BEHAVIORAL INTERVIEW QUESTIONS

Transcription

1 The questions in the following sections are based on the principles of behavioral interviewing. Behavioral interviewing techniques use questions about specific past performance to predict future on-the-job performance. Some candidates have not encountered behavioral interview questions before, so be prepared to ask followup questions that encourage them to give specific examples rather than general responses. In this section you will find questions to ask of all candidates as well as for office support positions, managerial and supervisory positions. As you are developing interview questions, use this section as a source for appropriate questions to consider. You may choose to ask one or more of the questions on the following pages or write your own questions using a similar behavioral interviewing format. Note that most questions include potential responses. July 2014 DAS Chief Human Resources Office Page 1 of 47

2 QUESTIONS FOR ANY POSITION This section provides a variety of questions that are appropriate to consider when interviewing job applicants for any position. Note that some questions include potential responses. DIVERSITY/CULTURAL COMPETENCY Diversity takes many forms and candidates may have had experiences with different aspects of diversity, either at work or in their personal lives. As you evaluate the candidate s answers to questions regarding diversity, consider the skills the candidate has demonstrated, even if they address forms of diversity differently from the diversity they are most likely to encounter at OPRD. These skills are transferable, so the candidate may use the same skills with other identity groups. The intent of these questions is to obtain information about how the applicant has personally supported a diverse environment. It is not to elicit personal information about the candidate s identity status that could be interpreted as inconsistent with non-discrimination laws. 1. Can you recall a time when a person s cultural background affected your approach to a work situation? 2. What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning? 3. What steps have you personally taken to enhance the diversity of the work force in your current or past work environment? 4. Tell us about a time that you adapted your style in order to work effectively with those who were different from you? 5. Can you recall a time when you gave feedback to a co-worker who was not accepting of others? 6. Tell us about a time when you had to adapt to a wide variety of people by accepting/understanding their perspectives. 7. What measures have you taken to make someone feel comfortable in an environment that was obviously uncomfortable with his or her presence? 8. What steps have you personally taken to enhance the diversity of the work force in your current or past work environment? 9. Please explain your understanding of the term diversity as it applies to today s working world. 10. What have you personally done to enhance and support/create/ increase diversity in your current or past July 2014 DAS Chief Human Resources Office Page 2 of 47

3 organization(s)? How broad of an impact did your efforts make? 11. Describe any diversity activities, programs or training in which you have participated. 12. What actions have you taken to create a welcoming environment so everyone feels included? 13. The agency serves clients and customers of diverse backgrounds. What has been your experience in providing services to other cultures? 14. Have you worked in a diverse work environment? Please describe it. What do you think are the advantages of having a diverse workforce? 15. What advantages does diversity add to your work group? 16. How does diversity help with your work productivity? INITIATIVE 1. Why did you apply for this job? Look for enthusiasm regarding the job's described duties and their relationship to the applicant's background. A general response like: "It looked interesting" or "I've been interested in this type of work for a long time" may indicate the applicant hasn't thought about the job much. 2. What ideas have you sold to your own management? Why? What happened? Examine two aspects of the answer. First, did the idea seem worth selling? Second, notice whether the applicant took extra steps to demonstrate the idea's practicality or efficiency. Did he/she wait to be discovered? Or did he/she assertively put forth a solid idea? 3. Give me an example of something you recommended which was not adopted? Why? What could you have done differently? A variation on the question above, this one gives the applicant a chance to tell you what he or she has learned about timing, research, politics, or other factors necessary to consider when selling an idea. 4. If you were a manager, how much leeway would you give your employees to do things their own way? In which areas or situations should an employee simply follow procedures and guidelines and not try it his or her own way? The way the applicant answers this question will describe his/her tendencies and desires to strike out on their own. Listen to the areas in which he/she would likely take risks. Probe the answer carefully; the "employee" described here is, of course, the applicant. July 2014 DAS Chief Human Resources Office Page 3 of 47

4 5. What ways have you found to make your job easier or more interesting? Most jobs can be improved somewhat. Notice whether the answer demonstrates making the job "easier." Did it make the job easier for management as well as for the employee? Were the actions taken completely self-directed, or did they require prodding from management? 6. Give me an example of a project you were responsible for starting. What did you do? How did it work out? Probe to uncover how the applicant conceived of the goals and obstacles involved in the project and whether he/she demonstrated planning and organizing efforts at the project's inception. Did they plunge right in or test the waters carefully first? Does he or she seem to enjoy initiating projects such as the one described? 7. How much information do you need to get started on a new project or assignment? Ask for a specific, recent example to illustrate the answer. The truly self-initiating person enjoys receiving only minimal information; he or she thrills at the challenge of working through the details independently. A person with a high degree of initiative usually gets impatient waiting to begin the next assignment. 8. When have you had to produce results without sufficient guidelines or information? What did you do? Faced with an ambiguous situation, the person with a high degree of initiative is unafraid to act. He or she boldly collects what information is possible and strides forward purposefully. He or she declares goals and objectives, enlists support from others, and begins the first step with a minimum of complaints. Look for a pattern of confident, creative activity that produced results in a difficult situation. STRESS 1. In your last job, when did you feel pressured? Why? Notice whether the pressures were from external factors more than internal (psychological or emotional) pressures. Were the pressures possible to alleviate? Were they possible to avoid? Probe to uncover how often these pressures surfaced. Match with the pressures likely to be faced in the new position. 2. What have you done on the job to alleviate stress? Listen to determine whether the applicant knows how to use humor, communicate with others to work through conflicts, give and get support, take time outs, or use other stress-reducing methods. 3. In a past job, what was most likely to create stress for you? For example, was it a tough deadline? Juggling priorities? Meeting others' expectations? Why? July 2014 DAS Chief Human Resources Office Page 4 of 47

5 The items stated indicate an important aspect of the candidate's personality. Probe as to what about the situation was stressful. For example, if an applicant says "meeting deadlines," this may mean he/she is a perfectionist and dislikes letting go of their work. On the other hand, it may mean they are somewhat unorganized. Finally, it may simply mean they are not receiving the help from others they deserve on the job, making them resentful of management. 4. Give me an example of what an organization/management should do to cushion or prevent the effects of stress from a job. Watch out for the person who expects miracles from management to bail them out. Be suspicious of answers such as "supply enough staff" or "give us more picnics and social time." On the other hand, reasonable answers might include suggestions about break times, working conditions, involvement in decisions, or better supervision. Probe to determine whether the applicant has received what is needed in a past position. Could your organization supply these things? 5. Which situations have made you feel pleasantly stressed or excited at work? Please give me an example. Some people never feel this kind of stress at work. An applicant of this nature may be steady, but it is very unlikely that he or she will become an excellent employee. The best employees know this adrenaline surge well and welcome it. Can your position supply the situation they desire? 6. What happens to your work when you begin feeling pressured? How do you know stress is affecting your work? Most applicants will list results such as more mistakes, more irritations occurring, or working faster with less enjoyment. If your applicant claims that the pressure never affects the work, probe to determine what he or she has learned to do to reinterpret work pressures or shield him or herself from them. 7. What do you think would be the most stressful aspects of this job for you? Why? This question is a good way to determine if the applicant truly understands what he or she will face on the job. The aspect they state is most likely what they fear being able to handle. Try to find out what about that job responsibility they anticipate will be troublesome. 8. How do you handle the need to juggle priorities or projects? What have you done to accomplish this? Many applicants have had to face this sort of stress before, even those right out of college. Has the applicant responded by developing new techniques, a better "to do" list, for example? Better skills (such as increased assertiveness of an ability to "manage upward")? New values (learning to "roll with the punches", for instance)? The resourcefulness of the applicant is a test case for his/her ability to deal effectively with other stresses likely to be encountered on the job. July 2014 DAS Chief Human Resources Office Page 5 of 47

6 9. Have you ever had a key person you depended on who quit during an important job? What did you do? How did you feel about it? Ask this question, especially if you are anticipating turnover in your area. Those candidates who seem not to care may be unfeeling on the other hand, they may have built up an internal mechanism that allows them to "block out" organizational stresses and still be productive. Beware of those candidates who seem to care too deeply; turnover is a fact of organizational life. 10. What have you found to be the most effective way to avoid "burn out"? How did you discover it? The important issue is whether the applicant has discovered it, not how and when. Watch closely whether the candidate seems truly to have faced and won the "burn out" battle. Look for a person who understands stress and has developed a healthy coping strategy through research and self-discovery. MOTIVATION 1. What has made you feel excited about coming to work? When have you felt "down" or unfulfilled by a job? Probe for clear examples. Find out whether factors that were involved were unique to past jobs. Make sure the "excitement" can be generated again by factors within your current control. 2. In all of your jobs, which gave you the most meaningful experiences? Why? Ask follow-up questions to determine why they were meaningful. Look for experiences that are available through the position you are filling. 3. What do you need from an organization to feel motivated? Get specific answers that might include: working conditions, benefits, supervision, training, salary, raises, and organizational culture. (Some organizations inhibit real motivation in all but the most internally-motivated.) 4. Why did you choose this profession? What rewards does it give you? Why do you stay in it? Look for a feeling of pride in work, of "that's what I'm best at!" Watch out for a feeling of resignation, of being at a dead end. 5. What should a manager do to motivate others? Why does it sometimes fail? This question can be used to interview supervisors and managers, as well as others. For the nonmanagement employee, it will often reveal the extent to which the applicant is self-directed as opposed to those who wait for others to motivate them. When the applicant tells you what the manager should do, he July 2014 DAS Chief Human Resources Office Page 6 of 47

7 or she is, of course, telling you what he or she wants. The manager's efforts sometimes fail because ultimately, each employee must motivate himself or herself, and many factors are beyond the manager's control. Does your applicant understand this? Does he or she take some responsibility for motivation? 6. When has your morale been the highest at work? Why? The answer should reveal what will motivate the candidate. If he/she discusses wages, benefits, and a "steady" job situation, security is the candidate s biggest concern. If he/she discusses situations when others recognized their work and he/she received status or position, your applicant may need a good bit of help with his or her self-esteem. If he/she recalls times when they worked among talented, friendly people, you will be able to motivate him/her best through peer pressure and the "team" concept. Finally, if the candidate speaks about work that was challenging and that provided growth, learning and increased responsibility, he or she must receive them through an interesting job well-suited to his or her talents. 7. When you are working on a project, how do you know you are doing a good job? A person who tells you that he/she knows within him/herself that the work is good is an "internal" or selfdirected person. The individual who says, "My boss (or my coworkers) tell me so" is "external" or otherdirected and requires input from the outside. Either type of person may be a desirable worker in the right job. Obviously, an "external" would flounder in a position in which his/her work is rarely reviewed. Nor would an "external" thrive working for a boss who is stingy with praise. In contrast, praise is sometimes not the best tool with the self-directed. Such people will feel embarrassed or even offended if they are complimented by someone who isn't qualified to judge their accomplishments. 8. Have you ever worked for or with someone who was highly motivated? In what ways are you like that person? Different? You should receive a surprisingly honest answer to this question. Most applicants open up when describing someone else. Importantly, this question will help you determine what you cannot expect from the candidate if he/she is hired. 9. What is your definition of success? Follow-up: How are you measuring up? How will you go about achieving that goal? The definition stated must be matched to the position available. For example, if the answer puts success in terms of power, money, prestige, or influence, the applicant will not be happy for long in most entry-level positions. Try to discover how the job applied for will lead the applicant to his or her success goals. If he or she is unclear about this, the candidate will be unlikely to become a long-term, happy employee of your unit. July 2014 DAS Chief Human Resources Office Page 7 of 47

8 GOAL ORIENTATION 1. Please describe how you set and measure your work goals. Is the applicant results-oriented? Determine how detailed the goals are and whether they seem realistic, measurable, and specific. The extremely goal-oriented candidates set their own goals without waiting for others to instruct them. In fact, they usually set goals for non-work activities as well. Does the candidate fit this profile? 2. Have you ever been held accountable for reaching a goal that you knew wasn't possible to attain? What did you do? For the goal-oriented person, this situation will be almost intolerable. He or she will relate how hard they fought to overcome the situation, and will speak about what he or she was able to accomplish anyway. For others, they may speak about being unfairly treated, but their primary regret will not be that they were unable to achieve a goal. 3. Describe which job and which manager got the most out of your potential. What made that situation so productive? This question allows the applicant to tell you how they like to be managed and which activities make them feel productive. Highly goal-oriented individuals may speak in terms of being given procedures, goals, measuring tools, regular updates, and accountability with enough authority. 4. Have you ever suggested ideas that were not accepted by management? What were they? What did you do then? When ideas are not accepted, some people give up. Others reintroduce them in a better package or find ways to accomplish their goals which avoid a "sales job" to management. In other words, can your candidate find more than one way to accomplish his/her goals? 5. Of your recent jobs, which one required the fastest actions or decisions? How did you feel in those situations? Please describe one. Some goal-oriented people are methodical, placing each piece of a puzzle in front of them, step-by-step, until the whole picture is assembled. They are uncomfortable in ambiguous, demanding work atmospheres. This question should help you discover how fast the applicant prefers to move toward a goal. 6. How do you monitor the progress of assignments and projects? Goal-oriented people often accomplish a lot not only because they have a destination, but also because they constantly measure the progress of their journey. Does the candidate use methods such as project July 2014 DAS Chief Human Resources Office Page 8 of 47

9 boards, "tickler" files, progress reports, or simple reminder notes to keep track of his or her accomplishments? CREATIVITY AND MOTIVATION 1. Which have you preferred to work with a set, planned day, or a day you create for yourself? Why? Often, innovative people like to "free lance" their way through a day, preferring not to be tied down by a restricted schedule. Use follow-up questions to determine if this is a cover to hide a disorganized approach to the workday. Surprisingly, some applicants are more creative under very structured conditions because their creativity is stimulated when bordered by time pressures. Match the applicant's answers with their likely work day in the new position. 2. Please tell me a great idea you have seen in your field recently. Why was it unique? The idea cited will reveal something about the applicant's measuring stick for creativity. Does the example given strike you as truly creative or innovative? The idea may also tell you the kind of creative ideas you might expect from the applicant. For example, is the idea a synthesis of old approaches or truly new? Is it a practical idea or more abstract? 3. If you could change one thing that is inefficient at your current job, what would it be? Job innovation depends partly upon a clear-eyed assessment of traditional, routine methods. Applicants who struggle with this question or who offer trivial changes are unlikely to create innovations which save you time, money, or energy. The answer should sound realistic and well organized, and the applicant should become energized when describing it; truly creative people enjoy presenting new ideas. 4. What is the most creative thing you have done in a past job? How did it occur? Find out if the creativity was in response to a demand or request from others or whether it was self-generated. (This will help you know what their new manager should do to maximize the applicant's creativity.) If the example cited is more than a few years old, ask for a more recent example too. Did these examples have a long-lasting impact? Did others benefit from them? PROBLEM SOLVING AND ANALYTICAL SKILLS 1. Have you ever been assigned several important projects at roughly the same time? How did you go about setting priorities for your time? July 2014 DAS Chief Human Resources Office Page 9 of 47

10 Look for an answer that demonstrates an analytical process. The applicant might consider factors such as the impact on production, others' expectations, deadlines, and organizational politics. Notice whether the applicant takes responsibility for creating a solution or simply blames the system. An analytical applicant might have analyzed the situation as a problem and recommended, or at least thought about, procedures to prevent its constant reoccurrence. 2. Give me an example of a difficult decision you had to make at your last job? How did you solve it? Followup: Why did you choose that method rather than another solution? The applicant should explain how he/she identified the real problem. Probe to find out the methods used to analyze the problem and the questions the applicant had to answer to arrive at possible solutions. Look for a problem situation analogous tones he/she might face in the new position; for example, a "people" problem or a "hard data" problem of facts and statistics. Find out the time pressures involved and whether he or she explored alternative courses of action alone or with others this will help you determine how the applicant will go about solving problems. 3. What kinds of problems do you feel you are uniquely qualified to solve? Give me an example of how you have demonstrated this. Some applicants will describe their training or education, others what experience has taught them. This self-description question can be very revealing. Applicants will usually describe their problem solving ability in terms or either: (a) concrete skills ("give me the pieces of the puzzle and I'll put them together for you"), (b) abstract (the ability to analyze and organize ideas and concepts), or (c) creative problem solving (formulating new approaches, perhaps innovating on-the-spot solutions). 4. What Information or technical support has helped you succeed on the job (for example, standardized forms, procedures, goals, delivery date, etc.)? Which have you created on your own to make things more efficient? This question will help determine the applicant's need to "systemize" work. Some applicants have a high need for "structural" support if a system isn't in place, they analyze the need for one and begin designing forms, procedures, etc. If they create such a structure, probe to find out what the initial problems were, what change they initiated, and what the results were. If they were satisfied with organizational structures in place, ask for examples of why and how they were worthwhile structures or procedures. 5. What has been a stubborn or recurring problem which you would have liked to solve in your current job but haven't yet? Look for an orderly examination of the problem into its component parts. An applicant with highly developed analytical skills should be able to answer this question easily. He or she will genuinely be July 2014 DAS Chief Human Resources Office Page 10 of 47

11 challenged by the problem and even enjoy discussing the problem and the various "blind alleys" traveled to solve it. Look for tenacity and determination in discussing a possible solution. Watch out for a tendency to blame others rather than accepting responsibility to work within the limits of the problem variables. Finally, notice whether the applicant's presentation of the problem is orderly and systematic. Where does he/she begin the answer? Do the facts presented sound objective? Has he or she thought through the pros and cons of various approaches? What lessons did the applicant learn from the search for a solution? 6. What process do you follow in solving problems? Consider the problems your candidate might face in the position. Would a "shoot from the hip" approach work best or a more careful structured one? Ask for an example to illustrate the approach discussed; the process an individual wants to follow might not match the reality of what he/she actually does. 7. What methods do you use to make decisions? Please give me an example of your approach When the facts are all in, what does your candidate do when a firm decision must be made? Does he or she act quickly? "Sleep on it" for a day or two? Go for a "gut feeling"? 8. What is the biggest error in judgment you have made? Why did you make it? How did you recover? This question can help reveal weaknesses in the candidate's approach to problem solving or decisionmaking. As a follow-up, ask him/her how they have since guarded against those kinds of errors. No problem solver makes the right judgment every time. Assess whether he or she took a calculated risk or simply made an unthinking blunder. Finally, determine what he or she learned from the experience. 9. What kinds of decisions did you have authority over? Which ones did you have to check with your manager before making? Beware of the applicant who continually refers to what "we" did. This question makes it clear how much leeway the applicant had or has to make decisions. Ask whether he or she would like more authority. Then match the answers to the authority allowed in the new position. CAREER AMBITIONS 1. What are you looking for in a job that you haven't had before? What would make you want to stay in a job? Center their answers on past experiences. Make sure their past experiences reflect realistic expectations. You are safest if they have more than a "feeling" of what they want. For example, specific responsibilities, tasks, activities, and interactions. July 2014 DAS Chief Human Resources Office Page 11 of 47

12 2. Describe the ideal work day for you. How would you spend your time? What activities applicants describe first will often be what they value doing the most and what will attract them to the job. Generally, the activities they describe first, and with enthusiasm, will be those they are best at. 3. A year or 18 months from now, what would you see yourself doing on a typical day if you got this job? Look for a realistic assessment that matches what you see them doing in about six to nine months. If they are overly ambitious and have unrealistic ambitions, expect trouble unless they have a real plan to get where they expect to go. As they describe what they will be doing, study their reactions. Do they seem fearful? Confident? Confused? What does this tell you about them? 4. Give me an example of when you have "outgrown" previous jobs and knew it was time to move on. How did you know it was time? This important question will reveal their values. Some applicants will talk about money, others about feeling "stuck," still others will describe what their manager or coworkers didn't have or didn't supply. Look for consistent reasons to leave each job; a lack of confusion and confidence about the change rather than a complaint about what was lacking. 5. What do you consider your greatest career achievements? Why did you pick those? This simple question will help you discover how the applicant views his or her career. The achievements presented are quick guides to what the candidate wants out of his or her career. What does the applicant feel proud about? Money? Responsibility? Growth? Position? Learning? It's important to notice to what extent the position available offers these rewards. 6. How have your past jobs prepared you for this one? Some candidates see their careers as a steady progression, each job leading neatly to the one in front of it. Others move through their careers, surprised at the twists and turns they must negotiate. Regardless of the career path taken, a sharp-thinking applicant can assess what talents and skills he or she can bring from past experiences to apply to a new position. This question also allows you to find out how well the applicant understands what skills, knowledge, and abilities are needed in the job. 7. In what areas would you like to develop further? The areas cited may be potential trouble areas as well as opportunities for training and guidance. Followup: "How do you see this job allowing you to develop in those ways?" 8. When have you felt most "off track" in your career progression? Why? July 2014 DAS Chief Human Resources Office Page 12 of 47

13 Sometimes you can learn the most about an applicant from a job which proved to be a mistake. Why did he or she take the position (and what does this tell you about their values)? How did the candidate discover he or she was "off track"? What did they want that they couldn't have? ABILITY TO LEARN 1. Give me an example of a situation at your previous employer when others knew more than you. How did you close the gap? The self-motivated person will close the gap by self-study and asking questions of qualified people. He or she will ask for extra help but will work long hours to catch up. Ask specific questions to determine what the applicant did without organizational support as well as through formal channels. 2. How do you keep up with the changes in technology (terminology, information) in your field? For many jobs, training and education are necessities. Does your applicant perceive this need? Does he/she seek knowledge through a variety of sources for example, periodicals, books, and conventions? Follow up with questions concerning new technology or techniques in your field. Does the applicant seem aware of them and speak about them knowledgeably? 3. If you could acquire one skill or bit of job knowledge, what would it be? What do you need to do to acquire it? How can we help? The answer will reveal how the applicant evaluates his/her own skill or knowledge deficiencies. Also, you should hear how motivated he/she is to attend classes or learn through self-study. If the applicant asks for "training," make sure he/she understands the term the way you do. Does it mean outside classroom learning, self-study, on-the-job training, or in-house seminars? 4. What's the fastest you have learned something new for a job? What did you do to learn on company time? On your own time? A variant of question one above, this will give you an idea whether your applicant can learn quickly. Again, use follow-up questions to determine how the applicant went about learning, especially when the knowledge wasn't readily available through his/her employment. DEPENDABILITY 1. If we hired you, what could we count on you for without fail? Watch carefully what the applicant speaks clearly and confidently about. If applicants are unable to answer this question easily, it may mean they are unsure of their own dependability. Ask follow-up questions. For example, if the applicant says, "to give you my best every day," you might ask, "can you give July 2014 DAS Chief Human Resources Office Page 13 of 47

14 me an example of how you've demonstrated that at your last position?" Generally, the more concrete and confident their announced commitment, the more you can be certain of it. 2. How do you know you're doing a good job? Possible answers include, "my manager lets me know" or "the work gets out on time." These answers are indicative of applicants who are oriented to external standards. Internally motivated applicants might talk about their own standards goals which they set for themselves over and beyond the job demands. 3. In a past job, did you ever have to alter your standards to meet the organization's standards? When? Why? What did you do about it? Very few applicants will tell you their company's high standards were in conflict with their low ones. However, it almost surely was the case in one or more jobs. Most of us have discovered that an organization or manager demanded more than we were accustomed to producing: better, faster, more accurate results or a new attention to service or quality. An applicant who admits his/her standards needed to be raised and who succeeded at reaching them, is most likely an employee who can be coached and challenged to produce. An applicant who lowered his/her standards to meet the organization's way has learned a valuable lesson: sometimes doing it "too perfectly" leads to work problems too. However, probe to find out whether the organization seemed justified and whether the applicant was, or still is, stubborn and resentful about the adjustment. He or she may have been very justified in resisting, but watch out for self-righteousness; unless your applicant is a true superstar, it is a quality that will wear thin very quickly on the job. 4. If you were a manager here, or in your past job, what would you require of your employees? Why? The standards applicants imagine they would set for employees are not necessarily the ones they might want others to hold for them. Their answer to this question will generally indicate their highest ideal of what they feel others can produce and, therefore, what they would aspire to at their best. 5. Give me an example of a time when your manager or others in your organization placed excessive demands on you. What did they want? What did you do? Consider two aspects: First, what the applicant deems "excessive." Does it sound out of line? Can you imagine yourself asking for something similar? Second, how did the applicant handle it? Did he or she try to negotiate? Rise to the occasion? Sabotage? Odds are, you will also place "excessive" demands on the applicant at times on the job. It's important to understand what might happen when you do. July 2014 DAS Chief Human Resources Office Page 14 of 47

15 6. What is an example of something you've done that showed your most excellent performance? Be specific. This gives applicants an opportunity to "fire their best shot." Try to get an idea of the actual impact on their organization of the example they give, the time frame within which it was accomplished, and who else deemed it as excellent. 7. What did you expect of yourself in your last job? In what ways did it differ from what your manager expected of you? A variation of question three, this one will help to elicit a clear description of the applicant's own standards. 8. What are your three most impressive, tangible contributions to your current employer? The contributions the applicant lists unavoidably reflect his/her values and three standards. For example, one of the contributions may describe volume of work, another a change in procedures or operations, still another a money-saving idea. These contributions reflect what the candidate feels proud about accomplishing and what areas he/she perhaps would feel confident in at your organization. However, probe to uncover exactly how significant the contributions were, how the organization recognized them at the time, and what long-lasting impact. 9. What do you think an employee owes his/her employer? If you get clichés or vague answers, such as "to be at work everyday ready to do her best," do not accept them. Ask for examples to demonstrate the generalities. Give prompters, if necessary, such as "in the area of working hours," "in accuracy," "in working with others," or "in self-development." If you reinforce the applicant's first few statements, regardless of their content, you may then obtain some revealing answers. What the applicant feels employees owe an employer usually is very similar to what you can expect the applicant to give your organization. 10. What results were you expected to accomplish in your last job? How were they measured? Some individuals are oriented to results; they will answer this question quickly, and confidently, in a very specific way. The results they describe will be measurable, specific, and clear-cut. Other applicants will answer vaguely or blame management for being unclear regarding results. If the candidate blames management, try to determine what results he/she set on his or her own. The results-oriented person will try to set his or her own standards, regardless of management's approach. 11. What are the three or four bottom line (most critical) ways you measure success in your job? What would you list for this job? July 2014 DAS Chief Human Resources Office Page 15 of 47

16 The answer will reflect the applicant's orientation or values as well as their understanding of the importance of clear goals and measures. Look for specific, easily determined measures and an "educated guess" concerning the position applied for. In other words, assess how well the applicant sizes up "success" with minimal information about the position. FLEXIBILITY 1. Please give me an example of a time when management would not allow you to take a necessary action even though you felt it was necessary to do so. (For example, a change in work procedures.) Does the applicant speak about the situation with anger? Resignation? Find out if the applicant resisted management if so, was it appropriately assertive without being divisive? 2. Have you worked in an organization that changed its policies or procedures frequently? How did you deal with that? Look for the person who, while not necessarily pleased with the changes, accepted them and tried to make them work. Ask also if he/she tried to find out the reasons for the changes. If the applicant expresses anger or disgust with the changes, you will need to assess whether this demonstrates unwarranted impatience or inflexibility. 3. Give me an example of a time when you were given tasks to accomplish without advance warning. After you have clearly understood the example, find out how quickly the applicant accepted the changes and tried to understand the reasons for them. 4. Have you ever had to make a decision before you had all the data you wanted? Give me an example. What did you do? When the applicant was faced with a quick decision and insufficient data, how did he/she react? Notice whether this common situation seems to make the applicant uncomfortable. 5. Has a policy or directive come down with which you really disagreed? What did you do? If the applicant experienced this situation, he/she had many options. Among them: ask management for the reasons and argue his/her case; accept the directive quietly and smolder silently; engage in sabotage, overtly or covertly; find coworkers who also disagree and organize a protest; or leave the organization. How did the applicant react, and what does this tell you about his/her flexibility? 6. How much stability would you like in terms of fixed job duties? How much have you had at other organizations? July 2014 DAS Chief Human Resources Office Page 16 of 47

17 Jobs change and evolve in most organizations. Can the applicant be flexible enough to change with the position? Look for signs of resistance and a need for overly secure job duties that might impede needed changes and additions to the job duties. ORGANIZATION, ATTENTION TO DETAIL, AND TIME MANAGEMENT 1. How do you feel a meeting should be organized to be most effective? Give me an example of one you've attended or that worked well. This question will often unearth the applicant's awareness of details. A detail-oriented person might describe the seating, the agenda, the roles various people took, planning before the meeting, and a meeting that started and ended punctually. 2. When your past managers have given you projects to do, how much information and direction did they usually give you? Give me an example of what seemed to be the right amount for you. Applicants who are especially detail-oriented need to be given lots of direction and data when a manager delegates to them. They are uncomfortable with managers who are oriented only to the "big picture," unless they are given time to do a job well in an atmosphere of trust. This question will also unearth an applicant's confidence and ability to take initiative with new projects. 3. Would you rather formulate a plan or carry it out? Why? Give me an example of a plan you have implemented. Some people are "doers" they like to be given a task to do and they'll make it happen. They are often detail-oriented. Others see the big picture they are comfortable strategizing the result and assigning resources to the project but less effective at doing follow-through on the specific tasks to make it a success. Only a few people can truly succeed at both planning and executing the plan. If an applicant tells you he/she likes to control both planning and execution, get specific examples of how they have gone about it. Probe for their ability to draw help from others, to delegate necessary tasks, monitor the results, and follow through. If they are managers, find out the degree to which they are willing to give others authority to make decisions. 4. What is the most irritating part of your current job the part you might wish you could delegate to someone else? Why? Applicants often mention paperwork requirements of past jobs. What they would like to "give away" is what they typically will avoid doing for you when they have to make a choice. 5. Have you ever had an experience when you were responsible for coordinating several small tasks to accomplish a large job? Please give me an example. July 2014 DAS Chief Human Resources Office Page 17 of 47

18 This question is a good lead-in to discussing the applicant's organizational methods. Find out whether the applicant set up internal controls such as "tickler files," internal deadlines, and interim meetings. If the job involved coordinating with people in other departments, determine how the applicant obtained agreements and held others to their time and quality commitments. 6. Do you like to juggle a lot of activities at once or do them one at a time? People who juggle a lot of tasks at once usually like variety and diversity. They will not be comfortable in linear, routine jobs. If your position requires the ability to juggle priorities and be flexible, it may be a good match. However, this sort of applicant may tackle too many projects to get them all completed and may be easily interrupted. 7. How do you keep track of your own paperwork, schedules, etc? Please be specific. It doesn't matter a great deal how the applicant keeps track; what's important is that they have established their own workable approach and sound confident of its success. Of course, you'll have to judge if their systems will add to or detract from the ones you presently have in place. 8. In your last job, if something wasn't due for several weeks, when and how did you approach getting it done? Perfectionists typically will be uncomfortable waiting to begin a project. They will begin work early so it can be done "right." Other applicants will wait until they "really need to do it." 9. Do you typically write memos to others or do you usually deliver messages on the phone or in person? Those who would rather see people in person or talk to them on the telephone are most at home in the realm of ideas. They may not take the time to do the detail work necessary to fully complete some jobs. Those who would rather write memos often prefer a structured, detailed approach to the work. You can count on them to communicate all the information and to document their efforts. They will do the job "right" if it contains a lot of details. 10. Describe how you handled the details of your last major project. Note the extent of detail in the answer and whether the applicant had a system to monitor the project which prevented details from being lost. Did the applicant depend on others to handle details? Did he/she track details with the computer? Write extensive documentation? 11. Describe a busy day at your last job. How do you organize a day like that? July 2014 DAS Chief Human Resources Office Page 18 of 47

19 First, see whether the busy day actually sounds busy to you. Next, see how excitedly or readily the applicant volunteers the answer. Those who are well-organized will usually be pleased to share their systems with you. 12. Where do you waste most of your time (when you do)? Accept almost any answer if the applicant seems honest and forthright. The truth is, we all waste time. However some individuals know how to minimize the time wastes and consciously give attention to improving their time usage. In addition, look for an applicant who seems comfortable with his/her productivity regardless of occasional time wasters. 13. Describe a way you have improved the organization of a system or task at your last/present job? Applicants who are well-organized often look for ways to improve upon old procedures and systems. If so, he/she will volunteer examples quickly. 14. How do you decide what you should work on next? Those who are not well-organized often have no idea what they will do next. They may "hop" from one demand to another or do whatever catches their eye next. Well-organized applicants set priorities according to an orderly system and allow for normal interruptions. 15. How do you monitor things which need your attention? This is a general question that should help you understand your applicant's ability and experience at setting up reporting systems. Does he/she depend on a set, organized approach to monitor needed items? Does he/she seem to have a good grasp of which items need attention? INTERPERSONAL COMMUNICATION SKILLS 1. What sorts of things do you feel are important for an employee to share with a supervisor? And vice versa? First, you will want to understand the supervisor who will be communicating with the person to be hired. What does he/she want to share and want to hear? Match the applicant's answers. Does the expectation involve inappropriate guidance, counseling, gossip, etc.? 2. Give me an example of the kind of coworker (manager, customer, etc.) whom you find difficult to communicate with? Why? The personality type or individual described will point to areas in the applicant's makeup where he/she may need to change. For example, if very aggressive people bother him/her, you will want to evaluate the July 2014 DAS Chief Human Resources Office Page 19 of 47

20 applicant's toughness and assertiveness. In addition, you will need to discuss typical personalities he/she will have to deal with in the position, and find out the applicant's reaction to them. 3. When, in a past job, did you find it important to disagree with your boss? How did you approach him/her, and what was the result? (Assertiveness) Assertive people see disagreement as healthy, even vital to success. If he or she seems unafraid of open disagreement, genuinely refuses to blame, and tries to solve the problem constructively, you can assume the applicant is assertive. If he or she expresses dislike of open disagreement, he/she may be more passive. If he/she attempts to win (and make the boss lose), you have got an overly aggressive person. 4. What kind of performance feedback do you want, and how often would you like it? Open communication is a two-way street. The employee must be willing to hear criticism and even ask for it on occasion. Follow-up: "What are some negative criticisms, and what are some of the positive things you have heard from managers?" Ask also how he/she feels about negative performance feedback; when and how does he/she want to hear it? 5. Name one recent success you've had in dealing with (a client, vendor, customer, etc.). How did you accomplish it? In describing their success, applicants will usually describe how they view themselves in relation to others. ("I was really just trying to help her," or "I kept my cool no matter what he said"). This question will help you determine how self-aware the applicant is and, in part, what he/she feels "success" in interpersonal relations is. 6. How do you persuade others to get what you want? Can the applicant reflect on his/her own skills and inadequacies in persuasion? Most positions require this skill to some degree. Does the applicant know how to listen to other's needs and vary their approach accordingly? 7. Can you describe the person or people you get along with best at your current/last job? A variation of question two above. What does the answer tell you about the applicant's requirements for friendship or close working relationships? Do these implied criteria seem to be met in your organization? For example, an applicant who says, "I get along with people who just do the job and do not chatter a lot, could be unhappy in an extremely personal, "chatty" environment. July 2014 DAS Chief Human Resources Office Page 20 of 47

21 8. What have been your least successful relationships at work? What did you do to try to create a better relationship? Another variation of question two, this one focuses on the applicant's willingness and skill at mending relationships at work. Probe to uncover whether the applicant made an honest attempt to adjust his/her style to make the relationship work. 9. What role do you usually take in a group meeting or discussion? What are the advantages of that? Disadvantages? You should get surprisingly honest answers to this question. Assure the applicant that there is no "right" answer. Listen well and you should get a good picture of the typical pattern of behavior in a group situation. Follow-up: "How do you change when the group is composed of people you do not know well?" 10. What does the "open door" policy mean to you? Do you think it works? The "open door" means one thing to managers and another to employees. Does your applicant seem to want total availability? To be able to get appointments or meetings with the boss? Again, match the applicant's need with the manager's openness and availability. 11. When you have started new jobs, how have you established good relationships with your new coworkers? With management? Many applicants will look at this as an extremely important part of their job. They know that future productivity depends upon good relationships. Probe particularly how they have done this with management. Are you convinced? Do they seem to understand what management expects from an employee (dependability, punctuality, flexibility, etc.)? CONFLICT 1. Give me an example of a recent situation when you disagreed with someone on the job. What were your options for settling it? Why did you choose the option you did? Use the situation as an opportunity to understand the applicant's way of dealing with conflict. Ask follow-up questions to determine whether the example cited is representative. Does the applicant tend to smooth over conflicts? Withdraw completely? Compromise his or her position? Does he or she take the time and energy to hear the other person's point of view and then attempt to find a long-lasting solution? Finally, notice how the applicant treats the emotions involved were they discussed and acknowledged or disregarded as not important? 2. What kinds of disagreements are you able to handle easily? Which have you been involved in which were upsetting or difficult for you? (Which was one which was not as easy to handle?) July 2014 DAS Chief Human Resources Office Page 21 of 47