Interview Guide for Managers by vUR7N8

VIEWS: 6 PAGES: 21

									Interview Guide for Managers




                   Farm Credit Foundations
                   June 2010
 Interview Guide for Managers


Table of Contents
Preparing For the Interview .......................................................................................................................... 1
   Before the Interview: ................................................................................................................................ 1
   Opening the Interview: ............................................................................................................................. 1
   During the Interview: ................................................................................................................................ 2
   Close the Interview ................................................................................................................................... 3
   After the Interview.................................................................................................................................... 3
   Making a Decision ..................................................................................................................................... 3
Ask the Foundations Five .............................................................................................................................. 4
   Tenacity ..................................................................................................................................................... 4
   Trust .......................................................................................................................................................... 4
   Creating Solutions ..................................................................................................................................... 4
   Client Service............................................................................................................................................. 4
   Implementing Change ............................................................................................................................... 4
Behavior-Based Interview Questions ............................................................................................................ 5
   Adaptability ............................................................................................................................................... 5
   Ambiguity .................................................................................................................................................. 5
   Ambition / Initiative .................................................................................................................................. 6
   Communication Skills ................................................................................................................................ 7
       Presentation Skills ................................................................................................................................. 7
       Written Communication ....................................................................................................................... 7
   Conflict Management ............................................................................................................................... 8
   Critical Thinking/Problem Solving ............................................................................................................. 9
   Customer Service Orientation................................................................................................................. 10
   Dependability .......................................................................................................................................... 10
   Detail Orientation ................................................................................................................................... 11
   Diversity and Inclusion ............................................................................................................................ 11
   Innovation ............................................................................................................................................... 12
   Integrity ................................................................................................................................................... 12
   Leadership ............................................................................................................................................... 13
       Motivating/Coaching Employees ........................................................................................................ 13
       Persuasion ........................................................................................................................................... 13
Interview Guide for Managers

 Learning Ability & Personal Motivation .................................................................................................. 14
 Working in Close Proximity ..................................................................................................................... 14
 Management........................................................................................................................................... 15
    Delegating/Managing Workloads ....................................................................................................... 15
    Finance / Budgeting ............................................................................................................................ 15
    Performance Management ................................................................................................................. 15
 Organizational Skills/Project Management ............................................................................................ 15
 Relationships: Building & Maintaining .................................................................................................... 16
 Strategic Thinking.................................................................................................................................... 17
 Stressful Situations.................................................................................................................................. 17
 Teamwork ............................................................................................................................................... 18
       Interview Guide for Managers


Be Careful with                Preparing For the Interview
Your Questions!                Let’s face it – it’s not always easy to determine how good an employee will be based
                               on an interview. Review this section to remind yourself on good interviewing
DO NOT ASK ABOUT:              techniques to help you analyze the applicant and also provide a good representation
Medical/mental health          of what life at Farm Credit would be like for this person if we hired him/her.
history, national origin or
citizenship status, foreign    Before the Interview:
languages, height, weight             Review the job description, skills you are looking for in this new person and
or physical characteristics,           the Predictive Index Profile.
military service, marital             Prepare your behavioral-based interviewing categories and questions for each
status or children, sexual             category. Behavior-based interview questions are structured to ask for a
orientation, age,                      specific time when something occurred to find out how the candidate
addresses, names of                    responded. Research shows the best predictor of future performance is past
relatives, religion, number            behavior.
of arrests.                                o These questions must be the same for all applicants.
                                      Review the candidate information. Read the cover letter and resume again.
DO ASK ABOUT:                         Estimate the time needed for each section:
Gaps in work experience,                   o Opening: 5 minutes
reasons for leaving                        o Discuss Resume: 5-10 minutes
employers, meaning of                      o Farm Credit Standard Five Questions: 10 minutes
current and former job                     o Behavioral Questions: time varies by position requirements
titles, specialized                        o Technical Questions: time varies by position requirements
knowledge or expertise,                    o Closing: 5 – 10 minutes
job-related achievements,
travel (if necessary),         Opening the Interview:
reasons for promotions                Greet the applicant warmly; offer water/coffee.
                                      Introduce yourself and your position.
                                      Thank the candidate for meeting with you.
                                      Explain the purpose of the interview and what will occur during the interview.




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       Interview Guide for Managers


Vague Statement Example
                                         During the Interview:
                                              Use probing questions, taking CARE of the candidate
Question: “Tell me about a time
when you build rapport quickly with                o    Circumstances
someone under difficult conditions.”               o    Actions
Answer: “I’m very good at building                 o    Results
rapport with people. It seems that                 o    Evaluate
people are naturally open to me and           Responses that don’t include all aspects of CARE include vague
I can make people at ease in any               statements, “would do” responses, and opinions. See the left column
situation.”                                    for more information on these responses.
NOTE: They didn’t answer the             If you find a candidate is not providing CARE responses, use probing
question of providing a specific time    questions like the ones below:
when they were able to do this.
They used generalized language that
                                             Circumstance           Action Questions       Result Questions
did not provide any evidence they
                                             Questions
actually are able to build rapport
                                             Describe a specific    What exactly did       What was the result?
with individuals under any
                                             situation when…        you do in that
conditions.
                                                                    situation?
                                             What were the          What did you do        How would you quantify
“Would Do” Response Example
                                             circumstances?         first… second?         your results?
Question: “There are times when
people need extra help. Give an              How did the events     Describe your          How were you able to
example of when you were able to             unfold?                specific role in the   measure your results?
provide that support to a person                                    project.
with whom you worked.”                       Describe a recent      Walk me through        How did it work out?
                                             time when…             the steps you took.
Answer: “I feel terrible when people
are overworked. If this occurred, I
would ask them if they needed any        After the applicant has completed his/her response and before you go to
help. If I was the supervisor, I’d ask   the next question, Evaluate to make sure they answered the question.
if others could help them out to help
share the workload.”                         Sample Follow Up Questions to Create Complete CARE Responses
                                             Can you give me a specific example of when this recently occurred?
NOTE: They responded by what they
“would do” instead of what they              Please describe one particular time when…
have done. If someone naturally
goes out of their way to help                Walk me through the process step-by-step.
someone else out, they will be able
to provide a specific instance of            Exactly what part did you play in this?
when this occurred. Everyone can
make up stories of what they
“would do”, but that isn’t always the
case on a day-to-day basis.



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      Interview Guide for Managers


Common Rating Errors
                                        Close the Interview
                                              Ask if the applicant has any questions.
“Halo" (or "Horns"): taking a few
                                              Provide a brief overview of life at Farm Credit. Why is it a great
clues and assuming that a
                                               place to work?
candidate is "all good" or "all bad"
                                              Tell candidate the timeline for completing interviews and next steps.
                                               Remember not to overpromise and if in doubt, refer to the Recruiter
“Just like me”: showing preference
                                               to provide more information.
to applicants who think/feel/react
similarly to how you would act
                                        After the Interview
                                              Take time to review the information gathered.
First impression: using your
                                              Look at the applicant’s responses to each question and consider:
thoughts upon first meeting the
                                               o Similarity: How closely does this response relate to what is
candidate to influence your
                                                  needed in the position?
thoughts on all of their interview
                                               o Impact: How important and significant were the circumstances?
responses)
                                               o Attribute Level: Appropriately weigh the most important
                                                  attributes for the position.
Overweighting isolated/negative
behaviors
                                        Making a Decision
                                              Value the input of all persons who interviewed each candidate
Comparing/Contrasting
                                               (Recruiter, Team, Supervisors). Openly discuss the strengths and
Candidates: this is okay, but be
                                               opportunities for all candidates to ensure we select a great fit for the
careful to take into consideration
                                               position and Farm Credit.
all aspects of each candidate and
                                              Remember to keep the process moving. Great candidates always
avoid the trap of drawing large
                                               have other opportunities waiting for them!
conclusions
                                        Next Steps
Stereotypes
                                              Once a final candidate is selected, work with HR to review next
                                               steps, including starting reference and background checks.
Recency Effect: Preference for
                                              Once those are completed, an offer will be put together with HR and
those interviewed more recently
                                               you (as the hiring manager) will call the final applicant to offer
                                               him/her the job.
Leniency or Strictness in Scoring:
Scoring criteria across raters is not
consistent




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       Interview Guide for Managers

        NOTE: Customize this page for your organization. This is what Foundations created as five important
                         questions to ask of all applicants in all positions at Foundations.


Solutions                      Ask the Foundations Five
                               There are five areas core to our business. It is required that you ask these five
                               questions to all applicants, as we want to ensure they have the ability to live our
Mission: To develop and        brand!
deliver HR solutions that
bring value to employers       Tenacity
and employees:
                               What is a big obstacle you had to overcome to get where you are today? How
• Benefits Design &
Administration
                               did you overcome it?
• HR Information Systems       Listen for: Taking initiative to solve the issue, even in the wake of resistance.
• Payroll Processing
• Workforce Management         Trust
Services                       Have you been part of a group or situation where trust broke down? What
                               happened and what did you do to repair the situation?
                               Listen for: Listen for them taking the initiative to make amends and if they
Create                         understand the underlying factors of where and why exactly trust broke down.
                               Listen for any clues as to if this person is in the “victim” or “growth” frame of
Our brand promise …            mind.
Passionately and tenaciously
creating HR solutions!         Creating Solutions
                               Tell me about a time when you had a problem at work in which the old
                               solutions wouldn’t work. What was the problem and what did you do to solve
Engage                         it?
                               Listen for: Who identified the original problem, who came up with the idea to
We engage with …               solve it, how the idea was “sold” to others, if the change was successful.
• Respect
• Trust                        Client Service
• Passion                      What does excellent customer service mean to you?
                               Listen for: Strong concern for the best interests of the customer. Note if
                               applicant has any reference to customers being frustrating or a pain to work
Deliver                        with. Listen for how THEY provide customer service; not how they are treated as
                               a customer.
We deliver value by …
• Partnering with HR Clients   Implementing Change
• Leveraging HR Expertise      Tell me about a time when you saw a new project to completion that made a
• Implementing HR              difference. Name one success and one thing you would do differently.
Solutions
                               Listen for: How did they plan the project. What did they identify as a success?
• Focusing on Cost
Effectiveness
                               For the item they would do differently, did their answer show they thought
• Striving for Excellence      through the process, or was it a generic answer?




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Interview Guide for Managers


Behavior-Based Interview Questions

Adaptability
     Describe a major change that occurred in a job that you held. How did you adapt to this change?
     Tell me about a situation in which you had to adjust to changes over which you had no control.
      How did you handle it?
     Tell me about a time that you had to adapt to a difficult situation.
     What do you do when priorities change quickly? Give one example when this happened.
     How have you adjusted your style when it was not meeting the objectives and/or people were
      not responding correctly?
     When you have difficulty persuading someone to your point of view, what do you do? Give an
      example.
     Have you ever been caught unaware by a problem or obstacles that you had not foreseen?
      What happened?
     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.)
     Have you worked for an organization which changed its policies or procedures frequently? How
      did you deal with that?
     Give me an example of a time when you were given tasks to accomplish without advance
      warning. How did you react? Were you able to meet the deadline? How?
     Have you ever had to make a decision before you had all the data you wanted? Give me an
      example. What did you do?
     Has a policy or directive come down with which you really disagreed? What was it? What did
      you do?
     How much stability would you like in terms of a fixed job description? How much stability have
      you had at other organizations?

Ambiguity
     Have you ever worked in a situation where the rules and guidelines were not clear? Tell me
      about it. How did you feel about it? How did you react?
     When have you had to produce results without sufficient guidelines or information? Give an
      example.
     How much information do you need to get started on a new project or assignment?
     There are times when we work without close supervision or support to get the job done. Tell
      me about a time when you found yourself in such a situation. How did things turn out?




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Interview Guide for Managers


Ambition / Initiative
      Describe a situation when you demonstrated initiative and took action without waiting for
       direction. What was the outcome?
      Describe a time when you made a suggestion to improve the work in your organization. How
       did you present your suggestion and how was it received?
      Give an example of an important goal that you set in the past. Tell about your success in
       reaching it.
      Give two examples of things you’ve done in previous jobs that demonstrate your willingness to
       work hard.
      Tell me about a time when you went above and beyond the call of duty to get the job done.
      Tell me about the last time you undertook a project that demanded a lot of initiative.
      What projects have you started on your own recently? What prompted you to get started?
      What kinds of things really get you excited?
      What sorts of things did you do at school or in your previous job that were beyond
       expectations?
      What impact did you have in your last job?
      What motivates you to put forth your greatest effort?
      In all your jobs, which gave you the most meaningful experiences? Why?
      What do you need from an organization to feel motivated?
      What have you accomplished that shows your initiative and willingness to work?
      Give me an example of something you recommended which was not adopted. Why? What
       could you have done differently?
      What ways have you found to make your job easier or more interesting?
      Why did you choose this profession? What rewards does it give you? Why do you stay in it?
      What should a manager do to motivate others? Why does it sometimes fail?
      A year or 18 months from now, what do you see yourself doing on a typical day if you got this
       job?
      What do you consider to be your three greatest career achievements? Why did you pick those?
      What did you expect of yourself in your last job? In what ways did it differ from what your
       manager expected of you?
      What were your three most impressive tangible contributions to your company?
      What are the three or four most critical ways you measure success in your job? What would you
       list for this job?




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 Interview Guide for Managers


Communication Skills
      Describe a situation in which you were able to effectively “read” another person and guide your
       actions by your understanding of their individual needs or values.
      Describe a situation where you felt you had not communicated well. How did you correct the
       situation?
      Give me an example of a time when you were able to successfully communicate with another
       person, even when that individual may not have personally liked you.
      Have you ever had to “sell” an idea to your co-workers or team? How did you do it? Did they
       “buy” it?
      How do you keep your subordinates informed about information that affects their jobs?
      How do you keep your manager informed about what is being done in your work area?
      How do you go about explaining a complex technical problem to someone who does not
       understand technical jargon? What approach do you take in communicating with people?
      What kinds of communication situations cause you difficulty? Give an example.
      Tell me about an experience in which you had to speak up in order to be sure that other people
       knew what you thought or felt.
      Tell me about a situation when you had to speak up (be assertive) in order to get a point across
       that was important to you.
      What would your coworkers or staff say is/was the most frustrating thing about your
       communications with them?
      Describe a situation in which you were able to use persuasion to successfully convince someone
       to see things your way.

Presentation Skills
    Tells us about a recent successful experience in making a speech or presentation. How did you
      prepare? What obstacles did you face? How did you handle them?
    Tell me about a time when you had to present complex information. How did you ensure that
      the other person understood?
    How do you prepare for a presentation to a group of technical experts in your field?
    How would you describe your presentation style?
    Tell me about the most effective presentation you have made. What was the topic? What
      made it difficult? How did you handle it?
    What kinds of oral presentations have you made? How did you prepare for them? What
      challenges did you have?

Written Communication
    Tell me about a time when you had to use your written communication skills in order to get an
      important point across.
    How have you persuaded people through a document you prepared?
    What kinds of writing have you done? How do you prepare written communications?



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Interview Guide for Managers


Conflict Management
     When you disagree with your manager, what do you do? Give an example.
     What challenges did you face on your last job? Give an example of how you handled them.
     Describe a time when you were able to effectively communicate a difficult or unpleasant idea to
      a manager or client.
     Tell me about a situation when you had to be assertive in order to get a point across that was
      important to you.
     Describe a time when you took personal accountability for a conflict and initiated contact with
      the individual(s) involved to explain your actions.
     Have you ever had a subordinate whose work was always marginal? How did you deal with that
      person? What happened?
     Have you ever been in a situation where you had to bargain with someone? How did you feel
      about this? What did you do? Give an example.
     Tell me about the last time you had to negotiate with someone. What was the most difficult
      part?
     Describe a situation where you had a conflict with another individual. How did you deal with it?
      What was the outcome? How do you feel about it?
     Give an example of when you “went to the source” to address a conflict. Do you feel trust levels
      were improved as a result?
     What are some of the problems you have faced; such as between business development and
      project leaders, between one department and another, between you and your peers? How did
      you recognize that they were there?
     Describe a situation where you had to use conflict management skills
     Describe a situation where you had to use confrontation skills.
     How do you typically deal with conflict? Can you give me an example?
     Tell me about a time when you were forced to make an unpopular decision.
     Tell me about a time when you had to help two peers settle a dispute. How did you go about
      identifying the issues? What did you do? What was the result?
     Have you ever had to settle conflict between two people on the job? What was the situation
      and what did you do?
     Tell me of a time when you worked with someone who was not completing his/her share of the
      work. Who, if anyone, did you tell or talk to about it? Did the manager take any steps to correct
      your co-worker? Did you agree or disagree with the manager’s actions?
     When you’ve received constructive feedback at work, how have you reacted? Who has provided
      constructive feedback on your work in a way you found comfortable? When have you felt over-
      criticized?
     What should a manager do to minimize conflict at work? How much should he/she get involved
      in solving it? What if you were involved in the conflict?
     Have you ever had a situation when you found it necessary to confront someone at work? How
      did you handle it?
     What situations got you irritated on your last job?

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Interview Guide for Managers

     When customers get angry at you, how do you usually react?
     Have you ever had to deal with a situation when you felt that a coworker or manager made you
      look bad? Please describe how you dealt with it.

Critical Thinking/Problem Solving
     Describe the project or situation which best demonstrates your analytical abilities. What was
      your role?
     Give a specific example of a time when you used good judgment and logic in solving a problem.
     Give me an example of when you took a risk to achieve a goal. What was the outcome?
     Tell me about a time when you had to analyze information and make a recommendation. What
      kind of thought process did you go through? What was your reasoning behind your decision?
     Give an example of a time in which you had to be relatively quick in coming to a decision.
     Discuss an important decision you made regarding a task or project at work. What factors
      influenced your decision?
     Everyone has made some poor decisions or has done something that just did not turn out right.
      Has this happened to you? What happened? What changes did you make/what did you learn
      from the experience?
     Give an example of a time in which you had to keep from speaking or not finish a task because
      you did not have enough information to come to a good decision.
     Give an example of a time when there was a decision to be made and procedures were not in
      place.
     How quickly do you make decisions? Please give an example.
     How have you gone about making important decisions?
     What kinds of problems have you had coordinating projects? How did you solve them?
     Have you ever had a situation where you had a number of alternatives to select from? How did
      you go about selecting one?
           o How did you assemble the information?
           o How did you review the information?
           o What process did you follow to reach a conclusion?
     What are some of the major decisions you have made over the past 6 or 12 months?
     What kinds of decisions are most difficult for you? Please describe one. Who made the final
      decision?
     Tell me about a time when you took responsibility for an error and were held personally
      accountable.
     What was your biggest mistake in hiring someone? What happened? How did you deal with the
      situation?
     Give me an example of a time in which you had to be relatively quick in coming to a decision.
     We work with a great deal of confidential information. Describe how you would have handled
      sensitive information in a past work experience. What strategies did you utilize to maintain
      confidentiality when pressured by others?



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Interview Guide for Managers

     Describe an instance when you had to think on your feet to extricate yourself from a difficult
      situation.
     What types of problems do you feel you are uniquely qualified to solve? Give me an example of
      how you have demonstrated this.
     What has been a stubborn or recurring problem which you would have liked to solve in your
      current job – but haven’t yet?

Customer Service Orientation
     Give a specific example of a time when you had to address an angry customer. What was the
      problem and what was the outcome? How would you assess your role in diffusing the situation?
     How do you handle problems with customers? Please give me an example.
     How do you go about establishing rapport with a customer? What have you done to gain their
      confidence? Please give me an example.
     What have you done to improve relations with your customers?
     How do you get to know your customer’s needs?
     Give me an example of a time when you had to deliver a project or service late. How did you
      handle it?
     How do you know when you have hit a stress-point with a customer? Describe how you go
      about finding an outlet when things get tense.
     Tell me about a time when you were burdened with work but still had to maintain regular
      customer contact. How did you handle yourself when dealing with this pressure?
     Describe a time when you put in extra effort to oversee an order for a customer. How did your
      customer respond?
     Describe a situation in which you worked with a diverse customer base. How did you meet their
      different needs?
     Tell me about a time when you professionally communicated closure to a tense situation with a
      customer.

Dependability
     How do you know you’re doing a good job?
     If you were a manager here, or in your past job, what would you require of your employees?
     Tell me about the results you were responsible for in your last position. How often did you meet
      your deadlines and goals? What might have prevented you from meeting these goals?
     Describe your role in a recent team project.
     Everyone misses work sometimes. What are some legitimate reasons to miss work?
     Two hours before you are scheduled to begin work, you learn weather is going to be bad and
      traffic looks terrible. How do you respond?
     It’s time to go to lunch and your phone rings. How will you respond?




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Detail Orientation
     Tell me about a specific instance when you found it necessary to be precise in your work in
      order to complete the job.
     Tell us about a job or setting where great precision to detail was required to complete a task.
      How did you handle that situation?
     Some people consider themselves to be “big picture people” and others are “detail oriented”.
      Which are you? Give an example of a time when you displayed this.
     Tell me about a situation when it was important for you to pay attention to details. How did you
      handle it?
     Tell me about a difficult experience you had in working with details.
     Tell me about a situation where attention to detail was either important or unimportant in
      accomplishing an assigned task.
     Have the jobs you held in the past required little attention, moderate attention, or a great deal
      of attention to detail? Give me an example of a situation that illustrates each requirement.
     Have you ever had the experience when you were responsible for coordinating several small
      tasks to accomplish a large job? Please explain.
     How do you keep track of your own paperwork, schedules, etc.? Please be specific.
     Describe how you handled the details of your last major project.
     How do you monitor things which need your attention?

Diversity and Inclusion
     Tell me about a time when you had to work with someone who had different viewpoints than
      you did. What was the situation and how did you work through it?
     When there was a misunderstanding between you and a client, what have you done about it?
     Give a specific example of how you have helped create an environment where differences are
      valued, encouraged and supported.
     Tell us about a time that you successfully adapted to a culturally different environment.
     Tell us about a time when you had to adapt to a wide variety of people by accepting and
      understanding their perspective.
     Tell me about a time when you made an intentional effort to get to know someone from
      another culture.
     What have you done to further your knowledge/understanding about diversity? How have you
      demonstrated your learning?
     What have you done to support diversity in your unit?
     What measures have you taken to make someone feel comfortable in an environment that was
      obviously uncomfortable with his/her presence?
     By providing examples, convince me that you can adapt to a wide variety of people, situations
      and environments.




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Innovation
      Tell me about a time when you demonstrated too much initiative.
      What changes did you develop at your most recent employer?
      Give some instances in which you anticipated problems and were able to influence a new
       direction.
      Can you think of a situation where innovation was required at work? What did you do in this
       situation?
      Describe a time when you came up with a creative solution/idea/project/report to a problem in
       your past work.
      Describe something that you have implemented at work. What were the steps used to
       implement this?
      Give me an example of when you took a risk to achieve a goal. What was the outcome?
      Sometimes it is essential that we break out of the routine, standardized way of doing things in
       order to complete a task. Give an example of when you were able to successfully develop such
       a new approach.
      What new or unusual ideas have you developed on your job? How did you develop them? What
       was the result? Did you implement them?
      When was the last time you thought “outside the box” and how did you do it?
      Have you ever met resistance when implementing a new ideas or policy to a group? How did
       you deal with it? What happened?
      Give an example of a time when you helped an employee accept change and make the
       necessary adjustments to move forward. What were the change/transition skills that you used?
      If you could change one thing which is inefficient at your current job, what would it be?
      What is the most creative thing you did in your past job? How did it occur?

Integrity
      Describe a time when you were asked to keep information confidential.
      Give examples of how you have acted with integrity in your job/work relationship.
      If you can, tell about a time when your trustworthiness was challenged. How did you
       react/respond?
      On occasion we are confronted by dishonesty in the workplace. Please tell me about an
       occurrence and how you handled it.
      Tells us about a specific time when you had to handle a tough problem which challenged
       fairness or ethnical issues.
      Give me a specific occasion in which you conformed to a policy with which you did not agree.
      In a past job, did you ever have to alter your standards to meet your company’s? When? Why?
       What did you do about it?
      We work with a great deal of confidential information. Describe how you would have handled
       sensitive information in a past work experience. What strategies did you utilize to maintain
       confidentiality when pressured by others?


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Leadership
      Describe your leadership style and give an example of a situation when you successfully led a
       group.
      Have you ever been a project leader? Give examples of problems you experienced and how you
       reacted.
      Have you ever been in a position where you had to lead a group of peers? How did you handle
       it?
      Have you ever been a member of a group where two of the members did not work well
       together? What did you do to get them to do so?
      How do you manage cross-functional teams?
      How do you deal with people whose work exceeds your expectations?

Motivating/Coaching Employees
    Give an example of how you have been successful at empowering either a person or a group of
      people into accomplishing a task.
    Give an example of a time in which you felt you were able to build motivation in your co-
      workers or subordinates at work.
    Give an example of your ability to motivate co-workers, classmates, or others on a committee.
    How do you get subordinates to produce at a high level of performance? Give an example.
    How do you get subordinates to work at their peak potential? Give an example.
    Have you had an employee who you successfully motivated? What did you do? How about the
      one you tried to motivate but could not motivate?
    How have you helped your employees become committed to a job or to the organization?
    Give an example of a time when you helped a staff member accept change and make the
      necessary adjustments to move forward. What were the change/transition skills that you used?
    How do you go about setting goals for your subordinates? How do you involve them in the
      process?
    How have you dealt with an “attitude” problem? Please give me a specific example.
    How often do you think it’s necessary to meet with your employees? What do you talk about?

Persuasion
    Have you ever had difficulty getting others to accept your ideas? What was your approach? Did
      it work?
    What is the toughest group that you had to get cooperation from? Describe how you handled it.
      What was the outcome?




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Interview Guide for Managers


Learning Ability & Personal Motivation
     How do you keep your job knowledge current with the ongoing changes in the industry?
     What sorts of things have you done to become better qualified for your career?
     What have you done to develop the skills of your staff?
     Tell me about a specific development plan that you created and carried out with one or more of
      your employees. What was the specific situation? What were the components of the
      development plan? What was the outcome?
     What have you done to further your own professional development in the past 5 years?
     When you have been made aware of, or have discovered for yourself, a problem in your work
      performance, what was your course of action? Can you give an example?
     Tell me about a recent job or experience that you would describe as a real learning experience?
      What did you learn from the job or experience?
     Tell me about a time when your supervisor criticized your work. How did you respond?
     Give me an example of an important goal that you had set in the past and tell me about your
      success in reaching it.
     If there were one area you’ve always wanted to improve upon, what would that be?
     In what ways are you trying to improve yourself?
     What goal have you set for yourself that you have successfully achieved?
     What was the most useful criticism you ever received?
     Please tell me a great idea you have seen in your field recently. Why was it unique?
     When have you felt most “off track” in your career progression? Why?
     How do you keep up with changes in technology in your field?
     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?
     What would you expect from us to get you oriented or trained for this position?
     Give me an example of a situation at a previous employer when others knew more than you.
      How did you close the gap?
     What do you do to learn about your customer’s problems?
     How do you follow what the competition is doing?

Working in Close Proximity
     When have you had to work in close proximity to your coworkers? What was helpful about this
      situation and what caused problems? What did you do to solve those problems?
     In what type of environment do you do your best work? (quiet, busy, loud, chaotic, slow, fast)
      What makes that environment work for you?




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 Interview Guide for Managers


Management
Delegating/Managing Workloads
    Do you consider yourself a macro or micro manager? Why? What benefits have you found as a
      result of this style?
    How do you delegate? Tell me how you go about delegating work.
    What was the biggest mistake you made when delegating work? The biggest success?

Finance / Budgeting
    What responsibility do you currently have for budgeting?
    How do you go about estimating expenses and budgets?
    Give me an example of something you did to save money for your organization.
    What recent decision have you made that had an impact on finances? How did you assess its
      impact?

Performance Management
    How do you handle a subordinate whose work is not up to expectations?
    How often to do you discuss a subordinate’s performance with him/her? Give an example.
    Tell me about a time when you had to take disciplinary action with someone you supervised.
    Tell me about a time when you had to tell an employee that you were dissatisfied with his/her
      work.
    There are times when people need extra help. Give an example of when you were able to
      provide that support to a person with whom you worked.
    When do you give positive feedback to people? Tell me about the last time you did.
    Give an example of how you handle the need for constructive criticism with a subordinate or
      peer.
    What performance standards do you have for your team/unit? How have you communicated
      those to your subordinates?
    Have you ever had a subordinate whose performance was consistently marginal? What did you
      do?
    How do you evaluate the productivity /effectiveness of your subordinates?
    How do you keep track of what your subordinates are doing?

Organizational Skills/Project Management
      Tell me about a time when you were particularly effective in prioritizing tasks and completing a
       project on schedule.
      When you have a lot of work to do, how do you get it all done? Could you give me an example?
      Developing and using a detailed procedure is often very important in a job. Tell about a time
       when you needed to develop and use a detailed procedure to successfully complete a project.
      Tell me about your experience in past jobs that required you to be especially alert to details
       when doing the task involved.
      Give me an example of a project that best describes your organizational skills.

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Interview Guide for Managers

     How do you decide what gets top priority when scheduling your time?
     What do you do when your schedule is suddenly interrupted? Give an example.
     Keeping others informed of your progress/actions helps them feel comfortable. Tell your
      methods of keeping your supervisor advised of the status on projects.
     Have you ever been caught unaware by a problem or obstacles that you had not foreseen?
      What happened?
     Tell me about a time when you influenced the outcome of a project by taking a leadership role.
     Using a specific example of a project, tell how you kept those involved informed of the progress.
     When given an important assignment, how do you approach it?
     Describe a situation that required you to do a number of things at the same time. How did you
      handle it? What was the result?
     How do you determine priorities in scheduling your time? Please give an example.
     How do you typically plan your day to manage your time effectively?
     Of your current assignments, which do you consider to have required the greatest amount of
      effort with regard to planning/organization? How have you accomplished this assignment?
      How would you assess your effectiveness?
     Have you ever been assigned several important projects at roughly the same time? How did you
      go about setting priorities for your time?
     Describe a time when you had problems getting people to work together to solve a problem or
      complete an assignment. What did you do?

Relationships: Building & Maintaining
     It is very important to build good relationships at work but sometimes it doesn’t always work. If
      you can, tell me about a time when you were not able to build a successful relationship with a
      difficult person.
     Tell me about a time when you built rapport quickly with someone under difficult conditions.
     What, in your opinion, are the key ingredients in guiding and maintaining successful business
      relationships? Give examples of how you made these work for you.
     Describe a situation when you were able to strengthen a relationship by communicating
      effectively. What made your communication effective?
     Describe a situation in which you were able to effectively “read” another person and guide your
      actions by your understanding of their needs and values.
     Tell me about the most difficult or frustrating individual that you’ve ever had to work with, and
      how you managed to work with them.
     When you have started new jobs, how have you established good relationships with your
      coworkers? How about with management?
     What did you do to support your coworkers in your last job? Please give me a specific example
      of a time when you helped or supported a coworker.
     Give me an example of a time when you had to take the lead with your work group to get a task
      completed. How did you get cooperation?



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Strategic Thinking
      Some people consider themselves to be “big picture people” and others are “detail oriented”.
       Which are you? Give an example of a time when you displayed this.
      Do you have a strategic plan in your current position? How was it developed? How did you
       communicate it to the rest of your staff?
      What company plans have you developed? Which ones have you reached? How did you reach
       them? Which have you missed? Why did you miss them?
      What were your long-range plans at your most recent employer? What was your role in
       developing them?
      Describe what steps/methods you have used to define/identify a vision for your unit or position.
      How do you see your job relating to the overall goals of the organization?
      In your current or former position, what were your long and short-term goals?
      Tell me about a time when you anticipated the future and made changes to current
       responsibilities/operations to meet future needs.

Stressful Situations
      Give an example of a situation where others were intense but you were able to maintain your
       composure.
      It is important to maintain a positive attitude at work when you have other things on your mind.
       Give a specific example of when you were able to do that.
      Tell me about some demanding situations in which you managed to remain calm and composed.
      There are times when we are placed under extreme pressure on the job. Tell me about a time
       when you were under such pressure and how you handled it.
      How do you react when faced with constant time pressure? Give an example.
      People react differently when job demands are constantly changing; how do you react?
      What kind of events cause you stress on the job?
      What was the most stressful situation you have faced? How did you deal with it?
      Tell me about setbacks you have faced. How did you deal with them?
      Describe a time when you were faced with problems or stresses that tested your coping skills.
      In your last job, when did you feel pressured? Why?
      What have you done on or off the job to alleviate job stress?
      In a past job, what was most likely to create stress for you? For example, a tough deadline,
       juggling priorities or meeting others’ expectations. Why?
      Please give me an example of what an organization or management should do to help prevent
       the affect of stress from a job.
      What happens to your work when you begin feeling pressured? How do you know stress is
       affecting your work?
      What do you think would be the most stressful aspects of this job for you? Why?
      How do you handle the need to juggle priorities or projects? What have you done to accomplish
       this?


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     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?
     What have you found to be the most effective way to avoid “burn out”? How did you discover
      it?
     Give me an example of a time when your manager or others in your company placed excessive
      demands on you. What did they want? What did you do?

Teamwork
     Are you more energized by working with data or by collaborating with other individuals?
     How would you describe yourself in terms of your ability to work as a member of a team?
     What have you done in past situations to contribute toward a strong teamwork environment?
     Give me an example of a situation where you had difficulties with a team member. What, if
      anything, did you do to resolve the difficulties?
     Describe a situation in which you had to arrive at a compromise or help others to compromise.
      What was your role? What steps did you take? What were the end results?
     Describe a team experience you found disappointing. What would you have done to prevent
      this?
     Describe a team experience you found rewarding.
     Describe the types of teams you have been involved with. What were your roles on the team?
     Please give your best example of working cooperatively as a team member to accomplish an
      important goal.
     Tell me about the most difficult situation you have had when leading a team. What happened
      and what did you do? Was it successful? What was the most important thing you did to help the
      situation?
     What is the difficult part of being a member, not the leader, of a team? How do you handle
      this?
     What role have you typically played as a member of a team? How did you interact with other
      members of the team?
     When working on a team project, have you ever had an experience where there was strong
      disagreement among team members? What did you do?




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