HIRING MANUAL

Isabella County Trial Court’s Hiring Procedure

Revised January 2018

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Table of Contents

Introduction......................................................................................................................................1

I. Review Job Description................................................................................................................2

II. Ad Development.........................................................................................................................2 A. Developing the Ad..........................................................................................................2 B. Posting the Ad.................................................................................................................3

III. Resume Review.........................................................................................................................3

A. The Hiring Team.............................................................................................................3 B. Initial Subjective Review................................................................................................4 C. Initial Empirical Review.................................................................................................4 D. Determining Which Applicants Will Be Interviewed.....................................................5

IV. First Interview Preparation........................................................................................................5

A. Scheduling Interviews.....................................................................................................5 B. Creating Interview Questions..........................................................................................5 C. Preparing Post-Interview Evaluation Forms...................................................................6

V. First Interview and Evaluation....................................................................................................6

A. Interview.........................................................................................................................6 B. Post-Interview Evaluation...............................................................................................6 C. Determining Which Applicants Get Second Interviews.................................................7

VI. Second Interview Preparation....................................................................................................8

A. Scheduling Interviews.....................................................................................................8 B. Conducting Reference Checks........................................................................................8 C. Creating Interview Questions..........................................................................................8 D. Preparing Post-Second Interview Evaluation Forms......................................................8

VII. Second Interview and Evaluation............................................................................................9

A. Interview.........................................................................................................................9 B. Post-Second Interview Evaluation..................................................................................9 C. Determining Which Applicant Will Be Hired...............................................................10

VIII. Conclusion of the Hiring Procedure......................................................................................10

A. Making an Offer of Employment..................................................................................10 B. Letters to Unsuccessful Applicants...............................................................................10 C. Retention of Resumes....................................................................................................10 D. Completion of Checklist...............................................................................................11

Hiring Procedure Checklist............................................................................................................12

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Appendix A—Forms.....................................................................................................................A0

1. Sample Ad....................................................................................................................A1 2. Sample Empirical Review Table..................................................................................A2 3. Blank Empirical Review Table....................................................................................A3 4. Sample General Court Position Interview Questions..................................................A4 5. Sample Court Administrator First Interview Questions..............................................A7 6. Sample Court Administrator Second Interview Questions........................................A12 7. Sample Form for Post-Interview Evaluation.............................................................A16 8. Blank Form for Post-Interview Evaluation................................................................A20 9. Sample Form for Post-Second Interview Evaluation.................................................A24 10. Blank Form for Post-Second Interview Evaluation..................................................A27 11. Background Check Release Form.............................................................................A30 12. Template for Letter to Unsuccessful Applicants—Non-Interview Applicants.........A31 13. Template for Letter to Unsuccessful Applicants—Interview Applicants.................A32

Appendix B—Resources.............................................................................................................A33

1. 5 Characteristics of Ideal Employees..........................................................................A34 2. 15 Traits of the Ideal Employee..................................................................................A38 3. How to Evaluate Job Applicants for Your Business...................................................A40 4. 100 Potential Interview Questions..............................................................................A42 5. Sample Interview Questions for Managerial Positions...............................................A46 6. Administrative Order of the Michigan Supreme Court 1998-5..................................A49

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Introduction The mission of the Isabella County Trial Court is to provide the highest quality of justice and justice system services to Isabella County communities. In order to do this, it is imperative that the Isabella County Trial Court assemble the best possible staff. An essential part of acquiring the best possible staff is following a hiring procedure that is workable, understandable, and capable of producing exceptional results. This Hiring Manual lays out step-by-step a hiring procedure designed to help the court find the most skilled, qualified, efficient and productive employees for each open position. Subjective review of job applicants is an important part of the hiring procedure; however, subjective review is unavoidably infused with bias. Bias can have a negative impact on hiring. Exceptional applicants may not be given the chance they deserve when the hiring procedure consists only of subjective review. If this happens, the court may miss out on opportunities to hire the best possible staff. The hiring procedure described in this manual adds several stages of empirical review to the subjective review of job applicants. The most important and desired skill sets and traits for each position are turned into weighted categories for which each applicant is given the appropriate number of points. This empirical review, executed through discussion within a hiring team, helps eliminate bias from this hiring procedure to the extent possible. This system further takes into account the priorities and desired skill sets and traits unique to each position, helping to ensure that the requirements of each position align with the strengths and weaknesses of each applicant. Empirical review allows the hiring team to see how well applicants measure up against one another, and how closely their skill sets and traits match the job requirements. This Hiring Manual lays out the Isabella County Trial Court Hiring Procedure step-by-step. Each step of the hiring procedure is thoroughly explained, and the necessary forms, along with other resources, are provided in the appendices. This procedure may involve more work than other hiring procedures; however, it has been designed to help the court achieve its goal of assembling the best possible staff. This procedure will allow for a thorough review of all job applicants, and will help hiring teams avoid overlooking applicants who could provide unique and indispensable contributions to the Isabella County Trial Court.

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I. Review Job Description The first step in any hiring procedure is to review the job description for the open position. This step will typically be completed by the supervisor of the open position. There are three purposes in reviewing the job description: First, the job description should be reviewed to determine if it needs to be updated. The functions and responsibilities of the particular position may have changed since the job description was created. Updating the job description will allow applicants to have a better idea of the requirements of the position. Additionally, an updated job description will help the applicant who is eventually hired to better understand his or her new position. Any changes to the job description must be approved by the Court Administrator, who shall review the changes for compliance with Supreme Court Administrative Order 1998-5 (See Appendix B, page A49). This Administrative Order indicates that any aspect of a job description that affects economic aspects of a position must have the approval of the funding unit. Second, the job description should be reviewed to determine the important skill sets and traits desired in an applicant for the position. Using the job description, along with other ideas for what kind of person would be best suited to fill the position, identify the most important skill sets and traits an applicant could have. At least 5 and not more than 10 skill sets and traits should be identified. Some examples of important skill sets and traits include court experience, managerial experience, technology skills, interpersonal skills, personality, dependability, and experience managing money. The skill sets and traits used should be uniquely tailored to the open position. This is a vital part of this procedure because the skill sets and traits identified at this stage will be used later to assist in empirical review of the applicants. Third, the job description should be reviewed to prepare for development of the ad. In order to develop an ad that attracts applicants who are best suited for the open position, it is important to consciously tailor the ad to the job description.

II. Ad Development A. Developing the Ad It is important to develop an ad that will catch the attention of well-qualified applicants. The ad also needs to clearly explain the desired skill sets and traits for the position so that applicants who are appropriately qualified will apply. This can be done by structuring the ad around the previously determined important skill sets and traits for the particular position. Cost may also be an issue, so the ad should be as concise as possible while still getting the necessary information across to potential applicants. A good ad will include the following: 1. Desired traits and skill sets

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2. A brief description of the position and its responsibilities (the complete job description can be attached or linked) 3. Education and experience qualifications 4. Compensation 5. Instructions on how to apply 6. The deadline for applications

Like the previous step, the development and posting of the ad will typically be completed by the supervisor of the open position. A sample ad is provided in Appendix A, page A1. B. Posting the Ad Once the ad has been developed, it will need to be posted. Where the ad is posted may vary depending on the position being advertised. Posting locations may include: 1. The Isabella County website 2. The Morning Sun

3. The State Bar of Michigan Career Center—http://jobs.michbar.org/home/index.cfm?site_id=11713

4. The National Center for State Courts—Court Community Jobs— http://www.ncsc.org/Education-and-Careers/Jobs/Court-Community-Jobs.aspx

5. Michigan Courts—Employment Opportunities— http://courts.mi.gov/administration/jobs/pages/default.aspx

III. Resume Review A. The Hiring Team Generally, a three-person hiring team should be assembled for each hiring process. The hiring team should consist of the Trial Court Administrator (or the Trial Court Administrator’s designee), the immediate supervisor of the new employee, and another supervisor. For professional hires, such as Court Administrator, magistrates, referees, and supervisors, the Chief Judge (or the Chief Judge’s designee) should be added to the team.

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The rest of the hiring procedure should be completed by the hiring team. B. Initial Subjective Review Subjective review of the resumes should be performed as soon as possible after the resumes are received. Completing this step as the resumes come in will help move the process along and will avoid a piling up of numerous resumes to review. Make notes on each resume that briefly detail the results of the subjective review in order to assist in later review of the applicants. During the subjective review, each applicant should be considered regarding his or her ability to put together a good cover letter and resume. This includes proofreading for proper grammar and spelling, determining whether the resume is easy to read and understand, and determining whether the applicant has provided sufficient detail and information. Subjective review also includes a determination of whether the cover letter and resume reflect the previously determined important skill sets and traits. At the time of subjective review, the resumes should be separated into 3 categories: A, B, and C. The A category is the category from which the interview candidates will be chosen. Resumes from applicants who appear to be qualified and who deserve an interview should be placed in this category. The B category is the “maybe interview” category. Depending on the quality and number of applicants included in the A category, the applicants in this category may be considered for interviews. Finally, the C category is the “no interview” category. Due to the applicants’ inability to put together a good cover letter and resume, lack of important skill sets and traits, or other valid reason, these applicants will not be interviewed. C. Initial Empirical Review Once the deadline for applications has passed and each resume has been placed in category A, B, or C, the empirical review will help make a final determination regarding which applicants will be interviewed. Empirical review should be performed on both A and B applicants. First, empirical review categories must be created and weighted. Generally, there will be one category for each of the previously determined important skill sets and traits, unless certain skill sets or traits are similar enough to combine into a single category. Once the categories have been decided upon, each category should be given a weight of 1, 2, or 3. 1 represents the less important skill sets and traits, while 3 represents the skill sets and traits that are most important. Next, go through the A and B resumes and give each applicant an appropriate number of points between 0 and 5 for each category. Then, multiply the number of points by the weight of each category and add up the total points for each applicant.

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For example, if the category “Court Experience” was given a weight of 3, and a particular applicant was given 5 points for Court Experience, the 5 points would be multiplied by 3, and the total number of points that applicant would receive for Court Experience would be 15. These calculations can be done in the Empirical Review Table. A sample Empirical Review Table is provided in Appendix A at page A2 to show an example of how these calculations are done. A blank Empirical Review Table is provided in Appendix A at page A3. D. Determining Which Applicants Will Be Interviewed The next step is to come to a final determination regarding which applicants will be interviewed. This determination should be made using the results of the empirical review and the notes taken during the subjective review. The empirical review may show that certain applicants who may otherwise have been overlooked actually warrant a closer review. The empirical review is not intended to replace a subjective review, but instead to supplement it. The number of applicants to receive interviews will depend on how many qualified applicants there are and how much time is available to conduct interviews. At least two hours should be allotted for each interview.

IV. First Interview Preparation A. Scheduling Interviews The applicants who will be receiving interviews should be notified by phone, and a convenient date and time for each interview should be set up. At least two hours should be allotted for each interview in order to provide sufficient time to complete the interview and for the hiring team to complete the post-interview evaluation. The interviewee should also be notified that he or she should allot two hours of his or her time for this interview process. After the interview is completed, the interviewee will need time to provide information and sign a release for background checks and to complete testing. B. Creating Interview Questions Prior to the interviews, the hiring team will need to develop questions that will help further assess how qualified each applicant is for the position. These questions should allow the hiring team to conclude at the end of each interview whether the applicant possesses the previously determined important skill sets and traits and whether the applicant would be a good fit for the position. In order to develop the best possible questions that will allow for evaluation of the applicants, create questions that relate to each of the previously determined important skill sets and traits. A good way to accomplish this is to explicitly search online for interview questions relating to the skill sets and traits. For example, when looking for questions that will help determine if an applicant has good communication skills, search “interview questions to show

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communication skills.” This is an excellent way to find many different interview questions specifically tailored to show the existence of specific skill sets and traits in applicants. While the questions should be specifically tailored to the open position, each interviewee should be asked the same questions. Unique follow-up questions may be asked to individual interviewees if necessary to clarify an answer or gain more relevant information at the time of the interview. Sample interview questions are provided in Appendix A at pages A4, A7, and A12, and more interview questions are provided in Appendix B at pages A42 and A46. C. Preparing Post-Interview Evaluation Forms Prior to the interviews, a Post-Interview Evaluation Form needs to be created. This form should list the empirical review categories, providing a space next to each category to mark “excellent,” “meets job requirements,” or “does not meet job requirements.” There should also be provided a space for comments on each category and space to list the strengths and weaknesses of each applicant. The same empirical review categories that were used during the initial empirical review should be used here. It may be helpful to add categories for Education, Relevant Job Experience, Appropriate Professional Attire, and Motivation. The hiring team will need to decide how many additional categories should be weighted in preparation for later empirical review. A sample Form for Post-Interview Evaluation is provided in Appendix A at page A16, and a blank Post-Interview Evaluation Form is provided in Appendix A at page A20.

V. First Interview and Evaluation A. Interview Before each interview begins, the hiring team should decide which member of the team will ask which of the prepared questions. Once the prepared questions have been asked, the hiring team should ask any follow-up questions the team members may have. The applicant should also be given an opportunity to ask the hiring team questions. At the close of the interview, the applicant must be provided with a background check release form to fill out and sign. This form is provided in Appendix A at page A30. The applicant should then complete appropriate testing, such as typing, math, grammar, spelling, and personality tests. If the applicant did not provide references in his or her resume, references should be requested at this time. B. Post-Interview Evaluation Immediately after each interview, the hiring team should use the Post-Interview Evaluation Form to evaluate each applicant. It is important that this evaluation take place as soon after the

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interview as possible while the interview is still fresh in the minds of the hiring team. This allows for the most accurate and fair evaluation possible. The hiring team should participate in thorough discussion during the post-interview evaluation. This will help eliminate bias from the proceeding as much as possible. The hiring team should together determine what the applicant’s ranking should be in each category. The possible rankings include: Does not meet job requirements, Meets job requirements –, Meets job requirements, Meets job requirements +, and Excellent. To indicate a + or -, simply write the + or – next to “Meets job requirements” on the form. Next, the number of points for each category should be determined by assigning values to each ranking: 1. Does not meet job requirements: 1 2. Meets job requirements –: 2 3. Meets job requirements: 3 4. Meets job requirements +: 4 5. Excellent: 5 6. Zero points should be awarded if warranted The number of points in each category should then be multiplied by the category’s weight, and the points should be added together to reach the total number of points for each applicant. This is the same procedure for calculation that was followed in the initial empirical review, and the same Empirical Review Table can be used. A sample Empirical Review Table is provided in Appendix A at page A2 to show an example of how these calculations are done. A blank Empirical Review Table is provided in Appendix A at page A3. C. Determining Which Applicants Get Second Interviews Using the results of the post-interview evaluations, as well as the comments of the hiring team and subjective analysis of each interview, the hiring team should determine how many applicants and which applicants will be invited back for a second interview. Once the candidates for the second interview are selected, the hiring team should conduct criminal background checks and credit checks for each candidate. The hiring team should also perform an Internet search for each candidate, which includes reviewing any existing social media accounts. In the unusual event that second interviews are not conducted, the hiring team should perform the background checks and Internet searches for the top candidate or candidates before determining which applicant should be hired.

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VI. Second Interview Preparation A. Scheduling Interviews The applicants who will be receiving second interviews should be notified by phone, and a convenient date and time for each interview should be set up. Again, at least two hours should be allotted for each interview in order to provide sufficient time to complete the interview and for the hiring team to complete the post-interview evaluation. B. Conducting Reference Checks Prior to the second interviews, the references of each applicant receiving a second interview should be checked. The hiring team should designate a person to complete the reference checks, take notes, and report back to the hiring team. C. Creating Interview Questions The hiring team should develop questions for the second interview that will help further assess how qualified each applicant is for the position. These questions should be based on a second set of empirical review categories that the hiring team feels covers issues which were not covered during the first interview. It may help to create categories based on characteristics and traits of ideal employees, which can be found in Appendix B at pages A34 and A38. Additionally, categories with corresponding questions should be developed to address any concerns regarding the position or the applicants themselves. For example, if the specific position required someone who was able to appropriately address staff conflicts, a category entitled “Ability to Address Staff Conflicts” could be created and corresponding questions could then be developed. There should be interview questions corresponding with each category, and the questions should be grouped in their corresponding categories to make evaluation easier. Sample second interview questions can be found in Appendix A at page A12, and other sample interview questions are provided in Appendix A at pages A4 and A7 and Appendix B at pages A42 and A46. D. Preparing Post-Second Interview Evaluation Forms Prior to the second interviews, a Post-Second Interview Evaluation Form must be created. This form should list the second set of empirical review categories that were determined during the process of creating second interview questions. The hiring team needs to assign a weight of 1, 2, or 3 to each category. 1 represents the less important categories, and 3 represents the most important categories. Space should be provided under each category to mark “inadequate,” “good,” or “excellent.” There should also be a space provided for comments on each category and space to list the strengths and weaknesses of each applicant.

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A sample Form for Post-Second Interview Evaluation is provided in Appendix A at page A24, and a blank Post-Second Interview Evaluation Form is provided in Appendix A at page A27.

VII. Second Interview and Evaluation A. Interview Before each interview begins, the hiring team should decide which member of the team will ask which of the prepared questions. Once the prepared questions have been asked, the hiring team should ask any follow-up questions and the applicant should be given an opportunity to ask questions. B. Post-Second Interview Evaluation Immediately after each second interview, the hiring team should use the Post-Second Interview Evaluation Form to evaluate each applicant. It is important that this evaluation take place as soon after the interview as possible while the interview is still fresh in the minds of the hiring team. This will allow for the most accurate and fair evaluation possible. The hiring team should participate in thorough discussion during the post-second interview evaluation. This will help eliminate bias from the proceeding as much as possible. The hiring team should together determine what the applicant’s ranking should be in each category. The possible rankings include: inadequate, good -, good, good +, and excellent. To indicate a + or -, simply write the + or – next to “good” on the form. Next, the number of points for each category should be determined by assigning values to each ranking: 1. Inadequate: 1 2. Good –: 2 3. Good: 3 4. Good +: 4 5. Excellent: 5 6. Zero points should be awarded if warranted The number of points in each category should then be multiplied by the category’s weight, and the points should be added together to reach the total number of points for each applicant. This is the same procedure for calculation that was followed in the initial empirical review and the post-

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first interview evaluation, and the same Empirical Review Table can be used. A sample Empirical Review Table is provided in Appendix A at page A2 to show an example of how these calculations are done. A blank Empirical Review Table is provided in Appendix A at page A3. C. Determining Which Applicant Will Be Hired Using the results of the post-interview evaluations, as well as the comments compiled from reference checks, comments of the hiring team, subjective analysis of first and second interviews, and the results of background checks and Internet searches, the hiring team should determine who is the best applicant for the position. If there is still no way to decide between two or more applicants without another interview, the hiring team should repeat the second interview process, asking questions and scoring points in categories that will distinguish the applicants to the point that a decision is able to be made.

VIII. Conclusion of the Hiring Procedure A. Making an Offer of Employment Once a decision is made regarding who is the best applicant for the position, that applicant should be offered the job by phone or in person. B. Letters to Unsuccessful Applicants Once an offer of employment is accepted, all of the other applicants should be notified by letter. Applicants who did not receive an interview should receive a letter thanking them for their application and informing them that they will not be called for an interview. A template for a letter to unsuccessful non-interview applicants is provided in Appendix A at page A31. Applicants who did receive an interview should receive a letter thanking them for their time and informing them that another applicant has been chosen. A template for a letter to unsuccessful interview applicants is provided in Appendix A at page A32. Any applicants who received a second interview but were not made an offer of employment should be notified by phone that another applicant has been chosen. This phone call should be made by a member of the hiring team. C. Retention of Resumes All submitted resumes should be retained for at least 6 weeks. The resumes of the interviewees, along with all forms filled out during the interview process, a copy of the letters informing the

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interview applicants that another applicant was chosen, and any other correspondence with the interview applicants, should be retained for at least 6 months. D. Completion of Checklist After every hiring process is complete, the supervisor of the open position must complete the following checklist to indicate that every step of the hiring procedure has been completed. After completing the checklist, the supervisor must sign in the bottom right corner and submit it to the Chief Judge.

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Isabella County Trial Court Hiring Procedure Checklist

o Review Job Description o Update job description if necessary o Determine 5-10 important skill sets and traits o Prepare for ad development

o Ad Development

o Develop the ad o Post the ad

o Resume Review

o Assemble a hiring team o Complete subjective review of the resumes, separating resumes into A, B, and C

categories o Complete empirical review of the A and B resumes o Determine which applicants will be interviewed

o First Interview Preparation

o Schedule the interviews o Create the interview questions o Prepare the post-interview evaluation forms

o First Interviews o Have each interviewee fill out and sign a background check form o Have each interviewee complete relevant testing o Get references from interviewees if not already provided

o Post-Interview Evaluation o Complete post-interview evaluation o Determine which applicants get second interviews

o Second Interview Preparation

o Schedule the second interviews o Conduct reference checks o Create second interview questions o Prepare post-second interview evaluation forms

o Second Interviews o Post-Second Interview Evaluation

o Complete post-second interview evaluation o Determine which applicant will be hired

o Conclusion of the Hiring Procedure

o Make an offer of employment o Once an offer of employment is accepted, send letters notifying all unsuccessful

applicants o Retain resumes for the appropriate period of time

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Appendix A—Forms 1. Sample Ad................................................................................................................................A1 2. Sample Empirical Review Table..............................................................................................A2 3. Blank Empirical Review Table................................................................................................A3 4. Sample General Court Position Interview Questions..............................................................A4 5. Sample Court Administrator First Interview Questions..........................................................A7 6. Sample Court Administrator Second Interview Questions....................................................A12 7. Sample Form for Post-Interview Evaluation.........................................................................A16 8. Blank Form for Post-Interview Evaluation............................................................................A20 9. Sample Form for Post-Second Interview Evaluation.............................................................A24 10. Blank Form for Post-Second Interview Evaluation..............................................................A27 11. Background Check Release Form.........................................................................................A30 12. Template for Letter to Unsuccessful Applicants—Non-Interview Applicants.....................A31 13. Template for Letter to Unsuccessful Applicants—Interview Applicants.............................A32

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SAMPLE AD The Isabella County Trial Court is currently seeking qualified applicants for the position of Trial Court Administrator. This court is fully consolidated in circuit, district, and probate jurisdiction, and so a candidate who supports and has knowledge of court consolidation is preferred. The ideal candidate for this position is an innovative, dependable, tech savvy, people person with organizational skills who can lead people and manage money. Under direct supervision of the Chief Judge, the Court Administrator is responsible for personnel, budget, day to day operations, grant writing, data processing, caseflow, facilities, security, and is the court liaison with County officials, attorneys, media representatives, and other agencies. Complete job description is attached. Education and Experience Qualifications: A minimum of a Master’s degree in court administration, public administration, or business administration, or related field or comparable administrative experience in court system. Certified training in court administration highly desired. At least two years’ experience as court administrator or comparable. Compensation: $71,500—$79,000 To Apply: Please email your cover letter and resume to aszczubelek@isabellacounty.org by February 20, 2015.

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Sample Empirical Review Table

Human Resources (x3)

Budget (x3)

Administrative Experience (x3)

Court Experience (x3)

Interpersonal Skills (x2)

Technology Savvy (x1)

Overall Total

John Candidate 3 (x3) = 9 4 (x3) = 12 3 (x3) = 9 3 (x3) = 9 5 (x2) = 10 5 (x1) = 5 54 Jane Applicant 4 (x3) = 12 5 (x3) = 15 4 (x3) = 12 4 (x3) = 12 3 (x2) = 6 2 (x1) = 2 59

• The headings across the top represent the empirical evaluation categories. In the parentheses, “x” followed by a number represents the weight given to each category.

• The applicants’ names are located in the far left column.

• The first number represents the number of points a particular applicant was given for a particular category. That number is then

multiplied by the category’s weight. The resulting number is the applicant’s total points for a particular category.

• The total points from each category are added to come up with the overall total points for each applicant.

• The results of this empirical review can be used to determine how closely aligned a particular applicant’s skill sets and traits are with the job requirements. The results can also be used to determine how applicants measure up against each other.

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Empirical Review Table

Category 1 (x weight)

Category 2 (x weight)

Category 3 (x weight)

Category 4 (x weight)

Category 5 (x weight)

Category 6 (x weight)

Category 7 (x weight)

Category 8 (x weight)

Category 9 (x weight)

Overall Total

Applicant 1 Applicant 2 Applicant 3 Applicant 4 Applicant 5 Applicant 6 Applicant 7 Applicant 8 Applicant 9 Applicant 10

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Sample General Court Position Interview Questions

What are some of your outside interests or hobbies? Describe your ideal job. What can you offer the Courts? How would your co-workers describe you? Where do you see yourself in five years? Why should we hire you rather than another candidate? What did you enjoy most about your last employment? What did you enjoy least about your last employment? Give me an example of a situation in which you provided a solution to an employer. Are you able to multi-task? What do you do when you’re having a problem with a co-worker? What is your best personality trait? What is your worst personality trait? In what ways do you deal with criticism? Would you be happy in an entry-level position?

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How do you persuade people to your point of view? What has been your greatest professional accomplishment? What has been your greatest personal accomplishment? What do you find frustrating? What skills do you think you need to improve? How would you handle a decision for which no procedure existed? Your supervisor tells you to do something in a way you know is ineffective. What would you do? What are your best skills? If you had work to do and a co-worker wanted to talk, what would you do? What do you do when you have difficulty solving a problem? How important are details? What criticism of you has helped you the most? Who was it from? Has your work experience prepared you for this position? Why do you want to leave your present job? What is missing from your present/last job that you would like to see in this one?

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Why would you like this line of work? Do you have a problem with routine tasks? What do you think the atmosphere here is like? Have you ever been convicted of a felony? If you are offered this position, do you have any objections to the Court doing a criminal record check, credit report or prior employee check? If you are offered this position, when could you start?

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Applicant Name Court Administrator First Job Interview Questions

March 2, 2015

1. Tell us a little about yourself. 2. Why are you interested in changing jobs? 3. What court administrative experience have you had? 4. Tell us about your previous work experience as an administrator. 5. What were your primary responsibilities? 6. Tell us about a complex project you were tasked with completing under deadline. 7. Talk about a project that you were particularly proud of managing. 8. What sort of reporting structure did you work within in your previous administrative jobs?

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9. What type of interactions did you have with other departments? 10. Have you ever interacted with a political board in any job and if so explain the nature of the interaction? 11. What style do you employ in interacting with political boards? 12. What experience do you have managing people? 13. What is the greatest number of people you have managed at one time? 14. Do you enjoy managing people and why or why not? 15. If you have an employee who routinely fans flames of employee discontent, how would you handle the situation? 16. Do you have any grant writing experience and if so, tell us about it.

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17. What has been your experience working with the general public and vendors? 18. Would you enjoy working with the public and why or why not? 19. Would you enjoy working with vendors and why or why not? 20. What has been your worst experience working with the general public and how did you handle it? 21. Tell us about your computer skills. 22. What technologies are you an expert with using? 23. What other technologies have you utilized in your admin work? 24. What type of documents and formats have you generated in the past?

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25. What have you done at your present/last company to increase revenues, reduce costs, or save time? 26. Describe your experience with budgets and the budgeting process. 27. Have you worked with line item budgets? 28. If yes to the last question, what authority did you have to change line items once the budget was approved? 29. Do you know what authority a state court administrator has to move line items around? 30. Do you know where that authority comes from? 31. What makes you a great fit for this position? 32. What do you know about our court and its services?

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33. What type of schedule do you currently work? 34. Am I a good job interviewer? 35. Have you ever been convicted or charged with a misdemeanor or felony? 36. Are you willing to consent to criminal, credit and general background checks, including being fingerprinted?

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Applicant Name Court Administrator Second Job Interview Questions

March 5, 2015 1. What do you want out of this job? 2. What are your goals for the next five to ten years? 3. Describe your approach to making decisions and solving problems. 4. What would you do if you realized you made a mistake at work? 5. How would you make sure that your employees are accountable? 6. How would you determine that an employee needed to be disciplined, and how would you approach the disciplinary process? 7. How do you develop trust and loyalty with employees?

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8. How do you handle stress and pressure? 9. How would you deal with an employee who had an “attitude” problem? 10. How would you deal with an employee you felt was not performing to his or her full potential? 11. How would you deal with an employee who was discontented or felt that he or she was being treated unfairly? 12. How would you address conflict between employees? 13. How will you adjust your management style to adapt to dealing with so many more staff members than you have managed in your previous employment? 14. What would you do to develop your own skills that may need improvement?

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15. Which skills gained from your previous employment do you feel would most benefit you in this position? 16. What can you contribute to this court? 17. How do you manage your time at work? 18. Do you feel that the chain of command is important? Why or why not? 19. Do you feel that it is ever okay to jump chain of command and take an issue to your supervisor’s boss? 20. If a superior instructed you to carry out a decision that you believed was the wrong decision, what would you do?

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21. What kind of relationship would you hope to cultivate with the employees you manage? 22. Why is a manhole cover round? 23. Do you think this interview process has been handled well? 24. What are your salary expectations? 25. What date would you be available to begin work?

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SAMPLE FORM FOR POST-INTERVIEW EVALUATION Name of Applicant______________________________________________ Answer the following questions as they pertain to the requirements of the job: Education [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Relevant Job Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Human Resources Skills [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Budget and Accounting Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________

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Administrative Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Court Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Interpersonal Skills (Ability to Work with County Board and Administration) [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ____________________________________________________________________________________________________________________________________________________________ Personality (People Person) [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________

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Technology Skills [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Grant Writing Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Motivation [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Strengths Comments ______________________________________________________________________________ ______________________________________________________________________________ Weaknesses Comments ______________________________________________________________________________ ______________________________________________________________________________

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Overall Ranking [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Salary Expectations: ______________________________________ Date Candidate Available to Begin Work ______________________ Interviewer_____________________________________________ Date of Interview_________________________

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Post-Interview Evaluation Form Name of Applicant______________________________________________ Answer the following questions as they pertain to the requirements of the job: Education [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Relevant Job Experience [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 1 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 2 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________

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Category 3 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 4 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 5 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ____________________________________________________________________________________________________________________________________________________________ Category 6 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________

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Category 7 [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Appropriate Professional Attire [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Motivation [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Strengths Comments ______________________________________________________________________________ ______________________________________________________________________________ Weaknesses Comments ______________________________________________________________________________ ______________________________________________________________________________

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Overall Ranking [ ] excellent [ ] meets job requirements [ ] does not meet job requirements Comments ______________________________________________________________________________ ______________________________________________________________________________ Salary Expectations: ______________________________________ Date Candidate Available to Begin Work ______________________ Interviewer_____________________________________________ Date of Interview_________________________

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SAMPLE FORM FOR POST-SECOND INTERVIEW EVALUATION

Name of Applicant______________________________________________ Answer the following questions as they pertain to the requirements of the job: Dependability [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Honesty & Integrity [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Positive, Proactive Attitude [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Willing to Work [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________

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Uses Downtime Productively [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Will Carry Out Directives Well Without Undermining Them [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Will Not Forge Alliances with Staff over Management [ ] excellent [ ] good [ ] inadequate Comments ____________________________________________________________________________________________________________________________________________________________ Strengths Comments ______________________________________________________________________________ ______________________________________________________________________________ Weaknesses Comments ______________________________________________________________________________ ______________________________________________________________________________

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Overall Ranking [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Salary Expectations: ______________________________________ Date Candidate Available to Begin Work ______________________ Interviewer_____________________________________________ Date of Interview________________________________________

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Post-Second Interview Evaluation Form Name of Applicant______________________________________________ Answer the following questions as they pertain to the requirements of the job: Category 1 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 2 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 3 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 4 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________

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Category 5 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 6 [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Category 7 [ ] excellent [ ] good [ ] inadequate Comments ____________________________________________________________________________________________________________________________________________________________ Strengths Comments ______________________________________________________________________________ ______________________________________________________________________________ Weaknesses Comments ______________________________________________________________________________ ______________________________________________________________________________

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Overall Ranking [ ] excellent [ ] good [ ] inadequate Comments ______________________________________________________________________________ ______________________________________________________________________________ Salary Expectations: ______________________________________ Date Candidate Available to Begin Work ______________________ Interviewer_____________________________________________ Date of Interview________________________________________

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Background Check Release Form

Full Name:____________________________________________________________________ Date of Birth:___/___/_____ Driver’s License Number:________________________________ Social Security Number:______________________ Previous Name:______________________ Address:__________________________________City:______________________State:_____ Zip Code:______________ Phone Number:_________________ Cell Phone: _______________ I, ________________________________, give consent for the Isabella County Trial Court to conduct criminal, credit, prior employer, driver’s license, and general background checks. _______________________________________ _______________ Signature Date

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Date Applicant Name Applicant Address City, State Zip Dear Mr./Ms. Applicant, We received many applications for the position of Position. We reviewed your application and decided not to invite you for an interview with the hiring team. We appreciate the time and energy that go into submitting a resume and cover letter. Thank you for investing the time to apply to the Isabella County Trial Court. We wish you success in your job search and your future endeavors.

Sincerely, Name Position Isabella County Trial Court

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Date Applicant Name Applicant Address City, State Zip Dear Mr./Ms. Applicant, Thank you for the opportunity to meet with you and discuss your qualifications for the position of Position. While we were impressed with your background and experience, we have concluded that another candidate’s qualifications more closely match our needs at this time. We appreciate your interest and the time you have invested in interviewing with the Isabella County Trial Court. You have our best wishes for success in locating the career opportunity you deserve.

Sincerely, Name Position Isabella County Trial Court

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Appendix B—Resources 1. 5 Characteristics of Ideal Employees..................................................................................A34 Patty Inglish, 5 Characteristics of Ideal Employees (2013), available at http://pattyinglishms.hubpages.com/hub/Top_5_Characteristics. 2. 15 Traits of the Ideal Employee...........................................................................................A38 Ken Sundheim, 15 Traits of the Ideal Employee, FORBES, Apr. 2, 2013, available at http://www.forbes.com/sites/kensundheim/2013/04/02/15-traits-of-the-ideal-employee. 3. How to Evaluate Job Applicants for Your Business..........................................................A40 Max Messmer, How to Evaluate Job Applicants for Your Business (2012), available at http://www.dummies.com/how-to/content/how-to-evaluate-job-applicants-for-your-business.navId-380726.html. 4. 100 Potential Interview Questions.......................................................................................A42 Thad Peterson, 100 Potential Interview Questions, available at http://career-advice.monster.com/job-interview/interview-questions/100-potential-interview-questions/article.aspx. 5. Sample Interview Questions for Managerial Positions.....................................................A46 Loyola University Chicago Human Resources, Manager Resources: Sample Interview Questions for Managerial Positions, available at http://www.luc.edu/hr/recruitmentguide_managerinterviewq%27s.shtml. 6. Administrative Order of the Michigan Supreme Court 1998-5.......................................A49

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5 Characteristics of Ideal Employees Characteristics of the Ideal Employee 1. Dependability 2. Honesty & Integrity 3. Positive, Proactive Attitude 4. Willing to Work 5. Uses Down Time Productively

Dependability Management, executive staff, and corporate HR teams see Dependability defined by the following positive qualities, often discussed in Work Readiness classes: 1. Consistently Stable in Mood at Work - The employer, the coworkers, and the customers know what to expect and trust the employee.

2. Always Follows Directions - Also willing to learn new tasks, new methods of working, and new company updates and apply them.

3. Consistently Accurate

4. Works Independently

5. Gets Along with Peers, Management, Executive Staff, and Clients or Customers

6. Maintains Good Grooming and Hygiene, according to general rules and company policies.

7. Always On Time to Work and returns promptly from breaks.

8. Maintains Good Attendance - Does not take off all their sick time just because they have unused sick days. Calls in early when ill and in emergencies when needing time off.

9. Cooperative, but asks good Questions, and offers Suggestions when appropriate.

10. Shows a Proactive and Interested Attitude

11. Works as a Team Player

Honesty and Integrity This is more than just telling the truth. It includes doing your best work for your work team, your company and your boss. Holding back because one is afraid of working more than others and not be rewarded for it is an immature belief; such an employee needs to sit down with the supervisor or boss and ask about the chances for advancement and raises and how to accomplish them.

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The action of doing as little as possible while others make up the difference is not a likeable personality trait at work, at home, or anywhere else. Remember that many founding colonies and new nations began by leaders telling their settlers, "He who does not work, does not eat." Such an employee will make enemies of coworkers and also not be promoted. In addition, this negative trait will definitely show up as a problem on annual performance reviews. Examples of dishonesty and lack of integrity:

• Working more slowly than the standard pace. • Working quickly and haphazardly, creating errors. • Doing coworkers' work for them in order to buy friendship. • Having coworkers clock in for them when late. This is usually illegal as well. • Pilfering work-related supplies and equipment. • Extending breaks and rest room visits to waste time. • Completing personal tasks on the job, using company equipment and supplies, including

the telephone and Internet. Proactive, Postive Attitude Attitudes project your beliefs and values, and what you think of your job, coworkers and boss. It is shown in the quality of your work. The boss is aware of your individual attitudes at work and is watching them every day. They are as important as the work that you produce. A "positive" attitude does not always mean "happy", but it is better to be upbeat at work rather than brooding and angry, "Positive" can also mean proactive, which means you go after things and don't wait for them to come to you (using initiative). Good Attitudes:

• Smiles • Good posture • Pleasant tone of voice • Complaining through proper channels, while offering ideas for improvement. • Respect and courtesy • Managing conflict and anger • Good job performance

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• Interested in others

Bad Attitudes: • Blank facial expression or a frown

• Slumping in chairs, leaning on walls • Sarcasm, unmodulated voice, mumbling • Complaining on the work floor • Trash talking about the company to coworkers; enabling bad attitudes among others • Displaying anger inappropriately • Substandard job performance • Ignoring people at work

Willing to Work You show your willingness to work with these qualities: 1. Ability and Desire to Communicate - Organizing and present your thoughts clearly.

2. Intelligence - Showing common sense and the ability and desire to learn.

3. Self-Confidence - Showing assertiveness and initiative.

4. Accepting Responsibility - Takes on new challenges, admits mistakes and fixes them.

5. Leadership - Being a good example, taking charge.

6. High Energy Level.

7. Imagination.

8. Flexibility - Adaptable, accepts changes.

9. Gets along with others.

10. Handles Conflict

11. Sets and Achieves Goals - Continuous improvement.

12. Occupational Skills - Able to do the job and accept new training.

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Uses Down Time Productively When you are not busy at work, or between major projects, be productive by doing these things: 1. Read trade journals and magazine articles about your company and the industry in which you work.

2. Read about current trends in your industry on the Internet. 3. Ask for, or find, new tasks to do; help someone else. 4. Think of a better way to do something in your job or in the company.

5. Clean and organize your work area.

6. Update your filing systems, clean out old email messages, etc.

7. Write an article about your job or your industry and share it with your boss.

8. Take an online class that is relevant to your job. Some of these are free of charge.

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15 Traits of the Ideal Employee When hiring for any size business, it’s not what the candidates know today. Information can always be taught. The most intelligent companies hire on future success and heavily weigh personality when determining the most apt employees. Regardless of industry, pay, age or sex, all ideal employees share some common traits. These include, but are not limited to individuals who can be described as or possess the following:

1. Action-oriented – Hire employees who take action and take chances. While chances may lead to failure, they will more often lead to success and mold confidence while generating new ideas. Stagnant employees won’t make your company money; action-oriented employees will.

2. Intelligent – Intelligence is not the only thing, but it’s a strong foundation for success. While there are many variables you can be flexible on when hiring, intelligence is a must or you’re going to be spending an abundance of time proofing work, micromanaging and dealing with heightened stress levels.

3. Ambitious – Employees can only help your company if they want to help themselves have a better career. Ambition is what makes a company innovative, it’s what spawns creative ideas and what generates candor and openness amongst employees.

4. Autonomous – You are hiring an employee who can get the job done without extensive hand-holding. As the owner of the company, you have your own tasks to take care of and, when you delegate activities to the individual whom you’re hiring, you don’t want 20 questions, rather you want execution.

5. Display Leadership – Do you see this individual being a significant part of your company and leading future employees of the firm? Leadership begins with self-confidence, is molded by positive reinforcement and repetitive success.

6. Cultural Fit – Are you going to enjoy working with this individual on a daily basis? Are your employees going to enjoy working with this individual? When recruiting, personality can mean the difference between an employee who doesn’t stay long and fails to produce vs. an all-star who is going to significantly increase your competitive advantage.

7. Upbeat – Employees who come into work fresh and energetic everyday are going to outproduce workers who think negatively and easily burn-out when they encounter defeat. Upbeat and optimistic employees create a working environment that is unique, spawns new ideas and, just as important is enjoyable for the other people involved.

8. Confident – Confidence produces results and encourages employees to take on challenges that others shy away from. The best companies are highly confident in their abilities to provide a superior product or service and this belief spawns a culture of improvement and client confidence.

9. Successful – One of the most effective ways to predict future success in a candidate is their past success at other firms. Have they remained at companies for a prolonged period? Have they met company goals? What achievements have these individuals accomplished? If one looks closely, a lot can be deciphered from a resume.

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10. Honest – An employee can have all the talent in the world, but without integrity and authenticity, nothing great will be accomplished. If nothing else, you want honest, forthright employees at your organization, otherwise your company will turn off clients and, ultimately won’t survive.

11. Detail Oriented – Attention to detail is crucial or mistakes will be made within your company. Detail-oriented employees take pride in their work. They dot the “i’s”, cross the “t’s” and get the job done.

12. Modest – The most sought after employees shout their value not through their words, but rather through their work. They are humble, don’t need to pump themselves up in front of others and quietly outproduce those who do.

13. Hard-working – Nothing great is accomplished easily. Nothing great is accomplished via hiring 9 – 5 employees. Rather, the foundation of an effective organization lies in its ability to recruit results oriented, hard-working employees who execute.

14. Marketable – By marketable, I mean presentable to clients. Business is not a fashion contest nor do looks dictate success, however most successful applicants are well put together and, when dealing with clients are going to represent your organization as professional and organized.

15. Passionate – Employees who are passionate about their job never work a day in their life. While money should be a motivator in all individuals whom you hire, make sure that they enjoy the journey when pursuing that end-goal.

In the End

You can train on an employee on your product or service, but you can’t train someone to have integrity, resiliency, self-confidence and work ethic. The smaller the business, the more crucial any hire is. Be flexible on background requirements, but continue to be stringent on personality traits.

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How to Evaluate Job Applicants for your Business

The easiest way to make a hiring decision for your business is to weigh the options and simply go with what your intuition tells you to do. Easy — but risky. Gut decisions, whether they originate from one person or a group of people, are almost always biased in the following respect: Their roots tend to be firmly planted in wishful thinking.

Decision makers in companies with good track records of making successful hires don’t give themselves the luxury of relying solely on intuition. They use — and generally trust — their intuition, but they don’t focus on intuition as the sole basis for their judgments. The following list describes what these decision makers rely on.

• They have in place some sort of system — a well thought-out protocol for assessing the strengths and weaknesses of candidates and applying those assessments to the hiring criteria. These decision makers always make it a point, for example, to precede any face-to-face interview with a phone conversation. And they’ve established a set of steps that they routinely follow after they’ve interviewed a candidate.

• The system that they use, regardless of how simple or elaborate, is weighted — that is, it presupposes that certain skills and attributes influence job performance more than others do, and it takes those differences into account. They know, for example, that the personal qualities that underlie effective performance in sales aren’t necessarily the same ones that underlie effective performance in, say, administrative jobs.

• They constantly monitor and evaluate the effectiveness of the system — always with an eye toward sharpening their own ability and the ability of others to link any data they obtain during the recruiting and interviewing process to the on-the-job performance of new hires.

If a particular type of testing mechanism is used in the selection process, the validity of the test (how closely the test results correlate with successful on-the-job performance) is monitored on a regular basis.

Some companies invest a great deal of money in developing elaborate selection procedures, the express purpose of which is to make the candidate evaluation process more objective and accurate. Whether you want to go that route is up to you, but here are some fundamental steps you must go through with all such processes, regardless of cost.

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1. Isolate key hiring criteria.

By this point in the hiring process, you should know what combination of skills and attributes a candidate needs to perform the job well and fit your company’s pace and culture.

2. Set priorities.

You can safely assume that some of your hiring criteria are more important than others. To take these differences into account, and, depending on the nature of the particular position at issue, some employers may want to set up a scale that reflects the relative importance of any particular skill or attribute.

3. Evaluate candidates on the basis of the weighted scale you established in Step 2.

Instead of simply looking at the candidate as a whole, you examine each of the criteria you set up, and you rate the candidate on the basis of how he measures up in that particular category.

This weighted system of evaluation takes into account the performance priorities unique to each of the key hiring criteria. It helps ensure that the requirements of the job reasonably align with the strengths and weaknesses of the candidate.

All in all, a weighted system gives you an opportunity to see how well candidates measure up against one another and how closely their skills and attributes match the job requirements. You must be careful, however. The effectiveness of this system depends on two crucial factors: the validity of your hiring criteria and the objectivity of the judgments that underlie any ratings you assign to various candidates.

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100 Potential Interview Questions Basic Interview Questions:

• Tell me about yourself. • What are your strengths? • What are your weaknesses? • Why do you want this job? • Where would you like to be in your career five years from now? • What's your ideal company? • What attracted you to this company? • Why should we hire you? • What did you like least about your last job? • When were you most satisfied in your job? • What can you do for us that other candidates can't? • What were the responsibilities of your last position? • Why are you leaving your present job? • What do you know about this industry? • What do you know about our company? • Are you willing to relocate? • Do you have any questions for me?

Behavioral Interview Questions:

• What was the last project you headed up, and what was its outcome? • Give me an example of a time that you felt you went above and beyond the call of duty

at work. • Can you describe a time when your work was criticized? • Have you ever been on a team where someone was not pulling their own weight? How

did you handle it? • Tell me about a time when you had to give someone difficult feedback. How did you

handle it? • What is your greatest failure, and what did you learn from it? • What irritates you about other people, and how do you deal with it? • If I were your supervisor and asked you to do something that you disagreed with, what

would you do? • What was the most difficult period in your life, and how did you deal with it? • Give me an example of a time you did something wrong. How did you handle it? • What irritates you about other people, and how do you deal with it? • Tell me about a time where you had to deal with conflict on the job. • If you were at a business lunch and you ordered a rare steak and they brought it to you

well done, what would you do?

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• If you found out your company was doing something against the law, like fraud, what would you do?

• What assignment was too difficult for you, and how did you resolve the issue? • What's the most difficult decision you've made in the last two years and how did you

come to that decision? • Describe how you would handle a situation if you were required to finish multiple

tasks by the end of the day, and there was no conceivable way that you could finish them.

Salary Questions:

• What salary are you seeking? • What's your salary history? • If I were to give you this salary you requested but let you write your job description for

the next year, what would it say?

Career Development Questions:

• What are you looking for in terms of career development? • How do you want to improve yourself in the next year? • What kind of goals would you have in mind if you got this job? • If I were to ask your last supervisor to provide you additional training or exposure,

what would she suggest?

Getting Started Questions:

• How would you go about establishing your credibility quickly with the team? • How long will it take for you to make a significant contribution? • What do you see yourself doing within the first 30 days of this job? • If selected for this position, can you describe your strategy for the first 90 days?

More About You:

• How would you describe your work style? • What would be your ideal working environment? • What do you look for in terms of culture -- structured or entrepreneurial? • Give examples of ideas you've had or implemented. • What techniques and tools do you use to keep yourself organized? • If you had to choose one, would you consider yourself a big-picture person or a detail-

oriented person? • Tell me about your proudest achievement. • Who was your favorite manager and why? • What do you think of your previous boss? • Was there a person in your career who really made a difference? • What kind of personality do you work best with and why?

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• What are you most proud of? • What do you like to do? • What are your lifelong dreams? • What do you ultimately want to become? • What is your personal mission statement? • What are three positive things your last boss would say about you? • What negative thing would your last boss say about you? • What three character traits would your friends use to describe you? • What are three positive character traits you don't have? • If you were interviewing someone for this position, what traits would you look for? • List five words that describe your character. • Who has impacted you most in your career and how? • What is your greatest fear? • What is your biggest regret and why? • What's the most important thing you learned in school? • Why did you choose your major? • What will you miss about your present/last job? • What is your greatest achievement outside of work? • What are the qualities of a good leader? A bad leader? • Do you think a leader should be feared or liked? • How do you feel about taking no for an answer? • How would you feel about working for someone who knows less than you? • How do you think I rate as an interviewer? • Tell me one thing about yourself you wouldn't want me to know. • Tell me the difference between good and exceptional. • What kind of car do you drive? • There's no right or wrong answer, but if you could be anywhere in the world right now,

where would you be? • What's the last book you read? • What magazines do you subscribe to? • What's the best movie you've seen in the last year? • What would you do if you won the lottery? • Who are your heroes? • What do you like to do for fun? • What do you do in your spare time? • What is your favorite memory from childhood?

Brainteaser Questions:

• How many times do a clock's hands overlap in a day? • How would you weigh a plane without scales? • Tell me 10 ways to use a pencil other than writing. • Sell me this pencil. • If you were an animal, which one would you want to be?

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• Why is there fuzz on a tennis ball? • If you could choose one superhero power, what would it be and why? • If you could get rid of any one of the US states, which one would you get rid of and

why? • With your eyes closed, tell me step-by-step how to tie my shoes.

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Manager Resources, Sample Interview Questions for Managerial Positions Decision Making Questions

1. At which point do you find it necessary to bring others into your decision-making process? Why?

2. Describe your approach to making decisions and solving problems. Why do you do it this way?

3. When you recommend something to management, what approach do you usually use?

4. How do you assemble relevant data to make your decisions? How do you know you have enough data?

5. How much leeway do you give your employees to make decisions? How do you still maintain control?

Administration Questions

1. What areas are within your sphere of responsibility in your current position? How do, you make sure that you know what is happening (problems, changes, etc.)?

2. How do make sure that your employees are accountable?

3. What operating systems do you use to monitor and maintain control of your area of accountability?

4. What do you typically do when you hear of a problem in your area? Explain?

5. How useful have you found written procedures and guidelines in helping you manage your area?

6. Do you feel that the chain of command is important? Why? When do you feel it might inhibit organizational effectiveness?

7. Share an effective method you have used to enforce rules and regulations.

Writing Skills Questions

1. When you have to write letters, how do you usually get started?

2. How do you keep track of incoming and outgoing correspondence?

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3. What do you see as the difference in writing strategy for a report vs. memo vs. a letter?

Financial Questions

1. What responsibility do you have for budgeting? What budgeting method do you use?

2. Tell me about a time when you had to prioritize limited resources? How? What worked and what did not?

Leadership Questions

1. How do you get your employees (or others) to follow you?

2. How do you use power or authority to get what you want done?

3. How do you delegate responsibility for an assignment? Who do you choose? What and how do you delegate, and what do you monitor and follow up?

4. How do you describe your management style?

5. Please share with me an example of how you helped coach or mentor someone. What improvements did you see in the person's knowledge or skills?

6. Provide an example of a time when you successfully organized a diverse group of people to accomplish a task.

7. Provide an example of a time when you were able to demonstrate excellent listening skills. What was the situation and outcome?

8. In your experience, what is the key to developing a good team? (Look for how they build mutual trust, respect, and cooperation.)

Evaluating Performance

1. What do you do to ensure objectivity when you evaluate the work of others?

2. What sort of performance standards have you held Employees to? Were they written?

3. How often do you evaluate your employees?

4. How do you get your employees involved in their own evaluation?

5. How do you evaluate your department’s overall performance?

6. When you evaluate someone’s performance verbally, what approach do you take?

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7. How do you plan for performance improvements?

8. How do you measure performance in your area?

9. What have you found to be the best way to monitor the performance of your work and/or the work of others? Share a time when you had to take corrective action.

Employee Relations

1. How do you go about developing the people you manage?

2. How do you help your employees become committed to a job or to the organization?

3. How do you deal with an “attitude” problem?

4. How often do you think it is necessary to meet with your employees?

5. How have you handled “complainers?”

6. How do you deal with an employee who needs to be disciplined? Explain your strategy.

7. What sort of employee training do you think is necessary to offer?

8. How do you handle a, personnel situation, which might have a, potential legal impact?

9. How do you develop trust and loyalty in your employee?

Planning Questions

1. How far in advance do you typically plan activities for yourself and your employees?

2. How do you assess priorities? How do you then assign them?

Organizational Relationships

1. How would you deal with “politics” in a work place?

2. What would you describe as an effective staff meeting? Ineffective?

3. How do you typically get cooperation from someone in another department?

4. Have you had to make an oral presentation to other managers? Explain.

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MICHIGAN SUPREME COURT ADMINISTRATIVE ORDER 1998-5. CHIEF JUDGE RESPONSIBILITIES; LOCAL INTERGOVERNMENTAL RELATIONS I. APPLICABILITY This Administrative Order applies to all trial courts as defined in MCR 8.110(A). II. COURT BUDGETING If the local funding unit requests that a proposed court budget be submitted in line-item detail, the chief judge must comply with the request. If a court budget has been appropriated in line-item detail, without prior approval of the funding unit, a court may not transfer between line-item accounts to: (a) create new personnel positions or to supplement existing wage scales or benefits, except to implement across the board increases that were granted to employees of the funding unit after the adoption of the court's budget at the same rate, or (b) reclassify an employee to a higher level of an existing category. A chief judge may not enter into a multiple-year commitment concerning any personnel economic issue unless: (1) the funding unit agrees, or (2) the agreement does not exceed the percentage increase or the duration of a multiple-year contract that the funding unit has negotiated for its employees. Courts must notify the funding unit or a local court management council of transfers between lines within 10 business days of the transfer. The requirements shall not be construed to restrict implementation of collective bargaining agreements. III. FUNDING DISPUTES; MEDIATION AND LEGAL ACTION If, after the local funding unit has made its appropriations (including, for purposes of this section, amendments of existing appropriations or enforcement of existing appropriations), a court concludes that the funds provided for its operations by its local funding unit are insufficient to enable the court to properly perform its duties and that legal action is necessary, the procedures set forth in this order must be followed. 1. The chief judge of the court shall notify the State Court Administrator that a dispute exists regarding court funding that the court and the local funding unit have been unable to resolve. The notice must be accompanied by a written communication indicating that the chief judge of the court has approved the commencement of legal proceedings. With the notice, the court must supply the State Court Administrator with all facts relevant to the funding dispute. The State Court Administrator must attempt to aid the court and the local funding unit to resolve the dispute. If requested by the court and the local funding unit, the State Court Administrator must appoint a person or entity to serve as mediator within five business days. Any mediation that occurs as a result of the appointment of a mediator under this paragraph is intended to be the mediation referred to in MCL 141.438(6) and (8) and MCL 141.436(9). 2. If the court concludes that a civil action to compel funding is necessary, a civil action may be commenced by the chief judge, consistent with MCL 141.436 and MCL 141.438, if applicable.1 If not applicable, a civil action may be commenced by the court, and the State Court Administrator is authorized to assign a disinterested judge to preside over the action.

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3. Chief judges or representatives of funding units may request the assistance of the State Court Administrative Office to mediate situations involving potential disputes at any time, before differences escalate to the level of a formal funding dispute. IV. LOCAL COURT MANAGEMENT COUNCIL OPTION Where a local court management council has been created by a funding unit, the chief judge of a trial court for which the council operates as a local court management council, or the chief judge's designee, may serve as a member of the council. Unless the local court management council adopts the bylaws described below, without the agreement of the chief judge, the council serves solely in an advisory role with respect to decisions concerning trial court management otherwise reserved exclusively to the chief judge of the trial court pursuant to court order and administrative order of the Supreme Court. A chief judge, or the chief judge's designee, must serve as a member of a council whose nonjudicial members agree to the adoption of the following bylaws: 1) Council membership includes the chief judge of each court for which the council operates as a local court management council. 2) Funding unit membership does not exceed judicial membership by more than one vote. Funding unit membership is determined by the local funding unit; judicial membership is determined by the chief judge or chief judges. Judicial membership may not be an even number. 3) Any action of the council requires an affirmative vote by a majority of the funding unit representatives on the council and a majority vote of the judicial representatives on the council. 4) Once a council has been formed, dissolution of the council requires the majority vote of the funding unit representatives and the judicial representatives of the council. 5) Meetings of the council must comply with the Open Meetings Act.2 Records of the council are subject to the Freedom of Information Act.3 If such bylaws have been adopted, a chief judge shall implement any personnel policies agreed upon by the council concerning compensation, fringe benefits, and pensions of court employees, and shall not take any action inconsistent with policies of the local court management council concerning those matters. Management policies concerning the following are to be established by the chief judge, but must be consistent with the written employment policies of the local funding unit except to the extent that conformity with those policies would impair the operation of the court: holidays, leave, work schedules, discipline, grievance process, probation, classification, personnel records, and employee compensation for closure of court business due to weather conditions. As a member of a local court management council that has adopted the bylaws described above, a chief judge or the chief judge's designee must not act in a manner that frustrates or impedes the collective bargaining process. If an impasse occurs in a local court management council concerning issues affecting the collective bargaining process, the chief judge or judges of the council must immediately notify the State Court Administrator, who will initiate action to aid the

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local court management council in resolving the impasse. It is expected that before and during the collective bargaining process, the local court management council will agree on bargaining strategy and a proposed dollar value for personnel costs. Should a local court management council fail to agree on strategy or be unable to develop an offer for presentation to employees for response, the chief judge must notify the State Court Administrator. The State Court Administrator must work to break the impasse and cause to be developed for presentation to employees a series of proposals on which negotiations must be held. V. PARTICIPATION BY FUNDING UNIT IN NEGOTIATING PROCESS If a court does not have a local court management council, the chief judge, in establishing personnel policies concerning compensation, fringe benefits, pensions, holidays, or leave, must consult regularly with the local funding unit and must permit a representative of the local funding unit to attend and participate in negotiating sessions with court employees, if desired by the local funding unit. The chief judge shall inform the funding unit at least 72 hours in advance of any negotiating session. The chief judge may permit the funding unit to act on the chief judge's behalf as negotiating agent. VI. CONSISTENCY WITH FUNDING UNIT PERSONNEL POLICIES To the extent possible, consistent with the effective operation of the court, the chief judge must adopt personnel policies consistent with the written employment policies of the local funding unit. Effective operation of the court to best serve the public in multicounty circuits and districts, and in third class district courts with multiple funding units may require a single, uniform personnel policy that does not wholly conform with specific personnel policies of any of the court's funding units. 1. Unscheduled Court Closing Due to Weather Emergency. If a chief judge opts to close a court and dismiss court employees because of a weather emergency, the dismissed court employees must use accumulated leave time or take unpaid leave if the funding unit has employees in the same facility who are not dismissed by the funding unit. If a collective bargaining agreement with court staff does not allow the use of accumulated leave time or unpaid leave in the event of court closure due to weather conditions, the chief judge shall not close the court unless the funding unit also dismisses its employees working at the same facility as the court. Within 90 days of the issuance of this order, a chief judge shall develop and submit to the State Court Administrative Office a local administrative order detailing the process for unscheduled court closing in the event of bad weather. In preparing the order, the chief judge shall consult with the court's funding unit. The policy must be consistent with any collective bargaining agreements in effect for employees working in the court. 2. Court Staff Hours. The standard working hours of court staff, including when they begin and end work, shall be consistent with the standard working hours of the funding unit. Any deviation from the standard working hours of the funding unit must be reflected in a local administrative order, as required by the chief judge rule, and be submitted for review and comment to the funding unit before it is submitted to the SCAO for approval.

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VII. TRAINING PROGRAMS The Supreme Court will direct the development and implementation of ongoing training seminars of judges and funding unit representatives on judicial/legislative relations, court budgeting, expenditures, collective bargaining, and employee management issues. VIII. COLLECTIVE BARGAINING For purposes of collective bargaining pursuant to 1947 PA 336, a chief judge or a designee of the chief judge shall bargain and sign contracts with employees of the court. Notwithstanding the primary role of the chief judge concerning court personnel pursuant to MCR 8.110, to the extent that such action is consistent with the effective and efficient operation of the court, a chief judge of a trial court may designate a representative of a local funding unit or a local court management council to act on the court's behalf for purposes of collective bargaining pursuant to 1947 PA 336 only, and, as a member of a local court management council, may vote in the affirmative to designate a local court management council to act on the court's behalf for purposes of collective bargaining only. IX. EFFECT ON EXISTING AGREEMENTS This order shall not be construed to impair existing collective bargaining agreements. Nothing in this order shall be construed to amend or abrogate agreements between chief judges and local funding units in effect on the date of this order. Any existing collective bargaining agreements that expire within 90 days may be extended for up to 12 months. If the implementation of 1996 PA 374 pursuant to this order requires a transfer of court employees or a change of employers, all employees of the former court employer shall be transferred to, and appointed as employees of, the appropriate employer, subject to all rights and benefits they held with the former court employer. The employer shall assume and be bound by any existing collective bargaining agreement held by the former court employer and, except where the existing collective bargaining agreement may otherwise permit, shall retain the employees covered by that collective bargaining agreement. A transfer of court employees shall not adversely affect any existing rights and obligations contained in the existing collective bargaining agreement. An employee who is transferred shall not, by reason of the transfer, be placed in any worse position with respect to worker's compensation, pension, seniority, wages, sick leave, vacation, health and welfare insurance, or any other terms and conditions of employment that the employee enjoyed as an employee of the former court employer. The rights and benefits thus protected may be altered by a future collective bargaining agreement. X. REQUESTS FOR ASSISTANCE The chief judge or a representative of the funding unit may request the assistance of the State Court Administrative Office to facilitate effective communication between the court and the funding unit.