to judge the job offers you receive makes it more likely that you will end up with the best possible job.CONSTRUCTION MANAGERS FINDING AND APPLYING FOR CONSTRUCTION MANAGERS JOBS AND EVALUATING OFFERS Finding—and getting—a job you want can be a challenging process.      Where to learn About Job Openings Job Search Methods Applying for a Job Job Interview Tips Evaluating a Job Offer 29 .

CONSTRUCTION MANAGERS Where to Learn About Job Openings     Personal contacts School career planning and placement offices Employers Classified ads: i. Trade magazines Internet resources Professional associations Labor unions State employment service offices Federal Government Community agencies Private employment agencies and career consultants Internships         30 . National and local newspapers ii. Professional journals iii.

community. 31 . Some invite recruiters to use their facilities for interviews or career fairs. former coworkers. teachers. or professional organizations. Some have career resource libraries. But you can speed the process by using many methods to find job openings. host workshops on job search strategy. Be sure to tell people that you are looking for a job because the people you know may be some of the most effective resources for your search. letter writing. join student. People get them by talking to friends. critique drafts of resumes. neighbors. career testing. To develop new contacts. and job search advice. Personal contacts. They also may have lists of open jobs. and others who know of an opening. Data from the Bureau of Labor Statistics suggest that people who use many job search methods find jobs faster than people who use only one or two. Many jobs are never advertised. School career planning and placement offices. family. High school and college placement offices help their students and alumni find jobs.CONSTRUCTION MANAGERS Job Search Methods Finding a job can take months of time and effort. acquaintances. and effective interviewing. Most also offer career counseling. resume writing.

and sponsor job fairs. and they can keep you in mind if a position opens up. Through library and Internet research. 32 . Even if no open positions are posted. Directly contacting employers is one of the most successful means of job hunting.CONSTRUCTION MANAGERS conduct mock interviews. Ask them how they got started. The "Help Wanted" ads in newspapers and the Internet list numerous jobs. they may be able to put you in contact with other people who might hire you. Consider asking for an informational interview with people working in the career you want to learn more. Then call these employers and check their Web sites for job openings. and what type of personality succeeds in that position. Web sites and business directories can tell you how to apply for a position or whom to contact. In addition to giving you career information. Classified ads. Employers. and many people find work by responding to these ads. keep the following in mind:  Follow all leads to find a job. do not hesitate to contact the employer: You never know when a job might become available. But when using classified ads. what type of qualifications are necessary for the job. develop a list of potential employers in your desired career field. what they like and dislike about the work. do not rely solely on the classifieds.

Some relate to a specific type of work. including the specific skills. particularly the Sunday edition. Also look for the sites of related professional associations. educational background. Read the ads every day. To find good prospects.CONSTRUCTION MANAGERS  Answer ads promptly. Use forums specific to your profession or to career-related topics to post questions or messages and to read about the job searches or career experiences of other people.   Internet resources. and personal qualifications required for the position. 33 . others are general. Keep a record of all ads to which you have responded. begin with an Internet search using keywords related to the job you want. even before the ad stops appearing in the paper. also called message boards. because openings may be filled quickly. These are online discussion groups where anyone may post and read messages. The Internet includes many job hunting Web sites with job listings. Also consider checking Internet forums. others are local. which usually includes the most listings. Some job boards provide National listings of all kinds.

educational programs. Labor unions provide various employment services to members and potential members. job listings. To find the office nearest you. State employment service offices. Many professions have associations that offer employment information. associations usually require that you be a member. Local offices. information can be obtained directly from an association through the Internet. Contact the appropriate labor union or State apprenticeship council for more information. To use these services. Professional associations. or by mail. including career planning. look in the State government telephone listings under "Job Service" or "Employment." 34 . including apprenticeship programs that teach a specific trade or skill. by telephone. found nationwide. remember that job listings may be posted by field or discipline. The State employment service. Labor unions. operates in coordination with the U. Many Web sites allow job seekers to post their resumes online for free.CONSTRUCTION MANAGERS In online job databases. so begin your search using keywords.S. help job seekers to find jobs and help employers to find qualified workers at no cost to either. and job placement. sometimes called the Job Service. Department of Labor’s Employment and Training Administration.

CONSTRUCTION MANAGERS Job matching and referral. If you are a veteran. Educational and career services and referrals are provided to employers and job seekers. increase their employment and earnings potential. Services for special groups. and youth. After you are job ready. These programs help to prepare people to participate in the State's workforce. an interviewer will determine if you are "job ready" or if you need help from counseling and testing services to assess your occupational aptitudes and interests and to help you choose and prepare for a career. Information on obtaining a position with the Federal Government is 35 . and reduce their dependency on welfare. including adults. veterans are entitled to priority job placement at State employment service centers. dislocated workers. A staff member can then describe the job openings in detail and arrange for interviews with prospective employers. Federal Government. improve their educational and occupational skills. By law. State employment service offices also refer people to opportunities available under the Workforce Investment Act (WIA) of 1998. At the State employment service office. you may examine available job listings and select openings that interest you. a veterans’ employment representative can inform you of available assistance and help you to deal with problems.

You or the hiring company will pay the fee. This resource for locating and applying for job opportunities can be accessed through the Internet at http://www. But these agencies may charge for their services. offer counseling. Find out the exact cost and who is responsible for paying associated fees before using the service. These numbers are not toll free. Private employment agencies and career consultants. Private agencies can save you time and they will contact employers who otherwise might be difficult to locate. minorities. Most operate on a commission basis. Office of Personnel Management (OPM) through USAJOBS. 36 . When determining if the service is worth the cost. career development.opm. and job placement services. or older workers.gov or through an interactive voice response telephone system at (703) 724-1850 or TDD (978) 461-8404. Many nonprofit organizations. charging a percentage of the first-year salary paid to a successful applicant. such as women.usajobs. including religious institutions and vocational rehabilitation agencies. Community agencies. the Federal Government’s official employment information system. youths. generally targeted to a particular group. consider any guarantees that the agency offers. and charges may result. ex-offenders.CONSTRUCTION MANAGERS available from the U.S.

and company and association Web sites. Some internships and long-term volunteer positions come with stipends and all provide experience and the chance to meet employers and other good networking contacts. 37 . career centers. Look for internships and volunteer opportunities on job boards. but also check community service organizations and volunteer opportunity databases.CONSTRUCTION MANAGERS Internships. Many people find jobs with business and organizations with whom they have interned or volunteered.

You will almost always need to complete resumes or application forms and cover letters. e-mail address (if you have one you check often). Resumes and application forms both include the same information. and skills that most closely fit the job you want. gather the following facts:  Contact information. Resumes and application forms. Gathering information. which describes your best skills and experience in just a few lines. Later. education. accomplishments. Type of work or specific job you are seeking or a qualifications summary. Do this by highlighting the experience. including your name. the next step is to apply for them. you will probably need to go on interviews to meet with employers face to face. As a first step. and telephone number. mailing address.  38 . Resumes and application forms give employers written evidence of your qualifications and skills. The goal of these documents is to prove—as clearly and directly as possible—how your qualifications match the job’s requirements.CONSTRUCTION MANAGERS Applying for a Job After you have found some jobs that interest you.

or and membership in organizations in a separate section. For each job. References. coworkers. proficiency in foreign languages. and major subject or subjects studied. for example. and dates of employment. Also consider listing courses and awards that might be relevant to the position. In a resume. including school name and its city and State. highest grade completed or diploma or degree awarded. Good references could be former employers. You might list computer skills. write. "Supervised 10 children" instead of writing "I supervised 10 children. You will be asked to provide 39    .CONSTRUCTION MANAGERS  Education. paid and volunteer. Be ready to provide references if requested." Special skills. achievements. Briefly describe your job duties and major accomplishments. name and location of employer. Include a grade point average if you think it would help in getting the job. use phrases instead of sentences to describe your work. include the job title. or teachers or anyone else who can describe your abilities and job-related traits. months and years of attendance. Experience.

But make sure you fill it out completely and follow all instructions. If possible. for instance. Throughout the application or resume. using some of the same words and phrases to describe your work and education. or received three letters of appreciation from customers.CONSTRUCTION MANAGERS contact information for the people you choose. there are many ways of organizing the information you want to include. In an application form. After gathering the information you want to present. focus on accomplishments that relate most closely to the job you want. Most applicants list their past jobs in reverse chronological order. Do not omit any requested information. the format is set. in case you make a mistake and have to start over. Just fill in the blanks. have someone else look over the form before submitting it. When describing your work experience. Choosing a format. In a resume. You can even use the job announcement as a guide. Consider making a copy of the form before filling it out. 40 . the next step is to put it in the proper format. Look for concrete examples that show your skills. finished a task in half the usual time. but the most important information should usually come first. you might say that you increased sales by 10 percent.

personal characteristics. keep your resume short. Before submitting your resume. make sure that it is easy to read. Keep in mind that many employers scan resumes into databases. which they then search for specific keywords or phrases. The keywords are usually nouns referring to experience. Whatever format you choose. ask at least two people to proofread the resume for spelling and other errors and make sure you use your computer’s spell checker. Many experts recommend that new workers use a one-page resume. employers. organizing their work experience under headings that describe their major skills. But some applicants use a functional format. Identify keywords by 41 . They then include a brief work history section that lists only job titles. Still other applicants choose a format that combines these two approaches in some way. and dates of employment. education. or industry buzz words.CONSTRUCTION MANAGERS describing their most recent employment first and working backward. Are the headings clear and consistently formatted with bold or some other style of type? Is the type face large enough? Then. Avoid long blocks of text and italicized material. Consider using bullets to highlight duties or key accomplishments. Choose the style that best showcases your skills and experience.

Cover letters. with a note on each marking its purpose. and usually should include the following information:     42 Name and address of the specific person to whom the letter is addressed. Your cover letter should capture the employer’s attention. It is also a good idea to send a traditionally formatted resume along with your scannable resume. and you have the option. italics. If you must submit a paper resume. follow a business letter format. Reason for your interest in the company or position. make it scannable by using a simple font and avoiding underlines. . if the job description includes customer service tasks. use the words "customer service" on your resume. most people include a cover letter to introduce themselves to the prospective employer. and graphics. So. Most cover letters are no more than three short paragraphs. Scanners sometimes misread paper resumes. which could mean some of your keywords don’t get into the database. Your main qualifications for the position. if you know that your resume will be scanned. For example.CONSTRUCTION MANAGERS reading the job description and qualifications in the job ad. e-mail an electronic version. When sending a resume. use these same words in your resume. Request for an interview.

it may be helpful to look for examples on the Internet or in books at your local library or bookstore. 43 . which avoids graphics. If you send a scannable resume. As with your resume.CONSTRUCTION MANAGERS  Your home and work telephone numbers. italics. and underlines. you should also include a scannable cover letter. but be sure not to copy letters directly from other sources. fancy fonts.

. Be ready to answer broad questions. The following information provides some helpful hints. Preparation:      Learn about the organization. Dress appropriately. so it pays to be well prepared. Do not chew gum or smoke. showing how it relates it the job.CONSTRUCTION MANAGERS Job Interview Tips An interview gives you the opportunity to showcase your qualifications to an employer. Review your qualifications for the job. Be ready to briefly describe your experience. such as "Why should I hire you?" "Why do you want this job?" "What are your strengths and weaknesses?" Practice an interview with a friend or relative. The interview:  44 Be early.  Personal appearance:    Be well groomed. Have a specific job or jobs in mind.

Resume or application. Also avoid asking questions about salary and benefits unless a job offer is made.    Information to bring to an interview:    Social Security card. Use body language to show interest—use eye contact and don’t slouch. Government-issued identification (driver’s license). Send a short thank you note. Ask questions about the position and the organization. Use proper English—avoid slang. but avoid questions whose answers can easily be found on the company Web site. Use good manners with everyone you meet. Thank the interviewer when you leave and shake hands. Although not all employers require a resume. Be cooperative and enthusiastic.CONSTRUCTION MANAGERS        Learn the name of your interviewer and greet him or her with a firm handshake. you should be able to furnish the interviewer information 45 . Relax and answer each question concisely.

CONSTRUCTION MANAGERS about your education. Employers may require an official copy of transcripts to verify grades. Employers typically require three references. Try to avoid using relatives as references. and highest grade completed or degree awarded. training. References. Transcripts.   46 . Make sure that they will give you a good reference. coursework. and previous employment. Get permission before using anyone as a reference. dates of attendance.

most organizations will give you a few days to accept or reject an offer. Fortunately. and financial status. you must decide if you want the job. There are many issues to consider when assessing a job offer. on its Internet site or by telephoning its public relations office. products or services. A public company’s annual report to the stockholders tells about its corporate philosophy. goals. particularly a large organization. size. financial condition. and recruitment brochures also 47 . and location. The organization.CONSTRUCTION MANAGERS Evaluating a Job Offer Once you receive a job offer. Background information on an organization can help you to decide whether it is a good place for you to work. Will the organization be a good place to work? Will the job be interesting? Are there opportunities for advancement? Is the salary fair? Does the employer offer good benefits? Now is the time to ask the potential employer about these issues—and to do some checking on your own. age. history. Press releases. You generally can get background information on an organization. Factors to consider include the organization’s business or activity. Most government agencies can furnish reports that describe their programs and missions. company newsletters or magazines.

and plans for the future. Some directories widely available in libraries either in print or as online databases include:      Dun & Bradstreet’s Million Dollar Directory Standard and Poor’s Register of Corporations Mergent’s Industrial Review (formerly Moody’s Industrial Manual) Thomas Register of American Manufacturers Ward’s Business Directory Stories about an organization in magazines and newspapers can tell a great deal about its successes. Background information on the organization may be available at your public or school library. speak to current or former employees of the organization. and number of employees. failures. products and services. You can identify articles on a company by looking under its name in periodical or computerized indexes in libraries. or by using one of the Internet’s search engines. check the library for reference directories that may provide basic facts about the company. 48 . If you cannot get an annual report.CONSTRUCTION MANAGERS can be useful. However. such as earnings. If possible. Ask the organization for any other items that might interest a prospective employee.

are developed by the Bureau of Labor Statistics and revised every 2 years. economy. Ask a career center representative how to find out about a particular organization.  49 . online at www. (See the Career Guide to Industries.) Trade magazines also may include articles on the trends for specific industries.S. During your research consider the following questions:  Does the organization’s business or activity match your own interests and beliefs? It is easier to apply yourself to the work if you are enthusiastic about what the organization does. The library also may have government publications that present projections of growth for the industry in which the organization is classified.gov/oco/cg. covering the entire U.CONSTRUCTION MANAGERS it probably will not be useful to look back more than 2 or 3 years. Career centers at colleges and universities often have information on employers that is not available in libraries.bls. Long-term projections of employment and output for detailed industries.

it may be just as exciting and rewarding to work for a young firm that already has a foothold on success. Jobs in small firms may offer broader authority and responsibility. However. Large employers also may have more advanced technologies. Should you work for a relatively new organization or one that is well established? New businesses have a high failure rate. many jobs in large firms tend to be highly specialized. the 50 . a closer working relationship with top management. However. but for many people. the more you find out about the job before accepting or rejecting the offer. and better employee benefits than do small firms. The job. However. more managerial levels for advancement. you will be unhappy if you dislike the day-to-day work.CONSTRUCTION MANAGERS  How will the size of the organization affect you? Large firms generally offer a greater variety of training programs and career paths. Determining in advance whether you will like the work may be difficult. Even if everything else about the job is attractive. and a chance to clearly see your contribution to the success of the organization. the excitement of helping to create a company and the potential for sharing in its success more than offset the risk of job loss.

or holiday work. weekend. you need to consider the cost of living. 40 hours a week. Other jobs require night. you should consider the time and expense of commuting. Monday through Friday. Even if the job location is in your area. and the quality of educational and recreational facilities in that section of the country. during the day.CONSTRUCTION MANAGERS more likely you are to make the right choice. some 51 . Does the work match your interests and make good use of your skills? The duties and responsibilities of the job should be explained in enough detail to answer this question. the availability of housing and transportation. How important is the job to the company or organization? An explanation of where you fit in the organization and how you are supposed to contribute to its overall goals should give you an idea of the job’s importance. What will the hours be? Most jobs involve regular hours—for example. Consider the following questions: Where is the job located? If the job is in another section of the country. In addition.

Opportunities offered by employers. How long do most people who enter this job stay with the company? High turnover can mean dissatisfaction with the nature of the work or something else about the job. Consider the effect that the work hours will have on your personal life. how long does this usually take? When opportunities for advancement do arise. and prestige. The company should have a training plan for you. What valuable new skills does the company plan to teach you? The employer should give you some idea of promotion possibilities within the organization. responsibility. A good job offers you opportunities to learn new skills. A lack of opportunities can dampen interest in the work and result in frustration and boredom.CONSTRUCTION MANAGERS jobs routinely require overtime to meet deadlines or sales or production goals. and rise to positions of greater authority. will you compete with applicants from outside the company? Can you apply for jobs for which you qualify elsewhere 52 . increase your earnings. What is the next step on the career ladder? If you have to wait for a job to become vacant before you can be promoted. or to better serve customers.

you 53 .CONSTRUCTION MANAGERS within the organization. Check the library or your school’s career center for salary surveys such as those conducted by the National Association of Colleges and Employers or various professional associations. You also should learn the organization’s policy regarding overtime. information about earnings and benefits are usually included. which may be significantly higher in a large metropolitan area than in a smaller city. If you are considering the salary and benefits for a job in another geographic area. specifically tailored to your job offer and circumstances. You should also look for additional information. or acquaintances who recently were hired in similar jobs. Try to find family. or is mobility within the firm limited? Salaries and benefits. Depending on the job. or rural area. When an employer makes a job offer. If you choose to negotiate for higher pay and better benefits. make allowances for differences in the cost of living. Helpwanted ads in newspapers sometimes give salary ranges for similar positions. objective research will help you strengthen your case. friends. town. You will want to research to determine if the offer is fair. Ask your teachers and the staff in placement offices about starting pay for graduates with your qualifications.

54 . Your salary should be reviewed on a regular basis. Also take into account that the starting salary is just that—the start. How much can you expect to earn after 1. Find out how many hours you will be expected to work each week and whether you receive overtime pay or compensatory time off for working more than the specified number of hours in a week. 2. Benefits also can add a lot to your base pay. Find out exactly what the benefit package includes and how much of the cost you must bear. but they vary widely. many organizations do it every year.CONSTRUCTION MANAGERS may or may not be exempt from laws requiring the employer to compensate you for overtime. or 3 or more years? An employer cannot be specific about the amount of pay if it includes commissions and bonuses.

You will need or encounter a Great Process to Hire the Best. but people make the difference. giving you insight into the candidates experience. 55 . You will be able to use the materials shown here as an outstanding tool.CONSTRUCTION MANAGERS WHAT TO EXPECT FROM THE OTHER SIDE OF THE TABLE…HIRING THE BEST CONSTRUCTION MANAGERS This chapter is all about clarity of the total hiring process – for you. and growth allowing you to determine what they are capable of today and in the future. The process will allow you and your company to select the best candidates for key positions. Hiring the Best provides you with a process that reduces trial and error in recruiting a lot. This chapter guides you to how to perform a truly in-depth hiring process and interview for candidates. Hiring the Best makes it clear just how valuable it is to hire and work with the best. Computers and equipment are wonderful tools. your manager and your candidates. The mistakes you will avoid make the investment very valuable. but still ensures that you will be able to hire the best. performance history.

56 . use this Guide.CONSTRUCTION MANAGERS This will. in short. let you go from hoping your next hire works out to being confident your next hire will be a star. Before you make your next hire.

direct and specific. Asking a series of questions will help you in establishing the technical competencies. What will a person in this job have to do on a regular basis to succeed. observing the job being performed. Remember when developing your interview questions to keep the questions open-ended. What are the necessary competencies and skills the person will need in order to achieve the desired results of the position.CONSTRUCTION MANAGERS THE INTERVIEW AND SELECTION PROCESS A position description. How will a person hired for this job know he or she is succeeding. Base all the 57 . simple. Ask questions such as:    What would the ―perfect‖ candidate’s competencies and skills look like. and Why have people left this job in the past?   After you have analyzed the job and developed several technical competencies. and interviewing the previous and current holders of the job and the immediate supervisor will be helpful in determining the competencies required and the performance standard. list the top five most important technical competencies the candidate MUST have to succeed in the job.

Below is a sample Technical Competency Assessment Guide for use in determining the technical competencies and developing relevant interview questions. TECHNICAL COMPENTENCIES ASSESSMENT GUIDE Job Title: _____________________________________ A. Avoid questions that require overly specific knowledge.CONSTRUCTION MANAGERS questions on the job description and the top five technical competencies. (Answer questions and list competencies in the space. Analyze Technical Aspects of Job.)    What would the ―perfect‖ candidate’s competencies and skills look like? What will a person in this job have to do on a regular basis to succeed? What are the necessary competencies and skills the person will need in order to achieve the desired results of the position? How will a person hired for this job know he or she is succeeding?  58 .

Develop a Technical Question for Each of the Five Required Technical Competencies. direct and specific. Avoid questions that require a specific knowledge of your division. C. 4. List the top five most important technical competencies the candidate MUST have to succeed in the job.CONSTRUCTION MANAGERS  Why have people left this job in the past? B. 5.   59 . 2. Keep the questions open-ended.  Base all your questions on the job description and the technical competencies you listed above. 1. simple. 3.

We are experienced in determining if the candidate has the technical skills and abilities to perform the job. Identifying the customer service focused competencies needed to successfully perform the job and determining if the candidate possesses those competencies is critical. For example. Assessing customer service focused competencies during the interview process is something we may not be typically used to doing as managers. They also need some degree of friendliness for welcoming the public and some degree of extroversion. But in order to get the BEST candidate for the position. an individual working in a receptionist position will need to be flexible and unflappable in order to handle the pressure of multiple phone calls and simultaneous visitors. since most people calling an organization would like to be met by someone with enthusiasm. customer service focused 60 .CONSTRUCTION MANAGERS  Ask for assistance developing technical questions if you are not the technical expert. Step 2 Determine the Customer Service Focused Competencies of the Job A large percentage of employees who did not succeed in a position had the technical skills but did not have the customer service focused skills required for the job.

getting along with others.  What will a person in this job have to do on a regular basis to succeed. and being tolerant of stressful events. Depending on the specific job under consideration. To determine what customer service focused competencies are needed for the position. such as paying attention to detail. questions similar to those asked to determine the technical competencies should be answered:  What would the ―perfect‖ candidate’s customer service focused competencies look like. having leadership qualities. are examples of the skills critical to success on the job. and  Related to customer service reasons. 61 .CONSTRUCTION MANAGERS competencies need to be determined and assessed also.  How will a person hired for this job know he or she is meeting the customer service focused expectations. focus on the customer service focused competencies or behaviors that an individual needs to exhibit in order to succeed in this job.  What are the necessary customer service focused competencies the person will need in order to achieve the desired results of the position. being self-motivated. customer service focused characteristics. why have people left this job in the past? As you think about the job vacancy you need to fill.

The five descriptive elements of personality are Responsible. and well organized. precise. The ability to organize or schedule people. Likeable. and having a well developed sense of ethics and integrity. and self. and businesslike. They approach life as a series of 62 . Outgoing and Unflappable. persistent. Definitions: Responsible. Towards the end of this document. Characterized by high levels of responsibility and behaviors these employees are controlled. to develop realistic action plans while remaining sensitive to time constraints and resource availability. Descriptive words have been added to give you ideas and help you determine what behaviors are required for the position. scrupulous. These questions can be used to develop the examination portion of the recruiting announcement or they can be used in the interview process. tasks. Their behavior is consistent. highly systematic. and reliable. you will find a list of questions to correspond to each personality factor.CONSTRUCTION MANAGERS Below you will find five descriptive elements of personality to assist you in determining customer service focused competencies. Believable. and their work is purposeful. disciplined.

committed. quality-focused. compassionate. and kind. easygoing. Capable of eliciting belief or trust. empathetic. trustworthy. dependable. They appear to accept things as they are. easygoing. In the moderate to high range of likeability. empowering. Descriptors: detail-oriented. casual. we find people who are open. cautious. predictable and conventional. willing 63 . In the middle to low range of believable thinking. helpful. helpful. high-integrity. thoughtful. and are obviously friendly and caring people. Likeable. Descriptors: amicable. and understanding individuals. nurture others.CONSTRUCTION MANAGERS tasks to be accomplished and goals to be reached. we find sympathetic. responsible. They are capable of reasonable levels of professional and personal risk taking and are willing to work outside their ―comfort zone. exact. friendly. collaborative. Believable. disciplined. Describes a person’s ability to modify their behavioral style to respond to the needs of others while maintaining one’s own objectives and sense of dignity. supportive. willing to reexamine tenets and consider new ideas. compromising. They are agreeable. accommodating.‖ Highly believable people can be described as practical. congenial. cost-conscious.

self-contained. ambitious. enthusiastic. cheerful. Descriptors: active. forceful. down-to-earth. restrained. 64 . untraditional. curious. persuasive. They demonstrate leadership. and energetic. They often form the emotional ―back bone‖ of an organization. task-oriented. energizing. Outgoing. and appropriately assertive. and able to work well either alone or in small groups. Individuals in the moderately high range of extroversion are upbeat. unassuming. They tend to be enterprising. outgoing. formal. reserved. systematic. practical. open-to-new-ideas. Descriptors: creative. original. venturesome. Describes the ability to work with people in such a manner as to build high morale and group commitments to goals and objectives. traditional. uninhibited. assertive. spontaneous. entrepreneurial. positive. concrete. conventional. flexible. risktaking. independent. team-building capability. generally well balanced. methodical. thoughtful.CONSTRUCTION MANAGERS to follow procedures without question. dominant. quiet. Individuals who are moderately introverted are often viewed as self-contained. and are able to coach or facilitate a work team’s progress.

Use the previously identified personality factors to help you. selfreliant. secure. unflappable. Descriptors: calm. even-tempered. The ability to maintain a mature. and able to cope effectively across a wide range of situations and circumstances. poised. but to the ability to maintain a clear perspective under stressful conditions as well as those that elicit little or no stress. or time demands. secure. well adjusted. realistic. hazardous conditions. List the most typical Customer Service Focused behaviors required on this job on a daily basis. resilient. They demonstrate maturity that is not necessarily related to age. problem-solving attitude while dealing with a range of stressful conditions. At moderately high levels of stress tolerance we find relaxed. CUSTOMER SERVICE FOCUSED BEHAVIORS ASSESSMENT GUIDE Job Title: _____________________________________ A.CONSTRUCTION MANAGERS Unflappable. self-confident. personal rejection. composed. They are steady. and hardy individuals who are poised and adaptive in a wide range of situations. optimistic. self-assured. 65 . hostility. such as interpersonal conflict.

traditional. down-to-earth. helpful. qualityfocused. energizing. systematic. quiet. thoughtful. unflappable. restrained. cost conscious. outgoing. responsible. Outgoing – active. empowering. uninhibited. assertive. easygoing. entrepreneurial. curious. formal. B. methodical. untraditional. empathetic. self-confident. Believable – creative. supportive. trustworthy. enthusiastic. collaborative.CONSTRUCTION MANAGERS Responsible – detail-oriented. 66 . risktaking. congenial. concrete. compromising. cautious. List of Customer Service Focused Behaviors 1. task-oriented. flexible. casual. unassuming. exact. dominant. resilient. even-tempered. secure. well-adjusted. forceful. Unflappable – calm. easygoing. venturesome. independent. persuasive. reserved. open-to-new-ideas. friendly. self-contained. disciplined. Likeable – amicable. high-integrity. dependable. poised. ambitious. committed. composed. optimistic. self-assured. original. spontaneous. practical. accommodating. conventional.

In a half-hour interview. Develop a Question for Each of the Customer Service Focused Behaviors 1. 3. 5. 4. C. 2. 4. Step 3 Develop Interview Questions to Assess Both Technical and Customer Service Focused Competencies Decide how long the interviews will be and select a reasonable number of questions to ask. 5. only about 5 behavioral-based questions can comfortably be 67 . 3.CONSTRUCTION MANAGERS 2.

Always ask open-ended questions. or are making up the situation.‖ But it won’t tell you HOW the individual works with difficult customers. 68 . Think of a time when you had to deal with a difficult customer and tell us what you did. If you feel the candidate is making up an answer. Ask. ―This job involves dealing with difficult customers. I work with difficult customers all the time. ―What exactly did you say to the customer to get them to stop yelling. if they have read a book on ―most commonly asked interview questions‖ and memorized an answer.” Generally. ask a probing question or two to get more detail. a probing question will generally fluster them and they will not be as confident in giving an answer. ―Yes. at least two of them should be customer service-type questions.” Don’t ask. You can ask for the candidate to think of another example to use in answering the question. develop open-ended questions to determine if the candidate has the technical skills necessary for the job. or is giving you a ―canned‖ answer. depending upon the type of job. ―Have you ever dealt with difficult customers?” You probably will get an answer like. Only ask technical questions that relate to that particular job.CONSTRUCTION MANAGERS asked. Using the list of most important tasks you developed during the review of the Position Description. If five questions are asked.

some managers may also wish to include a non-management employee with special knowledge of the position duties as part of a panel. Step 4 Conducting the Interview Have an interview panel of at least two managers/supervisors. It is encouraged that all interview panels be as diverse as possible. There is a list of sample interview questions at the end of this document to help you. They are arranged by the five personality factors identified above. be sure to discuss interviewing procedures and confidentiality of candidate information with the employee prior to the interviews. develop open-ended questions to determine the candidate’s customer service focused competencies. Before the interview starts. establish the criteria used for scoring and then meet with 69 .CONSTRUCTION MANAGERS Don’t ask a question about using equipment if they don’t use that equipment to do their job. If you choose to include a non-management employee on your interview panel. Using the list of customer service focused skills you identified from the position description are needed to do the job.

CONSTRUCTION MANAGERS the interview panel to discuss the process and review the questions and criteria used for scoring. the interview will be a series of prepared questions asked by the interview panel designed to get to know the candidate. including. If you have handed the position description and organization chart out while they waited for the interview to start. give ―canned‖ speeches. Some candidates tend to wander. and the panel will be taking notes during the interview.‖ Even though the interview process is accomplished through a panel. Explaining the interview process can also help ease a candidate’s nervousness and also gives them information about the process. approximate length of the interview. Welcome the candidate and establish rapport by introducing them to the members of the interview panel. or simply 70 . ask if they have any questions about the position or organization. Ask easy questions such as ―Did you have any difficulty finding the office?‖ or ―Would you like a glass of water before we begin?‖ Give a brief explanation of the organization or section and show the organization chart so they understand how this position fits within the organization. Transition into the main purpose of the interview by saying. one person should act as ―facilitator‖ and make sure the interview stays focused. ―Let’s get a bit more focused and start asking the interview questions.

You might simply say. Resist the temptation to talk during this silence! It takes time to recall specific behavioral examples that clearly answer your questions and you want the candidate to do their best during the interview. so the candidate can start thinking of specific examples ahead of time and organizing their thoughts. you need to diplomatically interrupt and redirect the candidate to the question at hand. use open-ended probes such as: ―Could you review your role in…‖ ―Please describe how you…‖ ―What happened after…‖ 71 . sometimes a candidate will need to think for a few seconds to come up with an appropriate example. If an answer does not give you the information you need to rate the candidate’s answer.‖ To clarify a response or to get a candidate to give specific examples you can ask. In such cases. ―I think we’ve gotten a little off target here.CONSTRUCTION MANAGERS try to deliver a monologue. You may have to wait 30. ―Please give me a specific example about when you…‖ Because behavior-based questions require specific examples to answer them successfully. Let me restate my question. 60. An option available to the hiring manager is to hand out the list of questions to the candidates a few minutes before the interview starts. or even 90 seconds for the candidate to start answering the question.

All employment decisions will be based on the most suitable candidate relative to a position. persons listed by the candidate as references. The Human Resources Background Investigator will verify information provided by the applicant by contacting former and current supervisors. or complete the rating process. After each interview take a few minutes for the panel members to summarize their thoughts and score the questions. Step 5 Background and Reference Checks The final stage of the hiring process is the background and reference checks. 72 . Affirmative Action Organizations value diversity in the workplace. and others who are thought to be able to provide information about the competencies of a candidate. while taking into consideration Affirmative Action goals.CONSTRUCTION MANAGERS If after the first or second try to get an answer more relevant to the question move on to the next question. Every effort will be made to reach out to the broadest possible labor market.

examination. evaluation of background and references. more specific probing questions will be asked. and the Director or Deputy Director. interview. and you have the approval of your supervisor. Occasionally. Making a Job Offer When you have identified the candidate to whom you would like to make a job offer based on the information gathered through the application. In these instances. Classification Salary Range Rate of pay and timing of first pay increase 73 . you may contact that candidate and offer him/her the position. In these cases. please work closely with Human Resources staff to verify certain information. you need to explain that the organization needs to contact this employer to assist with the hiring decision and that we don’t hire anyone without completing a background and reference check with the current employer. For example. Before you contact the candidate.CONSTRUCTION MANAGERS The Background Investigator listens for subtle innuendoes and long pauses after posing questions. and will evaluate whether the individual giving the reference sounds like he/she is struggling to carefully select each word. a finalist will indicate they do not wish you to contact their current employer.

This signed copy must be returned to Human Resources to document the understanding and the acceptance of the terms. Informing Unsuccessful Candidates After the selected candidate formally accepts your job offer. The letter will outline the terms of the job offer and will provide a space for the candidate to sign his or her name confirming that he/she accepts the terms of employment. It is important that all information in this letter of confirming letter of hire be correctly stated because it is an implied employment contract. Human Resources can help you with this step. If they continue to ask for information.CONSTRUCTION MANAGERS Vacation accrual rate and ability to transfer vacation accruals from another State organization Trial Service period Eligibility for Personal benefits Confirming Job Offer Letter Human Resources staff will send a confirming job offer letter. the best thing to do is to simply tell them that we hired the most suitable candidate for the position. If a candidate contacts you directly to ask why he or she was not hired. contact your 74 . each of the remaining candidates should be contacted to notify them that the hiring decision has been made.

Retention of Interview Materials Please collect all interview and selection materials and notes and return them promptly to Human Resources. 75 .CONSTRUCTION MANAGERS Human Resources staff for guidance in how to answer the candidate’s questions.


Have you ever been faced with this dilemma? What did you do? 5 Tell us about a time when you put in some extra effort to help move a particular project forward. Tell us about a time when you worked independently. How did you do it and what happened? 6 Tell us about a demanding situation in which you managed to remain calm and composed. What facts did you consider? How long did it take you to make a decision? 3 Jobs differ in the extent to which people work independently or as part of a team. How did you attend to them? 2 Describe a time when you had to make a difficult decision on the job. What did you do and what was the outcome? 7 There are times when we have a great deal of paperwork to complete in a short 77 . 4 It is often easy to blur the distinction between confidential information and public knowledge.CONSTRUCTION MANAGERS SAMPLE CUSTOMER SERVICE FOCUSED INTERVIEW QUESTIONS (Grouped by customer service based behaviors) Responsible 1 Tell us about a time when the details of something you were doing were especially important.

16 What has been your greatest success. How do you do to ensure your accuracy? 8 Give an example of a time you noticed a process or task that was not being done correctly. 11 Tell us about a time when you disagreed with a procedure or policy instituted by management. 13 How do you determine what constitutes a top priority in scheduling your work? Give a specific example.CONSTRUCTION MANAGERS time. 14 If I call your references. Give us a specific example of when you had to give yourself that extra push. How did you discover or come to notice it. personally or professionally? 78 . 10 Tell us about a time when you achieved success through your willingness to react quickly. and what did you do? 9 We often have to push ourselves harder to reach a target. What was your reaction and how did you implement the procedure or policy? 12 What kinds of measures have you taken to make sure all of the small details of a project or assignment were done? Please give a specific example. what will they say about you? 15 What are two or three examples of tasks that you do not particularly enjoy doing? Tell us how you remain motivated to complete those tasks.

How did you go about it? What did you do when you discovered a problem? 20 How do you determine what constitutes a top priority in scheduling your time (the time of others)? 21 Do you have a system for organizing your own work area? Tell us how that system helped you on the job. workshops or retreats? What steps did you take to plan the event? 79 . 22 Have you planned any conferences.CONSTRUCTION MANAGERS 17 What can you tell us about yourself that you feel is unique and makes you the best candidate for this position? 18 What strengths do you have that we haven’t talked about? 19 Tell us about a time when you had to review detailed reports or documents to identify a problem.

positive relationship with one of your customers. feelings and concerns.CONSTRUCTION MANAGERS Likeable 1 Tell us about a time when you were able to build a successful relationship with a difficult person. How did you handle it? 7 In working with people. 2 Give us an example of how you have been able to develop a close. we find that what works with one person does not work with another. Give us a specific example of when you were able to do this. 3 Give us an example of how you establish an atmosphere at work where others feel comfortable in communicating their ideas. 4 Describe a particularly trying customer complaint or resistance you had to handle. 80 . How did you react and what was the outcome? 5 How would you describe your management style? How do you think your subordinates perceive you? 6 Some people are difficult to work with. Give us a specific example of when you had to vary your work style with a particular individual. Tell us about a time when you encountered such a person. we have to be flexible in our style of relating to others. Therefore. How did it work out? 8 It is important to remain composed at work and to maintain a positive outlook.

CONSTRUCTION MANAGERS 9 Having an understanding of the other person’s perspective is crucial in dealing with customers. What did you do? What was the outcome? 12 There are times when people need extra assistance with difficult projects. Give us an example of when you offered assistance to someone with whom you worked. What did you do? What was the outcome? 14 Many jobs are team-oriented where a work group is the key to success. 10 Have you ever had difficulty getting along with a co-worker? How did you handle the situation and what was the outcome? 11 Tell us about a time when you needed someone’s cooperation to complete a task and the person was uncooperative. Give us an example of a time when you achieved success through attaining insight into the other person’s perspective. Describe the qualities of that work environment. 13 Tell us about a situation in which you became frustrated or impatient when dealing with a coworker. Give us an example of a time when you worked on a team to complete a project. How did it work? What was the outcome? 15 Tell us about a job where the atmosphere was the easiest for you to get along and function well. 81 .

How did you communicate the decision and what was the outcome? 82 . What was the outcome? Would you do anything differently today? 17 Describe a time when you weren’t sure what a customer wanted. If you have had such an experience. Give us an example of an unpopular decision you have made. How did you handle the situation? 18 We don’t always make decisions that everyone agrees with. tell me how you handled it.CONSTRUCTION MANAGERS 16 On occasion we may be faced with a situation that has escalated to become a confrontation.

Why were they frustrating and what did you do? 9 Jobs differ in the degree to which unexpected changes can disrupt daily 83 . 6 Give us an example of how you establish an atmosphere at work where others feel comfortable in communicating their ideas. Describe some specific tasks or conditions that have been frustrating to you. Give examples of the type of personnel issues you’ve confronted and how you addressed them. 2 What were some of the most important things you accomplished on your last job? 3 What is your management style? How do you think your subordinates perceive you? 4 Give us an example of when someone brought you a new idea. 7 Give a specific example of how you have involved subordinates in identifying performance goals and expectations. 8 All jobs have their frustrations and problems. Including examples of the process you used for any disciplinary action taken or grievance resolved. feelings and concerns.CONSTRUCTION MANAGERS Believable 1 Describe your ideal supervisor. particularly one that was odd or unusual. What did you do? 5 It is important that performance and other personnel issues be addressed timely.

Give us an example of an unpopular decision you made. What did you do about it? 12 What do you do differently from other (__________)? Why? Give examples. How did you do this and what were the results? 16 Give an example of how you monitor the progress your employees are making on projects or tasks you delegated. What did you do? 15 Describe a situation in which you had to translate a broad or general directive from superiors into individual performance expectations.CONSTRUCTION MANAGERS responsibilities. How did you communicate the decision and what was the outcome? 14 Describe a situation in which you received a new procedure or instructions with which you disagreed. 10 What are your standards of success in your job and how do you know when you are successful? 11 Sometimes supervisors’ evaluations differ from our own. 13 We don’t always make decisions that everyone agrees with. Tell what you did and us about a time when this happened. 84 .

What was the outcome? 5 On occasion. Tell us about a time when you restrained 85 . Give us the details surrounding a situation when you had to insist on doing something ―your way‖. Tell us about a time when you had to do that. Tell us about a time when you had to respond to this type of situation. we have to be firm and assertive in order to achieve a desired result. What did you do. How did you manage yourself? 8 Many of us have had co-workers or managers who tested our patience.CONSTRUCTION MANAGERS Outgoing 1 Describe a time when you were able to effectively communicate a difficult or unpleasant idea to a superior. 4 There are times when we need to insist on doing something a certain way. Tell us about a specific achievement when you had to work especially hard to attain the success you desired. 2 Tell us about a time when you had to motivate a group of people to get an important job done. 7 In job situations you may be pulled in many different directions at once. even though there was pressure to act quickly. what was the outcome? 3 Tell us about a time when you delayed responding to a situation until you had time to review the facts. 6 Being successful is hard work.

How did it work out? 10 Describe some particularly trying customer complaints or resistance you have had to handle.CONSTRUCTION MANAGERS yourself to avoid conflict with a coworker or supervisor. What did you do? What was the outcome? 13 Tell us about a situation in which you became frustrated or impatient when dealing with a coworker. Think of a time when you had to handle unreasonable requests. we have to be flexible in our style of relating to others. What did you do? What was the outcome? 14 Sooner or later we all have to deal with a customer who has unreasonable demands. What did you do and what was the outcome? 15 Tell us about a time when you were effective in handling a customer 86 . Therefore. (restrained) 9 In working with people. Give us a specific example of when you had to vary your work style with a particular individual. we find that what works with one person does not work with another. How did you react? What was the outcome? 11 Have you ever had difficulty getting along with co-workers? How did you handle the situation and what was the outcome? 12 Tell us about a time when you needed someone’s cooperation to complete a task and the person was uncooperative.

CONSTRUCTION MANAGERS complaint. Why were you effective? What was the outcome? 16 How do you know if your customers are satisfied? 87 .

3 On occasion. Tell us about a time when you felt pressured at work and how you coped with it. a job requires you to quickly shift your attention from one task to the next. 5 Many times. How did you handle your feelings? 8 Give us an example of when you made a presentation to an uninterested or hostile audience. Tell us about a time when you have done this. What was the outcome? 6 Tell us about a time when you received accurate. What was the outcome? 4 We have to find ways to tolerate and work with difficult people. boss. 2 Give us an example of a demanding situation when you were able to maintain your composure while others got upset. How did it turn out? 9 Tell us about a time when you put in some extra effort to help move a project 88 . How did you handle the evaluation? How did it affect your work? 7 Give us an example of when you felt overly sensitive to feedback or criticism. Tell us about a time at work when you had to change focus onto another task.CONSTRUCTION MANAGERS Unflappable 1 There are times when we all have to deal with deadlines and it can be stressful. Describe such a situation and tell us how you handled the conflict. or customer. negative feedback by a coworker. we experience conflict with our superiors.

CONSTRUCTION MANAGERS forward. How did you do that? What happened? 10 Describe suggestions you have made to improve work procedures. How did it turn out? 89 .


Ask yourself: – What are the strengths/weaknesses of this candidate? What is the candidate’s relevant skills/experience? – Does the education fit the job requirements? Is there evidence of the ability to communicate with individuals and groups from diverse backgrounds in a variety of situations? Is there evidence of the ability to lead and accomplish work through 91     . PLANNING Time spent planning will ensure the interview process proceeds smoothly and that you obtain the information needed to assess the candidates. Thoroughly review all candidate applications.CONSTRUCTION MANAGERS INTERVIEWING A Practical Guide for Selecting THE INTERVIEW PROCESS 1. You should:  Review the position description and qualification requirements (refer to the vacancy announcement).

3. Formulate questions and write them down. This will help ensure you ask all candidates the same questions. Although you are not required to interview all candidates. spend a few minutes chatting informally. think about the perception of other candidates if you interview only one person. CONDUCTING THE INTERVIEW After welcoming the candidate. Allow 1-2 hours for the interview.    Give a brief overview of the job and mission of the organization. CONFIRMING/SCHEDULING INTERVIEW Selecting officials are encouraged to confirm scheduled interviews with applicants in writing.CONSTRUCTION MANAGERS others?  Decide who you will interview. Ask the candidate to elaborate on or clarify what 92 . It will help you both relax. Ask questions and listen.   2. Probe for additional information.

) Indirect probing is also an effective way to elicit more information. This is where you can elaborate on the Organization. and/or the specific job. it is the candidate who should be doing most of the talking. Allow the candidate time to ask questions. oh? That may prompt the candidate to elaborate further.   Some suggested interview questions can be found in Section III. benefits.  Take notes. your lab. leave. holidays. If you are silent for a few seconds after the candidate responds. It’s distracting to you and the candidate. such as: I see. or you may use neutral phrases. TIPS ON INTERVIEWING. or. but don’t try to capture every word. that may allow them time to think of additional things to say. (Although it is important that you write down a list of questions before you begin the interviews. 93 . The point is that in this phase of the interview. you are not prohibited from asking additional questions.CONSTRUCTION MANAGERS was just said. Inform the candidate about maxi flex. etc.

applying for the position. If you are interested in the candidate. Write up your notes. 94 . FOLLOW-UP    5. CLOSING If the candidate won’t be considered further. Inform the candidate of the next step. you may:   Ask if the candidate is still interested in the position. Thank the candidate for coming for the interview.CONSTRUCTION MANAGERS 4. and/or having an interest in the Organization and position. Be prepared to advise on the timeframe for selection and how the selectee will be notified. Inform the candidate that references will be checked. You may wish to do so after a selection has been made. close the interview diplomatically. A good customer service practice is to write all candidates acknowledging the interview and thanking the person for showing an interest in the organization.

and follow-up documentation. skills. The Behavioral Event Inventory (BEI). QUESTIONS/ASSESSMENT TOOLS Careful thought should be given to constructing the interview. and abilities) and SPFs (selective placement factors) you used in the vacancy announcement. The Traditional Interview. debriefing. or problem that includes: a description of the context. the kind of questions you ask will determine the type of person you select for your position. and interviewing.  Encourage the candidate to give an example of a real situation. B. Questions are developed prior to the interview. orientation. The candidate describes. There are various assessment tools available to evaluate candidates including: A. The same basic questions are asked of each candidate. Together with the KSAs (knowledge. or environment. evidence or characteristics of the audience. the 95 . The panel is facilitated by a person trained in the method.CONSTRUCTION MANAGERS TIPS ON INTERVIEWING 1. in detail. Additionally the interviewer can. a past experience that demonstrates the KSA or competency to a panel. activity. The phases of the process include planning.

CONSTRUCTION MANAGERS action taken.  Ask open-ended questions. Why do you want to work for our organization? What are your short-term and long-term goals? What are the two biggest accomplishments in your life? What has been your greatest technical achievement in your current position? Your career? Describe your participation professional associations. INTERVIEW QUESTIONS TO GET YOU STARTED       What interests position? you most about our What role do you take in a group situation? Give an example. ―Are you still interested in this position?‖ 2. The only yes or no question you should ask is. What planning processes have you in   96 . Asking yes and no questions will severely limit the kind of information you obtain from the interview. and the outcome.

cultural awareness. Ability to instill trust and confidence in others. problem. or event that demonstrates:  Ability to work with a diverse group.   97 . team building. Use of skills and abilities as a leader under stressful conditions. and integrity/honesty (either work related or outside experience). Ask each candidate to describe a situation. all candidates must be evaluated using the following two competencies: A. This competency includes conflict management. mentoring. Leading People. SUPERVISOR & MANAGER COMPETENCIES When preparing for supervisory or managerial interviews (whether using traditional or BEI).CONSTRUCTION MANAGERS found useful? In what way do you feel you have improved in your planning abilities/methods?  How does your past experience impact your qualifications for this position? 3.  Ability to prevent or mediate a conflict or disagreement or overcome dissension in a group.

The American with Disabilities Act (ADA) 98 . not on the disability. INTERVIEWING PEOPLE WITH DISABILITIES Concentrate on the applicant’s technical and professional knowledge. and supervise a person. experiences and interests. Ability to make presentations to groups in order to gain acceptance of an idea by the group. abilities. etc. hire a disability or supervise a disability. procedures. influencing/negotiating. you cannot interview a disability. Negotiating skills to gain approval for change or modification to programs. skills. problem or event that demonstrates:  Ability to express ideas or give instructions not easily or readily understood by their audience. This competency includes oral and/or written communication. Ask each candidate to describe a situation.CONSTRUCTION MANAGERS B. Remember. You can interview a person.   4. Building Coalitions/Communications. hire a person. and political savvy. partnering. interpersonal skills.

Therefore.e. at which stage pre-offer.CONSTRUCTION MANAGERS separates the hiring process into three stages: pre-offer. 99 . or employment) in the employment process?  At the first stage (the pre-offer stage). the law allows all disability-related questions and medical examinations. post-offer. as long as all entering employees in the job category are asked the questions or given the examinations. At each stage.. the ADA prohibits all disability-related questions and medical examinations. the two most important questions for employers to address are:  Is the question disability-related or is the examination medical? And Where are we (i. even if the questions or examinations are related to the job. At the third stage (after the employee starts work). Definition of a ―Disability-Related Question‖ means a question that is likely to elicit information about the disability. post-offer and employment. the rules differ regarding the permissibility of disability-related questions and medical examinations. Definition of ―Medical Examination‖ is a procedure or test that seeks information about an individual’s physical or mental impairments or health. At the second stage (after the applicant is given a conditional job offer).

5.html. Agencies employment offices and interviewing location(s) are to be accessible to applicants with mobility. The ADA prohibits disability-related questions or medical exams before a real job offer is made.gov/docs/preemp. hearing or cognitive disabilities.‖ please refer to the Equal Employment Opportunity Commission website at www. visual.eeoc. For examples of some commonly asked questions on ―Pre-employment Disability Related Questions and Medical Examination Questions. The law requires that medical information collected at any stage must be kept confidential. ACCOMMODATING PERSONS WITH DISABILITIES FOR AN INTERVIEW  Application and interviewing procedures should comply with the American with Disabilities Act (ADA).CONSTRUCTION MANAGERS the law permits disability-related questions and medical examinations only if they are job-related and consistent with business necessity. Be willing to make appropriate and   100 .

because such information is likely to reveal whether or not the 101  . provide details or specific instructions to applicants with cognitive disabilities. social worker or other third party take an active part in or sit in on an interview unless the applicant requests it. if this type of accommodation is required. provide the assistance. when and by whom each task or operation is performed.CONSTRUCTION MANAGERS reasonable accommodations to enable a job applicant with a disability to present him or herself in the best possible light. how. Speak to essential job functions regarding the position for which the applicant is applying.  Do not let a rehabilitation counselor. For example. where. provide an interpreter for an applicant who is deaf. When setting up the interview explain what the hiring process involves and ask the individual if he or she will need reasonable accommodations for any part of the interview process. Make sure that all questions asked during the interview are job-related. as well as why. if a person who is blind states he or she will need help filling out forms. if he or she requests one. Do not ask whether or not the individual needs an accommodation to perform these functions.

Do they concern opportunities for self-improvement and increased responsibilities. it’s your job to get back on track.. Use professional terminology to evaluate the candidate’s knowledge. This is an ADA requirement to ensure that an applicant with a disability in not excluded before a real job offer is made. Note the kinds of questions the candidate asks..CONSTRUCTION MANAGERS individual has a disability. INTERVIEW DOs & DON’Ts DO. Listen attentively. Consider potential as well as current ability. or only pay and fringe benefits? Be objective. If the interviewee becomes verbose or drifts off the subject. help the candidate feel at ease. Keep the interview under control. stereotypes. 6.    Be friendly to establish rapport. Know yourself and your     102 .

even if it means saying something negative (e. knowing that you can easily get back on track.CONSTRUCTION MANAGERS   Understand that we tend to hire people who look like us.. A good candidate reacts favorably to these.. you can be flexible during the interview. Observe the candidate. You’ll become more flexible and react easily to different situations and personalities as you gain experience. Be honest.    103 . Hide demands of the job.   Talk too much. Make commitments you may regret or are not authorized to make. Try to impress the interviewee with your knowledge. Just don’t overemphasize it. Relax and enjoy the interview. If you’ve prepared your questions..   DON’T.g. Use a rigid or overly standardized approach. the facility is old and there is not much office space).

Ask questions in a way that indicates the answers you want.CONSTRUCTION MANAGERS   Be satisfied with surface facts. and probe. 104 . or over-defined     Be aggressive or evasive. Take detailed notes. Raise candidates’ hopes when they are not likely to be selected. Ask convoluted questions. Look for reasons. It may keep you from observing nonverbal responses and maintaining the conversational flow.

A comprehensive reference check goes back 5 years and includes contacting a minimum of three sources that are knowledgeable about the candidate’s abilities. Contact Enough references to confirm the quality of 105 . but the reference check is really the only way you have to verify information given by the candidates.  Never make an offer (remember. Reliability of the reference check is based on the concept that past performance is a good predictor of future performance. A resume and interview are great tools. Normally. you will conduct a reference check on the one or two finalists. but you are not done yet. You gain insight into who your candidates are and how they behave in the workplace. Reference checks will help:  Verify information the candidate provided both in the application and during the interview.CONSTRUCTION MANAGERS CHECKING REFERENCES You have completed the interviews. you can only make a tentative offer) without first doing an exhaustive check of the candidate’s background.

CONSTRUCTION MANAGERS your selection. Ask them for names and positions of other persons who know the candidate and contact them. 106 . Candidate’s colleagues–business or work associates will sometimes provide an objective analysis of the candidate’s strengths and weaknesses. Seek your own independent sources who know the candidate. 1. professional Candidate’s personal references–they will generally provide a favorable reference.  Current and former supervisors– immediate supervisors are often the best sources for reliable information about a candidate’s work performance. TIPS FOR CHECKING REFERENCES   2.   Your network of associates/associations. WHICH REFERENCES SHOULD I CHECK?  Academic references–institutions and teachers/professors.  Ask only job-related questions and ask the same questions about each candidate.

and then Determine if there is a personal relationship. Do not eliminate one candidate because of poor references and then neglect to check references from the remaining candidate(s). If you speak to the person in a relaxed manner. A reference who says the candidate tried hard or is a people person may be saying such things to avoid talking about real problems or issues. If the reference provider keeps talking.CONSTRUCTION MANAGERS   Ask open-ended questions and probe. Give only a general description of the vacant position. Use telephone reference checks rather than mail inquiries since they are faster and less time consuming. Too many details may bias the reference person in formulating 107       . you will get better results. Seek out judgmental comments and try to read between the lines of what the person is telling you. keep listening and asking more questions. Always check dates and times the person giving the reference worked with or supervised the candidate. Keep the conversation casual.

isn’t he?‖ Do not let a prominent characteristic.   Do not use leading questions such as ―He’s a good manager. The information you provide will be considered along with other information submitted by the applicant and other references. THE REFERENCE CHECK: QUESTIONS TO ASK When contacting a reference. Please be aware that under the 108 . we recommend you begin with. As in the case of the employment interview. Speak to someone in addition to the current supervisor.CONSTRUCTION MANAGERS their answers.   3. ―Thank you for taking a few moments to provide information about our job candidate. such as a good academic record. Listen carefully to the answers you are given and take notes. A dishonest supervisor may try to unload a problem employee by giving a glowing reference. let the other person do most of the talking. overshadow less obvious or possibly negative traits. such as a poor leave record.

with 1 being poor and 5 being excellent. how would you rate the candidate in comparison to most others you have known.‖ Then. ask and record the answers to the following:     How long have you known the candidate? In what capacity were you associated with the candidate? As employer? Supervisor? Co-worker? Friend? Other? Using a scale of 1-5. RATINGS 12345 Work ethic? Work quality? Technical skills? Writing skills? Communication skills? Interpersonal skills? Reliability & dependability? Receptivity to feedback? Adaptability to change? ______ ______ ________ ________ ________ ________ ________ ________ ________ ________ 109 .CONSTRUCTION MANAGERS Federal government’s employment policies. we may become obligated to disclose the information to the applicant or others involved in the selection or review process.

personality. conduct and general fitness I should know about?        PROHIBITED QUESTIONS & PRACTICES Please do not put yourself in a position of 110 . How does the candidate get along with customers? Co-workers? Supervisors and managers? Is the candidate reliable? Honest? Trustworthy? Of good character? Would you rehire the candidate? Is there any other information concerning the candidate’s qualifications. and negative habits. character.CONSTRUCTION MANAGERS Ability to deal with job stress?  ________ What would you consider to be some of this candidate’s most positive attributes or strengths? What would you consider to be some areas where this person is not as strong or needs to improve? What type of work environment does the candidate require to excel? Describe the candidate’s initiative.

national origin. Influence any person to withdraw from competition for any position for the purpose of improving or injuring the prospects of any other person for employment. direct others to take. age. color.CONSTRUCTION MANAGERS engaging in a prohibited personnel practice related to employment and selection. Deceive or willfully obstruct any person with respect to such person’s right to compete for employment. and marital or family status. religion. recommend. political beliefs. or approve any personnel action. As a selecting official with the authority to take. disability. Take or fail to take a personnel action with respect to a candidate for employment as a reprisal. Appoint or employ a relative to a position over which you exercise jurisdiction or control as a selecting official. sexual orientation. gender. you must not:  Discriminate for or against any employee or candidate for employment on the basis of race. Discriminate for or against a candidate 111      .

CONSTRUCTION MANAGERS for employment on the basis of conduct which does not adversely affect the performance of the candidate or the performance of others (except for criminal behavior). 112 .

CONSTRUCTION MANAGERS RECORDING A PROFILE OF IMPRESSIONS Candidate’s Name_______________________ 1. Contradictions or inconsistencies noted were: 5.. confidence. What are the candidate’s shortcomings in relation to this position? 3. poise. What are the candidate’s strongest assets in relation to the requirements for this position? 2. 113 . The candidate seemed knowledgeable about/ interested in: 4. the candidate responded to questions with: (e. The candidate was evasive about: 6. Overall.g. openness.

Ability to objectives? establish solutions to performance 4.) Examples? 7. mediocre. glibness. less than positive. Ability to foster cooperative working environment among employees? 5.CONSTRUCTION MANAGERS directness. Ability to develop management problems? 3. Ability to gain commitment and support from others? 2. reference checks were positive. Overall. Ability to deal with morale and employee concerns? 114 . Examples/key descriptions or characteristics? SUPERVISORY & MANAGERIAL COMPETENCIES: Leading People is there evidence demonstrating: 1. evasiveness. etc.

Conflict resolution? 2. Expression of ideas and views that others understand and that influence (persuade) them to act? 115 . Working as a member of a team? 3.CONSTRUCTION MANAGERS Building Coalitions/Communication is there evidence demonstrating: 1.


skills. This chapter provides suggestions on steps YOU should take to ensure YOUR recruitment activity works for YOU. Simply posting the vacancy on job websites will not guarantee that you receive quality applications for the job. BEFORE SUBMITTING the Vacancy  REVIEW AND RETHINK THE POSITION DESCRIPTION o Ensure that the duties and responsibilities reflect the needs (or discipline) of the position at this time. desirable pool of candidates.CONSTRUCTION MANAGERS RECRUITING ADMINISTRATIVE SERVICES MANAGER It Takes More Than A Job Announcement! One of the critical steps in the recruitment process involves the actions you take to speed up the process and reach the largest. 117 . Considering these suggestions can help minimize the time required for recruitment on YOUR end and also help the Human Resources (HR) Specialist speed up the process. o Determine if it accurately reflects the knowledge. and abilities (KSAs) needed to perform the job.

 THINK ABOUT THE VACANCY ANNOUNCEMENT o Determine who the applicants are you are trying to reach.  DEVELOP A STRATEGY TO REACH YOUR CANDIDATE POOL o Identify ways to market the job announcement to reach potential applicants.  CONSIDER ALTERNATIVE HIRING METHODS o Determine if the position can be filled using the Student Career Experience Program (SCEP). or other hiring methods. o Determine if you will need to recruit nationwide or if there will be sufficient candidates in the local commuting area to give you a diverse applicant pool from which to select. and USDA Direct Hire Authority. o Develop your ―Quality Experience‖ definition. special hiring authorities for individuals with disabilities or veterans.CONSTRUCTION MANAGERS o Ensure that the KSAs can be directly related back to duties and responsibilities in the position description. Career Enhancement Program. Identify experience a candidate will need to bring to the job on day one. and Professors if you are located on a campus to promote and highlight 118 . Federal Career Intern Program. o Visit or contact the Career Center. Deans.

journals. o Submit draft ad text along with the request to save time (remember. o Identify colleges and universities or professional societies and organizations where the announcement should be mailed.  CONTACT YOUR SERVICING HR SPECIALIST o Discuss recruitment strategies and alternatives.CONSTRUCTION MANAGERS the many career opportunities available with ARS. your servicing HR Specialist must review and approve all ads prior to being placed).  SUBMIT ALL REQUIRED PAPERWORK o Submit all position descriptions and forms needed to request the personnel action. o Identify colleagues (both within and outside the organization) who can help in marketing the job. as well as expectations for completion of the action. o Keep in touch with your HR Specialist by e-mail during the recruitment process. or online advertising sites that might be useful in marketing the job. o Identify newspapers. o Contact the Recruitment Office and your Area Civil Rights Manager for ideas on how to reach a diverse candidate pool. 119 . o Submit your ―Quality Experience‖ definition.

and don’t give the impression they will get the job. schools and colleges.CONSTRUCTION MANAGERS WHILE THE VACANCY ANNOUNCEMENT IS OPEN  CONDUCT YOUR MARKETING o Be PROACTIVE! o Personally identify potential candidates and send a note with the announcement or call to encourage them to apply – be cautious. however. o Send the vacancy announcement to individuals. and online job boards. magazines. stakeholders. and peers with a brief note asking for assistance in publicizing the job. and place ads in newspapers. or organizations you have identified. colleagues. o E-mail the announcement to co-workers. o Ask interview panel members to block out time on their calendars for the interview process. o Document your efforts. IDENTIFY A DIVERSE GROUP OF INTERVIEW PANEL MEMBERS AND SET UP PANEL DATES o Ask your HR Specialist for an approximate timeframe for receipt of the certificate of eligibles. o Clear your calendar also! o Keep your interview panel members informed throughout the recruitment  120 .

Ask your HR Specialist to scan applications received to get an idea of the quality of applicants before making a decision to extend the closing date. DEVELOP INTERVIEW QUESTIONS o Share interview questions with the panel members for comments and suggestions. 121 .CONSTRUCTION MANAGERS process – if conflicts arise.   ONCE THE CERTIFICATE IS RECEIVED  SCHEDULE THE INTERVIEWS IMMEDIATELY SO THE BEST CANDIDATES ARE STILL AVAILABLE! o Review the certificate right away and identify the candidates you believe should be interviewed. Ask for help from colleagues as needed. CONTACT YOUR HR SPECIALIST THROUGHOUT THE PROCESS o Ask if you are receiving applications. o Have an open mind – interview ―Preference Eligible‖ (Veterans and Displaced) candidates before making judgments on their ability to do the job. o Determine if you need to extend the closing date. replace panel members immediately. Set a timeframe to complete the interviews. o Schedule the interviews close together to minimize losing a desirable candidate and to maximize the likelihood of remembering individual candidates’ strengths and weaknesses.

o Ask the HR Specialist to issue the written employment offer including information on negotiated pay. and EOD date. Talk to your HR Specialist if you have concerns. o Advise applicants of your timeframe for conducting the interviews – if they are interested. interview panel – give them guidelines). Ask if any issues with pay. 122 . o Obtain required area/organization approvals of the selection and incentives being proposed. EOD. o Advise the candidates of the process you will use to conduct interviews (for example.CONSTRUCTION MANAGERS Remember. o Notify HR Specialist of your decision and discuss options for offering recruitment incentives. etc. Remember. the HR Specialist must make the official offer of employment. they will make themselves available.  MAKE YOUR TENTATIVE SELECTION o Contact the candidate selected to advise that their name is being recommended to Human Resources. they meet the qualifications for the position. incentives. if they are on the certificate.  CONDUCT REFERENCE CHECKS o Always conduct reference checks on top candidates! This is more critical than ever before. recruitment incentives and bonuses.

o Prepare the performance plan and provide it along with a copy of the position description on the first day of work. o Share a copy of other impressive applications with the Recruitment Office – this office can refer the applications to others recruiting for similar positions.  PREPARE FOR THE NEW EMPLOYEE’S ARRIVAL o Make copies of appropriate policies.  SHARE IMPRESSIVE APPLICATIONS o Share other impressive applications with colleagues who may be recruiting for similar jobs – they can contact and encourage quality applicants to apply for their positions. procedures. o Contact the candidates interviewed and encourage them to apply for other positions.CONSTRUCTION MANAGERS AFTER THE SELECTION IS MADE  NOTIFY OTHER CANDIDATES INTERVIEWED OF YOUR DECISION o HR will notify all non-selected candidates of the final outcome. o Have the employee’s workspace cleaned up and the desk stocked with essential supplies. o Set time on your calendar to spend with the new employee on the first day – 123 . and other documents the new employee should read.

o Make sure the employee is set up with an e-mail address and computer access. o Inform the employee of the probationary period requirements as well as the promotion potential. of the position. provide time to read through materials. o Identify a mentor and develop an Individual Development Plan (IDP) to address with the employee. and let the employee know they can ask questions. discuss the job and work they will be doing. etc. 124 . if any.CONSTRUCTION MANAGERS show them around the facility.

accurate and complete? (Ideally within 2 years.)  Does the organization utilize these policies and procedures for the recruitment. assessment and selection 125 . assessment and selection processes?  Does the organization have a written policy describing procedures for the review of competencies and/or qualifications?  Does the organization follow a formal recruitment. assessment and selection processes supported by written policies and procedures that are up-todate. The policies and procedures should be accessible and understood by not only HR professionals but Managers and others involved in the hiring process.)  How widely communicated are the organization’s written recruitment. Ask yourself these questions to help assess whether or not your organization’s policies and procedures are current and include new requirements. assessment and selection policies to those who are involved in the process? (Ideally to all staff. assessment and selection processes.  Are recruitment.CONSTRUCTION MANAGERS ASSESSING YOUR RECRUITMENT AND SELECTION PRACTICES Policies and Procedures Your organization’s policies and procedures should thoroughly document the recruitment.

and evaluating candidates)?     Recruitment Strategies The organization should tailor their recruitment strategy to meet the need for the specific position and the organization’s goals.. conducting interviews. Who performs recruitment activities for the organization? (Ideally HR with unit management participation.g. assessment and selection policies and procedures to managers and supervisors prior to them seeking to fill a position (e. reviewing applications.) Does the organization provide training and/or written guidelines about recruitment.) On average.CONSTRUCTION MANAGERS plan at the start of each recruitment? (Link to sample recruitment plan) Training Managers. how long does it take to fill a position within the organization from the start of recruitment until an offer is extended? (Ideally 2 months or less.  Does the organization develop a specific recruiting and marketing plan to identify how and who they need to contact to help achieve finding the best candidates? 126 . supervisors. as well as attract a diverse pool of applicants. and personnel involved in the hiring process should receive comprehensive training in the organization’s full recruitment process and thoroughly understand proper interview and selection techniques.

professional organizations. local and regional newspapers. and professional standards. laws. job fairs. Employment Security Department. networking. bargaining agreements. internet job sites. qualified candidates? What recruitment strategies are utilized to attract hard-to-find qualified candidates? (Ideally executive search firms. county or local labor force demographics? Does the organization utilize specialized recruitment strategies to attract hard-tofind.        127 .CONSTRUCTION MANAGERS  Does the organization have a plan to recruit qualified applicants who represent the diversity of the State or local service area? Does the organization compare its workforce demographics to the State. regulations. civic organizations. etc.) Does the organization track the effectiveness of different recruiting methods? Are recruitment sources periodically evaluated to assure they meet the needs of the organization and return on investment calculated? Recruitment Process and Hiring Recruitment procedures should be developed and administered in compliance with all applicable organization policies.

background checks.CONSTRUCTION MANAGERS     Is a job analysis conducted to identify the key responsibilities of a position prior to announcement? Are required qualifications reviewed prior to position announcements to assure they are job related? Are preferred qualifications reviewed prior to position announcements to assure they are job related? Does the organization’s HR staff assure all applicants selected for employment meet the posted qualifications for the position? What percentage of job announcements identify the competencies needed to perform the job? Are essential functions of the position discussed with the candidate? Does the organization utilize a behavioral interviewing tool to develop standardized. What methods are used for the selection process? (Ideally selection matrix. reference checks. and professional standards. interview notes. etc. regulations. skills testing. resume ranking.)       128 . relevant interview questions? Selection Process Selection procedures should be developed and administered in compliance with all applicable laws.

CONSTRUCTION MANAGERS      What percentage of the final selection decisions is documented? (This includes reasons for hire versus non-hire.) How long is the selection documentation retained? Does the organization evaluate and assess how well the selection procedures worked? How frequently does the organization assess its selection procedures? Does the organization maintain documentation of the assessment process? 129 .

126. 17. 9. 53-4. 121-2. 73. 97 behaviors 61-2. 74. 68 bridges 10-11 building science 14-15 130 . 36. 24. 104. 114. 55 book 2. 126 applicants 18. 52 agencies 36 American with Disabilities Act. 105. 71-2. 45. 14. 93 BEST candidate 60 Best Construction Managers 4. 118. required 122 assessment 125-6 Associate Constructor (AC) 17 atmosphere 80-1. 75. 108-9. 126 impressive 123 area/organization approvals. 98-102. 32 construction managers  answer 33 advancement 3. 45. 50. see ADA announcement 118-20. 9 ads 32-3. 128 answers 44-5. 40 applications 5. 60. 41. 72. 22. 97 benefits 2. 5-7. 127 application forms 38. 119-20 classified 30. 52. 123. 91. 121 AC (Associate Constructor) 17 Accommodating Persons 100 accommodations 101 ADA (American with Disabilities Act) 98-100 Additional Information 3. 51. 52. 91. 110. 108-9 candidate's 71 applicant pool 118. regular 54. 68. 61 Behavioral Event Inventory (BEI) 95. 57-8. 62. 39. 65-7 BEI (Behavioral Event Inventory) 95. 117. 102. 111 B background 72-3. 97-8. 92.CONSTRUCTION MANAGERS INDEX* A abilities 16-17. 128 candidate's 105 background information 47-8 basis. 40. 83 authority 50. 47. 128 qualified 20. 121. 95. 64-5. 47.

120 colleges 15. 70-4. 42. 50-2. 55 compensatory time 54 competencies 57-8. 17 Certified Construction Manager (CCM) 17 Certified Professional Constructor (CPC) 17 children 39 co-workers 81. 91-5. 49. 126 evaluating 126 non-selected 123 potential 120 qualified 6. 97-8. 24. 60-2. 85-6. 67. 57. 125. 55. 128 best 55. 31-2. 121-3.CONSTRUCTION MANAGERS buildings 10-12. 48. 79. 127 selected 74 top 122 candidate applications 91 candidate contacts 74 candidate information 69 candidate pool 117-19 candidate time 93 candidate's abilities 105 candidates experience 55 candidate's initiative 110 Candidate's Name 113 candidate's nervousness 70 candidate's shortcomings 113 candidate's strengths 106 career 5. 53. 97 131 . 37. 119-20 community service organizations 37 company 2. 128 candidate's 57-8 technical 57-9. 109-10. 96 career information 32 CCM (Certified Construction Manager) 17 certificate 120-2 certification 9. 35. 49 21 C calendars 120. 123 calm 65-6. 117-18. 59-60. 20 construction managers multipurpose business. organization's 47. 18. 61 compliance 127-8 conditions. 6. 68. 109-13. 97-8. 77 candidate 17. stressful 65. 95. 69. 102-7. 121. 72.

12-13. 18. 27 construction craft workers 14 construction industry 16-17. 17. 5. 121 interpersonal 65 construction 10.CONSTRUCTION MANAGERS Confirming/scheduling Interview 92 conflict 86. 14-16. 52 Construction Managers Job Interview Tips 44 Construction Managers Job matching 35 Construction Managers Job Outlook 20 Construction Managers Job Search Methods 31 construction managers monitor 12 Construction Managers Nature 10 construction managers oversee 11 construction managers owners 11 132 . 22. 21 Construction Managers certification of 9. 27 salary 24 construction managers action 96 Construction Managers Applying 38 construction managers bachelor's degree 16 Construction Managers Building Coalitions/Communication 115 construction managers competencies 61 construction managers complaint 87 construction managers conduct mock interviews 32 construction managers connect 6 Construction Managers Construction Managers 9 construction managers contact information 40 Construction Managers Copyright 2 construction managers directness 114 Construction Managers Employers 25 Construction Managers Evaluating 47 construction managers experience 22 Construction Managers Human Resources staff 75 Construction Managers Internships 37 Construction Managers Interviewing 91 Construction Managers Introduction 5 Construction Managers job 3. 20. 19-21 construction industry work experience 9 construction management 9-10. 29. 97. 15-16. 88. 21. 27 Construction Management Association of America 17 Construction Management Association of America awards 17 construction management companies 15 construction management positions 14 construction management services 18 construction manager jobs 14. 7.

21 construction site 12 construction supervisors 10. 51. 88 CPC (Certified Professional Constructor) 17 customer service 42. 122-3. 86-8. 36. 14. 14 construction workers 14. 39. 16. 103-4. 60-2. 20 construction projects 10. 84 degree 21. 107. 83 bachelor's 9. 13. 52. 69 customers 40. 51 coworkers 31. 41-2 decisions. 59-60. 123 cost 15. 12 copy 40. 20.CONSTRUCTION MANAGERS construction managers plan 10. 68. 86. 77 candidate's 61. 53-4. 14-16. 25 master's 16 delays 9. 110 difficult 68 D databases 37. 127-9 construction managers  education 39 construction processes 10-11. 60. 31-2. 69. 105-6. 50. 73-4. 81. 46. 12. 22 contact 27. 65-7. 34. 80-2. 39. 45. 15. 18 contractors 10. 24. 14. 34. unpopular 82. 118-19. 126 construction managers process 121 construction managers professionals 7 Construction Managers Recording 113 Construction Managers Recruiting 117 construction managers responsibilities 84 Construction Managers Sample Customer Service 77 CONSTRUCTION MANAGERS Sources of Additional Information 27 CONSTRUCTION MANAGERS TABLE of CONTENTS 3 construction managers tasks 63 construction managers time 78 Construction Managers Tips 95 Construction Managers Training 14 Construction Managers Vacation accrual rate 74 construction managers  43. 26 construction science 9. 66 counseling 35-6 country 13. 12. 16 133 . 126 contact employers 36 contracting 10.

52-3 annual 24 Earnings of salaried construction managers 24 easygoing 63. 123-4 non-management 69 salaried 10 employee's workspace 123 employers 14. 84. 17. 118 cognitive 100-1 diversity. 111. 118 Experiencex2016 definition 118-19 F Federal Government firms 22. 73. 99. 17. 119-20 earnings 3. 41. 69. 74. 109 employment 3. 128 employment information 34 employment interview 108 Employment of construction managers 19-20. 46. 53 35-6 134 . 44-7. 27. 41. 114-15 examinations 17. 97-8. 44. 34-5. 46 elicit information 99 Eligibility for Personal benefits 74 employees 48. 111. 66 education 14. 95. 39. 99. 23. 37-8. 37-9. 38. 48. 117-18 E e-mail 42. 49. 114. 22. 73. 99 medical 99-100 experience 14-15. 32. 35. 49.CONSTRUCTION MANAGERS demographics. 38. 82. 34-5. 41. 50 large 18. 99. 122. 66 duties 51. 52-4. 24. workforce 127 Descriptors 63-5 designations 2. 40-1. 17-18 Disabilities Act 100 disability 98-102. organizations value 72 down-to-earth 64. 88 evidence 17. 62. 91. 50 format 40-1 G graduates 15. 60. 111-12. 21. 22 employment process 99 evaluations 73. 84.

128 sample 69 suggested 93 135 . 100-3. 48-9. 118. 42. 99. 122 interview panel members 120 interview process 60. 31. 44-5. 62.CONSTRUCTION MANAGERS graphics 42-3 GROUP of INTERVIEW PANEL MEMBERS groups 33. 54. 21. 53. 35. 40. 913. 91. 96. 94. 42. 99. 49. 91. 98. 101 interests 35. 122-3 I IDP (Individual Development Plan) 124 Individual Development Plan (IDP) 124 individuals 14-16. 101. 70. 57-8. 96. 38. 101. 92-6. 51. 64. 92 HR. 34-5. 45. 121. 98 Internet 27. 120 industries 14. 55-6 120 H hard-to-find 127 harried Construction Managers jobseeker 6 he/she 73-4 hiring 7. 27. 22. 70-4. 70. 121-2. 108-10 [1] information candidates 5 information technology 15 Informing Unsuccessful Candidates 74 instructions 2. 117. 42. 120 interview questions 4. 49 information 2. 105. 44-5. 37 interview 4-7. 55. 67. 36. 40. 97-8 guides 40. 77. 69-73. 55 hiring decision 73-4 hiring process 72. 85. 43 internships 14. 91. 36. 126 [1] conduct 122 half-hour 67 informational 32 managerial 97 scheduled 92 INTERVIEW DOs & DON'Ts 102 interview panel 69-70. 12. 96. 98. 33-4. 67. 125-6 holiday work 51 hours 9. 18. 13. see Human Resources HR Specialist 119-22 Human Resources (HR) 73-5. 84. 101. 64. 38. 51. 38. 10. 24. 57. 105.

55. 95. 58. 93. 47. 29. 83 managers 12. 110. 74 liability 2 libraries 32. 68-9 M magazines 47-8. 85. 53 Likeable 62-3. 102 job announcement 40. 98 effective 31 interviewing location 100 interviewing procedures 69. 99-100. 95 interviewer information 45 interviewing 4. 127 letters 5. 50-3. 65 K keywords 33-4. 57. 125-6 marketing 119-20 Median 24 136 . 120 management style 80. 35 job search wisdom 6 job seekers 34-5 Job Service 34 job title 39. 117-18. 128 [13] real 100. 54. 60. 58-9 Job Interview Tips 3 job listings 33-5 job openings 3. 95. 117-18 L Labor unions 34 laws 35. 17-18. 41-2 knowledge 58-9. 83-5. 41. 117-21. 81. 14. 73-4. 57. 31. 103. 40. 69. 45. 117 candidate's 102 KSAs 95. 77. 57-61. 68-9.CONSTRUCTION MANAGERS interview questions‖ 68 interviewee 102-3 interviewer 35. 31-5. 66. 42-3. 80 list 32. 48-9. 37-40. 29-32. 38. 20-1. 128 job candidate 108 job description 42. 65. 59. 100 italics 42-3 J job 5-7. 44-5. 108.

95. 85. 12. 10. 98 organization 26. 66. 115 methodical 64. 96 outgoing 62. 101. 44 monitor 12. 125-9 civic 127 large 47 organization chart 70 organization track 127 organization's goals 126 outcome 77. 84 N newspapers 32. 80-1. 31 mind 32. 88 Occupational Information Included 23 occupations 3. 37. candidate's work 106 person 2. 98. 64. 119-20. 110-11 Personal appearance 44 personal characteristics 41 Personal contacts 30-1 137 . 48. 26 office 12-13. 14. 80-2. 57-8. 66 methods. 61. 60. 33. 44-5. 20-1. 21. 121 performance. 70. 35 OPM (Office of Personnel Management) 36 optimistic 65-6 order 57-8. 19 P panel 69-70. 23-4. 123 Office of Personnel Management (OPM) 36 open-to-new-ideas 64. 72. 70. 60-1. 92-4. 73. 36. 41. 70. 119-20 nonprofit organizations 36 number 16. 11. 70. 64. 20-1. 17. 26 overtime 52-4 owners 2. 86. 85. 9. 39. 48. 96. 85 oversee 10. 84-8. 120 panel members 72. job search 3. 106-8. 66 openings 7. 94-5. 53. 42. 67 work telephone 43 O occasion 82. 54. 29. 47-54. 92.CONSTRUCTION MANAGERS medical information 100 members 34.

103. 34 project managers 10. 123 post 33-4 Private employment agencies 30. 72. 55. 65. 38. 69 personnel 126 specialized management-level 20 personnel action 111. 91. 123. 118-19.CONSTRUCTION MANAGERS personal life 52 personal rejection 65 personality 32. 36 probe 104. 31. 119 personnel issues 83 personnel practice. 73 138 . 53. 107 process 29. 70. 125 applicable organization 127 organization's 53. 9. 14. 127 professions 33-4 programs college construction management 21 educational 16. 122. 27. 107 probing 68. 32. 44. 84. 125 candidate's 110 personal 33 questions candidate's 75 construction managers 58 disability-related 99-100 open-ended 68-9. 16. 117. 95 phrases 40-1 planning 11. 121-2. 81. 125 products 2. 95. prohibited 111 person's ability 63 person's perspective 81 phases 93. 96. 91. 15 projects 10-12. 95 policies 78. 110 five descriptive elements of 62 personality factors 62. 88 publisher 2 Q qualifications 3. 47-8 professional associations 33-4. 83. 96 professional organizations 31. 125 position announcements 128 position description 57. 78. 77-8. 97. 42. 68-70. 53.

117. 109. 78-9 seconds 71. 81-2. 69. 105-8. 119. 126 recruitment 4. 117. 51-2. 128 referrals 35 regulations 12. 40-1. 128 self-confident 65-6 services 2. 46. 91. 94. 10-11 S safety. 125 selection policies 125-6 selection procedures 129 selection processes 4. 57-8. personal 107 request 119 requested information 40 REQUIRED PAPERWORK 119 resilient 65-6 responsibilities 50-2. 127-8 relationship. 34-6. 128 communication 17. 97-8. 121 scheduling 11. 62. 15-16. 106. 68. 103 skills 5. 14. 57. 109. 78. 109 technical 60. 126 recruitment strategies 119. 88. 77. 39. 68. 12. 53-4 SCEP (Student Career Experience Program) 118 schedule 10-13. 26. 95. 24 salary 45. 120. 123. 114. 84-6. 38-43. 125. personal 63 roads 6. 93 selection 10. 111. 97-8. 33-4. 105 employers scan 41 scannable 42-3 Retention of Interview Materials 75 risk. 94. 38.CONSTRUCTION MANAGERS R range 65 high 63-4 recruiting 55. 125-6 recruitment incentives 122 recruitment process 117. 45. 109 skills/experience 91 139 . 60-1. 117-18 resume 31. 126-7 reference person 107 references 4. 72-3. 65. 47. 47-8 situation 21. worker 20 salaried construction managers 19. 122-3. 109 interpersonal 98.

48. 84-5 achieved 78. 83 success 6. 40. 81. 119 V vacancy 117-18 vacancy announcement 91. 36. 95. 68. 68. 84-6. 70-1. 108-10. 106. 105 behavioral interviewing 128 top 57-9 Top-Paying Construction Managers Job 6 top priority 78-9 track 102-3 trade contractors 12 trademarks 2 Traditional Interview 95 U universities 15. 88. 107. 61. 81 Suite 27 supervise 10. 120 140 . 126 State employment service offices 34-5 State organization 74 State's workforce 35 structural framework 11 Student Career Experience Program (SCEP) 118 style 7. 86. 80. 77-82. 119-20 [2] time constraints 62 time demands 65 timeframe 94. 50. 31. 40. 49. 57. 55. 81. 84. 29.CONSTRUCTION MANAGERS social worker 101 Sources of Additional Information 3 staff. official employment information 36 T tasks 40. 78. 71. 62. professional 127-8 start 22. 102 subordinates 80. 86. 101 team 77. 41. organization's HR 128 standards. 91. 117. 126 system. 86 subjects 39. 10-11. 54. 88. 98 Supervisor & Manager Competencies 97 supervisors 17. 115 time 5-6. 51. 12. 72-3. 81. 47. 83-4. 121-2 approximate 120 tools 12.

17. 96-7. 14-15. 118. 105 workshops 79 host 31 141 . 40-1 work group 81 work history section 41 work style 80. 34 WIA (Workforce Investment Act) 35 words 40. 54-5. 110 work ethic 109 work experience 5. 16-18. 36 craft 17 dislocated 35 qualified 34 self-employed 24 workers use 41 Workforce Investment Act (WIA) 35 workplace 72. 52. 62-4. 21-2. 85-6. 81. 80-1. 38-40. 12. 47.CONSTRUCTION MANAGERS venturesome 64. 73. 26. 121 W Web sites 32. 12-13. 42. 66 veterans 35. 49-50. 93 work 9-10. 32-3. 77-8. 123-4 [7] work environment 12. 88. 86 work team's progress 64 worker productivity 12 workers 10.

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