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The Job Interview Guide v3
Job Interview and Other tips for Recruitment and Staffing Professionals

B !mplo Prep " #hite label candidate preparation software
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+$,PT!R * - I%TRO('+TIO% nterBiewing is a critical step in the recruitment process. (or a staCCing company, the interBiew proBides an opportunity Cor you to DualiCy your candidates to see iC they meet your client3s Eob reDuirements. t also represents an opportunity to maFe a positiBe impression on candidates whether you place them or not. #emember that you bypass more candidates than you place, yet each candidate represents an opportunity to create a positiBe staCCing brand. %s such, iC done correctly, the interBiew serBes proBides an important Duality control mechanism and recruiter branding tool. Importance of Staffing 8ualit +uality is important to eBery business and industry, #ecruitment and )taCCing is no eGception. n the 2007 staCCing industry study conducted by naBero nstitute HCormerly i-oyaltyI, the Duality oC candidates deliBered ranFed as the number one most important criteria when employers decided on a staCCing Cirm.

HJ nCormation Crom 2007 annual naBero nstitute staCCing industry study. $his study surBeyed <00 companies, represented K800! annual staCCing budget, with a median
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eGternal staCCing budget oC K<0@I.

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The +ost of Service /ailure 6hile most recruiters haBe worFed with were eGcellent staCCing proBiders, haBe Fnown recruiters who submit candidates that are not really DualiCied hoping that they might maFe a placement. $heir reasoning is that it doesn3t hurt to :toss a name in the hat;. 6hile this reasoning appears harmless, it might end up costing in the long run. 6hen thinFing bacF to my corporate 5# days, and a staCCing company consistently sent me poor candidates, it made me doubt iC they really tooF enough time to understand my company culture, the Eob reDuirements and so Corth. 6hen this continued, it was Bery liFely that we discontinued worFing with that staCCing company. $he reason is simple, outsourcing is suppose to giBe a client less worF to do not more worF by haBing them reBiew bad resumes and interBiew unDualiCied candidates. )o what is the cost oC submitting poor resumes, unDualiCied and unprepared candidatesA 6hat is the cost oC Cailing to deliBer DualityA n the naBero study mentioned earlier, it eGamined the impact to a staCCing company when it Cails to deliBer Duality serBice. $his was accomplished by eGamining the relationship between a staCCing company3s serBice Cailure and their client3s willingness to recommend them. $he study contained 39 Duestions that rated staCCing serBice deliBery within 7 dimensions. $he employers rated their primary staCCing proBider on a 80?point scale Hwith 80 representing the most positiBe perceptionI.

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$he results oC this study show that there is a dramatic decrease in the employer3s wiliness to recommend their primary staCCing company with eBen one low serBice rating. n other words, employers appear to be Bery unCorgiBing and sensitiBe to serBice Cailures. $hese results are not surprising when you consider all the studies historically conducted in marFeting showing the signiCicant cost oC irate customers and word oC mouth marFeting. $hese Cindings highlight the importance oC staCCing Duality and they come as little surprise. 5aBing been on the client side as a corporate human resources proCessional, haBe designed #(P processes, worFed closely with hundreds oC hiring managers as well as staCCing serBice proBiders. %nd whether it was deciding on which recruitment and staCCing proBider to place on our Bendor list or awarding contracts, direct hires or temps, our number one consideration was the Duality oC candidates. )o what does staCCing Duality haBe to do with interBiewingA Proper interBiewing is a critical step to help ensure candidate Duality. +hapter 2 - 3now the Job C you want a successCul hire, a great placement, the Bery Cirst step is> .ou got to Fnow the Eob. 6hile this sounds simple and perhaps eBen common sense, this is where many recruiters and 5# ColFs Call down. 6hen say Fnow the Eob, it starts with Fnowing the responsibilities but it goes beyond that. @nowing the Eob Cor a successCul placement means not only Fnowing what the Eob duties, but also, the company culture, how the Eob Cits in the organiLation, within the department, and so on. #ecruiter recruiting Cor a Eob that they do not really understand happens all the time. 6hy does this happenA 6ell, this happens Cor a host oC reasons that include a hiring manager that is :too busy; to sit down with you and articulate what they are really looFing Cor and what the Eob reDuires. "ther reasons include a lacF oC Eob descriptions and postings, or really out dated ones. )ometimes, it is Eust the nature oC the business where clients call you needing someone yesterday. "ther times, it is due to the nature oC staCCing proCessionals. )taCCing proCessionals are typically high energy, enthusiastic salespeople. $hey want to :get out oC the gates; as Cast as possible and start their search. 1ecause in the staCCing business, it is oCten a race Cor time to get the resource Hespecially Cor those rare sFill setsI. 5oweBer, starting your search without Cully understanding the Eob reDuirements is a recipe Cor disaster. $ime inBested upCront with the hiring manager to determine what the Eob does will pay big diBidends down the road. 1ut where do you begin your researchA % good place to
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begin to learn about the Eob is the Eob posting and/or Eob description. 6hile these two documents are diCCerent, in that the Eob description simply describes what the Eob does

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and the Eob posting is an adBertisement to hire with, will use the terms interchangeably in this document since what am going to say will apply to both. Job (escriptions and Postings %s mentioned, begin with the Eob description. %sF your client iC they haBe a Eob description and posting Cor your Eob order. &ow when it comes to Eob related documents is important to always remember that Eob descriptions are a :snapshot in time;. $he shelC?liCe oC a Eob description really depends on how Cast the Eob duties are changing. n some industries, Eob descriptions are more time sensitiBe than others. (or eGample, in inCormation technology changes are happening so Cast that the shelC?liCe Cor these Eobs is much shorter than those in carpentry or trucF driBing where the rate oC change is much slower. )o be mindCul oC this when worFing with Eob descriptions. )o when receiBing your Eob description Crom your client, it is a good idea to reBiew the Eob posting and description with your client, asF old the document is and determine iC any oC the duties haBe changed since the creation oC the document. 6hat you do iC your client does not haBe a Eob descriptionA $his is not uncommon, many companies do not haBe Eob descriptions. 6hile this is unbelieBable Crom an 5# perspectiBe, not haBing Eob descriptions is Bery common especially in small to medium siLed companies Hit3s hard to understand a company not documenting what their employees do but happy to pay them Cor it. $his puts them in a bad position to maintain the internal eDuity or pay structure and similar bad position to handle worF related grieBancesI. C your client does not haBe Eob descriptions, well then create one Cor them or Cacilitate the process to create one with them. 2oing this will preBent a bad hire Crom not understanding the Eob Cully. n addition, helping your clients write Eob descriptions when worFing a Eob order will demonstrate your Balue add to your client. Note: Job Description as the Foundation of HR Functions The job description is often known as the foundation of HR functions. The reason for this is because the job description guides recruitment, performance management, earning and de!e opment and so forth. For e"amp e, b# first understanding the job$s duties, #ou wi know the %&'$s re(uired to perform such work, and u timate # better understand how to hire for the job. )n this wa#, the job description ser!es as the foundation for recruitment and selection. The same ogic app ies to performance management. *nce #ou know what the job does, #ou can then know what the e"pected outcomes and resu ts are for this particu ar job. For e"amp e, if #ou know the job dut# is to +sweep f oors,, then #ou wi e"pect that an outcome for this dut# is a +c ean and immacu ate f oor,. %nowing the e"pected outcomes for a job can then ser!e as the
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foundation for performance management.

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(on>t Reinvent the #heel 6hile writing Eob descriptions is not a CaBorite actiBity Cor any staCCing proCessional, it does not haBe to be labour intensiBe. .ou do not haBe to reinBent the wheel, there are many good Cree resources out there that will help you cut your time in halC. % good source oC Eob inCormation is the &"C. $he &"C stands Cor &ational "ccupational ClassiCication is a Canadian system oC Eob classiCication. t has a goBernment website that contains Eob classiCication inCormation. .ou can use it to looF up Eob analysis inCormation such as Eob descriptions, hiring reDuirements, common worF enBironment analysis, and so on. $he good thing about this system and the Eob documents Cound there is the rigor and standardiLation that goes into each Eob. $he documents Cound there simply describe the Eob in the simplest terms and does not contain the conCusing Clowery language sometimes Cound in many company written Eob ads. $he &"C has a great search Ceature that allows you to Cind the Eob you are trying to Cill. .ou can use this as a Coundation and edit it to reClect the speciCic reDuirements and to add marFeting Clair. %nother good source oC Eob inCormation is online Eob boards. 0ob boards such as !onster and Careerbuilder contain Birtually eBery Eob description. .ou can go onto these sites and easily search Cor the Eob description or posting that you desire. )o don3t reinBent the wheel, use resources liFe the &"C and online Eob boards to proBide a starting point to write your Eob description and posting. Interview the $iring 5anager "nce you haBe your draCt Eob description created, it is a good idea to haBe a sit down with the hiring manager to reBiew it and asF Duestions. $his will giBe the hiring a chance to proBide clariCication oC Eob reDuirements through dialogue. $he goal here is at the Bery least understand what the Eob does. 6hen reBiewing your Eob documents with your client, some oC the Duestions you may want to asF includeM 13 "C these responsibilities which are the most important to you, and the organiLationA 6hat are the typical problems at this Eob handlesA 5ow much autonomy does this Eob haBeA 6ho will this Eob haBe to speaF to in order to perCorm its dutiesA 2escribe the worF enBironmentA 6hatNs the most common error committed in this positionA 5ow does that impact

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the companyA

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-

6hat Find oC education is reDuired in this positionA dentiCy degree, diploma, certiCication, proCessional association names and acronyms. 5ow would you prioritiLe these educational reDuirementsA 6hat Finds oC worF history with potential candidates come CromA dentiCy Eob titles, industries, competitors, and so on.

%t this stage while asFing your client what they want, be careCul oC the :managerNs wish list;. $he :manager3s wish list; is client wants someone with a Ph.2. to Cile papers. )o here is your opportunity to proBide your eGpertise, share your Fnowledge oC the Eob marFet, candidate pools, and so Corth. t is also your chance to Crame and ground your client3s eGpectations. .our goal is to Cind a balance between the managers3 wish list and the Eob reDuirements. $he obEectiBe is to create a Bision that is realistic as well as satisCy your client. C you Cail haBe a clear understanding oC the Eob reDuirements and a realistic candidate proCile, you might as well be oCC on a search Cor the -och &ess !onster. )o ensure you reBiew the Eob documents with the hiring manager and asF whateBer Duestion you need to ensure that you haBe a thorough understanding oC the Eob that you are hiring Cor.

+hapter 3 - +ompan +ulture and Soft S?ills 6hen staCCing proCessionals start their search, most oCten we Cocus on the :main components;> the education and eGperience. 6hile this is the basic part oC the search, itNs important to understand your client3s company culture. 6hy you may asFA 1ecause, the most common reason a hiring manager bypasses a DualiCied candidate in an interBiew is due to :Cit;. 6hen a hiring manager simply states a lacF oC Cit they usually mean the candidate will not Cit into the culture and the team. )ometimes, they will use the term Cit, other times theyNll say they didnNt get the right :Ceeling; Crom the candidate, or perhaps theyNll say that theyNd maFe a :connection; with a candidate. !ost oCten when you drill deeper down, all this means that they do not Ceel the candidate would Cit into the culture. 'Ben iC your candidate is hired, are you home CreeA %bsolutely not, because the reason most new employees are terminated, it is not due to a lacF oC technical sFill or eGperience but again bacF to the :Cit;. $he most common reason Cor terminating a new hire is because they do not Cit into the team or organiLation. %nd not Citting into the culture oCten comes Crom a combination oC simply not Citting in and a lacF oC soCt sFills.
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)o when searching Cor resources looF at the soCt sFills and assess a culture Cit. (rom 5# perspectiBe, this maFes sense, because it is always easier to teach technical sFill and proBide on?the?Eob training Cor sFills gaps, than to try to change personality traits and culture. (or eGample, iC you were asFed to hire a sales person Cor your client in the paper industry. t would be Car easier to hire a sales person, who is naturally Criendly, outgoing and then proBide training on product Fnowledge rather than higher someone Fnowledgeable in paper products, but who was Bery introBerted. $ow to Get a Sense of +ompan +ulture )o you need to understand your client3s culture to maFe a great placement. 6here do you begin to understand your client3s cultureA 6ell, a good way to get a sense oC the company culture is to simply asF the hiring manager. %sF the hiring manager to describe the culture at worF, and within the team. %sF them how worFing there diCCers Crom other employers they haBe worFed withA 6hat Find oC atmosphere do they create at worFA %sF them to describe their own management philosophy and style and so Corth. %nother good way to get a sense oC the culture is to conduct a site Bisit. &ot only will the site Bisit help you build stronger relationships with your client, but also it will help you eGperience the worF atmosphere Cor yourselC. $he other reason why you need to conduct a site Bisit is because sometimes the culture and atmosphere the hiring managers perceiBe is Bery diCCerent than the ones the employee sees. % site Bisit will allow you a chance to see Cor yourselC the worF atmosphere your candidate will be a part oC. $aFing a walF through the worF area will giBe you a sense oC what it is liFe to worF there. )top by the employee/union bulletin board and to see what the issues are, and what is being communicated. s it Cilled with retirement party and company celebration posters, or is it Cilled with union and employee grieBancesA 6alF through the employee lunch area. 2o employees taFe their lunch or are they at their desF, worFing through their lunchtimeA %ll oC this will help you understand the company culture and in turn, help you Cind the right person Cor this client. %t the Bery least, you will Fnow how to describe the worF enBironment to your candidate when asFed. )o enough can3t be said about inBesting time up Cront to ensure you understand the Eob, the culture, and DualiCications which set the Coundation Cor great hire.

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+hapter . - (eveloping Job Interview 8uestions &ow that you haBe a good understanding oC what the Eob does, who youNre looFing Cor, and the culture in which the incumbent will worF, itNs time to create some good Eob reBiew Duestions. .ou will now rely on all the inCormation that youNBe gathered up to this point to deBelop your Duestions. .ou will want to create Eob interBiew Duestions to not only to assess the Eob reDuirements Heducation and eGperienceI, but also to assess soCt sFills and culture Cit. n this section we will Cocus a lot on behaBioral Duestions. 1eCore we go Curther on how to create good Eob interBiew Duestions, letNs do a DuicF reBiew oC behaBioral Duestions. Behavioral Interview 8uestions 1ehaBioral Duestions are based upon the theory oC past behaBior. $hat is past behaBior is a good predictor oC Cuture Eob perCormance. 5ow a candidate handled a situation the past will giBe a good indication oC how they will handle a similar situation in the Cuture. &ot only is the world oC Eob interBiewing relying on this theory oC past behaBior, but well? Fnown and established systems liFe the criminal Eustice system also relies on this theory. 1ehaBioral Duestions are Bery preBalent in the human resources industry. )tudies oC shown that this style oC interBiew Duestion is a better predictor oC Eob perCormance than the traditional Eob interBiew Duestion. 1ehaBioral Duestions asF the candidate to recall a worF situation in the past. $hey are used to assess competencies anywhere Crom problem solBing, tolerance Cor stress, to risF taFing and so Corth. 1ehaBioral Duestions start with phrases liFe> $ell me about a time when... 2escribe a situation where you... *iBen eGample, when...

5ere are some eGamples oC behaBioral Duestions> $ell me about a time when your worF was criticiLedA *iBe me an eGample oC when you had to maFe a decision without all the inCormation and details that you would haBe preCerred. 2escribe a situation where you identiCied a problem beCore anyone elseA

6hat3s the diCCerence between a traditional interBiew Duestion and a behaBioral
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interBiew DuestionA (or eGample, suppose you were trying to assess competency oC conClict resolution. % traditional Eob interBiew Duestion would be something liFe>

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@Tell me how ou feel about conflict resolutionA or @#hat are the steps in conflict resolutionA) % behaBioral Duestion would be phrased as Collows> @Tell me about a time when ou had to deal with an angr or abusive customer) $ow did ou handle itBA &ow that we haBe eGplained the theory oC behaBioral interBiewing, let3s looF at how to create your own behaBioral interBiew Duestions Cor your speciCic client and Eob order. +reating and +ustomiCing Behavioral 8uestions :$he answer you get depends on the Duestion you asF; )o how do you create great behaBioral interBiew Duestions to help you assess and select the right candidateA $o help you get started, we haBe attached a handbooF oC behaBioral interBiew Duestions Cor your conBenience. $his handbooF contains behaBioral Duestions to assess the most common Eob reDuired competencies liFe problem solBing, communication, conClict resolution and so Corth. 5oweBer, iC you want to get the most out oC your Duestions, you must customiLe the Duestions Cor your speciCic Eob order and client. )o how you customiLe and target your behaBioral DuestionsA 6ell start with your Eob description and posting. )imply reCer to the Eob description that youNBe already created. 1ased on the prioritiCed Eob and hiring reDuirements, create your customiLed behaBioral Duestion. will illustrate with an eGample below oC Eust how easy it is to create your own customiLed behaBioral interBiew Duestions. $he assumption here is that you haBe already created an up?to? date and prioritiLed Eob description and posting. !DampleE )uppose your a client asFed you to hire an accountant. 1ased on your discussions with the hiring manager and your analysis oC the Eob, you haBe identiCied that the main responsibility is to +perform accounts reconciliation, and the main soCt sFill are +detail orientation, analytical and problem solving,. )tep 8> dentiCy a prioritiLed responsibility Crom the Eob posting>
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+-erform accounts reconci iation to the genera edger. reconci ing !arious ba ance sheet accounts to subs#stems,

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)tep 2> dentiCy a prioritiLed soCt sFill identiCied on Eob posting> “Detailed oriented, analytical and proven problem solver” )tep 3> (ind an appropriate behaBioral Duestion to assess the competency oC problem solBing and detailed orientation. .ou may use one oC your own or one outlined in our behaBioral Duestions manual. +Te me about a time when #ou identified a prob em before an#one e se or #our superiors/, )tep /> 2rawing on your Eob documents, blend or :conteGtualiLe; your behaBioral Duestion with your prioritiLed Eob Cunction and reDuirements. “When reconciling various balance sheet accounts to subsystems: Tell me about a time when you noticed a source of potential loss for a company or identified an undetected financial error before anyone else. What did you do about it?” .ou can see that the Duestion created aboBe, assesses the most important competency as identiCied by the hiring manager Hdetail orientation, problem solBingI through the most important Eob responsibility again as identiCied by the hiring manager Haccounts reconciliationI. 1y Collowing these steps when creating your Eob interBiew Duestions, you ensure you asF the right Duestion to get the right answer to Cind the right candidate. %nd best oC all, you use your time wisely by asFing the most important Duestions. $his approach can be applied to any Eob order to help you create good behaBioral interBiew Duestions. 1elow are some eGamples to show you how easy it is to conteGtualiLe behaBioral Duestions Cor Barious Eobs. +ustomer Service " assessing the core competenc of conflict resolution 1ehaBioral Duestion to assess core competency oC conClict resolution O core Eob Cunction oC handling returns/complaints P
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Describe a time when #ou had to dea with an irate customer i.e. on a return, e"change or comp aint who was abusi!e to #our c ient ser!ice staff. How did #ou hand e it/

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!ducationFTeaching " assessing the core competenc of classroom management 1ehaBioral Duestion to assess core competency oC classroom management O core Eob Cunction dealing with students P 's an educator, often #ou ha!e to hand e situations where #ou ha!e a student with beha!iora cha enges. Te me about a time when #ou had to hand e a student who was misbeha!ing !er# bad # and disrupting #our c ass. 'dditiona probing (uestions #ou can ask: How did #ou hand e it/ 0hat did #ou earn from this e"perience to he p #ou impro!e #our teaching ski s/ (iscrimination and $uman Rights 0egislation 6hether you are operating in Canada, ,nited )tates or elsewhere you must be aware oC the applicable laws against discrimination when hiring. n this section, the inCormation and eGamples are based on the laws in Canada. $his is not intended to be legal counsel, as the training programs that help employers preBent discrimination and ensure compliance can be eGtensiBe and beyond the scope oC this document. 5oweBer, in this section will Cocus on the common issues that come up in a Eob interBiew. t will be assumed that you are Camiliar with the applicable discrimination laws that goBern your company. %s such, will looF at common Duestions that typically should be aBoided and proBide best practice alternatiBes. &ot only does anti?discrimination practices apply to you but it is a wise idea to see iC your client has been proBided the necessary training to hire within the human rights. )ince iC your client asFs your candidate an inappropriate Duestion, it will not only create a bad impression Cor your company but it may also open you up to legal action. C you are in doubt or haBe any Duestion, seeF adBice Crom your local labour lawyer or contact the appropriate goBernment department Cor adBice. t is important that you Cind out which legislation your company Calls under HCederal, proBincial, stateI to ensure you meet compliance. n Canada, most employers Call under proBincial legislation but some are under Cederal Eurisdiction and can depend on a Bariety oC Cactors liFe industry, whether or not your company proBides a inter?proBincial/international serBices, and so on. (or eGample, Canadian 1anFs, $elecom, and #ailway Call under Cederal legislation. $he Fey is to seeF adBice and get the right inCormation to ensure compliance and preBent complaints.

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nterviewer !uestions that Don"t Discriminate 2on3t %sF 5ow old are youA 1est Practice $his Eob reDuires you to be 89 or oBer to be able to perCorm it3s duties. %re you able to meet this reDuirementA $his worF inBolBes shiCt worF and oBertime when necessary. %re you able to meet this reDuirementA %re there any circumstances that would preBent you Crom meeting these reDuirementsA $his Eob will reDuire you to traBel 30Q oC the time, will you be able to meet this reDuirementA %re there any circumstances that would preBent you Crom meeting these reDuirementsA $his Eob reDuires liCting oC up to /0 lbs. Can you meet these reDuirementsA 6ill this pose a problem Cor youA 2o you haBe any condition that could aCCect your ability to do the EobA )ituation 'Gample, you need to hire a bartender and you are unsure how old the applicant is. 'Gample, you need to hire Cor a position that worFs weeFends, eBenings, oBertime and traBels.

%re you marriedA 2o you haBe FidsA 2o you go to church on )undaysA

2o you haBe any physical and/or mental health problemsA

'Gample hiring Cor a warehouse position.

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+hapter 1 " Job Interview !valuation and Scoring ST,R TechniGue 1eCore we get into the details oC eBaluating your candidate3s interBiew responses, let3s taFe a moment to talF about the )$%# method. )$%# is a techniDue commonly taught by proCessional recruiters, career counselors and Eob interBiew coaches to help candidates structure their answer to a behaBioral interBiew Duestion. )$%# is an acronym that stands Cor situation, tasF, action and result. 6hile it is an eGcellent techniDue Cor candidates, interBiewers can use it too. 6hen listening to a candidate3s answer sometimes you can get lost in the details. $o help you naBigate the details, listen Cor each )$%# component when your candidate responds to help you hone in on the most important elements oC each answer. %lso when using this structure when taFing notes, it will help Feep them organiLed and easy to compare one response to another. 'Gample "C nterBiewer3s ,sing )$%# !ethod @Tell me a time when you were on a team and you didn"t see eye to eye with a team member, what did you do?

S

)ituation?

-isten

Cor a particular situation to proBide conteGt to the answer.

Candidate> : n my last Eob with *lobal $elecom, was assigned to the .2< proEect team with 80 other members to rollout and implement the new soCtware system?testing tool within a /?weeF period. :

T

$asF?

-isten Cor a detailed tasF that your candidate clearly responsible Cor and had to complete. 'Ben though your candidate worFed as part oC a team, it is important that you are clear on what his or her own responsibilities were. Candidate> : was responsible Cor all n?tier application testing Cor all systems within the -ower !ainland with one other team member. 6e had to ensure there wouldn3t be any problems with the application once we started to rollout the systems to other parts oC

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the ProBince. Problem was this team member and could not see eye to eye when coming up with a testing process/methodology.;

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,

%ction?

-isten Cor the speciCic action that your candidate tooF to complete the tasF or solBe a problem. Candidate> :)ince this team member was more senior then , respected his Fnowledge but didn3t agree with his testing process and Bice Bersa he didn3t agree with my ideas. decided the only way we were going to worF eCCectiBely is to meet up 8 on 8 during lunch Hin a comCortable enBironmentI. eGplained my Crustration and went oBer both our process plans in detail. told him iC we were going to worF eCCectiBely, we both haBe to be on the same page. 1asically we discussed eBerything out in the open.;

R

#esults?

-isten Cor the results and outcomes oC your Candidate3s action. 2id your Candidate demonstrate achieBe successCul resultsA 6hat was the Cinal outcomeA 'Gample> n the end, the testing process was rolled?out without delays. 6e both compromised on a single process and eBerything worFed out perCectly. 6e gained more respect Cor one another and we continue to Feep in touch. !ost importantly, the testing was rolled?out on time and on budget.

/alse Stars (alse )$%#) are responses by applicants that are diCCicult to interpret by the interBiewer. 6hile these responses may be acceptable in eBeryday conBersation, they don3t allow you to isolate the candidate3s role through a speciCic eGample oC an actual preBious behaBior. (alse )$%#) are typically statements oC Ceelings and opinions, or statements oC what an applicant :would do; or :would liFe to do; or Bague statements. (eeling %s (act R watch Cor candidates who reply using statements oC opinion or Ceeling. (or eGample> • • • : was really great at planning; : thought was the best manager and deserBed more responsibility; : showed a lot oC initiatiBe in maFing my sales calls;

$he ,se "C :6e; R watch Cor candidates who use :we; to demonstrate that they are team players. ,nCortunately, you cannot be sure what the candidate3s role was in this situation. -isten Cor we and clariCy by asFing, :6hat was your speciCic role in this tasF,
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team, etc.; • :6e deBeloped a strategic plan and soCtware;

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6ould 5aBes R watch Cor candidates who use conditional statements. (or eGample> • • : would haBe achieBed the targets; : n this situation, would call the customer;

#emember behaBioral Duestions rely on the theory oC past behaBior. %s an interBiewer you are looFing Cor a speciCic eGample where your candidate demonstrated a certain behaBior. 6hen listening to the response, the candidate3s role, that is what they actually did do, how they actually did handle a situation must be clear. n the aboBe eGamples oC Calse )$%#s, you can see that each statement does not proBide the inCormation reDuired Cor an accurate eBaluation. Job Interview ScoringE %lthough eBery organiLation may haBe their own Eob interBiew eBaluation S scoring process, here are a Cew processes we haBe implemented with success. Rating ScaleE #ating scales can be anything Crom a <?80 point rating scale, we preCer and suggest the < point rating scale $he < point rating scale is the simplest and easiest to use when rating candidates. $he more points in a rating scale, the more points oC distinction you create. 5oweBer with greater points oC distinction comes with a greater diCCiculty in discerning the diCCerences. (or eGample, how diCCicult would it be to rate a candidate on a 20 point scaleA 5ow hard would it be to distinguish between a 8= and 87A (or this reason, we haBe chosen to use a < point scale. 2esigning a scale with an eDual number oC positiBe and negatiBe statements can preBent the problem oC bias, since consent on positiBely Feyed items will balance consent on negatiBely scaled items. 5oweBer, central tendency and social desirability can be problematic Cor raters who are indecisiBe or liFe to :sit on the Cence;. (iBe Point )cale> * Poo r 2 6eaF 3 %Berage . *ood 1 'Gcellent

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Creating the 'Baluation 6ith all eBaluations, the recruiter should eBaluate eBerything Crom a candidate3s appearance, body language and handshaFe to speciCic competencies reDuired Cor the position. Process T8> (irst mpression Points Create generic points to eBaluate Cor all positions regardless iC it3s Eunior to senior leBel. $hese are Fnown as :Cirst impression; eBaluation points. )ome oC these include> • • • • • • • • *rooming %ttire 5andshaFe 'ye contact $ardiness *um Chewing Preparation Hhas portColioI *eneral %ttitude Henthusiastic, passiBe, opinionated etc.I

(or many oC these you can also add a :.es; or :;no; rating scale along with the < point rating scale. '.g.> Candidate chewing gumA .es> &o>

Process T2> *eneral %ssessment R Candidate #esume and their Preparation 5ere you want to go through a candidates resume to conCirm and Balidate that they actually haBe the Fnowledge, sFills and abilities speciCied in their resume. .ou also want to Cind out iC the candidate tooF the time to prepare and Fnow more about the position posted and company. *eneral %ssessment ncludes> • • • 30 @nowledge oC the position, did the candidate taFe the time to read and understand the reDuirementsA @nowledge oC the company, did the candidate taFe the time to research the company prior to the interBiewA .ears oC eGperience in speciCic Cield related to position postingA

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6orFing Fnowledge oC speciCic technologies HhaBe the reDuired technologies listed Crom position postingI

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6hen asFed to go through resume, does the candidate conCirm all inCormation is BalidA H'.g. *aps in employment, worFing Fnowledge or general Fnowledge oC speciCic eGperienceAI

'Gample> #ating )cale to %ssess .ears oC 'Gperience> How man# #ears ha!e #ou worked as an accountant 1senior position2/ -oor 0eak '!erage ;ood
>"ce ent

4 7 8 9
:

3ears of e"perience 564 768 96: <6=
?@

6e haBe proBided you an eGample oC how to assess and score the *eneral %ssessment, see our )ample 'Baluation (orm that we haBe proBided in the Collowing pages. Process T3> Position )peciCic Points. n this process you want to ensure the candidate has all the reDuired competencies Cor the position. n most cases, you will want to use behaBiour based Duestions to capture responses. ,sing behaBioral Duestions is a good idea since most employers use them. 1y listening to speciCic eGamples oC your candidate3s past worF eGperience, this proBide you a stronger Balidation. -ooF Cor more than a :yes; or :no; response to any oC these Duestions. Probing +uestions> !any times the candidate may not proBide the speciCic response to the initial Duestion. $his may be a result oC nerBousness, lacF oC preparation or eGperience or perhaps poor Duestion design. #ecruiters should always haBe additional probing Duestions to asF along with the behaBioural Duestion. $he probing Duestion acts as a bit oC a :push; when a recruiter is not happy with a candidate3s response. Probing Duestions encourage the candidate to elaborate and proBide critical inCormation. #emember, with probing Duestions recruiters the goals is encourage the candidate, giBe them some help without actually giBing the candidate the answer.
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'Gample> ,sing Probing +uestions $ell me about a time during a proEect you haBe managed when a team member came to you with a compleG issue that they needed to talF aboutA 5ow did you resolBe the issueA Probing Duestion> • • • 6hat was the speciCic proEectA 5ow did the compleG issue startA 6hat steps did you taFe to resolBe the issueA (ollow?upA 'nd resultA

6hat is the recruiter looFing Cor in the responseA • • • • 2escribed the proEect, lead a large group. $ooF appropriate steps necessary to resolBe the issue. 5andled the issue well, and resolBed the issue. $eam member is satisCied with the results. #esult is positiBe.

C the candidate3s response meets all the criteria the candidate will score high on the < point rating scale. C speciCic inCormation is either missing or response is aBerage, the candidate will score aBerage or poorly. $his Position )peciCic section oC the checFlist, recruiters use behaBioral Duestions to weed out the good candidates Crom the poor . % thorough interBiew will result in sending strong candidates to your clients. Sample of !valuation /ormE
+andidateE 0ohn )mith PositionE 6eb 2eBeloper InterviewerHsIE 0anet Peters, )andra 1urrows, !anEeet !ann
st

(ateE 0uly 8 2007 /irst Impression
*rooming ProCessional 1usiness %ttire $ardiness 5andshaFe 'ye Contact Chewing *um 1usiness PortColio "Berall %ttitude
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P o o r H *

# e a ? H

, v e r a g

G o o d H

! D c el le nt

.es> .es>

&o> &o>

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TotalE

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!Dcellent H1I Good H.I ,verage H3I #ea? H2I Poor H*I

General " Resume and General Preparation
@nowledge oC position, did the candidate taFe the time to read and understand the reDuirementsA @nowledge oC company, did the candidate taFe the time to research the company prior to the interBiewA .ears oC eGperience in speciCic Cield related to position postingA 6orFing Fnowledge oC speciCic technologies> P5P Photoshop %)P .&et 41)cript C)) U!0aBa)cript 6hen asFed to go through resume, does the candidate conCirm all inCormation is BalidA H'.g. *aps in employment, worFing Fnowledge or general Fnowledge oC speciCic

TotalE
P o o r H * # e a ? H , v e r a g G o o d H ! D c e ll e

Position SpecificE Behavioural Based
Please describe your eGperience in worFing with an indiBidual to help that person succeed on a particular proEect or in their daily assignmentsA Probes>
• • • 5ow did you ensure that you gained the indiBidualNs input with regard to how they could be successCulA 6hat was the process you used to assist the indiBidual in going Crom their current situation to one where they were successCul in completing proEects/daily assignmentsA 6hat was the outcomeA

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$ell us about a time when you needed to worF closely with a colleagueHsI on a proEectA Probes>
• • • 5ow was the process decided on that would be used Cor worFing on the proEectA 6ere there obstacles encounteredA 5ow were they oBercomeA $ell us about the relationships between you and your colleagueHsI worFing on the proEect.

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$ell us about a time when you dealt with a client who Celt that he/she was being treated unCairlyA Probes>
• • • 5ow did you ensure your understanding oC the clientNs concernsA 6hat was your approach to dealing with the clientA 6hat was the outcome oC the situationA

TotalE Total !valuation ScoreE

#eighted Scoring 6hen the criterion is not weighted the assumption is that one reDuirement is worth the same as the other. )ometimes, hiring managers will Balue one sFill or Eob reDuirement more than the other Cor a particular position. 6eighting your rating scale will allow you to reClect your client3s priorities Cor the Eob. 6hile weighting adds some additional compleGity to the eBaluation process, there are some beneCits oC doing so. $he eGercise oC weighting Eob reDuirements will help you to put a realistic CrameworF around managers with unrealistic eGpectations. 6eighting will help you maFe better hiring decisions especially when a candidate does not meet %-- the Eob reDuirements. n these situations, you can still determine iC the candidate meets the Eob reDuirements your client Balues most. $his will proBe beneCicial especially in situations when worFing with unrealistic clients on a Eob order Cor a diCCicult to Cill position. $o weight the Eob reDuirements you can ranF all the reDuirements or simply assign a Balue to each Eob reDuirement. ,sing the eGample aboBe, we will illustrate Cocusing on the position speciCic portion oC the eBaluation Corm. !DampleE #eighted !valuation /orm
TotalE
P o o r H * # e a ? H , v e r a g G o o d H ! D c e ll e

Position SpecificE Behavioural Based

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Teamwor? H2I Please describe your eGperience in worFing with an indiBidual to help that person succeed on a particular proEect or in their daily assignmentsA Probes>
• • • 5ow did you ensure that you gained the indiBidualNs input with regard to how they could be successCulA 6hat was the process you used to assist the indiBidual in going Crom their current situation to one where they were successCul in completing proEects/daily assignmentsA 6hat was the outcomeA

!thics H3I 2escribe a situation in which you demonstrated a strong ethical stance at worF, despite pressure to do otherwiseA Probes>
• • • 6hat were the risFs inBolBed in taFing the strong stance that you didA 5ow did you oBercome the pressure to change or weaFen your stanceA 5ow did the position you tooF aCCect the relationships that you haBe with the others inBolBedA

ConClict #esolution H8I $ell us about a time when you dealt with a client or co?worFer who was irate and perhaps eBen Berbally abusiBeA Probes>
• • • 5ow did you ensure your understanding oC the person3s concernsA 6hat was your approach to dealing with the angry personA 6hat was the outcome oC the situationA

TotalE Total !valuation ScoreE

2 21

:

* 1

Scoring !DampleE $eamworF P 7 V*ood H/I G weight H2IW 'thics P 8< V'Gcellent H<I G weight H3IW ConClict #esolution P 2 V6eaF H2I G weight H8IW

!valuation Traps %s interBiewers, we all striBe to be an impartial, Cair and consistent. 5oweBer, as unpreEudiced as you may be, we all haBe our biases that might inCluence the way we
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eBaluate our candidates. )o how do we ensure we are not negatiBely inCluenced by our own personal BiewsA $he Cirst step is to be mindCul oC common interBiewer mistaFes made when eBaluating candidates. 1elow are a Cew Bery common mistaFes made when rating interBiew responses.

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-eniency R $his is the :!r. &ice *uy; interBiewer who giBes high scores to eBery candidate on eBery competency. $he problem with this type oC eBaluator is it is diCCicult to distinguish between candidates. $he truly strong scores are Bisible with this method. )trictness ? $his eBaluator is what liFe to call :!r. )tingy;. 5e is the opposite to the :!r. &ice *uy;, in that he giBes eBery candidate a low score. 6ith this type oC eBaluator not only is it diCCicult to distinguish between all the low scores but they oCten want more candidates cause the ones they eBaluated were :all bad;. 'Gtreme ? $his eBaluator is a combination oC the :!r. )tingy and !r. &ice;. $his eBaluator is eGtreme by only giBing really high scores or really low scores. Central $endency ? $his interBiewer rates eBeryone as medium. 5e is what liFe to call :!r. (ence )itter; because he liFes to stay in the middle. )imilarity ? 6e tend to liFe those who appear sound looF liFe ourselBes. )o as an interBiewer, be aware oC this trap and be open?minded to candidates that may not be similar to yourselC. 5alo 'CCect ? $his is when we one rating inCluences the way we rate all other areas. (or eGample the candidate impresses us in one area and then we rate them positiBely on all other areas. $his can also go the other way, where the candidate CreeLes on the Cirst Duestion and then we rate the candidate poorly in other areas. $his Find oC error comes Crom interBiewers who maFe the Collowing logic mistaFe :iC scored her eGcellent in leadership, then she must haBe good communication sFills too;. %ttractiBeness ? +uite simply, we rate attractiBe people more positiBely. ,nCortunately :pacFaging; does inCluence our decisions. 1ut choosing a customer serBice person who is attractiBe but has poor communication, conClict resolution sFills or with no empathy is a recipe Cor disaster. $his is not a model search, this is an interBiew. %s mentioned, the Cirst thing you can do to preBent these common eBaluation mistaFes. %dditional preBentatiBe steps you can taFe are to asF each candidate the same interBiew Duestions. 1y asFing your candidates the same Duestions you can more easily maFe an :apples to apples; comparison. %nother thing recommend is to periodically taFe a looF at your aBerage score awarded oBer time and compare them against the interBiew team3s aBerage. 2oing this will help you identiCy your potential scoring patterns.

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+hapter 4 - Setting up and Running the interview +omfortable Setting 6hen setting up the interBiew be :candidate Criendly;. C possible, try to accommodate your candidate. $he days oC candidates thanFCul to get an interBiew, begging Cor a Eob are oBer Hespecially with the star candidatesI. #emember, your candidate has liFely taFen a day oCC worF or has come in to see you on his or her Cree time. )o try to be CleGible and accommodating with your interBiew times and locations. (ind out about your candidate3s commute, and oCCer to meet at a halCway point. (ind a coCCee shop and conduct your interBiew oBer a cop oC coCCee. &ot only is this a candidate Criendly practice, but you may also Cind that you get better interBiews Crom a relaGed candidate in neutral setting. 6hether you are conducting the interBiew Crom your location or a coCCee shop, it is important to pay attention to the enBironment. $aFe note oC the light, heat, seating, and so on and maFe the necessary adEustments to ensure a comCortable interBiew climate. % comCortable candidate will interBiew better giBe you a better chance oC Cinding the right talent. %lways maFe sure that you haBe water, coCCee, tea, or some beBerage to oCCer your candidate. !any candidates already Ceel nerBous in an interBiew, along with a lot oC talFing creates Cor a Bery thirsty candidate with a Bery dry mouth. %gain the goal is to maFe the candidate Ceel comCortable and at ease. )o that they can proBide you with inCormation that you are looFing Cor. Opening the Interview - Setting the Tone and Building Rapport % Fey to a successCul interBiew is starting it oCC right. 5ow you open the interBiew is Bery important as both the things you say and don3t say sets the ground rules Cor the rest oC the interBiew. 1uild #apport $he best way to build rapport is smile, maintain eye contact, and listen actiBely. .ou can build rapport by listening actiBely. $his shows the candidate that you are Cocused on them and what they say matters to you. 'mpathy and actiBe listening is Bery eCCectiBe in getting a nerBous and Duite candidate to open up. 5oweBer, it can also cause the candidate to proBide more inCormation than is needed and taFe up Baluable interBiewing time.
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“Why did you leave your previous #ob?”

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+andidate> haBe been in the same position and leBel Cor 7 years and it was time Cor a change. was a dead end Eob. Recruiter> t sounds liFe you Celt that you Celt stucF and saw no career and deBelopmental opportunities there. 'Gtrapolate career goals based on your candidate3s Balues> get the sense that you really Balue career growth in a Eob. 2escribe the Find oC change you are looFing Cor in your new Eob. Opening Statements "pening statements are statements that you begin the interBiew with. t helps Crame and Cocus your interBiew. t also helps create a proCessional atmosphere and will help put your candidate at ease since in your opening statement you will eGplain the interBiew process. 5ere is an eGample oC an opening statement> :)o how do you Ceel about getting startedA 6ell my role here at %1C ProCessional )taCCing is )enior #ecruiter, haBe been in the staCCing industry Cor 8< years and with %1C Cor < years specialiLing in inCormation technology. %s you Fnow today, am here to interBiew your Cor the role oC 6eb 2eBeloper Cor my client, a high proCile employer in the 4ideo *ame ndustry. would liFe to spend the Cirst < minutes Eust getting to Fnow you a bit better. would liFe to hear more about your bacFground, education and eGperience. n the neGt part oC the interBiew, will asF you some Duestions to get speciCic eGamples oC what you haBe done. $o allow me to determine Eob suitability Cor my client, will need you to help me by maFing sure that you giBe me speciCic eGamples oC things that haBe actually happened. .ou can taFe your time when thinFing oC an eGample and iC you get stucF Eust let me Fnow and we can sFip that Duestion and circle bacF. C haBe any Duestions about the position, would be glad to answer them at the end oC the interBiew, so will maFe sure to leaBe enough time Cor that. will be taFing notes during this interBiew because am really interested in your bacFground and it will help remind me later oC your DualiCications.; t

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Interview %ot Interrogation -ast but not least, the most important element in creating an enBironment where your candidate can be comCortable and relaGed is youX "Ber the years, haBe interBiewed with many hiring managers and other recruiters and haBe witnessed tremendously diCCerent interBiew styles. 1eBerages, air conditioning, and comCortable chairs are meaningless iC you do not create a warm and welcoming enBironment with your personality. 1e aware oC your own body language. %re you leaning away, distracted, and looFing else whereA %re you maFing eye contact and smilingA nterBiewing is tiring and aCter a Cull day oC interBiewing, it3s hard to be high energy and Criendly Cor that last candidate but it is so important. )ome hiring managers and recruiters haBe worFed with interBiew are more liFe interrogators. #ather than looFing Cor eBidence oC how the candidate is DualiCied and eBaluating, these interBiewers are more Cocused on looFing Cor a reason to demonstrate how the candidate is not DualiCied. $hese interBiewers are mistrustCul by nature and are more Cocused on looFing Cor inconsistencies rather than getting the inCormation needed to eBaluate. call these :hard interBiewers;, while in some industries liFe policing this might be acceptable and eBen purposeCul, Cind you will get better results when your candidate is relaGed. )o remember the candidate is nerBous enough as it is, it is your Eob to do what you can to help them Ceel at ease. +hapter 9 - +losing the interview 6hen you Ceel liFe you haBe obtained all the inCormation that youNre looFing Cor itNs time to close the interBiew will. %t this point it is important that you giBe the candidate a chance to asF you some Duestions. $he biggest turnoCC Cor a candidate is to be grilled with Duestions Cor an hour and then only giBen a minute to asF Duestions. )o leaBe adeDuate time Cor Duestions. #emember that your candidate is maFing Bery big decision that will impact his or her liCe. %s an interBiewer, here is where you haBe to do your homeworF. .ou must be prepared to answer your candidate3s Duestions. $his means you should Fnow something about what maFes worFing Cor your client special. n addition to understanding the total compensation Hbased and Bariable pay, beneCits, time oCC, etc.I .ou must also Fnow something about the clients employee programs. 'mployee Programs and nitiatiBes liFe> 0ob shares, CleG?time, educational reimbursements, compressed worF weeFs, training
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programs, deBelopmental opportunities, eGercise Cacilities, and so on.

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$o sell your client to your candidate, you need to be up to date on company news and inCormation. (or eGample, has your client won any awards recentlyA 2o you haBe any eGamples oC community inBolBement and enBironmental responsibilityA !ore than eBer, corporate social responsibility is playing an increasingly greater role in our decisions as consumers as well as potential employees. .our candidate is maFing a big career decision and it is your Eob to proBide them with the inCormation they need to maFe an inCormed decision. 2oing this will not only beneCit your candidate, but will help your client preBent a bad hire due to poor Cit. +hapter : - Overcoming ObJections; 'ncovering 0andmine; +areer +ounseling 2uring your interBiew, it is beneCicial to uncoBer any potential concerns Crom your candidate about the opportunity and proBide clariCication where needed. .ou may do this by probing your candidate to Cind out iC they haBe any concerns and determine what they are looFing Cor in their neGt Eob/employer. )ome Duestions you may asF here include> +Te me what was the main reason wh# #ou eft #our pre!ious positionAemp o#er/, +0hat are some of the reasons causing #ou to ook for other opportunities/, +0hat are #ou ooking for in #our ne"t job/, +0hen #ou re!iew this opportunit#, what concerns or reser!ations do #ou ha!e with this job/, +How ong ha!e #our been dissatisfied at work/, +0hat ha!e #ou done to reso !e #our sources of job dissatisfaction, "nce you understand your candidate3s concern and needs, you may better address them. )o Cor eGample iC your candidate leCt her preBious employer because she Celt it was a dead?end Eob, it would be time to describe the growth and career deBelopment opportunities oCCered by your client. Career deBelopment can include Cormal and inCormal opportunities. $hings liFe training programs, special proEect worF, mentoring programs, tuition and education reimbursements and so on all Call under the career deBelopment topic. t is a good idea to haBe an employer Cact sheet made up Cor each oC your clients with
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points oC interest Cor potential candidates. $hings to include on this Cact sheet can include employer awards, enBironmental position, community inBolBement, 5# programs and so on.

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C your candidate cites inadeDuate compensation as the motiBator Cor leaBing or looFing Cor new opportunities, then you must be aware that such a candidate might be susceptible to counter oCCers. $he same applies iC your candidate indicates that the source oC Eob dissatisCaction is relatiBely new and iC they haBe done Bery little to resolBe the issues. 6e will discuss counter oCCers and how to handle them in more detail in the neGt section. 6hile it is tempting to want to thinF short?term and maFe a placement, it is important to help your candidate maFe the right decision Cor them whether or not this means you maFe a placement. Putting your candidate Cirst and being their career adBocate and counselor will help you build long term success with both your clients and candidates through reCerrals and repeat business. +hapter 7 - +ounter Offers n today3s talent short employment marFet, it is wise to assess the possibility Cor a counter oCCer. $his is particularly true the more senior or specialiLed the position and iC the candidate is a Fey player in the company. t would be wise to haBe a discussion with your candidate about this possibility and how they might handle it. Preparing your candidate Cor a counter oCCer is neither sneaFy nor underhanded. t is simply acFnowledging the Cierce competition Cor resources that is happening in the current labour marFet and adopting prudent practice. #hat (oes The +ounter 0oo? 0i?eB )o how does preparing your candidate Cor a counter oCCer looF liFeA 6ell the best way to prepare is to engage your candidate in a discussion on this topic and asF how they might reactA 5ere you want to describe in as much detail as possible how the counter oCCer might looF liFe. C is a good idea to learn about the Barious :saBe tactics; and help your candidate prepare Cor them. (ormer candidates Crom the organiLation would be a great resource. n general, the approaches oC :employee saBe tactics; are generally similar. $hey can include the Collowing> • • • • 48 %n oCCer oC more compensation and beneCits %n oCCer oC increased responsibility %ssignment to a high proCile proEect % promotion

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• • •

% Bisit or seBeral Bisits Crom upper management and respected colleagues persuading you to stay % Bisit Crom 5# to act as mediator to resolBe sources oC dissatisCaction %n oCCer Cor a leaBe oC absence or time oCC Cor cooling oCC and reClection

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• •

%n oCCer oC reassignment to another team where there is no conClict Promises oC change with no concrete oCCer or deCinite details and timelines

n Cact, some organiLations haBe Cormed :employee saBe teams; that haBe been specially trained and are actiBated when Fey employees giBe notice. $hese teams haBe strategies, tactics and authority to maFe counter oCCers. Put on 6our +areer +ounselor $at - %sF +uestions and -isten 6hen preparing your candidate Cor a counter, help them Cocus on the material points by asFing Duestions and then listen. )ome oC the Duestions to asF include> • • • • • • 6hat do you thinF the motiBators are Cor this counter oCCerA 6ill the counter oCCer address the symptom or the root causeA 2oes it proBide temporary relieC or does it oCCer a long?term solutionA .our role is help your candidate clariCy eGactly what made them want to leaBe or looF Cor a new Eob. 6hat haBe you done to resolBe the issuesA 6hat is the liFelihood Cor changeA 6hat are you looFing Cor in your new EobA H5elp them clariCy eGactly what type oC change they are looFing CorI

5ere you must engage your candidates in an honest and realistic discussion and listen. t is Bery important to resist the temptation oC a DuicF commission. nstead, your goal is to help your candidate maFe the best decision Cor them, whether this means they taFe the Eob or not. C you push your candidate to taFe the oCCer when it is not the right Cit Cor them, chances are they will Duit shortly or not perCorm well. .ou will lost the trust that you haBe built with your candidate, as well as the chance oC any reCerrals. .our client will lose their conCidence in your ability to Cind good people that Cit into their company and culture. )o taFe oCC your salesperson hat and put on the career counselor hat. .our candidate will sense it when you put their needs ahead oC your own and it will go along way in building Cuture business.

+hapter *< " /eedbac?
6hether you are on the agency side or client side, staCCing proCessionals oCten Cocus their attention on the candidates they place. %Cter all this maFes sense since you rely on these indiBiduals to help you get paid. 5oweBer it is Eust as important to pay
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attention to the people you place as it is with the people you bypass. #emember that Cor eBery 8 person you place, you bypass many more. 'ach one oC these candidates will walF away with some impression oC your staCCing agency. &o doubt they will talF about their eGperience with you with other candidates. $hereCore, each candidate that

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you encounter represents an opportunity to build your staCCing brand. 6hat Find oC impression do you want them to walF away withA 6hat Find oC eGperience are you wanting to createA $he impact oC staCCing brand may not be as immediate but consider that the person you Eust bypassed might Fnow oC someone who is more suitable. $here is good chance that the candidate you bypassed might be able to reCer to you to someone who may better meet your client3s reDuirements. #e member they haBe spent years in their careers and haBe eGtensiBe networFs Crom proCessional associations and alumni. 6ouldn3t it be nice iC you can get a reCerralA 'specially iC you are worFing on a specialiLed position that is hard to CillA 6hat iC another Eob order came up some time later that better suits this candidate, wouldn3t be great iC you had deBeloped a good enough relationship with your candidate to call on them and they would be glad to hear Crom youA haBe heard my share oC horror stories Crom candidates complaining about their eGperience with agency recruiters. 1elow are some basic tips based on the top complaints haBe heard. 3 Tips on +reating Positive #ord of 5outh with +andidates %s mentioned in the last chapter, show genuine care about our candidateKs career whether or not you decide to represent them. %Cter all, they are liFely maFing the biggest decision in the placement. $here3s a good chance you are a good talFer, but are you a good listenerA $aFe the time to listen to what your candidate is looFing Cor in their career. $his also means taFing time to careCully reBiew the candidateNs DualiCications, giBing CeedbacF about resumes, and interBiewing sFills. Considering the importance oC a good interBiew with your client, prep your candidates beCore sending them out to interBiews since many candidates :unsFilled and unaware; when it comes to their own interBiew sFills. C you cannot help them, reCer them to another trusted proCessional whether this means to another staCCing proBider, resume writer, or interBiew coach or eBen a good career booF. 1y giBing your candidates employment preparation resources, you demonstrate your commitment to their careers. Open and honest communication. 1e open and honest with your candidates. $his means when you giBe CeedbacF to your candidates, be honest. Candidates seeF your employment eGpertise and appreciate your honest CeedbacF. t goes a long way in establishing your credibility. $his can also mean be upCront with details liFe pay rates. &ot eBery staCCing company tells their candidate what their commission is but some do. (rom my eGperience, the staCCing companies who haBe an open compensation policy oCten haBe a positiBe reputation and are trusted more. C you donNt disclose this to your candidates, well suppose you better hope they do not Cind out. $his reminds me oC a time when a staCCing company marFed up their Cees by 800Q but did not tell their contractors. 6hen these consultants discoBered what their staCCing company was billing
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them out at, there was serious mutiny Hand hate to say it but chucFled since it reminded me oC the days when handled compensation issues with the union reps.I

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Set clear eDpectations. $his Find oC relates to the honest and open communication point aboBe. 5ere simply create clear eGpectations on role and responsibilities Cor both you and your candidate. 5ow oCten haBe heard a DualiCied candidate, whose recruiter went ! % aCter promising to be in contactA ConBersely, how many candidates went ! %, also Fnown as the inCamous no show Cor their interBiewA )et clear eGpectations to aBoid misunderstanding and promote a harmonious candidate/recruiter relationship. )o by Cocusing not only on the candidate you place, but also the ones you didnNt and ensuing that all applicantNs who touch your recruitment process haBe a positiBe eGperience, you will be well on your way to creating a positiBe Candidate buLL. (or more inCormation about promoting your staCCing company and creating a positiBe a positiBe word oC mouth adBertising in recruitment and staCCing, see the article Y1uilding the 1uLL Cor .our #ecruitment CompanyY.

+hapter ** " 5easuring Success
)o how do you Fnow how well your interBiew process is worFingA 5ow would you Fnow iC improBements haBe been madeA -iFe the old saying goes, :what gets measured gets done;. 1y implementing a measurement process and using metrics, you show your staCCing team, clients and candidates that Duality and continuous improBement matters. !etrics liFe Gualit of hire and send out to hire ratios can use to help you monitor the eCCectiBeness oC your interBiew process and candidate Duality. Time to fill ratios, especially Cor reBenue generating positions can be used to show your client the daily cost Cor Eobs not Cilled and thus proBe your staCCing Balue. n addition, measuring your perCormance can allow you to benchmarF against your client to proBe your Balue. $he message you want to show your client through measurement is not that you proBide a ;warm body in the seat;, but that the# can find better candidates with your serBice than they could without. (urther, that you can do all oC this DuicFer than they could alone and thus saBe them money. $hese Fey measurements and can be the diCCerence between being perceiBed a transactional serBice proBider to strategic staCCing partner.

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+hapter *2 " ,bout !mplo Prep
+'fter a the effort #ou put into finding good candidates, wh# not pro!ide them a !a uab e job preparation resource and send them better prepared to an inter!iew/,

'mployPrep is the only Ywhite?labelY career training soCtware as a serBice H)aa)I Cor the staCCing and recruitment industry3s candidates. .our candidates gain a competitiBe edge through proCessional online career training R coBering eBerything Crom resume writing to adBanced interBiew sFills. %nd all they need is a computer with nternet access. $his online career training tool is Cully customiLable, easy to set up, and showcases your staCCing and #ecruitment Company3s name, logo and colors, etc. integrates easily with your website. (or more inCormation about 'mployPrep, Bisit www.employprep.com, Cor an oBerBiew or you may contact us to reDuest a Cree trial. $hanF you Cor your interest in 'mployPrep3s, :The Job Interview Guide;. 6e hope you enEoyed this booF, and inBite you to subscribe in a reader or be notiCied by email to get updates to inCormation, tips and tools Cor the staCCing and recruitment industry.

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,ppendiD ,
Top 2< Behavioral Interview 8uestions

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I%TRO('+TIO% $his section contains the most common behaBioral interBiew Duestions to asses the top 2< Job reGuired competencies common across all Eobs. $he Collowing list has been

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compiled based on our eGperience haBing hired Cor many diCCerent Eobs, in a Bariety oC industries, at all leBels. 6e haBe not only proBided you the Duestions that will liFely be asFed by 5uman #esources proCessionals but we haBe also included Fey : search for; points. $hese Fey points are the ones that your interBiewer or panel will be looFing Cor in your answer. 6hen it comes to Eob interBiews, our motto is that preparation is the Fey to success. 6e are conCident that iC you taFe the time to Eot down points Cor each oC the Duestion, you will haBe a successCul interBiew. 0ust thinF how Car ahead oC the competition you will be with this booF.

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1elow is the list oC common Eob reDuired competencies. "n the Collowing page, reBiew each competency so you understand the dimension that is being assessed. %nswer

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each behaBioral interBiew Duestion in point Corm, in the blanF space proBided. 'nsure you speaF to the Fey :search forA points)

2< 5ost +ommon Job ReGuired +ompetencies

0eadership Team Building Performance /ocus +ommunication Initiative Interpersonal +ustomer Service Problem Solving (ecision 5a?ing Technical

!thics PrioritiCe Strateg Judgment (ecision 5a?ing +hange Implementation 0eadership ,ssertiveness +reativit Goal Setting

0eadership
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ƒ 1uild group cohesion and commitment to reach common goals ƒ #ecogniLing success.

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$lease describe a time when you successfully motivated a team to wor% towards a common goal, such as completing a pro#ect or a new initiative. &ow did you reach the goal with the team and how did you %now you were successful? Search forE • 5ow did you persuade team members to Collow your adBice and worF togetherA • 5ow did you delegate worFA • 6hat communication approaches did you use to help you lead the teamA

Team Building or Team #or?
Balue to the worF oC others. ƒ %dding )upporting and helping team succeed. ƒ nBolBing group in setting goals. planning and eBaluation. ƒ Creating eCCectiBe teamworF. ƒ

$lease describe your e'perience in wor%ing with an individual to help them succeed on a particular pro#ect or in their daily assignments? Search forE • 6hat was the process you used to assist the indiBidual in going Crom their current situation to one where they were successCul in completing proEects/daily assignmentsA • 6hat was the outcomeA

Performance /ocus
indiBidual roles Cor perCormance improBement ƒ ClariCying nstilling conCidence and encouraging initiatiBe through delegation oC authority and commitment oC resources ƒ

Tell us about a time when you had to assist in the performance improvement of a direct report? Search forE • 6hat was the process you used to assist in the perCormance improBement oC the indiBidualA • 5ow was an enBironment maintained whereby the indiBidual could taFe risFs and learnA • 2id the indiBidual encounter obstaclesA 5ow did you help him/her in oBercoming themA • 6hat was the outcomeA

+ommunication
to promote trust and commitment through enthusiastic Berbal, non?Berbal and written presentation. ƒ %bility %bility to listen and understanding. ƒ

$lease describe a time when you have communicated a new initiative or plan to staff or team members? Search forE • 6hat was the process you tooF to communicate the to staCC or team membersA • 6hat Corms oC communication did you use when communicating the messageA • 5ow did you ensure that the message you gaBe was understood both clearly and accuratelyA • 2id you receiBe CeedbacF Crom your staCCA • 5ow did you handle CeedbacFA

Initiative
ƒ %bility to act and maFe decisions without the help or adBice oC other people.

$lease tell us about a time when you launched a successful program or initiative? Search forE • 6hat were the steps you tooF in the process oC launching this initiatiBeA • 5ow did you ensure that employees understood the issues inBolBed in the initiatiBeA • 5ow did you gain the cooperation oC others, with respect to promoting this initiatiBe in the worFplaceA • 2id you encounter any obstaclesA 5ow were they oBercomeA

Interpersonal
ƒ %bility to empathiLe with the clientNs point oC Biew and to conBey respect Cor and understanding oC their

situation and concerns.

Tell us about a time when you were able to convey respect and understanding of a client(s concern? Search forE • 6hat was your approach to dealing with the clientA • 5ow did you ensure your understanding oC the clientNs concernsA • 6hat was the outcome oC the situationA

+ustomer Service
actiBely inBestigate client needs, opportunities assist clients Cor their beneCit. ƒ ƒ %nticipate %ctiBely and understand and solBe clientseeF problems in a to timely manner, and Collows

ensure that due resolution.

up to

Tell us about how you have maintained a client focus in your e'periences as a manager, perhaps in dealing with new clients or maintaining a good relationship with e'isting ones? Search forE • 6hat steps do you normally taFe when dealing with a new clientA • 5ow do you prioritiLe your client interactionA • 5ow do you ensure that Collow?up, when necessary, occurs with the clientA

Problem Solving
ƒ 'ncouraging change and improBement by seeFing solutions, thinFing Crom diCCerent perspectiBes.

$lease give us an e'ample of when you have come up with a creative solution to a problem or issue? Search forE • 5ow did you decide that the solution you used was the best Cor the situationA • 6hat risF was inBolBedA

(ecision 5a?ing
ƒ Process oC maFing choices or reaching conclusions, especially on important business matters.

Tell us about a time when you have had to consider a wide variety of departments or sta%eholders when ma%ing a decision? Search forE • 5ow did you determine who you needed to consider when maFing the decisionA • 6hat did you haBe to taFe into account when maFing the decisionA 6hyA • 5ow did the decision you made aCCect other areasA

Technical
ƒ %bility to access, analyLe, and deliBer Fnowledge and understanding by applying technologies and

processes.

Tell us about a time when your technical %nowledge helped you to deliver better service? Search forE • 6hat technologies and processes did you applyA • 5ow did you go about accessing the reDuired technical resourcesA • 6hat process did you use to conBey Fnowledge and understandingA

!thics
ƒ 'ncouraging ethical conduct and analysis and Eudgment.

Describe a situation in which you demonstrated a strong ethical stance at wor%, despite pressure to do otherwise? Search forE • 6hat were the risFs inBolBed in taFing the strong stance that you didA • 5ow did you oBercome the pressure to change or weaFen your stanceA • 5ow did the position you tooF aCCect the relationships that you haBe with the others inBolBedA

PrioritiCe
ƒ $hinFing ahead and actiBely integrating multiple priorities.

)ive us an e'ample a time when it was necessary that you manage multiple priorities while maintaining focus on the overall strategic goals? Search forE • 6hat process do you use to determine the prioritiesA • 5ow did the priorities support Hor notI the strategic goalsA • 5ow did you consider/incorporate other prioritiesA

Strateg
ƒ %bility to balance strategic and long?term planning with day?to?day reDuirements.

Tell us about a time when it was necessary for you to re*evaluate the day*to*day tas%s in order to support the long*term strategic ob#ectives of the department or company? Search forE • 5ow was it recogniLed that a re?eBaluation oC the day?to?day operations was reDuiredA • 6hat process was used to ensure that the long?term strategic obEectiBes were supported by the day?to?day operationsA • 6ere obstacles encounteredA • 5ow were the obstacles oBercomeA

Judgment
with clear problem analysis and alternatiBe solutions ƒ %pproaching (orming issues sound conclusions that can be implemented. ƒ

)ive us an e'ample of a time when you applied good #udgment in coming up with a solution to a comple' problem or issue? Search forE • 2escribe the problem. 6hat made it compleGA • 6hat was the process you used to identiCy the issue, analyLe it and determine appropriate solutionsA • 5ow did you weigh the alternatiBe solutionsA • 5ow was the solution implementedA

(ecision 5a?ing
ƒ Process oC maFing choices or reaching conclusions, especially on important business matters.

Tell us about a time when you persisted in ma%ing and implementing a decision and measured achievements? Search forE • 5ow did you attain eCCectiBe time management with regard to implementing and measuring the Balue oC the decisionA • 5ow was the decision implementedA • 6hat obstacles did you CaceA 5ow were they oBercomeA

+hange Implementation
ƒ (ind common ground among diCCering areas and to build reason Cor change.

Tell us about a time when you introduced a new procedure that changed an e'isting fundamental process? Search forE • 5ow did you determine the Balue oC the new procedureA • 6hat steps did you taFe to communicate the changeA • 5ow did you build support Cor the changeA • 5ow did you deal with criticism to changes/improBementsA

0eadership
ƒ -ead an internal and eGternal Biew and balance multiple needs and perspectiBes to moBe Corward.

Tell us about a time when you assessed internal and e'ternal factors in order to initiate a change? Search forE • 5ow did you assess the eGternal enBironmentA • 5ow did assessing the eGternal enBironment assist you in initiating changeA • 6hat process did you use to eBaluate the needsA

,ssertiveness
in continuous assessment and improBement oC processes ƒ 'ngaging $aFing risFs in promoting new ideas and approaches ƒ

Tell us about a time when you too% a ris% to introduce a new idea or approach? Search forE • 6hat Find oC risF did you taFe to introduce the new idea or approachA • 6as there resistance to your ideaA C so, how did you deal with itA • 5ow did your assertiBeness beneCit the outcomeA

+reativit
the deBelopment oC understanding and learning. ƒ 'ncourage %ssists others to improBe and deBelop. ƒ

)ive an e'ample of how you have created a learning environment in your department? Search forE • 5ow did you encourage the creatiBity oC othersA • 6hat did you do to Cacilitate the creatiBity process Cor othersA

Goal Setting
ƒ %nticipate and plan Cor Cuture reDuirements and to eBaluate new methods Cor meeting them.

Tell us about a time when you were involved in planning for the future re+uirements of the department or company? Search forE • 5ow were the Cuture reDuirements identiCied and eGaminedA • 6hat process was used to eGamine the Cuture reDuirements and potential solutions to meeting themA