SUCCESS FACTOR QUESTIONS ADVANCED LEVEL

Transcription

1 SUCCESS FACTOR QUESTIONS ADVANCED LEVEL THINKING STRATEGICALLY What do you understand by the bigger picture? How important do you think this is and why? Use an example to illustrate your answer. From information you have seen on Newcastle University what do you think our vision is for the future? In your current job what experience do you have of cross functional working? How important do you feel it is to use your contacts/networks within your current role? Explain. How involved in strategy development and planning are you? Give an example of how you have contributed to strategy to achieve a business/organisational goal. Using an example outline how you work through complex problems. How does your current/recent job fit into the organisation? Explain why your current/recent role is significant to the organisation? Comfortable working at a complex level and cross functionally Identifies appropriate structures for making the strategic vision a reality Has experience in developing strategy Works through implications of situations in order to identify the most appropriate way to meet strategic goals Understands and is sensitive to the wider organisational issues Uses analytical techniques to break down complex problems Understands and grasps key strategic issues - internally focused - works only from personal perspective - does not grasp the wider implications EMBRACING CHANGE 1. Describe a recent change at your work. What was your role in it? 2. Give an example of a change at work that you have achieved. How did you support staff through it? 3. Whose responsibility is it to suggest improvements at work? 1 Shows receptiveness to change Promotes change Accepts responsibility for seeking improvements at work

2 Shows a passive, or negative attitude to change Shows lack of comfort with change Prefers the status quo 2

3 GATHERING INFORMATION 1. What are the measures of success for your organization? 2. Give an example of how you have benchmarked a business process. 3. Give an example of how you have analysed data to identify key information that you have used to influence change. Demonstrates awareness of the external environment Able to benchmark effectively Able to sift data to identify key issues Able to present in a selective and impactful manner Does not look for information that may be relevant Makes ill-informed judgements Does not question Shows little understanding COMMUNICATING 1. How do you get messages across to your staff? Provide an example. 2. What strategies do you use to maximize performance from your team? 3 Provides clear, concise responses at interview. Gives a good presentation, holding the attention of the panel. Correctly judges an appropriate response to challenging questions Adjusts response according to the panel member Identifies the importance of communicating with staff Gives a poor, presentation and/or interview answers, long-winded or unclear. Unable to adjust response to individual members of the panel

4 INFLUENCING Do you influence others at work? Describe how you go about it. Have you developed any internal/external partnerships within your role? How did you do this? Where have you made a big impact in your current role through relationships and networks with others? How have you achieved this? Outline a situation where you had to persuade and influence others in some way. What was the outcome and why? Arguing forcefully is the best way to convince someone of your view. What is your opinion on this? Builds relationships with key players both internally and externally in order to gain support Uses a variety of influencing styles to suit the audience Uses win/win strategies to persuade and influence Uses arguments that appeal to reason Demonstrates a keen sense of timing seizes the moment Explains the benefits of proposals in order to persuade and influence - Has limited impact on others - Does not have a range of communication and influencing styles - Does not appreciate own impact on others - Presents facts only, does not attempt to influence or persuade PROJECTING CONFIDENCE 1. Describe how you have resolved a recent issue in your current work 2. How do you deal with a colleague who challenges you? Can you give an example? 3. Your team has carried out a good piece of work. What do you do? Please provide an example? 4 Presents well at interview Is able to challenge politely Demonstrates self-confidence to take on challenges Shares/celebrates success Lacks confidence Reluctant to take on challenges Reluctant to share success

5 DEVELOPING TALENT 1. How do you motivate your team to achieve its objectives? Please give us an example, and explain what strategies you used and how they worked. What might you have done differently? 2. What do you think your main development needs will be for this role? 3. What will you expect to get out of this role? 4. How have your abilities developed over the last few years? What have you learnt recently, and how? How often do you give feedback to your team? What are your reasons for giving feedback? How important do you consider staff development? How much time, energy and commitment do you put into developing the skills and capabilities of your team? What have you recently done to improve your own performance? What was the outcome? Do you find giving feedback to others on their performance hard or easy? Explain why. The ability to develop others depends on how big your training budget is. Do you agree with this? Why/why not? When someone in your team has made a mistake, what have you done? Use a recent example to illustrate your response Learns from mistakes Provides clear direction and motivation to colleagues Aware of own development needs and helps others to identify theirs Puts time and effort into development, inc self Looks at ways of developing and stretching others through significant on the job opportunities. Provides feedback identifying areas for development and recognising good work Gives on the job support and training Helps others to recognise their own strengths and weaknesses Actively manages staff/others through using appraisals and good development techniques Recognises and values success in others Puts time and effort into own development Gives timely and constructive feedback 5

6 Relies purely on training courses not reflective Lacks interest in development Does not share experience or insights Relies only on training courses to address development needs Does not tolerate mistakes Restricts opportunities TEAM WORKING 1. Are you involved in any projects currently? Please describe your role. Why were you involved? 2. How would you describe your usual role in a team. Can you describe an occasion when you have had to adopt a different role? 3. Are you leading on any projects? If so, please describe how you selected the team to work on the project. 4. How do you develop your staff? 5. Are you involved in any activities outside of work? If so what is your role? Gets involved with projects & teams Is considered to be a good team player Understands usual team role, but can adapt Understands that differences in a team can be strengths. Understands the value of moving people around different teams Opts out of teams/involvement Considered poor team player Not involved in projects Inflexible team role Not selected to lead teams UNDERSTANDING OTHERS 1. Please describe an occasion when one of your reports has made a mistake. 6

7 What did you do? 2. What is the mood of your organization? How do you know? PLANNING AND ORGANISING 1. How do you manage your time in order to achieve your objectives? What systems do you use? Can you describe an example? 2. What techniques do you use to ensure that your staff achieve their objectives? Give an example. 3. How do you ensure that priority objectives are identified and achieved? Please give an example of a change in priorities and how you communicated this and achieved it. Displays sensitivity to body language in interview Clarifies in order to avoid misunderstanding Listens carefully Shows sensitivity to emotion and cultural differences Shows desire to understand Acknowledges the views of others Jumps to conclusions Displays lack of sensitivity, inc to body language Does not listen Does not acknowledge the perspective of others Forward looking anticipates developments Works in systematic & planned way, using own and others time effectively Monitors performance of staff effectively, and communicates priorities to them Establishes clear roles and responsibilities No systematic approach or forward planning Works excessive hours FINDING SOLUTIONS What is the biggest challenge you have had to face in the last 6 months? Why? 7

8 In the past 6 months what has been the most difficult/important decision you have had to make at work? Why? How did you come to your decision? Do you think contingency planning is worthwhile? Use an example to explain your answer. Give an example of how you have handled the unforeseen in your current/recent role. What did you learn from this? Do you tend to opt for the obvious answer when faced with a problem? Give an example. What experience do you have in managing complex information/data? How do you feel about dealing with large amounts of complex information? Thinks broadly when faced with problems, consults others and builds on the ideas of others, borrowing and adapting to find the best solution Anticipates problems well into the future and incorporates action plans into current activities. Encourages creative and innovative thinking in self and others Is solution focused Sees and develops a broad range of options to deal with problems Can deal with and consider large amounts of complex information - Is easily set back, takes things personally - Overlooks key details - Takes a narrow view rather than looking at all options - Refuses to consider alternatives - Blames others DELIVERING SERVICES 1. How do you determine what services to provide, and to what standard? Take us through an example of reviewing service delivery. 2. How do you ensure an appropriate level of service delivery is achieved by your team? 3. What are the priorities in your current role? 4. How do you measure your performance and that of your team? 8 Displays customer focus, allied with understanding of organizational needs and priorities Empowers through communication and motivation Focus on continuous improvement in service delivery Appropriate use and development of KPIs

9 Lacks customer focus Lack of alignment between organisational needs and service delivery No focus on continuous improvement No effective use made of KPIs etc. 9