General with no prescriptions for own area of responsibility, e.g., Stay up to speed.

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1 Hiring for Excellence Modes of Acting Questions for Interviews Arranger Do you have a method for identifying and providing potential back up measures for research in case you run into unexpected difficulties? + Has such a method; is well developed No No method or vague about what it is How do you know when you ve had a good class session? + Got input from students, employs a specific method to define classroom success No Vague or general response You have a particular program that will require the concerted and extended cooperation of other departments in your college. How would you approach this task? + Solicits input of key department players in planning projects; incorporates their input and discusses it in building a plan with the needs and constraints of others in mind; jointly identifies areas for closer scrutiny and possible contingency planning No Concern with schedule coordination only or relies only on own enthusiasm to get others involved Cultivator What, if anything, could prevent your research area from becoming a leading force in the field? (If We already are ) What factors do you think made your research area a leader? + Identifies specifics No Vague or can t identify any factor What changes do you see in your specialization? What do you do to adapt to changing conditions? + Mentions 1 or 2 specific changes or conditions currently affecting the department No General with no prescriptions for own area of responsibility, e.g., Stay up to speed. Hiring for Excellence Modes of Acting Questions for Interviews Page 1

2 FOR CHAIR POSITIONS: What changes do you see in your specialization? What can a department head do to help his/her department adapt to these changing conditions? + Mentions 1 or 2 specific changes or conditions currently affecting the department No General with no prescriptions for own area of responsibility, e.g., Stay up to speed. Do you see personal memberships in professional organizations useful for gaining or increasing exposure for yourself, your department, and your institution? (If yes) Can you give me an example of how you are personally using such memberships? + Sees merit in participation in such organizations as a way of gaining exposure and information for him/herself, the department, and for the institution AND gives an example of personal participation No Doesn t participate or see any usefulness or benefits in such participation Developer FOR CHAIR OR DIRECTOR POSITIONS What can a department head do to aid in the development of faculty? + Counseling and coaching; suggest training; delegations for growth No General encouragement What is your philosophy of delegation? How is that put into action? + Listen for statements that indicate an awareness and sensitivity to faculty or staff interests No Candidate has not demonstrated an interest in faculty or staff development Tell me about a time when you were asked to perform a stretch assignment. Did it help to further your development? In what ways? + Saw this as an opportunity to learn; as being delegated to vs. dumped on No No example. Gave example but saw no value or felt used by administration Hiring for Excellence Modes of Acting Questions for Interviews Page 2

3 Some chairs believe that they should be responsible for developing their faculty; other chairs believe that faculty are responsible for developing themselves. Which type of chair are you? + May recognize that a chair is in a position to foster the development of others, BUT primarily emphasizes that people are responsible for taking action on their own lives. Cites action such as: taking courses or self-selecting for growth opportunities, stepping forward and identifying their needs and proposing how to meet them, setting aside time to learn what they need to learn on their own. No Doesn t answer either way, is non-committal, or focuses on a chair s responsibility for initiating or sponsoring the development activities Intensity You already have a full schedule when another critical problem suddenly arises. How would you handle this problem? + Work extra, as much as necessary No No reference to extra work effort or delegates the problem. Describe for me the most recent high pressure situation that you have faced. Was this an unusual occurrence or was it indicative of the work environment you were accustomed to? + Describe a challenging situation involving either long hours and/or intense deadlines and suggests that similar situations were a matter of course No Does not relate an experience of intensity and/or implies that the work atmosphere was more relaxed than intense Many faculty experience times when they feel they are losing control. Unfinished tasks have piled up, time is at a premium, obstacles are getting in the way, and they don t feel they have a good handle on the details. Have you ever been in such a situation? (If yes) Tell me about your first course of action in those situations. (If no) What do you do to maintain control and avoid such situations? + Stresses he/she would put in extra time to regain control and provides a specific course of action No Response suggests trying to work smarter or delegating some work; provides no specific actions Hiring for Excellence Modes of Acting Questions for Interviews Page 3

4 Mastery What do you do to keep abreast of developments that impact your field? (If read to keep abreast) What specifically do you read? (If seminar) How many seminars would you say you have attended in the past year and on what general topics? (For all responses except nothing) What have you learned? + Gives a specific method and something learned No No specific method OR can t identify what was learned Some faculty members tell us that they gain some of their most valuable insight regarding the advancement of their work from discussions with colleagues in different areas of specialization. Do you find this to be true of yourself? (If positive) Why do you think that is the case? Have you done anything in particular to promote such discussions? (If necessary) Why is that? + Yes and has ways of sparking discussions with colleagues No No, has no method of contacting colleagues What areas of your specialty do you feel that you know the most about? How did you learn about these areas? + Took advanced classes, spent own time investigating, read, attend seminars, etc. No No indication of investigating or learning beyond normal expectations Change Agent What single factor has contributed most to your career progress so far? What do you see yourself doing ten years from now? + Cites personal talents and/or hard work; emphasis on self; has clear idea of where he/she is going and how to get there No Cites factors outside of his/her influence or control; unclear about future Hiring for Excellence Modes of Acting Questions for Interviews Page 4

5 Most of us have seen other people who expressed a feeling that events in their life and progress in their career were being dictated by others. How do you feel about your own life and career in this regard? + Feels firmly in charge of his/her own life No Sees that at least at times this is the case What do you think is the most difficult obstacle you have had to overcome in your professional career? How did you handle it? + Names obstacle and did something to prevent it from becoming a bigger one No Nothing proactive Can you give me an example of a recent situation where you took the initiative to solve a problem or correct a situation? (If necessary) What caused you to decide to take action? + Gives specific example of spotting a problem and taking action to correct it without being told No Vague example or example does not demonstrate initiative, e.g., My department head asked me to fix it Entrepreneur What factors would you consider in determining whether or not a given external funding opportunity is one that you should pursue? + Agency goals and priorities, budget, and how my research relates to goals and priorities No General OR non-research criteria, e.g., I look to see if they are doing any calls for applications. Tell me about a funding lead that you discovered from participating in a professional meeting or from a conversation that developed with someone you had just met. (If necessary) What action did you take on the lead and what opportunities did it generate? + Gives example that clearly shows attentiveness and follow through by listening and eliciting helpful information; reply may further suggest that this individual commonly uses such techniques to find new opportunities No No example given Hiring for Excellence Modes of Acting Questions for Interviews Page 5

6 What challenges do you see in the next five years for technology transfer? How should the university be positioned to meet those challenges? + Names at least one challenge and a specific way to respond No General; provide encouragement, etc... Have you ever uncovered a market need related to your research that you had not considered? (If yes) Please briefly describe it, what action you took in bringing your research to the marketplace and the result. (If no) Red Flag! + Response demonstrates an identification of a marketplace need, analysis of potential and the steps taken to bring research to the market. No Provides no example or the example involved does not demonstrate the specific steps taken to follow on the market need. Researcher Have you ever solved a problem or correctly analyzed a situation that no one else was able to solve or analyze? (If yes) What did you observe; what conclusions did you draw; and what was the outcome? + Able to describe specific circumstances; gives rationale for conclusions drawn, and outcome confirms individual s assessment No No example or general description When people ask you what part of conducting research most appeals to you, what do you say? + Ability to pick apart, analyze and solve problems, and make a difference; ability to investigate and analyze the record of the past to inform and guide practices today (answers may vary depending upon discipline). No Some other aspect not related to problem solving ability, e.g., working with a team, spending hours in a library, etc. Hiring for Excellence Modes of Acting Questions for Interviews Page 6

7 Strategist Do you consider yourself a very organized person? (If yes) Could you describe for me the system you use to stay organized? (If no) What do you do to make sure that this does not become a serious problem in your work? + Yes and describes specific system No No; Yes but no system described or no means of compensating for this Many faculty members find their days are filled with interruptions and emergencies and that they often have several high priority items in competition for their time. What do you do to keep control of your schedule? + Has techniques for juggling emergencies and on-going projects and for tracking things to ensure completion No Work harder but no reference to organizational strategies, OR Sometimes these things can t be helped, you just do what you can Some people plan everything ahead of time while other people like spontaneity. Which best describes you and why? + Reply indicates that he/she is more comfortable and prepared after spending time researching, getting notes in order and making reservations and routing if necessary, getting opinions from others, etc. Expresses a preference for building a plan or sequence of actions No Expresses a preference for spontaneity OR the reply does not put much emphasis on digging in and preparing a plan ahead of time People often say that planning is an important part of their job. What does planning mean to you? Think about a vivid example that required you to do some planning. Describe the plan that you developed. + Response describes a series of steps or events used in preparing and fulfilling a responsibility or an objective. Provides an example that gives evidence of the implementation of such planning No Provides a vague or general definition or provides an example that is not indicative of detailed planning Hiring for Excellence Modes of Acting Questions for Interviews Page 7