HIRING FUTURE ANSELMIANS

Navigating Through the Recruitment Process

NOVEMBER 2013

Hiring Future Anselmians

Introduction

This manual is designed to assist supervisors and managers in finding and hiring the best employee for their position vacancy. The recruitment process can be a time consuming and laborious process but hiring the right employee is well worth the effort and time spent. Hiring an unqualified candidate can lead to performance problems and a decline in morale. It may eventually result in the need to reopen the search process costing time and money to recruit, select a replacement, and train another new employee.

Hiring Future Anselmians will take you through the steps in the requisition, recruitment and hiring processes and provide information on effective and legal interviewing.

From Advertising to HiringSteps in the Recruitment Process

Requisitioning to fill an Open Position

Department Hiring Manager completes the top section of the Personnel Request Form (PRF) and forwards to Human Resources with Job Posting. HR can provide the latest Job Posting on record for HM to revise. The bottom section of the PRF is completed by HR Director then routed for approval and signatures.

Job Posting/AdvertisingJob postings are put on the College’s Employment Opportunities page on the HR website through OpenHire, (the recruiting management and applicant tracking system); paper postings are on bulletin boards in Coffee Shop, Human Resources office, Physical Plant, and Dining Services.

In addition, the College may choose to advertise a position externally in a local newspaper or on professional association websites that advertise job openings. For example advancement openings generally are posted on CASE (Council for Advancement and Support of Education) and coaching positions might be advertised on NCAA (National Collegiate Athletic Association). HR might recommend other posting options for certain postings. Talk over all advertising needs with an HR staff member

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Reviewing CandidatesAll individuals interested in an open position must apply directly on-line at www.anselm.edu/hr. Saint Anselm College utilizes OpenHire by SilkRoad for our recruiting management and applicant tracking system. The Hiring Manager within the department that has an opening is responsible for reviewing all the candidates; another staff member can be allowed access to read resumes. However, it is expected that the supervisor will perform all recruiting actions in OpenHire. A Search Committee can also be granted access to assist with the recruiting process.

Tips for Successful Resume Screening in OpenHire

While in the candidate profile, click on the Summary tab to read a quick summary of details, paying special attention to salary requirements. If the requirement far exceeds the College’s salary range, this candidate is a poor choice and you can click on NO in the qualified section at the top of screen. In the Summary tab you can see education and experience also, but not details.

For a quick read of information provided by the candidate, click on Resume/CV tab. This is a plain text display of the information from the candidate’s resume.

To see the actual resume and cover letter, click on Attachments tab. Review the education and experience on the resume to see if it meets the minimum

requirements for the job as stated in the job posting (which you can see in OpenHire). Look for ‘red flags’ such as unexplained gaps in employment history, inconsistent

information, missing or vague dates, and questionable or minimal descriptions of job responsibilities. Notice typographical errors, poor grammar or lack of clarity if the position requires attention to detail or good written communication skills.

Do not eliminate candidates on the basis of unconfirmed assumptions regarding salary, career aspirations, or interests.

Do not delete any candidates from OpenHire, merely check them off as YES or NO qualified.

Upon completion of the hiring process, all paper resumes and applications should be shredded since all candidate information is saved within OpenHire.

Scheduling InterviewsBefore actual face to face interviews are scheduled Hiring Managers should do some phone screenings, especially if a candidate has not disclosed a salary requirement or if additional information or details are needed. Reach out to candidates to schedule a time for the phone screening. Before bringing a candidate to campus make sure the candidate understands the salary range, the work schedule (part time or full time, 12 months or academic year), etc. This phone call is an important screening tool to make an initial determination of fit between the College and the candidate. Schedule all interviews as close together as possible; perhaps send all candidates a short e-mail with a selection of dates/times, asking them to reply as soon as possible. Once appointments are set up, the candidates should be e-mailed the link to complete an electronic application or ‘e-app’. It is expected that no one be interviewed without having first completed an e-app.

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Applicants selected to interview will meet with the Hiring Manager, and other department staff members or Search Committee members. Candidates for exempt positions should meet with the HR Director as well. It is ideal to coordinate schedules, if possible, so that the candidates only have to come to campus once for the interviews, but some positions may require two visits to campus. Ideally the three top candidates should be interviewed and scheduled fairly close together so that a good sense of each candidate is fresh in the minds of Hiring Managers and other interviewers. To be equitable, each candidate should have the same interview experience; if candidate A and B spend 3 hours on campus and have lunch and a tour, then candidate C should have the same schedule. As appropriate, candidates should be given itineraries ahead of time. Obviously each staff member who interacts with a candidate should be mindful of the College’s tradition of Benedictine hospitality and our efforts at branding should extend to candidates as well. We aim for each interaction, whether on the phone, by e-mail, or in person be a positive interaction for each candidate, whether hired or not.

The InterviewDuring the department interview, the Hiring Manager can provide candidates with information about the requirements and duties of the position and assess the individual’s qualification and fit in relation to those areas. Interview questions should be relevant to the essential functions of the job. This will be discussed further in the Conducting Legal and Effective Interviews section. Speak with the HR Director to get sample interview questions.

Upon completion of all the interviews, the Hiring Manager and HR Director will discuss impressions of the candidate and determine the next step. In some cases, a second interview or a phone call is advisable to seek additional information, determine a finalist, or to enable others in the hiring department to interview or meet the candidate.

In some job searches, it may be advisable to conduct Search Committee interviews. The committee would be comprised of various individuals for whom the position vacancy has impact. Generally, committee members will not include employees who will report to the position. An HR representative can set up the committee within OpenHire and assist with directions or training as needed for members who are new to using OpenHire. Search Committee members with function as Hiring Managers within OpenHire, the role that allows one to see all candidates and read resumes, cover letters, and e-apps.

Reference ChecksOnce the interview process is complete and a finalist(s) has been selected, the Hiring Manager will check the candidate’s references. Candidates are required to provide the names, titles and telephone numbers of at least three (3) professional references with at least one who has supervised their work. HR can provide a Telephone Reference form as needed or discuss the process with Hiring Managers.

Skills TestingAdministrative and Faculty Assistants are required to complete a short series of Microsoft Office skill tests in Outlook, Word, and Excel. Typing and data entry skills will also be assessed. Candidates may complete the skill tests at home on their own time. Generally the top candidate

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is asked to complete the tests before a verbal offer is made. Lorraine Kulik in Human Resources will arrange to have the test link e-mailed to the candidate.

Background ScreeningSome positions, particularly those in which candidates work directly with students (coach, residential life staff, campus security, bus driver) or have fiduciary responsibility (Treasurer’s Office staff), require a background screening and/or consumer credit report. HR will forward authorization forms to the candidate and then order the screening. Once screening is complete, HR will inform Hiring Manager of the results. Employment is contingent upon a successful background screening.

Making the Offer

Upon the satisfactory completion of reference checks, the HM and Director, HR discuss the offer, confirming starting salary and negotiating strategies. Director, HR completes bottom section of PRF, attaches resume and e-app, and routes for approval and signatures. Once approved, Director, HR gives Hiring Manager the go ahead to make verbal offer. Once candidate accepts, the HM contacts the Director, HR who then prepares a formal offer letter for candidate signature; the Hiring Manager will receive an electronic copy. The original is mailed out to the candidate along with a Staff Handbook, Benefits Summary if applicable, and I-9 information.

Notification of Candidates Not SelectedCandidates who interviewed but were not selected for the position will be promptly notified by the Hiring Manager, preferably by phone. All other candidates will receive an e-mail through OpenHire letting them know position has been filled; this will be sent out by HR staff.

New Hire OrientationGenerally new hire orientation is scheduled for Monday, 8:30 in Human Resources, with the Assistant Director, Human Resources - Benefits & Wellness. All employees are required to attend; if an employee is unable to attend at that time HR will schedule another time. However, all employees must visit the Human Resources office on or before start date to complete an Employment Eligibility Verification form (I-9).

During the orientation, employees will complete all required documentation, including the W-4 and I-9 forms, and will receive the following information: Staff Handbook, Campus Safety Brochure, Drug Free Workplace Agreement, Information Technology, Workers’ Compensation Insurance information, and any benefits information for which the employee is eligible.

Federal law requires that any person employed by the College must complete an I-9 within the first three days of employment. The employee must provide appropriate, original documentation for review and verification to the Office of Human Resources. Failure to provide the proper documents may delay the start of employment or be cause for termination.

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Finally, twice a year HR sponsors an orientation program, Becoming Anselmian, for all new and recently hired employees. This program seeks to orient staff to campus culture and provide an opportunity to meet the President’s Cabinet along with the chance to meet staff from other departments.

Best practice suggests that new employees should be assigned a “department mentor” to help them navigate the complexities of a new position at a new organization. Think about a campus tour, introductions, and lunch with members of the department on that first day.

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Conducting Legal and Effective Interviews

The interview itself is critical to making good hiring decisions. It gives the manager an opportunity to learn about the candidates and to assess what strengths may bring to the position. The interview also gives the manager an opportunity to promote the College and the position to the applicant.

Proper preparation is key to conducting an effective interview. There are a number of things to consider, including:

Read all materials provided by the candidate including the cover letter, resume, and electronic application (the “e-app).

Review the job description. Prepare a list of open-ended interview questions, the answers to which will provide the

information to make a good decision. Ask all candidates the same set of questions and take notes on their responses. This provides a good baseline for comparison among candidates, gives each candidate an equal opportunity to speak about the areas you are interested in, and reduces legal risk if your hiring decision is challenged by a candidate alleging differential treatment.

Schedule enough time to conduct a thorough interview. Choose a private area to meet that is free from distractions or interruptions.

Remove any physical barriers between yourself and the applicant – sit next to the candidate or use two chairs by a small table rather than sitting behind a desk for the interview.

Setting the tone for the interview is also important: When the candidate arrives, put them at ease. Introduce yourself. Be enthusiastic that

he/she is there. Break the ice – establish a rapport. Mention an interesting item from the resume,

something you have in common, or a more general topic. Let the candidate know who you are and how your position relates to the one for which

he/she is being interviewed. Let the candidate know you will be taking notes; telling them up front makes them feel

more comfortable.

During the interview: Take short notes, it is more important to listen; review and refine notes immediately after

the interview. Write a summary if possible. When asking questions, it is fine to ask candidate to elaborate on a response. Small

silences are okay too – it allows a candidate to think about his/her answer and articulate it well.

Candidates sometimes volunteer information that employers may not lawfully consider in evaluating someone for a position. Examples: “I have two children, and we’re expecting another” or “My spouse is disabled.” Do not follow-up on this information even though the applicant brought it to your attention. Nod, or say something neutral and move right on to your next prepared question.

Encourage the candidate to ask questions.

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Apply the 70/30 rule: applicant talks 70% of the time, you talk 30% of the time. Escort all applicants out of your office; provide directions or an escort to the next

appointment on itinerary. Thank the candidate for coming to the interview. Let him/her know your time line, but do

not make promises of any kind.

Interview questions should be designed to assess the candidate’s knowledge, skills, and abilities as they pertain to the job opening. Remember that the only legal questions are those that are designed to help you establish the candidate’s qualifications for the position. The following chart is designed to assist managers in gathering job-relevant information while avoiding discriminatory questions.

Legal Questions

Topic Legal Questions Discriminatory Questions

Family Status

Do you have any responsibilities that conflict with the job attendance, overtime or travel requirements?

*Must be asked of all applicants.

Are you married or single?What is your spouse’s name?What is your maiden name”Do you have any children?Are you pregnant or planning become pregnant?What are your childcare arrangements?

Race None. What is your race?

Religion

None.*You may inquire about religion when it is a bona fide qualification. You may also inquire about availability for weekend work.

What is your religion?Which church do you attend?What are your religious holidays?

Residence What is your address?Do you own or rent your home?Who resides with you?

Sex/Gender None.

Mr., Mrs., or Miss?Any other inquiry regarding sex, ability or plans to reproduce.

Sexual Orientation None. Are you heterosexual?Are you homosexual?

Kinds of Interview Questions

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Once you have established rapport and given an overview of the interview process (approximately 5 - 10 minutes), move right into the questioning phase (approximately 20 – 30 minutes). You most likely will start out with questions related to technical competencies; these can be specific questions regarding:

Technical knowledge required for the position Related work experience Licenses Academic degrees Certification

However, the optimal interview moves beyond questions related to technical competencies and moves into establishing behavioral competencies; this is based on the idea that past behavior is the best indicator of how someone will perform now. Behavioral questions are “what did you do then” kinds of questions, as opposed to “what would you do if” kinds of questions.

Behavioral interview questions aim to get at behavioral competencies such as: Problem solving Decision making Communication Customer relationships Teamwork Leadership Risk taking Flexibility Multi-tasking

Traditional Interview Behavioral Interview

Allows for general questions that may elicit rehearsed or ideal responses.

Is easier for candidate to get the interviewer to do a larger amount of talking.

Tends to be less structured; can be difficult to compare candidates.

Uses specific questions about past behaviors. Discourages theoretical responses.

Interview is structured so that the candidate does most of the talking. Interviewer can focus on areas most important to him/her, not the candidate.

Targets more information more easily.

Tends to be more structured.Some Examples . . . .

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Give me an example of how you worked successfully with a team to meet a challenging goal.

Describe a situation in which you recognized a problem and then devised a solution to it. What caused the problem? What did you do? What were the results?

Tell me about a time when you had many deadlines approaching at the same time and you needed to prioritize your work.

Essentially, you have the candidate describe a situation he/she experienced; explain what he/she did (behaviors), and what finally was the result or accomplishment. Your role as the interviewer is to “dig down”, asking probing questions, always with the goal of trying to get at “what did you do?”

Probing Questions

Can you give me an example of that? What was your role? What did you do? What did you say? What were you thinking at that point? What happened next? What was the result?

Remember that a question is just one half of the process – understanding the relevance of the answer and being able to understand the answer’s significance is also important. This may be perhaps one of the more difficult recruiting skills as you work to fill a position.

Some things to keep in mind:

Listen carefully to candidate’s answers – a well-thought out response demonstrates two important attributes: good listening skills and rational thought processes.

Ask a mix of technical competency and behavioral questions, focusing on the relevancy of the candidate’s answers. A mix of types of questions helps to yield a more complete picture of the candidate.

A checklist or interview evaluation form may help you grade candidate’s qualification objectively.

Pay attention to the types of questions a candidate asks during the interview; a simple question that can be answered by visiting our website versus a more complex question that indicates initiative, resourcefulness, and effort to learn about the College. A good question from a candidate may tell yield as much information as a good answer.

Make eye contact to determine a candidate’s comfort zone talking about qualifications and experience. Eye contact can help you judge the truthfulness of the claims the candidate makes.

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Finally, you close the interview (5-10 minutes) by answering any candidate questions and briefly mentioning the next steps or the timeline.

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Appendix

The appendix contains forms and additional information that department Hiring Managers will need to use in the recruiting and hiring process.

You will find these resources on-line on the Human Resources web page, www.anselm.edu/hr.

Job Description

The Job Description (JD) is used to generate a Job Posting; if no Job Description is available a Job Description Questionnaire (JDQ) is filled out by Supervisor as a first step to create the JD.

Call HR for an electronic version of the JDQ.

OpenHire

OpenHire is the College’s recruitment management and applicant tracking system. Anyone interested in an open position must apply directly on-line at www.anselm.edu/hr.

As a Recruiter, Hiring Manager, or member of a Search Committee you may view candidates by logging in at https://anselm.silkroad.com.

Remember, your log-in is your regular SAC log-in (with the @anselm.edu). The default password is always:changeme

If you did change it in the past, then you must use that password. If you cannot remember your password and you cannot get in, you can click on Forgot Your Password? on the log-in page.

Instructions, training, or phone help are available to staff who are recruiting. Call Human Resources and we can e-mail you a set of instructions, sit down with you in your office for one-on-one help, or talk you through a question on the phone.

A “quick sheet” of instructions follow the Appendix. Detailed instructions are available; contact Human Resources if you would like a copy.

Personnel Request Form (PRF)

The first step in the process of filling a vacancy.

The form is directly following the Appendix.

Telephone Reference Check

Human Resources can supply you with a 2 page form to use when conducting a telephone reference check.

The form is directly following the Appendix.

Telephone Reference Check

Applicant’s Name: ______________________________________________________________

Position applied for: _____________________________________________________________

Reference Contact Person’s Name: ______________Relationship to Applicant:______________

Contact Phone #:_____________________________Date of Reference:____________________

Introduce yourself, mention that the person has applied for a __________________ position with our college and has given their name as a reference. Ask if this is a good time to talk to them or is there a better time…..

Typical reference questions:

1. He/she indicated he/she was employed at your company/institution as a (title)__________________

from (start date)______________ to (term date)______________ . He/she indicated the last salary

paid was ____________________ Could you verify those facts?

2. Why did he/she leave your company/institution?

3. What were the main responsibilities of the position held?

(If appropriate):3.a. Were there supervisory/leadership responsibilities?

If so, # of employees under his/her responsibility? ______________

Budget/planning responsibility? _____________

3.b. Technical skills? (discuss)….

4. How would you rate his/her overall performance on a scale of 1-10 (10 being the highest)?

5. What were his/her strong points?

6. Were there any areas for development?

7. How would you describe his/her interpersonal or “people” skills?

8. How would you rate his/her initiative to take on responsibility (above average, average, below average)?

9. What degree of supervision did he/she require?

10. Describe his/her overall attitude.

11. Was he/she able to meet the attendance requirements for the job?

12. Would you rehire this person if given the opportunity?

13. Is there anything else of significance that we should know or anything you’d like to add?

Thank the person for their time.Return references checks to Human Resources.

__________________________________________________________Reference Interviewer’s Signature Date

QUICK SHEET for recruiting in OpenHire

Candidates see openings and apply at www.anselm.edu/hr

Hiring Managers log-in to OpenHire at https://anselm.silkroad.com

View your candidates

At dashboard, hover over orange ball to see number of resumes, click on number

See list of candidates; click on each to open

Click Resume/CV tab to read about candidate

Track all Recruiting activity

Click Qualified, Yes or No

Move all candidates who are strong contenders to Resume Review

From the group of candidates who are in Resume Review, select your top 3 (or so) candidates for Interviewing - don’t forget to send e-app (What would you like to do with this Candidate? Correspond with candidate)

Move to Pre-employment Screening once you do reference check

Move to Offer Extended once you verbally offer job to applicant

Academic Dean’s office or HR will do Hired stage

Close out your job

Correspond with all candidates, except the one selected for hire; use template, Rejection – Job Filled. You may choose to do a personal letter to candidates you interviewed, but did not hire.

Disposition – once you hire an applicant, the rest of the candidates for your position need to be “dispositioned”; as a Hiring Manager you must assign a reason that candidate was not hired (you have 15 reasons to select from). Most likely the No candidates will be:

Rejected: Lacks Basic Skills/Experience Most likely the Yes candidates will be:

Rejected: More qualified candidate selected

BEHAVIORAL INTERVIEW QUESTIONS

AccountingWalk me through the steps you took before approving an invoice for payment.Tell us about an invoice discrepancy that you discovered and how you resolved the discrepancy.Tell me about a situation where you were asked to prepare a training class for completing expense statements. Describe what you did to insure submittal of accurate expense statements. Tell me about a time when you had to analyze or interpret numerical or financial information.What kind of information have you been asked to analyze? Describe one of your most difficult analyses.

Budget and Cost ControlThink back to when you prepared a budget. Walk me through the steps you took.Cost reduction is often associated with budget reductions. Think back to a time when you were involved in using cost reduction as a positive means of reducing costs; describe how you did that.

Clerical/ReceptionistDescribe how you make a visitor to your organization feel more comfortable. What do you do? What are you thinking?Walk me through a situation where you had multiple documents to type, how did you prioritize and get all the work accomplished?In your current position, describe your proofreading process; what steps do you take to insure an accurate document?

Customer ServiceTell us about how you have handled a dissatisfied customer in the past. What were you thinking? What process did you go through? What was the end result?Give us an example of a situation you handled exemplifying superior customer service?Tell me about the most you’ve ever done to obtain information to better understand an internal/external customer. What did you do?How did the information improve your service?Sooner or later, we all have to deal with an internal/external customer who makes unreasonable demands. Think of a time when you had to handle an unreasonable request. What did you do?

Decision MakingWalk me through the way you make decisions in your current position. Describe what items of information you typically need before you make a decision? Explain how you have gathered that information; what did you do, what was the end result?

DelegationProvide us with an example of your ability to delegate work; what needed to get done and how did you go about insuring it was done? What were you thinking? What was the end result?Tell us about a task that you unsuccessfully delegated. What did you learn from this experience?Tell us about the last major assignment that you delegated and why you delegated?

DisciplineTell us your most recent experience in disciplining an employee.Think back to a situation where you used progressive discipline. Describe what you did and how it worked out.

Effective CommunicationsWhat are some ways that you go about insuring effective communications with your co-workers?Think back to a time when you had to communicate a new program or policy to employees; describe how you did that.

Experience and EducationDescribe what you have done outside of formal education to improve yourself.Describe your most recent work experiences that apply specifically to the position that you’re applying for.What significant contributions have you made to the operation of your work group? Describe what you did to make that happen. What was the end result.Recall an incident where you made a major mistake. What did you do after the mistake was made?

First JobHow has your education prepared you for this position?Which courses that you took will contribute the most to your effective performance in this job?

Human ResourcesDescribe an experience have you had in handling complaints related to the Americans with Disabilities Act? (or Affirmative Action or sexual harassment). What were you thinking; what did you do; what was the end result?Describe a particularly difficult recruitment effort that you handled and the extent to which you were successful.Describe a time when you had to educate employees regarding your company’s sexual harassment policy.

InfluenceOften we must convince others of the benefits they will realize by committing to an idea or plan. Describe how you’ve demonstrated the benefits of a plan or idea to gain someone’s commitment. What did you do? What happened?Tell me about a situation when another person at work strongly disagreed with your ideas or actions. How did you handle the situation?Were you able to influence them to agree with you?

Information TechnologyWhat experience have you had in help desk operations?Tell us about your experience in developing or maintaining an internet site.Walk me through a challenging network administration situation. What did you do? Tell us about your experience in migrating from one application to another. What steps did you take to maintain user satisfaction during the migration?

InnovationTell me about a creative idea you thought of to improve one of your company’s or team’s products or services. What happened?It can be difficult to think “outside the box”. Tell me about a time when you were able to go beyond conventional thinking.What did you do? What happened?

JudgmentRelate to us the last time you dealt with an ethical question on the job and how did you handle the situation.Tell us about a situation where you made a mistake. How did you handle the mistake and what was the resolution?Give us a situation that illustrates your ability to exercise good judgment.Describe a time when you recommended a plan of action in response to business/market trends. Why did you make the recommendation? Was the plan executed? What was your role?

LeadershipTell me about a time when your actions or words played a critical part in realizing the vision of the organization. What actions did you take to support the vision?Successful partnerships promote value for both organizations/departments/teams. Describe a time when you developed a partnering attitude with another organization/department/team.

LearningIn any new job there are some things we pick up quickly and other things that take more time to learn. In your last job, tell me about something you learned quickly and something that took more time.Tell me about the most recent software program you’ve learned. How did you learn to use it?

MotivationTell us about a situation where you motivated your staff to extraordinary accomplishments. Describe what you were thinking; what did you do? What was the end result?

Personal QualitiesTell us about a particularly difficult problem that you analyzed and what was your recommendation?Tell us about a situation that would show the confidence your coworkers have in you.Provide us with an example of how you’ve asserted yourself in an emergency or high-pressure situation.

Planning and OrganizingWhat types of scheduling have you done on your job? Give me an example of something you’ve recently had to schedule.Prioritizing projects/activities/responsibilities can be challenging. Tell me about the last time you could’ve done a better job of prioritizing a project/activity/responsibility. What happened?

PresentationDescribe a presentation you’ve made several times to different groups. Tell me how you modified the presentation over time to make it more effective. What worked, and what did not work?

Process and ProceduresNew processes and procedures can be disruptive. What actions have you taken when you’ve been asked to significantly change a work process or procedure? What were the results?Sometimes we have to work under new policies or procedures we don’t agree with. Tell me about the last time you disagreed with a new policy or procedure. How did you respond?

Project ManagementTell us about a successful project in which you participated and how you contributed to the success of that project.

PurchasingTell us about your experience in developing RFP’s (Request for Proposal).

ResilienceWorking with customers can be challenging at times. Describe one of the most stressful interactions you’ve had with an internal/external customer. How did you react?

ResponsibilityWe don’t always work with people who are ethical or honest. Give me an example of a time when you saw another employee do something that you thought was inappropriate. What did you do? What happened?Describe a time when you went beyond your job requirements to achieve an objective. What did you do? What happened?Tell me about the kinds of information that you’ve had to keep confidential. In what types of situations was maintaining confidentiality difficult?Tell me about a specific goal you set for yourself and how successful you were in accomplishing it. How did you do it?

Supervision and Management SituationsTell me about a time when an employee continued to make careless mistakes. How did you address the situation? What was the end result?Describe what you did initially as a manager in your last position in terms of the employees you supervised. What did you do to get to know each employee and his/her role?One of your employees is consistently late. When you talk to the employee, the employee says that it isn’t his fault because the bus is always late. What steps will you take to correct the situation?

TeamworkTell us about a successful team of which you were a member. What was the most outstanding characteristic of that team? What did you contribute?Describe the most effective techniques you’ve used to encourage full participation from every member of a team you were on.

Training and Employee DevelopmentTell me about a time when you gave feedback to a person on his or her performance related to established performance goals.Describe a complicated task that you had difficulty teaching someone to perform. What approach did you take? What were the difficulties? What did you do? What was the end result?

Working Effectively With OthersTell us about a situation in which you were required to work with people at various levels within your organization? What was your role? What were you thinking? What kinds of things did you do? What was the end result?Tell us about an incident in which you dealt with an irate customer, which would demonstrate your ability to work effectively with others?Tell me about a manager/supervisor/team leader with whom you had the most positive relationship. Why was it so positive?

INTERVIEW ITINERARYFOR POSITION

Candidate Name

Date

Start – end time Interviewer name, title