Interview for Manager

INTERVIEWINTERVIEWRecruitment Policy and Process

C t B d I t iCompetency Based InterviewQuestions Guideline

Jakarta 12 August 2016

Bima Hermastho

Jakarta, 12 August 2016

Laboratorium Studi Manajemen

Fakultas Ekonomi dan Bisnis, Universitas Indonesia

ABC International Program : IndonesiaBCD Training Indonesia

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BIMA [email protected]

+62 8122862849

Manufacturing & Human Performance Improvement TechnologistCEO PT. Freemind Management Consulting – A Business Performance Improvement Consulting

Professional Experiences:Professional Experiences:

Owner & Founder: PT. Sha Kha Ganesha, PT. Indo Sigma Rekatama, PT. Patra Kusumo, PT. Tridaya Abadi ManunggalJaya

Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School (http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma.

Founder Indonesian Human Capital Institute, #1 HRM School in Indonesia (http://www.sdm-indonesia.net) Guest Lecturer : Graduate School of Management – FEB UI, Master of Management ITS, ITB, UNDIP, Applied Psychology

- UNIKA Soegijapranata, UBAYA, etc. Professional experiences: various positions from Management Trainee, HR Manager, TPM Training Manager, OD Senior p p g g g g

Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT. Multi BintangIndonesia Tbk, PT. Coats Indonesia, PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)

Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and Development), ASQ (American Society for Quality) & ISSP (International Six Sigma Professional Society)

Bachelor Degree (ITB), Master & Doctorate Degree in “Strategic HRM & Total Quality Management” – UNDIPg ( ), g g Q y g Certified Balanced Scorecard Professional Certified Lean Management Professional Certified Global Professional in HRM Certified Six Sigma Black Belt Certified Kaizen Pprofessional


TPM (Total Productive Management) Trainer Certified Mediator on ADR (Alternative Dispute Resolution)

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Recruitment Policy and ProcessRecruitment Policy and Process


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Fi Wh NOT WhFirst Who NOT What

• Began achieving sustained success by first getting the right people on the bus– Get the wrong people off the bus

– Then, figured out where to drive it


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MeanMean.....

– Begin with “who” instead of “what, can more easily adapt to a changing world

– If you have the right people on the bus, problem of motivation and people managing are diminished

– If you have the wrong people, doesn’t matter whether you have the right direction, company will till t b tstill not be great


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Th Bi ThThe Big Three

• All good to great companies adhered to the Hedgehog Concept (three questions)–– What you can be the best in the world atWhat you can be the best in the world at

–– What drives your economic engineWhat drives your economic engine

–– What are you deeply passionate aboutWhat are you deeply passionate aboutWhat are you deeply passionate aboutWhat are you deeply passionate about

• Not the goal to be the best, but understanding of what you g , g ycan be the best at


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Your Challenging JobYour Challenging Job Ability to find Ability Nothing our company does is more important than Nothing our company does is more important than

hiring and developing superior talent. hiring and developing superior talent. Larry Larry BossidyBossidy Chairman and CEO Honeywell Chairman and CEO Honeywell Larry Larry BossidyBossidy, Chairman and CEO Honeywell , Chairman and CEO Honeywell (retired) (retired)


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Key Assumptions

“Organizations need to get the right people on the bus and in the right seats to succeed.”

“Hire hard….Manage easy!”

Collins, J. (2001). Good to great. New York: HarperCollins.

ABC International Program : Indonesia

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Talent Management

Talent-management processes include:

Workforce planningWorkforce planningTalent-gap analysisRecruitingRecruitingStaffing Staffing Staffing Staffing Education and development RetentionT l t i Talent reviews Succession planningEvaluation

To drive performance, deal with an increasingly rapid pace of change and create sustainable success, an organization must integrate and align these processes with its business

ABC International Program : Indonesiag g

strategies.9

Talent Acquisition Model

Vision, Mission, Strategy and ValuesTalent Management StrategyTalent Management Strategy

Talent AcquisitionTalent AcquisitionqqSourcing, Selection and Sourcing, Selection and OnboardingOnboarding

Talent DevelopmentPerformance Management, Career

Development, L d hi D l t d S i Leadership Development and Succession

PlanningTalent Assessment and Alignment

Internal Mobility and Workforce PlanningABC International Program : Indonesia

y g

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Strategic Recruitment FunctionEnhance Long-term Shareholder Value

Strategic Recruitment Function

Manage Cost Efficiency Increase Revenue GrowthFinancial

IncreaseCustomer Acquisition

Nurture Customer Satisfaction

Customer

Expand Market Share

Achieve Operational E ll

Drive Demand via Customer Relation

M t

Manage Dramatic Growth through

I ti

Implement GoodEnvironmental

PolicyExcellence Management Innovation Policy

Business Process


Developing High Performance Learning

Org.Developing Right Culture / IR

Learning & Growth

Improving Human Capital Value

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Hiring the Right Person: Recruitment

RECRUITMENT The process of attracting individuals in sufficient numbers with

the right skills and at appropriate times to apply for open the right skills and at appropriate times to apply for open positions within the organization.


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KPI Process ParameterKPI – Process Parameter

CostCostTimeQualityQ y

Right CompetenceRight NumberRight NumberRight Time


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Evaluating the Recruitment and Selection Process

Cost: Did you stay within your recruitment budget?

Time:H l did i k fill h i i ? How long did it take you to fill the position?

Quality: Were your applicants well qualified for the job? Were your applicants well qualified for the job?

Longevity: What about turnover? Do your new hires stay for the long term?y y g


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Important Considerations

PersonPerson--Job Fit: Job Fit: The match between a ’ k l d kill d biliti dperson’s knowledge, skills and abilities and

the requirements (competencies) of a specific job (“demands-ability fit”).j ( y )Related to higher performance and lower turnover. PersonPerson--Organization Fit: Organization Fit: The congruence of an individual’s personality, beliefs and values

ith th lt d l f thwith the culture, norms and values of the organization.R l t d t j b ti f ti it tABC International Program : IndonesiaRelated to job satisfaction, commitmentand turnover.15

Person-Job Fit Analysis

Review core competencies (knowledge, skills, and attributes) for the positionattributes) for the position.

Observe or ask someone doing the same or a i il j b t h l lid tsimilar job to help validate.

List and prioritize the essential and desirable pcompetencies. Essentials: The job cannot be performed without these essential KSAs (e.g.,

i i X Y d Z t i SAP d l & li ti )experience running X, Y, and Z reports in SAP modules & application). Desirables: Not essential to perform the job, but can be used to differentiate

candidates (e.g., fluent in Mandarin).ABC International Program : Indonesia

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Person-Organization Fit


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Recruiter’s day to day Problems (1)Recruiter’s day-to-day Problems (1) Maintain adequacy – support operational excellence Control manpower planning vs actual

Unclear “personnel request” – Job Specification & R i t J b P filiRequirement, Job Profiling

Internal Candidate vs External Candidate Sourcing

Lead Time during the process (!) Lead Time during the process (!)


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Recruiter’s day to day Problems (2)Recruiter’s day-to-day Problems (2) Limited budget

Recruitment “Intervention”

Objectivity - Recruitment Process, Method & Toolkit

Failure rate

Non-hijack policy

Management involvement & Top management concern (!)


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General Problem SolvingGeneral Problem Solving Improving the Process through: Root-Cause Analysis One-day Assessment Process + Assessment Result Policy Determine Recruitment Day Determine Recruitment Day Simplify tools & Criteria Conduct One Day workshop on “Recruitment Selection Process y p

for Manager / Supervisor ”


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Internal RecruitmentInternal Recruitment Job Posting: The process of announcing job J g p g j

openings to employees. Job information must be made available to all employees. Ensure minority workers and disadvantaged individuals are

aware of job opportunities. Employee cynicism occurs when there is not “equal” Employee cynicism occurs when there is not equal

opportunity for open positions.

Employee Referrals:p y Some believe this is the route to the best employees. Can perpetuate discriminatory hiring practices.


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External RecruitmentExternal Recruitment Employment agencies.

Executive search firms.

Local advertising: Newspaper. Multimedia.

I t hi Internships.

Job fairs.

C ll i i College recruiting.

Walk-in candidates.


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Internet Recruitingg Advantages: Inexpensive. Quick and easy to post announcement. Responses arrive faster and in greater quantity. Will generate a wider range of applicants.g g pp Applicants can be screened by computer. Some selection tests can be administered by computer. Automated applicant tracking.Automated applicant tracking.

Disadvantages: Ease of submission will result in a lot of applicants, many whom are not

qualified. May take more HR time to sort through the greater quantity of

applicants.ABC International Program : Indonesia

BCD Training Indonesia

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Selection Process


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Step 1: Analyzing Application Forms

Types of forms: Uses:

• Short forms• Long forms

• Serve as a prescreening device.

• Targeted application forms

• Weighted

• Collect job-related, nondiscriminatory data.• Weighted

application forms• Résumés

data.• Call attention to red

flags.ABC International Program : Indonesia

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Step 2: Interviewing

Prescreeningg In-depth interviews

Structured Patterned Stress DirectiveDirective Nondirective Behavioral

Sit ti l Situational Group Questions should be job-related

and nondiscriminatory.ABC International Program : Indonesia

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Screening InterviewScreening Interview

Usually conducted by telephone.

Not done in all organizations.

A few straight-forward questions.

Can eliminate those less qualified early in the selection process.


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Interviewer Biases

StereotypingFirst-impression and similar-to-me errors

Questioninginconsistencies

Contrast effect

Negative emphasiseffect emphasis

Nonverbal bias Halo effect

ABC International Program : IndonesiaCultural noise

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Step 3: Testing andBackground Investigation

Tests Background checks Cognitive ability Personality

A tit d

g Work reference Verification of academic

credentials Aptitude Psychomotor Assessment centers

credentials Criminal background

Honesty/integrity Graphology Substance abuse Substance abuse


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Background Verification and Reference ChecksChecks

The importance of checking: 40 percent of applicants lie about work histories and educational

backgrounds. 20 percent of applicants falsify credentials and licenses 20 percent of applicants falsify credentials and licenses. 30 percent of applicants make misrepresentations on their

resumes.


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Step 4: Contingent Job Offer

A conditional job offerA conditional job offermay depend on:• A medical exam (if job-related

and consistent with business necessity).


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Step 5: Employment Offer

• Formally communicated through an offer letter.y g• Clearly states terms of the offer.• Avoids language that implies a contract (states that

employment is at will).• Clarifies contingencies (physical exam).

Cl ifi d il d d dli• Clarifies acceptance details and deadline.


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Employment Contracts

Agreement between employer and employee that Agreement between employer and employee that explains the employment relationship. Express contract is based on oral or written words. Implied contract results from actions or conduct.

Employment-at-will is presumed if a written employment contract does not existemployment contract does not exist.


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Competency Based InterviewCompetency Based Interview


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Listening Tips

Avoid being distracted.g Spend at least 80 percent 80 percent of the time listening

and 20 percent talking20 percent talking. Don’t interrupt the candidate (unless they are

rambling).A k f ll ti t t l it Ask follow-up questions to get clarity.

Observe the candidate’s nonverbal expressions.Use nonverbal expressions to show interest Use nonverbal expressions to show interest.

Listen for “free” information.


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Closing the Interviewg

Describe the decision-making process and time frame. Ask: “Is there anything else you would like me to tell

you about the position or the organization?” Explain that a background check a background check will be conducted if

the candidate is considered further. Give the candidate your business card and encourage Give the candidate your business card and encourage

them to call if they have questions. Thank the candidate.


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Evaluation Worksheet (One)

Applicant Name Employee # Interview Date

List in priority the most important job dimensions:

Unqualified Borderline Qualified

1. Comments:

Unqualified Borderline Qualified2. Comments:

3 3. Comments:

4. ABC International Program : IndonesiaComments:

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Evaluation Worksheet

Evaluation Criteria:Evaluation Criteria: Unqualified: The candidate shows little or no capacity to

perform the duties of the position and/or is not a good fit for the organizationfor the organization.

Borderline: The candidate shows some capacity to perform the duties but is a questionable fit for the

i tiorganization. Qualified: The candidate has performed the duties and

is a good fit for the organization.


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Evaluation Worksheet (Two)

Candidates Primary Qualifications

Has five years

Certifications Problem Solving

Has the ability

Initiative

T k th

Leadership

D t tHas five years experience in…

Has the ability to…

Takes the initiative to…

Demonstrates an ability to…

John

MariaMaria

Jack


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Interviewing Candidates Team or individual interviewer?

Structured or patterned interview:p Pre-set questions asked of all candidates.

Nondirective interview: Minimum of questions, not planned in advance. Open-ended questions; interviewer follows the candidate’s lead.

Sit ti l d bl l i i t i Situational and problem-solving interview: Candidate describes how he or she would solve a problem.

Behavioral interview: Behavioral interview: Candidate describes how he or she responded to a specific situation.


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Interview Questions

Behavioral Interview: Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the pastcertain task or handled a problem in the past.Behavioral questions typically begin with “Tell me about a time when…” or “Can you think yof....”

Situational Interview: Applicants are asked how Situational Interview: Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.Any job-relevant question that begins with “What would you do if…" or “How would you handle "

ABC International Program : Indonesiahandle….

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Interview Questions

Behavioral Questions: Can you describe a time when you had to manage a heavy workload

or a number of conflicting priorities? Competencies: work under pressure and ability to prioritize.

Can you tell me about a time when you improved a process or made a system work better? Competency: innovation.

Situational Questions:Q A work colleague told you in confidence that she suspects another

colleague of stealing. What would your actions be? Competencies: ethics and problem solving.et cs a d p ob e so g

How do you respond to a peer who is preventing your team from completing its project? Competencies: leadership and dedication to goals.

ABC International Program : Indonesiag

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Questions Guideline : Topgrading AssessmentQuestions Guideline : Topgrading Assessment


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DefinitionDefinition “Topgrade.” To fill every position in the organization with an A player, at the

appropriate compensation level.

“A player ” A player. One who qualifies among the top 10% of those available for a

position.


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Screening InterviewScreening Interview

1 Wh t l ?1. What are your career goals?2. What are you really good at professionally? Please

give me some examples.g p3. What are you not good at or not interested in?

Please give me some examples.4 Optional: Who were your last 5 bosses and how will 4. Optional: Who were your last 5 bosses and how will

they each rate your performance if we talk with them (1-10)?

Use TORC (Threat of Reference Check) for maximum effectiveness.


ff

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Structured InterviewStructured InterviewThe following 8 questions are “training wheels” for the Topgrading Interview Managers achieving 90% hiring success almost all use the Interview. Managers achieving 90% hiring success almost all use the 32-page Topgrading Interview Guide.3-Hour Chronological, In-depth, Structured interview of finalist

d dcandidates. High school: high points and low points (5 minutes). College/grad school: high points and low points (5 minutes). F h b h 15 (2 h 40 ) For each job in the past 15 years (2 hours 40 minutes):

1. What were they hired to do? 2. Accomplishments? 3 Low points3. Low points.4. People (Topgrading and TORC).5. Why did they leave?

Future goals (10 minutes).ABC International Program : Indonesia

BCD Training Indonesia

g ( )

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Common ErrorsTop 10 List of Topgrading Interview Errors and SolutionsTop 10 List of Topgrading Interview Errors and Solutions

1. To skip rapport-building at the beginning and they will not tell you information.Solution: Explain the interview to build rapport early.

2. It’s about you, not them. This leads to less rapport and information.Solution: Focus on them, not you. Resist the temptation of the “me too!”

3. To blow a stop sign on body language and miss a chance to uncover key data.ata.Solution: Watch for body language clues and then probe.

4. To blow a stop sign on a comment and miss a chance to uncover key data.Solution: Listen for comment clues and then probe.

5. To not push for specific data and you will have useless information.S l ti Wh h fl ff k f ifi d t


Solution: When you hear fluff, ask for specific data.

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Common ErrorsTop 10 List of Topgrading Interview Errors and Solutions

6 To let them avoid low points or weaknesses and you will miss key data6. To let them avoid low points or weaknesses and you will miss key data.Solution: Get low points or weaknesses through multiple angles.

7. To telegraph a transition and they will become uncomfortable and not talk.Solution: Don’t telegraph a transition, keep consistent.

8. To criticize the person and they will learn that it is not “safe” to tell you negatives.Solution: Don’t criticize the person or they will clam up.Solution: Don t criticize the person or they will clam up.

9. To let them ramble more than 2 minutes and waste precious time.Solution: Summarize and guide rather then let them ramble.

10. To forget to ask all 3 parts to the TORC question and miss key data.Solution: Ask all 3 parts to the TORC question: 1) What was your boss’ name? 2) What were her strengths and areas for improvement? 3) What will she say your strengths and areas for improvement were in that job?


improvement were in that job?

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Reference Interview1. In what context did you work with the person?2. What were the person’s biggest strengths? Please give p gg g g

me some examples.3. What were some of the person’s biggest areas for

i t b k th ? Pl i improvement back then? Please give me some examples.

4 How would you rate their overall performance in that 4. How would you rate their overall performance in that job (1-10).

5. (Optional) The person mentioned that they struggled y ggin that job with ____(e.g. hitting their gross margin targets); tell me more about that.


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Thank YouThank You


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Prepare job description

Post job internally

Prepare interview

questions and team

Accept résumés.

Consider online

screening process.

Screen out résumés

Have remaining applicants

fill out extensive job

applications

Prepare career

ladder

Pre-Interview

Interviews

Phone interviews

Skill testing

In person interviews

Group interviews

Conditional job offer

letter

Rejected - Provide

ability to dispute report

Character assessment

Medical Exam

Medical questionnaire

provided by HR or

Occupational MD

Medical exam

including drug test

Qualified

Sign employment

contract, employee

handbook, arbitration

agreement

Employment

Provide 60-Day New

Employee Survey

Post job on career

boards, paper, etc.

Save résumés and

interview notes for 1 year

Reduce applicant pool

to 5 or less candidates

Reduce to final

candidate(s)

Employee Orientation

and Training

The Hiring Flowchart

background checks

Review 60-Day New

Employee Survey

Prepare Our Hiring

Process

Applicant Interviewer Date

Topgrading®

Interview Guide (Formerly CIDS Guide)

Bradford D. Smart, Ph.D.

"There’s something rare, something finer far, something much more scarce than ability.

It’s the ability to recognize ability.”

Elbert Hubbard

This Guide seeks to provide you with the most accurate, most valid, insights when assessing internal talent and candidates to

hire. Companies have achieved a record of 90% success hiring high performers when a tandem Topgrading Interview (two

interviewers) is conducted, interviewers have been trained in the Topgrading Interview techniques, and this guide is used.

Maximum benefits in using this Topgrading Interview Guide® can be achieved through applying the principles stated in the book:

Topgrading: How Leading Companies Win By Hiring, Coaching, and Keeping A Players (Dr. Bradford D. Smart,

author; Portfolio Penguin Putnam, 2005)

This Guide is intended to make the interviewer’s job easier. It is a comprehensive, chronological “road map,” providing plenty of space to record responses. In case you need more space, have a pad of paper handy. Experience has shown the following guidelines to be helpful when interviewing selection candidates:

1. Review the candidate’s Topgrading Career History Form (or Self-Administered Topgrading Interview Guide) and

résumé.

2. Be sure that the Job Scorecard, including accountabilities and other competencies, are clear to you and the team the successful candidate will work with.

3. Review this Guide prior to the interview, in order to refresh your memory regarding the sequence and wording of

questions, for a smoother interview.

4. Use a tandem (two-interviewer) approach.

A tandem interview is more valid than a solo interview, unless the Topgrading interviewer is highly experienced.

5. After a couple of minutes building rapport, give the interviewee an idea of the expected time frame (3 hours?) and then sell the person on being open and honest. For an external candidate for hire, you might state purposes such as to:

• “Review your background, interests, and goals to see if there is a good fit with the position and opportunities here.” • “Determine some ways to assure smooth onboarding, should you join us.” • “Get some ideas regarding what you and we can do to maximize your long-range fulfillment and contributions.” • “Tell you more about the career opportunities we have to offer and answer any questions you have.” • “Understand your career history, which will be thoroughly verified in reference checks we’ll ask you to arrange

with a minimum of all bosses you’ve had in the past ten years.”

6. Following the Topgrading Interview:

• Review the completed Guide. • Write comments about each competency on the last three pages of this Guide, or on a Candidate Assessment

Scorecard. • Make ratings of the competencies.

7. Ask candidates to arrange reference calls with bosses in the past decade. Knowing this requirement in advance of

interviews, candidates will be more honest in responding to questions.

8. Write a brief report—an Executive Summary, followed by a list of Strengths, Weak Points, and Developmental Recommendations. High performers hired or promoted will want feedback and development recommendations from the interviewers.

COLLEGE

So that I can get a good feel for your background, first your education and then work experience, let’s briefly go back to your

college days and come forward chronologically, up to the present. Then we’ll talk about your plans and goals for the future.

Note to Interviewers: Start with college or first full-time job, whichever came first. Experienced topgrading interviewers start

with high school (similar questions to college). If you feel comfortable starting with high school do it, but if you are not

comfortable with it, don’t.

1. I see from the Career History Form (or Self-Administered Topgrading Interview Guide) that you attended (college). Would you please expand on the information provided and give me a brief rundown on your college years, particularly events that might have affected later career decisions. We’d be interested in knowing about work experiences, what the school was like, what you were like back then, the curriculum, activities, how you did in school, high and low points, and so forth. (Ask the following questions to obtain complete information not included in responses to the general “smorgasbord” question.)

2. Give us a feel for what kind of school it was (if necessary, specify large/small, rural/urban, cliquish, etc.), and generally,

what your college years were like.

3. What was your major? (change majors?)

4. What school activities did you take part in? (Note activities listed on Topgrading Career History Form, and get elaboration.)

5. What grades did you receive, what was your class standing, and what were your study habits like? (Confirm data on Topgrading Career History Form.)

GPA: / (scale)

Study Habits

6. What people or events during college might have had an influence on your career?

7. Were there any class offices, awards, honors, or special achievements during your college years? (Note Topgrading Career History Form or Self-Administered Topgrading Interview Guide responses, and get elaboration.)

8. What were high points during your college years? (Look for leadership, resourcefulness, and particularly what competencies the interviewee exhibits now while discussing those years.)

9. What were low points, or least enjoyable occurrences, during your college years? (Again, what happened back then is only important in relation to what is revealed about the interviewee now.)

10. Give us a feel for any jobs you held during college—the types of jobs, whether they were during the school year or summer, hours worked, and any high or low points associated with them. (Don’t spend much time on these jobs, but look for indications of extraordinary resourcefulness, motivation, etc.; if the person did not work during the summer, ask how the summer months were spent.)

11. (TRANSITION QUESTION) What were your career thoughts toward the end of college?

GRADUATE SCHOOL

Note:If graduate school occurred later in the interviewee’s life, complete this section later. Stay in chronological order.

1. 2.

School Degree

3. Why pursue this school and degree

4. High Points

5. Low Points

6. Work Experiences: a.

b.

c.

7. Career Thoughts/Opportunities

WORK HISTORY

Now we would like you to tell us about your work history. There are a lot of things we would like to know about each

position. Let me tell you what these things are now, so we won’t have to interrupt you so often. We already have some of this

information from your Topgrading Career History Form (or Self-Administered Topgrading Interview Guide) and previous

discussions. Of course we need to know the employer, location, dates of employment, your titles, and salary history. We

would also be interested in knowing what your expectations were for each job, your responsibilities/accountabilities, what

you found upon entering the job, what major challenges you faced and how they were handled. What were your most

significant accomplishments as well as mistakes, and what were the most enjoyable and least enjoyable aspects of each job?

What was each supervisor like and what would you guess each really felt were your strengths and weak points? Finally, we

would like to know the circumstances under which you left each position. Please go back and start with your first full time

job and come forward chronologically.

Note: If the person worked for a single employer six years and had, say, three jobs of two years each with that employer,

consider each one of those a separate position and complete a Work History Form on it. Add as many Work History Forms as

needed so you can complete one for every full time job. The following is suggested wording for information requested on the

Work History Form:

1. What was the name of the employer, location, and dates of employment? (Get a “feel” for the organization by asking about revenues, products/services, number of employees, etc.)

2. What was your job title?

3. What were the starting and final levels of compensation?

4. What were your expectations for the job?

5. What were your responsibilities and accountabilities?

6. What did you find when you arrived? What shape was the job in—talent, performance, resources, problems? What major challenges did you face?

7. What results were achieved in terms of successes and accomplishments? How were they achieved? (As time permits, get specifics, such as individual vs. shared accomplishments, barriers overcome, “bottom line” results, and impact on career—bonus, promotability, performance review.)

8. We all make mistakes—what would you say were mistakes or failures experienced in this job? If you could wind the clock back, what would you do differently? (As time permits, get specifics.)

9. All jobs seem to have their pluses and minuses; what were the most enjoyable or rewarding aspects of this job?

10. What were the least enjoyable aspects of the job?

11. (For management jobs) What sort of talent did you inherit (how many As, Bs, Cs)? What changes did you make, how, and how many As, Bs, and Cs did you end up with? (For most recent two jobs, get A, B, C ratings and strengths/weak points of each subordinate.) See pages 14-15 for Topgrading questions.

12. What circumstances contributed to your leaving? (Always probe for initially unstated reasons.)

13. What was your supervisor’s name and title? Where is that person now? Would you be willing to arrange for us to talk with him/her? (Say you will want to talk with all supervisors in the past ten years.)

14. What is/was it like working for him/her and what were his/her strengths and shortcomings as a supervisor, from your point of view?

15. What is your best guess as to what (supervisor’s name) honestly felt were/are your strengths, weak points, and overall performance?

NOTE: An easy transition to the next job can occur by simply determining employer/title/dates, and then asking WHAT DID YOU DO, HOW DID YOU LIKE IT, AND HOW DID YOU DO?

WORK HISTORY FORM 1

Overall Performance Rating

This form is for the first full time job (usually following college).

1. Employer Starting date (mo./yr.) Final (mo./yr.)

Location Type of business

Description of company

2. Title

Base $ Base $ Bonus $ Bonus $

3. Salary (Starting) Other $ Salary (Final) Other $

4. Expectations

5. Responsibilities/Accountabilities

6. “Found” (Major Challenges)

7. Successes/Accomplishments (How achieved?)

8. Failures/Mistakes (Why?) (Do differently?)

9. Most Enjoyable

10. Least Enjoyable

11. Talent

12. Reasons for Leaving

SUPERVISOR 13.

Supervisor’s Name Title

Where Now Permission to Contact?

14. Appraisal of Supervisor

His/Her Strengths

His/Her Shortcomings

15. Best guess as to what he/she really felt at that time were your strengths, weak points, and overall performance rating:

STRENGTHS WEAK POINTS


WORK HISTORY FORM 2 1.

Employer Starting date (mo./yr.) Final (mo./yr.)



2. Title



4. Expectations





9. Most Enjoyable

10. Least Enjoyable

11. Talent


SUPERVISOR 13.




His/Her Strengths









2. Title



4. Expectations





9. Most Enjoyable

10. Least Enjoyable

11. Talent


SUPERVISOR 13.




His/Her Strengths




PLANS AND GOALS FOR THE FUTURE 1. Let’s discuss what you are looking for in your next job. (Note “Career Needs” section of Topgrading Career History Form.)

2. What are other job possibilities, and how do you feel about each one?

3. Describe your ideal position and what makes it ideal.

4. How does this opportunity square with your ideal position? What do you view as opportunities and advantages as well as risks and disadvantages in joining us?

Advantages

Disadvantages

SELF-APPRAISAL

1. We would like you to give us a thorough self-appraisal, beginning with what you consider your strengths, assets, things you like about yourself, and things you do well.

(Ask follow-up questions, and urge the person to continue. For example, you might say such things as “good,” “keep going,” “oh,” nod and ask questions such as: “What other strengths come to mind?” “What are some other things you do well?”

Obtain a list of strengths and then go back and ask the person to elaborate on what was meant by each strength listed— “conscientious,” “hard working,” or whatever.)

2. OK, let’s look at the other side of the ledger for a moment. What would you say are your shortcomings, weak points, or areas for improvement?

Be generous in your use of the pregnant pause here. Urge the person to list more shortcomings by saying such things as, “What else comes to mind?” “Keep going, you are doing fine,” or just smile, nod your head and wait. When the person has run out of shortcomings, you might ask questions such as: “What three things could you do that would most improve your overall effectiveness in the future?”

Obtain as long a list of negatives as you can with minimal interruptions on your part, and then go back and request clarification. (If you interrupt the individual for clarification on one, there might be so much time spent on that one negative that the individual will be very hesitant to acknowledge another one.)

SELF-APPRAISAL STRENGTHS WEAK POINTS

LEADERSHIP/MANAGEMENT

1. How would you describe your leadership philosophy and style?

2. What would you suppose your subordinates feel are your strengths and shortcomings, from their points of view? What have 360 degree feedback surveys shown?


3. In what ways might you want to modify your approach to dealing with subordinates?

TOPGRADING

4. Question 11 in each Work History Form addresses Topgrading. Ask question 11 for every management position, but ask the more complete topgrading questions in this section for the most two recent management jobs.

Present (or Most Recent) Position When you began your present (or most recent) position:

• How many subordinates do (did) you have direct , and indirect?

• Of the direct reports you inherited, how many were in each of the following categories? (Explain definitions of A, B, C.) A player (or A potential) B player (without A potential) C player (without A potential)

Describe the Most Valuable Direct Reports You Inherited Name Title A,B,C Strengths Weak Points

1.

2.

3.

Describe the Least Valuable Direct Reports You Inherited Name Title A,B,C Strengths Weak Points

1.

2.

3.

Describe the Most Valuable Direct Reports You Ended Up With Name Title A,B,C Strengths Weak Points

1.

2.

3.

Describe the Least Valuable Direct Reports You Ended Up With

Name Title A,B,C Strengths Weak Points 1.

2.

3.

Ask about all management actions with direct reports, accounting for how the “inherited team” became the “at the end” team. Ask how many people were recruited and selected, what approaches were used, how the people were trained and developed, how each worked out in the job, and for those who did not work out well, what happened with them (transferred to a job where successful, fired, or simply tolerated?). Determine the hiring “batting average” (how many good hires/promotions vs. mis-hires/mis-promotions). Also look for indications of diversity, positive versus negative feedback given, empowerment, fostering teamwork, and how people were/are held accountable. Most of all, look for success in packing the team with high performers and redeploying chronic underperformers.

Next Most Recent Position When you began your present (or most recent) position:

• How many subordinates do (did) you have direct , and indirect?

• Of the direct reports you inherited, how many were in each of the following categories? (Explain definitions of A, B, C.) A player (or A potential) B player (without A potential) C player (without A potential)

Describe the Most Valuable Direct Reports You Inherited Name Title A,B,C Strengths Weak Points

4.

5.

6.

Describe the Least Valuable Direct Reports You Inherited Name Title A,B,C Strengths Weak Points

1.

2.

3.

Describe the Most Valuable Direct Reports You Ended Up With Name Title A,B,C Strengths Weak Points

1.

2.

3.

Describe the Least Valuable Direct Reports You Ended Up With

Name Title A,B,C Strengths Weak Points 1.

2.

3.

Ask about all management actions with direct reports, accounting for how the “inherited team” became the “at the end” team. Ask how many people were recruited and selected, what approaches were used, how the people were trained and developed, how each worked out in the job, and for those who did not work out well, what happened with them (transferred to a job where successful, fired, or simply tolerated?). Determine the hiring “batting average” (how many good hires/promotions vs. mis-hires/mis-promotions). Also look for indications of diversity, positive versus negative feedback given, empowerment, fostering teamwork, and how people were/are held accountable. Most of all, look for success in packing the team with high performers and redeploying chronic underperformers.

SPECIFIC COMPETENCIES

The following questions are optional in the Topgrading Interview. Those with an asterisk (*) are usually asked, unless they have been answered in the chronological portion of the Topgrading Interview. Get specific examples, not general responses.

A general item format, applicable to all the Specific Competencies, is: “Please describe and what specific examples can you cite?" Or, "If a 360 degree survey included an item on how were you rated?"

These questions can also be used by interviewers performing one-hour competency-based interviews.

INTELLECTUAL COMPETENCIES

1. INTELLIGENCE a. Please describe your learning ability.

b. Describe a complex situation in which you had to learn a lot, quickly. How did you go about learning, and how successful were the outcomes?

2. ANALYSIS SKILLS a. Please describe your problem analysis skills.

b. Do people generally regard you as one who diligently pursues every detail or do you tend to be more broad brush? Why?

c. What will references indicate are your style and overall effectiveness in “sorting” the wheat from the chaff?

d. What analytic approaches and tools do you use?

e. Please give me an example of digging more deeply for facts than what was asked of you.

3. JUDGMENT/DECISION MAKING * a. Please describe how your decision-making approach, when you are faced with difficult situations, has changed in

recent years. Are you more decisive and quick, but sometimes too quick, or are you more thorough but sometimes too slow? Are you more intuitive or less? Do you involve more or fewer people in decisions?

b. What are a couple of the most difficult or challenging decisions you have made in recent years?

c. What are a couple of the best and worst decisions you have made in the past two years?

d. What maxims do you live by?

4. CONCEPTUAL ABILITY Are you more comfortable dealing with concrete, tangible, short-term, or more abstract, conceptual long-term issues? Please explain.

5. CREATIVITY * a. How creative are you? What are the best examples of your creativity in processes, systems, methods, products,

structure, or services?

b. Do you consider yourself a better visionary or implementer, and why?

6. STRATEGIC SKILLS * a. In the past year, what specifically have you done in order to remain knowledgeable about the competitive

environment, market and trade dynamics, products/services and technology trends, innovations, and patterns of consumer behavior?

b. Please describe your experience in strategic planning, including successful and unsuccessful approaches. (Determine the individual’s contribution in team strategic efforts.)

c. Where do you predict that your (industry/competitors/function) is going in the next three years? What is the “conventional wisdom,” and what are your own thoughts?

7. PRAGMATISM Do you consider yourself a more visionary or more pragmatic thinker, and why?

8. RISK TAKING What are the biggest risks you have taken in recent years? Include ones that have worked out well and not so well.

9. LEADING EDGE * a. How have you copied, created, or applied best practices?

• Question: ?

b. Describe projects in which your best practice solutions were not successful and did not fully address customer/client needs.

c. How will references rate and describe your technical expertise. Are you truly leading edge, or do you fall a bit short in some areas?

d. How computer literate are you?

e. Please describe your professional network.

10. EDUCATION a. What seminars or formal education have you participated in (and when)?

b. Describe your reading habits (books and articles—global factors, general business, function, industry).

11. EXPERIENCE a. Compose a series of open-ended questions—“How would you rate yourself in , and what specifics can

you cite?” For Finance, learn expertise in Treasury, Controller, Risk Management, etc., areas. For Human Resources, learn expertise in Selection, Training, Compensation, etc.

• Question: ?

• Question: ?

• Question: ?

• Question: ?

• Question: ?

e. Are you better at initiating a lot of things or hammering out results for fewer things? (Get specifics.)

b. What are the most important lessons you have learned in your career? (Get specifics with respect to when, where, what, etc.)

12. “TRACK RECORD” Looking back in your career, what were your most and least successful jobs?

PERSONAL COMPETENCIES

13. INTEGRITY * a. Describe a situation or two in which the pressures to compromise your integrity were the strongest you have ever

felt.

b. What are a couple of the most courageous actions or unpopular stands you have ever taken?

c. When have you confronted unethical behavior or chosen to not say anything, in order to not rock the boat?

d. Under what circumstances have you found it justifiable to break a confidence?

14. RESOURCEFULNESS * a. What actions would you take in the first weeks, should you join our organization?

* b. What sorts of obstacles have you faced in your present/most recent job, and what did you do? (Look for passion and effectiveness in figuring how to surmount barriers to success.)

c. What are examples of circumstances in which you were expected to do a certain thing and, on your own, went beyond the call of duty?

d. Who have been your major career influences, and why?

15. ORGANIZATION/PLANNING * a. How well organized are you; what do you do to be organized and what, if anything, do you feel you ought to do to

be better organized?

b. When was the last time you missed a significant deadline?

c. Describe a complex challenge you have had coordinating a project.

d. Are you better at juggling a number of priorities or projects simultaneously, or attacking few projects, one at a time?

e. Everyone procrastinates at times. What are the kinds of things that you procrastinate on?

f. How would you describe your work habits?

g. If I were to talk with administrative assistants you have had during the past several years, how would they describe your strengths and weak points with respect to personal organization, communications, attention to detail and planning?

h. Describe a situation that did not go as well as planned. What would you have done differently?

16. EXCELLENCE Have you significantly “raised the bar" for yourself or others? Explain how you did it -- your approach, the problems encountered, the outcomes.

17. INDEPENDENCE a. Do you believe in asking for forgiveness rather than permission, or are you inclined to be sure your bosses are in

full agreement before you act?

b. How much supervision do you want or need?

18. STRESS MANAGEMENT * a. What sort of mood swings do you experience -- how high are the highs, how low are the lows, and why?

* b. What do you do when stressed out? (Look for exercise, quiet periods, etc.)

c. Describe yourself in terms of emotional control; what sorts of things irritate you the most or get you down?

d. How many times have you “lost your cool” in the past couple of months? (Get specifics).

e. Describe a situation in which you were the most angry you have been in years.

19. SELF-AWARENESS * a. Have you gotten any sort of systematic or regular feedback (360 degree or otherwise) from direct reports, clients,

peers, supervisors, etc., and if so, what did you learn?

b. How much feedback do you like to get from people you report to, and in what form (written, face to face)?

c. What are the biggest mistakes you've made in the past (10) years, and what have you learned from them?

d. What are your principal developmental needs and what are your plans to deal with them?

e. What have been the most difficult criticisms for you to accept?

20. ADAPTABILITY * a. How have you changed during recent years?

b. What sorts of organization changes have you found easiest and most difficult to accept?

c. When have you been so firm people considered you stubborn or inflexible?

21. FIRST IMPRESSION (Judge directly in interview).

What sort of first impression do you think you make at different levels in an organization?

INTERPERSONAL COMPETENCIES

22. LIKABILITY * a. When were you so frustrated you did not treat someone with respect?

b. How would you describe your sense of humor?

c. Tell me about a situation in which you were expected to work with a person you disliked.

23. LISTENING Are you familiar with the term active listening? How would you define it? What would coworkers say regarding how often and how effectively you use active listening?

24. CUSTOMER FOCUS a. If you were to arrange confidential reference calls with some of your major clients/customers, what is your best

guess as to what they would generally agree are your strengths and areas for improvement?

b. Relate an example of your partnering with a client/customer—helping the client/customer to achieve its goals and financial results?

c. Give examples of your going beyond what was normally expected to enhance your company’s reputation or image.

d. Describe your methods of diagnosing client/customer needs.

e. What is your “track record” in both acquiring and retaining clients/customers?

e. Tell me about the most frustrated or disappointed client/customer you have had in recent years.

25. TEAM PLAYER a. What will reference checks disclose to be the common perception among peers regarding how much of a team

player you are (working cooperatively, building others’ confidence and self-esteem)?

b. Describe the most difficult person with whom you have had to work.

c. When have you stood up to a boss?

d. Tell me about a situation in which you felt others were wrong and you were right.

26. ASSERTIVENESS a. How would you describe your level of assertiveness?

b. When there is a difference of opinion, do you tend to confront people directly, indirectly, or tend to let the situation resolve itself? (Get specifics.)

c. Please give a couple of recent specific examples in which you were highly assertive, one in which the outcome was favorable, and one where it wasn’t.

27. COMMUNICATIONS—ORAL * a. How would you rate yourself in public speaking? If we had a video tape of your most recent presentation, what

would we see?

b. Describe the last time you put your “foot in your mouth.”

c. How do you communicate with your organization?

28. COMMUNICATIONS—WRITTEN How would you describe your writing style and effectiveness in comparison with others’?

29. POLITICAL SAVVY * a. Describe a couple of the most difficult, challenging, or frustrating company political situations you have faced.

b. How are your expectations communicated?

b. How aware are you of company political forces that may affect your performance? Please give a couple of examples of the most difficult political situations in which you have been involved, internally and with clients.

30. NEGOTIATION Describe situations in which your negotiation skills proved effective and ineffective.

31. PERSUASION a. Describe a situation in which you were most effective selling an idea or yourself.

b. Describe situations in which your persuasion skills proved ineffective.

MANAGEMENT COMPETENCIES

32. SELECTING A PLAYERS * a. What have your most recent two teams looked like (how many A (or potential), B, C players) and what changes

were made?

b. Explain your selection process in terms of job analysis, job scorecard, behavioral competencies, amount of structure to interviews, if there is an in-depth chronological interview, and how reference checks are done?

33. TRAINING/DEVELOPMENT How would subordinates you have had in recent years describe your approaches to training and developing them? (Look for coaching, challenging assignments.)

34. GOAL SETTING a. How do you go about establishing goals for performance (bottom up, top down, or what … and are they easy or

"stretch")?

35. EMPOWERMENT How “hands-on” a manager are you? (Get specifics.)

c. Have there been any successful employment charges against you (EEOC, sexual harassment, etc.)?

36. ACCOUNTABILITY * a. Tell me about the performance management system you now use.

b. How effective have been your methods for following up on delegated assignments?

c. Tell me about accountability. What happens when people fail to perform?

d. What do you say or do when someone reporting to you has made a significant (serious, costly) mistake?

e. Cite examples of your giving negative feedback to someone.

37. REDEPLOYING B/C PLAYERS * How many nonperformers have you removed in recent years? What approaches were used? (Look for regular,

honest feedback, sincere training and development efforts, B/C players more apt to ask for a different job or quit than to be fired, and redeployment in months, not years.)

38. TEAM BUILDING a. Describe the level of teamwork you have experienced in recent years, with your direct reports. (Look for success

creating teamwork, removing silos, minimizing harmful politics.)

b. Which of your teams has been the biggest disappointment in terms of cohesiveness or effectiveness?

39. DIVERSITY * a. When have you actively confronted indications of discrimination or prejudicial behavior?

b. How have you added to diversity (ethnic, cultural, racial, gender) in a work place?

40. RUNNING MEETINGS *a. How productive are meetings you run? How could they become more productive?

b. What motivates you?

b. How would you describe your role in meetings—ones which you have called and those in which you have been a participant?

LEADERSHIP (Additional Competencies)

41. VISION What is (was) your vision for your present (most recent) job? How was the vision developed?

42. CHANGE LEADERSHIP a. In what specific ways have you changed an organization the most (in terms of direction, results, policies)?

b. What has been your approach to communications in changes? (Look for communicating like mad!)

43. INSPIRING “FOLLOWERSHIP” a. Are you a “natural leader?” If so, cite indications.

b. Give examples of when people might have readily followed your lead and when they did not.

44. CONFLICT MANAGEMENT a. Describe a situation in which you actively tore down walls or barriers to teamwork.

b. Describe situations in which you prevented or resolved conflicts.

c. If two subordinates are fighting, what do you do? (Look for bringing them together now to resolve it.)

MOTIVATIONAL COMPETENCIES

45. ENERGY *a. How many hours per week have you worked, on the average, during the past year?

46. PASSION a. How would you rate yourself (and why) in enthusiasm and charisma?

f. Question: ?

b. Describe the pace at which you work—fast, slow or moderate—and the circumstances under which it varies.

47. AMBITION (see Plans and Goals for the Future, p. 11) Who have been recent career influences, and why?

48. COMPATIBILITY OF NEEDS Is there anything we can do to help you if there is a job change (relocation, housing, etc.)?

49. BALANCE IN LIFE How satisfied are you with your balance in life—the balance among work, wellness, community involvement, professional associations, hobbies, etc.?

50. TENACITY a. What are examples of the biggest challenges you have faced and overcome?

b. What will references say is your general level of urgency?

OTHER COMPETENCIES 51. a. Question: ?

b. Question: ?

c. Question: ?

d. Question: ?

e. Question: ?

SUMMARY

RATING SCALE: 6 = Excellent 5 = Very Good 4 = Good 3 = Only Fair 2 = Poor 1 = Very Poor

COMPETENCIES

MINIMUM ACCEPTABLE

RATING

YOUR

RATING COMMENTS

INTELLECTUAL

1. Intelligence

2. Analysis Skills

3. Judgment/Decision Making

4. Conceptual Ability

5. Creativity

6. Strategic Skills

7. Pragmatism

8. Risk Taking

9. Leading Edge

10. Education

11. Experience

12. “Track Record”

PERSONAL

13. Integrity

14. Resourcefulness*

15. Organization/Planning

16. Excellence

17. Independence

18. Stress Management

19. Self-Awareness

20. Adaptability

21. First Impression

MINIMUM ACCEPTABLE

RATING YOUR

RATINGCOMPETENCIES COMMENTS

INTERPERSONAL

22. Likability

23. Listening

24. Customer Focus

25. Team Player

26. Assertiveness

27. Communications—Oral

28. Communications—Written

29. Political Savvy

30. Negotiation

31. Persuasion

MANAGEMENT

32. Selecting A Players**

33. Coaching**

34. Goal Setting

35. Empowerment

36. Accountability

37. Redeploying B/C Players**

38. Team Building

39. Diversity

40. Running Meetings

LEADERSHIP (Additional Competencies)

41. Vision

42. Change Leadership

43. Inspiring “Followership”

44. Conflict Management

MINIMUM ACCEPTABLE

RATING YOUR

RATINGCOMPETENCIES COMMENTS

MOTIVATIONAL

45. Energy

46. Passion

47. Ambition

48. Compatibility of Needs

49. Balance in Life

50. Tenacity

OTHER COMPETENCIES

*Resourcefulness is the most important competency. It involves passionately finding ways to get over, around, under, or through barriers. It is a combination of many Intellectual, Personal, Motivational, Management, and Leadership competencies.

**Topgrading competencies are Selecting A Players, Coaching, and Redeploying B/C Players.

SMART & ASSOCIATES, INC. 37202 North Black Velvet Lane

Wadsworth, IL 60083 Phone: 847-244-5544 Fax: 847-263-1585

www.SmartTopgrading.com 1998 © Smart & Associates, Inc.

Revised 2007

Interview for Manager

Recruiting & HR

Transcript of Interview for Manager