Great Performance !

• Creativity

o Describe a time in which you were allowed to be completely creative in
your work. How did it feel? What about the project did you find energizing? Give me a few examples of creative projects that you’ve
been involved with in the past.
o Tell me about the most significant creative presentation you’ve made.
What was there about the presentation that worked? What could you
have done better?

• Customer Service Skills

o Tell me about the most difficult customer you’ve ever encountered.
What did you do to satisfy the customer? Was it enough? What could
you have done better? What do you think is the most important
principle governing customer service? What kinds of things do you do
to ensure that this principle is always followed?
o Describe a situation in which you dealt with a customer who insisted
that he was right when you knew that he was wrong. Were you
successful? What did it take? What is your philosophy of customer
service? Considering your present employer’s customer service
policies, tell us about the ones that work well.

• Decision Making

o Tell me about a situation in which you were forced to make a decision
about something not covered by company policy. How did you go
about making the decision? How did you involve others in the process?
o Describe the most difficult business decision you’ve ever made. What
was at stake? Who was involved? What resources did you use in
making the decision?

Taken From: 10 Minute Guide to Conducting a Job Interview

Communication Skills

o Tell me about a time when you were asked to make a presentation on
a business-related topic. What was the topic? How did you prepare?
What things did you do to make your presentation interesting and
effective? Did you use visual aids? Are you familiar with Microsoft
PowerPoint?
o Relate a story about a work situation in which your communication
skills were really put to the test. How important of a role have communication skills had in the development of your career? What
types of communication do you feel you are particularly good at?

• Conflict Management

o Recall for me a time when you had a disagreement with your boss.
What prompted the disagreement? What did you do to convince your
boss that your position was the correct one? How was the situation
resolved?
o Tell me of a time when you had a conflict with a co-worker. What was
involved? How did you handle it? Was compromise a part of your
solution?

• Confrontation

o Give me an example of a recent confrontation that you had with an
employee whose results were unacceptable. What did you do to
prepare for the confrontation? Where was the physical location of the
confrontation? What was your objective in confronting the employee
and was it achieved?
o Tell me about the last time that a superior confronted you with a
problem. What was involved? How did you handle the situation? How
was the matter resolved?

Taken From: 10 Minute Guide to Conducting a Job Interview

Important aspect in doing business beside innovation is marketing. Sometimes it is easy for the company to create a products but it turns to be very difficult when it is time to sell it. The first step that the company usually takes is introduction. The company should introduce their new innovation to the market. Promotion and advertisement are commonly used as means to introduce the product. There are many ways to do promotion. As you can see that commercial break on TV, billboards, and commercial page in the magazine Read the rest of this entry »

• Analytical Skills

o Relate a story in which you were given a work assignment that
involved lots of analysis. What did you do to gather the needed
information? What kinds of help did you need to complete the assignment?
o (Self-appraisal) If I were to ask your present supervisor about your
analytical skills, what would she tell me? What does it take to perform
good analysis? How did you develop your analytical skills?

• Assertiveness

o We’ve all been involved in situations in which we’ve had to speak up to
get our point across. Tell me about a time when you had to be assertive. What was at stake? What risks did you take in being
assertive? How difficult is it for you to become assertive in a situation?
o Describe a time when you felt that something at work was happening
that was unfair to yourself or others. What did you do? How did others
perceive your action? What did you accomplish?

• Closing Techniques

o Describe a time when you were working with a difficult customer but
ended up closing the sale. What did you do to make it happen? What
closing techniques do you use effectively? How many times should one
attempt to close a sale before giving up altogether?
o Describe the most difficult sale you’ve ever made. Why were you
successful? What’s the most common objection you face in sales? How
do you overcome it? How do you handle objections based on
misunderstanding?

Taken From: 10 Minute Guide to Conducting a Job Interview

Here are some sample behavioral questions, along with a few suggested follow-up probes, that you can use in future interviews. Feel free to adapt them to fit your unique situation. You’ll also want to expand the number of follow-up probes that you use.

Because these questions are behavioral in nature, there are no right or wrong answers. They’re meant to help you discover behavioral evidence of a candidate’s ability to successfully perform the job in question.

Remember to use the STAR formula (see Lesson 7, “Structured Behavioral Interviewing: Part 2″) to gather the information that you’ll need to make an accurate evaluation of the candidate’s skills and abilities (situation or task, actions taken, results).

• Accountability

o Tell me about a time when a project or task under your direction didn’t
measure up to expectations. What happened? Who was at fault?
o Give me an example of a time when you were accountable for the
subpar work of others. How did you respond to the situation with your
superiors? In what ways did you hold those working for you ccountable?

• Adaptability

o Describe a time when you had to adapt to a wide variety of people,
situations, and environments. How difficult is it for you to adapt to new
situations? What techniques have you discovered to be helpful?
o (Continuum) On a scale between liking constant sameness and liking
constant change, where do you fit? Tell me about a job you’ve had in
the past that involved a good deal of change.

Taken From: 10 Minute Guide to Conducting a Job Interview

• Critiquing interviews helps the manager to fine tune the interview process for maximum effectiveness.
• Regardless of your personal experience with structured behavioral interview techniques, there’s always room for improvement.
• Checklists, similar to the one outlined in this lesson, are a good way to objectively review the interview process.
• Remember that the objective is to find the best candidate for the job. So, retain and improve whatever process steps help accomplish that goal, and improve or eliminate whatever gets in the way of it.

Taken From: 10 Minute Guide to Conducting a Job Interview

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• Evaluations of candidates were completed immediately following each interview, using an appropriate evaluation tool (see Lesson 6, “Structured Behavioral Interviewing: Part 1.” )
• The candidate of choice was hired, with the decision being promptly communicated to all remaining candidates, or a short list of top candidates was developed.
• Second interviews were scheduled for short-listed candidates utilizing alternative interview methods.
• Feedback from those involved in second interview situations was evaluated.
• The candidate of choice was hired, with the decision being promptly communicated to all remaining candidates.

Make It a Habit

Each part of the interview process is important. Whether you’re new to structured behavioral interviewing or have been doing it for years, there’s always room for improvement.

Make it a habit to regularly review the interview process and to make improvements whenever necessary. Continue to look for ways to develop your style of interviewing.

Taken From: 10 Minute Guide to Conducting a Job Interview

• Interviews were held in an area that was free from noise and interruption.
• Panel members were briefed about the candidate before each interview and were given a copy of the candidate’s resumé, together with the comments of reviewers who initially reviewed it.
• Panel members were punctual and prepared for the interview process.
• An attempt was made to put candidates at ease before each interview.
• In the opening segment of the interview, candidates were told what to expect during the interview.
• Candidates were asked to explain any questions raised in the initial review of their resumé.
• The 80/20 rule was followed—the candidate did at least 80 percent of the talking.
• Each member of the interview panel practiced active listening skills during the interviews.
• Panel members maintained eye contact with each candidate.
• The behavioral questions developed for each mandatory success factor were asked of all candidates interviewed.
• Candidates were allowed sufficient time to answer questions.
• Candidates were given verbal and nonverbal encouragement during the course of interviews.
• The course of each interview was appropriately controlled.
• Interviews were focused on mandatory success factors and didn’t drift into areas not related to the position being sought.
• Interview panel members took appropriate notes during the course of each interview.
• At the end of each interview, candidates were told what comes next.
• Candidates were given a positive impression of the company because one member of the interview panel took responsibility for “selling the company” to each candidate.
• During the closing segment of the interview process, candidates were given an opportunity to ask questions about the job and the company.

Taken From: 10 Minute Guide to Conducting a Job Interview