BEFORE YOU START AN INTERVIEW, BE SURE YOU HAVE A CLEAR PICTURE OF THE CRITERIA AND STANDARDS OF PERFORMANCE THAT

WILL MAKE OR BREAK THE JOB, AND LIMIT YOUR QUESTIONS TO THOSE FACTORS. THE CATEGORIES ARE COMMON JOB REQUIREMENTS (IN ALPHABETICAL ORDER) AND THE TYPES OF QUESTIONS YOU MIGHT USE TO JUDGE WHETHER CANDIDATES FIT THOSE QUALIFICATIONS. ADAPT AND TAILOR EACH SET OF QUESTIONS TO THE SPECIFIC JOB DESCRIPTION YOU NEED TO FILL. YOU WILL FIND, CONTAINED IN THIS GUIDE, A SERIES OF QUESTIONS TO ASSIST YOU IN IDENTIFYING THE RIGHT CANDIDATE FOR YOUR POSITION. THE FIRST SECTION CATEGORIZES QUESTIONS AROUND SPECIFIC CHARACTERISTICS/ABILITIES AN INDIVIDUAL WILL NEED TO BE SUCCESSFUL ON THE JOB. WE HOPE YOU FIND THIS GUIDE A USEFUL TOOL. PLEASE PHONE THE HUMAN RESOURCE OFFICE WITH SPECIFIC QUESTIONS.

INTERVIEWING MADE EASY

The R !"# Way to Ask Hiring Questions

$. ADAPTABILITY General Youve probably had this experience. You worked hard on something only to be told to change priorities and do it some other way. How did you handle that! Which supervisors have you "ound easiest to work with! #ost di""icult! Why! What kinds o" problems have you had in switching "rom one $ob to another!

&. ANALYSIS General (escribe a pro$ect or idea you originated in the last year. How did you know it was a good idea! What do you do to keep in"ormed about possible work)related problems! Have you ever recogni*ed a problem or opportunity be"ore anyone else! What happened!

'. ATTENTION TO DETAIL General Have you ever had an experience in which you were glad you had paid attention to some particular detail! +lease describe it. Have you ever "ound an error in your own work! How did it happen! What did you do about it!

Recent Graduates
%oing "rom high school to college is usually a big change in your li"e. How did you "ind it! &witching "rom one school to another must have been di""icult. What problems did you have! How did you deal with them!

%. ADMINISTRATIVE/MANAGEMENT SKILLS General What did you like best about your previous $ob! 'east! What part o" your work has given you the greatest "eeling o" achievement and satis"action! What part o" your work have you "ound the most "rustrating or unsatis"ying! Why did you choose this particular line o" work! What are the most important administrative responsibilities you have taken on! How well did you like them!

(. COMMUNICATION SKILLS General Have you ever had to get a point across to di""erent types o" people! What approach did you take! %ive me an example o" how you would explain a complicated procedure to someone who was new to the situation. Have you ever given instructions to someone and then learned they did it wrong! Why do you think that happened! (escribe a decision you made based largely on data you obtained by asking ,uestions. How do people react when you ask ,uestions! How well do they seem to understand what you want to know!

-an you give me an example o" a time you had to sell a proposal to a group o" your supervisors or co)workers! How did you do! Why do you think things went that way! Have you ever done any public speaking! How did you handle the assignment! How did it work out! %ive me an example o" the approach you would take to explain the "eatures o" a product or service to a customer who has trouble understanding them. (escribe a selling situation where it was important to obtain good in"ormation. What happened!

(escribe a work)related problem you had to "ace recently. What procedures did you use to deal with it! Are there any occasions when you "eel you make up your mind too ,uickly! Too slowly! Have you ever delayed a decision so you would have more time to think! %ive me an example.

Sales

+. DELEGATION General (escribe your normal methods o" assigning work to subordinates. Who is in charge while you are gone! How do you in"orm this person o" the limits and responsibilities you expect him.her to observe! Have you ever moved up to a position where you had to supervise "ormer peers! How did you handle it! (escribe a pro$ect that re,uired a ma$or e""ort by many members o" your sta"". Who did you ask to participate! Why did you choose them! What assignments did they have! Youve probably had a situation in which you delegated a responsibility but the work wasnt done as you expected. Why do you think this happened! What would you do di""erently next time!

). CONTROL General (escribe the procedures you have used to keep track o" things that re,uire your attention. (escribe a typical sta"" meeting in your department. What do you do to keep track o" your subordinates progress on delegated assignments! What procedures do you use to evaluate your subordinates per"ormances! What do you do when you "ind that a subordinate is not meeting your standards!

*. DECISION MAKING General What was the toughest decision you had to make in the last year! What made it so di""icult!

,. FLE-IBILITY General Have you ever had an experience in which you "ailed to see an idea or gain cooperation the "irst time but succeeded later! What was the di""erence!

Tell me about a time you had to surmount an obstacle to reach a goal. What was the problem and what did you do about it! Youve probably had an occasion when you reali*ed your initial approach wasnt working and you had to try a di""erent method. What did you do! (escribe the primary types o" people to whom you sell. What approach do you use "or each group!

$$. INITIATIVE General %ive me an example o" a time you did more than was re,uired in your $ob. Tell me about a time your e""ort helped carry out some pro$ect or idea. What have you done to make your $ob easier or more rewarding! (escribe a situation where you "ound you had a serious problem. What did you do to solve it! What do you do di""erently than other people in your occupation! Tell me about an idea you generated. What did you do! How did things work out! What have you done to make your group work more smoothly and e""iciently!

Sales

Supervision How would you handle a per"ormance problem with your best employee! Your worst employee! $.. INDEPENDENCE General %ive me an example o" a pro$ect or idea youve undertaken even though you knew it would not be popular with some people. How did things work out! What were the limits o" authority in your previous $ob! (id you ever "ind it necessary to go beyond them! /t is possible o" course to be loyal to your employer but still to disagree with some rules and policies. -an you cite an example in your own experience! 0n what occasions did you "eel you had to consult with your boss be"ore proceeding with some actions! When did you "eel it was proper to act on your own!

$%. INTEGRITY General %ive me an example o" a time you "ound it necessary to make an exception to the rules in order to get something done. (o you "eel some rules should be obeyed more stringently than others! %ive me some examples. How strictly do you believe your co) workers normally "ollow the rules! (o you approve o" their attitude! Have you ever been in a position where you "elt you could clinch a sale i" you oversold the product $ust a little! What did you do! How "ar do you "eel the average salesperson in your "ield would go to make a sale! How "ar have you gone!

Sales #any salespeople work without close supervision. How does this a""ect you!

Sales

$&. JUDGMENT General What was the best decision you ever made! What were the alternatives! How did you go about making it! Tell me the same thing about the worst decision you ever made. How about the hardest decision you ever made!

$(. LEARNING ABILITY General Have you ever had trouble learning a new machine or procedure! How did you deal with that situation! How long were you in your previous $ob be"ore you "elt at ease with the companys products or services! What did you have to learn to be e""ective in your previous $ob! How long did it take! Which parts were the most challenging!

Supervision (escribe a situation in which one or more subordinates had roles in the decision)making process. How did you make use o" their contributions! $'. LEADERSHIP General Have you had to introduce a new policy or idea that departed "rom the customary way o" doing things! What approach did you take to gain cooperation! How did it work out! Tell me about the time you had to gain the cooperation o" a group over which you had little or no authority. What did you do! How e""ective were you! What did you do to help your subordinates set per"ormance ob$ectives last year! (escribe a situation in which you had to help a subordinate solve a problem or meet an ob$ective. What did you do! How success"ul were you! (escribe a situation in which a subordinate had a per"ormance or disciplinary problem. How did you handle it!

Recent Graduates What were your strongest courses in school! Your weakest! Sales What did you take 1speci"ic sub$ect2! How well did you do! How did you gain the technical knowledge you needed to sell your previous employers product line! What did you "ind easiest to learn about the product! Hardest!

Technical How did you gain the technical knowledge you need to do your $ob! How long did you have to study be"ore you took your occupational license exam! How many times did you take the test!

$). LISTENING SKILLS General Tell me about an instance "rom your previous $ob when you had to rely on verbal in"ormation "rom someone else to get the $ob done.

well did the schedule work! Have you ever had an occasion when you misunderstood someone elses instructions! Why do you think that happened! Have you ever "ound it di""icult to make a sale because you had trouble understanding the customers re,uirements! Why do you think this happened! What did you do about it! Tell me about an occasion when your schedule was upset by un"oreseen circumstances. What did you do! How do you determine which activities have top priorities on your time! (escribe a situation in which your department experienced a ma$or backlog or the threat o" one. How did you deal with that problem! How do you develop short)range plans "or your organi*ation! 'ong)range plans! %ive me an example o" a time when expenses in your department threatened to run over budget. What did you do about it! What were your sales goals "or the last year! How did you achieve them! (escribe a typical sales trip. How do you decide which prospects to contact!

Sales

$*. ORGANIZATION COOPERATION General With what other departments did you normally work in your previous $ob! How did events in your department a""ect other parts o" the organi*ation! Tell me about a problem you have had that would a""ect more than one department. How did you try to solve it! What other departments have been most use"ul in providing in"ormation or helping with problems! 'east use"ul! What contacts do you make with other departments while setting goals!

Sales

%.. RESILIENCE General (escribe a situation in which you su""ered a ma$or disappointment. How did you deal with that! How does it a""ect you when someone turns you down! How does it a""ect you when an unusual number o" people turn you down! (escribe the biggest sale you ever lost. How did you react!

$+. PERSUASIVENESS General What do you consider the best idea you ever sold to a superior! A co)worker! A subordinate! How did you do it! What do you consider the best idea you ever "ailed to sell! What do you think the problem was! Sales

$,. PLANNING/TIME MANAGEMENT General (escribe a typical work week. How did you plan the weeks activities! How

%$. SAFETY General

What are the ma$or sa"ety re,uirements o" your $ob! (o you "eel these re,uirements sometimes inter"ere with your per"ormance! What do you do then! Have you recently seen someone else doing a $ob in an unsa"e manner! Why did you notice! How did you react! Have you recently had an accident or a close call! Why do you think it happened! %'. TECHNICAL ABILITY General %ive me an example o" an especially di""icult assignment or pro$ect. What was your role! What did you do! Have you received any commendations "or your per"ormance! /t says on your application that you have operated a personal computer. (escribe a typical pro$ect.

%%. SALESMANSHIP General (escribe one o" your toughest sales experiences. How did you deal with that problem! (id you make the sale! What do you think has been the biggest improvement in your sales ability during the last year! (escribe a typical sales encounter. 3xactly what would you say to convince a customer to buy!

%(. TECHNICAL/PROFESSIONAL KNOWLEDGE General What do you think is the most important development in your "ield today! What impact do you think it will have! How do you keep in"ormed about whats happening in your "ield! To what $ob)related organi*ations do you belong! What $ob)related publications do you normally read! Have you recently attended any con"erences or seminars in your "ield! What did you get out o" them!

%&. STRESS TOLERANCE General 4nder what kinds o" conditions do you do your best work! What kinds o" conditions do you "ind the most di""icult! What kinds o" pressures do you "eel in your $ob! How do you cope with them! What "rustrates you the most! (escribe a situation in which you were under particularly great pressure. How did you deal with it! How success"ul were you! (o you o"ten take work home! Why!

%). WORK STANDARDS General How would you de"ine a good $ob in your line o" work! What personal per"ormance standards do you set "or yoursel"! What have you done to meet them! What do you do i" you "ind

yoursel" "alling short a standard! (o you make extra e""orts to meet deadlines! (escribe what you have done to complete a pro$ect or report on time. /" you were going to evaluate your own per"ormance what "actors would you consider most important! What are the important things your department has contributed to the organi*ation in the last year! Are you satis"ied with your departments per"ormance! Why or why not! Technical To what kind o" audience do you address most o" your written work! What level o" language do you use! Have you ever had to write technical material "or lay people! +lease give an example.

Supervision /n your mind what is the greatest thing that distinguishes a superior employee "rom someone who gives typical good per"ormance! What "actors do you consider most important in $udging a subordinates per"ormance!

%*. WRITTEN COMMUNICATION General What are some o" the most important documents you have written! What kinds o" problems did you have writing them! What kind o" reception did they receive! What is the most di""icult writing assignment you have undertaken recently! Why was it so challenging! How did you handle it! Have you ever written instructions to be "ollowed by employees or customers! What did you do! 5ecall an important report you had to prepare. How did you go about planning and organi*ing it!

THE SECOND SECTION CATEGORIZES BEHAVIORS/CHARACTERISTICS MUCH LIKE THE FIRST SECTION, BUT IT PROVIDES MORE KEY BEHAVIOR INFORMATION TO COORDINATE WITH THE APPROPRIATE QUESTIONS.

C/012#234 25, K26 B2"78 /95 A4" 282023# O9 23#2:

IDENTIFIES AND ACCOMPLISHES CHALLENGING OBJECTIVES OR PERSONAL GOALS.

KEY BEHAVIORS 3stablishes challenging short and long)term goals. Takes initiative persists at tasks and pursues completion o" ob$ectives. Takes reasonable risks. 0vercomes obstacles and resistance to change. 3ngages in healthy competition.

QUESTIONS TO ASK Tell me about the accomplishment you are most proud o" and why. What risks were you willing to take to achieve goals you set "or yoursel"! (escribe your "uture goals and the steps you plan on taking to reach these goals. 3xplain a pro$ect you undertook on your own initiative that made a ma$or impact on your department!

A37;6# 47; A< ; #6

REVIEWS AND ANALYZES A WIDE VARIETY OF INFORMATION AND RECOMMENDS A SPECIFIC COURSE OF ACTION.

KEY BEHAVIORS %rasps new concepts approaches and systems. 3xamines and interprets a wide variety o" data.in"ormation and makes recommendations or decisions. (e"ines parameters o" task and desired ob$ectives. (evelops results)oriented conclusions. Anticipates problems opportunities and needs o" the organi*ation and the constituent. 0rgani*es ideas and in"ormation in uni,ue ways.

QUESTIONS TO ASK Tell me about a time you were asked to evaluate a situation and recommend a new approach. What "actors did you take into consideration when analy*ing the data! %ive me an example o" a potential work problem that you anticipated and resolved. What are some o" the measures you took to prevent the situation "rom becoming a problem in the "uture! How do you stay attuned to new trends in your area o" expertise!

C/00=3 47# /3 S> ;; (O97; ? W9 ##23)

TAKES THE INITIATIVE TO COMMUNICATE ACCURATE, UP@TO@DATE PLANS AND INFORMATION TO SUBORDINATES, PEERS, AND MANAGEMENT. E-PRESSES THOUGHTS CLEARLY, BOTH VERBALLY AND IN WRITING. LISTENS AND UNDERSTANDS THE VIEWS OF OTHERS.
KEY BEHAVIORS Writes in a concise and organi*ed manner. Writes results clearly and grammatically. Appears knowledgeable and con"ident in communicating in"ormation. &hares in"ormation with others to help them per"orm their $obs and seeks in"ormation "rom others. /s sensitive to the communication levels re,uired by di""erent audiences. 'istens actively and speaks clearly and directly. -onducts e""ective meetings.

QUESTIONS TO ASK When communicating with others do you generally write them a memo call them or talk to them in person! Tell me about a time when someone returned one o" your reports or memos because they didnt understand it. What did you do! What courses have you taken in communication business writing e""ective speaking etc! (escribe a time when your ability to listen helped you communicate better. This $ob re,uires you to spend a large amount o" time writing. How would your supervisor describe your writing skills!

C927# 8 #6
DEVELOPS NEW IDEAS AND UNIQUE AND NOVEL SOLUTIONS TO PROBLEMS.

KEY BEHAVIORS -hallenges current procedures to develop other alternatives. &eeks ways to improve all aspects o" the $ob. 6rainstorms to develop suggestions and new ideas. (evelops several approaches or solutions to a problem.

QUESTIONS TO ASK Give me an example of a unique and novel solution you had for a recent problem you encountered in your work. Tell me about a time when you were creative and explored new ways of thinking. Describe a time when you broke away from the regimented way of thinking and developed a creative solution.

D24 5 /3@M7> 3! S> ;;5

MAKES DECISIONS WHILE E-IBITING JUDGMENT AND A REALISTIC UNDERSTANDING OF ISSUESA ABILITY TO USE REASON, EVEN WHEN DEALING WITH EMOTIONAL TOPICS.

KEY BEHAVIORS Identifies purpose and ob ectives. Gathers and analy!es data and develops rationale for decision. "s appropriate# involves subordinates and others in making decisions. $onsiders alternatives and assesses their impact and potential problems. Implements decision and evaluates results.

QUESTIONS TO ASK What techni,ue do you use in making decisions! (escribe in detail a situation in which you used your training and expertise in making a decision that re,uired sound $udgment. What is the most di""icult business decision you have had to make! Tell me about a time when you involved others in the decision)making process. /n your prior $ob what decision did you ponder the longest be"ore making! Why was it di""icult!

D 8295 #6 O9 23#7# /3
RECOGNIZES AND VALUES THE BENEFITS IN THE DIVERSITY OF PEOPLE, IDEAS AND CULTURES. ENCOURAGES DIFFERENCES AS A WAY TO ENHANCE GROUP PRODUCTIVITY.

KEY BEHAVIORS Treats each person in the department as an individual with individual needs and issues. #aintains and enhances the sel")esteem o" others. 4nderstands and responds to others needs and priorities. 7alues di""erences among team members. +romotes e,ual treatment while re"using to tolerate work"orce bias or racism. %ives e,ual time to all sta"" within department.

QUESTIONS TO ASK How do you value the di""erences that employees bring to the $ob! What bene"its have you seen in the changing demographics in your work environment! How have you adapted your behavior to the changing work"orce! %ive me an example o" how you manage the members o" your sta"" di""erently but e,uitably!

F;2B < ; #6
RECOGNIZES AND RESPONDS TO UNANTICIPATED EVENTS AND REQUIREMENTS. WILLING TO DO WHAT IS NECESSARY TO GET THE DESIRED RESULTS.

KEY BEHAVIORS -opes success"ully with unexpected events. Handles several pro$ects simultaneously. Adapts own behavioral and communication style to gain cooperation o" managers co)workers peers customers or suppliers. Adapts well to and supports change. 6rings simplicity and order out o" complexity and chaos.

QUESTIONS TO ASK (escribe a time in your current $ob when your boss assigned you a rush pro$ect even though you had other important priorities at the time. How did you "eel and what was your response! 3xplain a situation where you adapted your behavior and communication style to gain cooperation on a team pro$ect. Tell me about a time when you were able to adapt to a di""icult)to)deal)with employee.

I3 # 7# 82
ACTIVELY SEEKS OPPORTUNITIES TO MAKE A CONTRIBUTION RATHER THAN PASSIVELY ACCEPTING SITUATIONS. TAKES ACTION TO ACHIEVE GOALS BEYOND WHAT IS NECESSARILY CALLED FORA ORIGINATES ACTION.

KEY BEHAVIORS Actively seeks solutions to problems be"ore being asked or directed. Questions the way a process is done and suggests changes. /nitiates sel")development e""orts. &eeks additional $ob responsibilities to assume. 'ooks "or new ways to contribute to the business.

QUESTIONS TO ASK Tell me about a pro$ect you generated on your own and what prompted you to initiate it. %ive me an example o" how you made a change in a work)related procedure or process why you made the change and the results. Tell me about some new ideas and suggestions you have made to your supervisor in your current $ob. Which were accepted and why. What do you do di""erently than other employees in your current $ob! What have you done to add value in your department!

I3#291295/37; S> ;;5

ESTABLISHES PRODUCTIVE, COOPERATIVE RELATIONSHIPS WITH SUBORDINATES, PEERS AND MANAGEMENT. UNDERSTANDS AND RESPONDS TO OTHERSC NEEDS AND PRIORITIES. RESOLVES CONFLICT IN POSITIVE WAYS.

KEY BEHAVIORS 5esolves con"lict in positive ways. %ives and seeks "eedback that will increase the productivity o" relationships. (eals with the diverse behavior o" others in groups in order to increase the groups productivity. #aintains and enhances the sel")esteem o" others. 5ecogni*e strengths and limitations o" sel" and others.

QUESTIONS TO ASK %ive me an example o" a time when you encountered con"lict with another department. Tell me how you resolved it. (escribe a di""icult employee relations issue you were involved with and how you managed it. Tell me about a situation where you had to demonstrate empathy or sympathy to someone. 3xplain a time when you were sensitive to the diversity o" a team or group you were working with and how you a""ected the productivity o" that group.

J/< M/# 87# /3

MAINTAINS A HIGH LEVEL OF INTEREST AND ENTHUSIASM FOR JOB RESPONSIBILITIES. HAS DEMONSTRATED RECORD OF BEING A SELF@ STARTER AND SELF@MOTIVATED.

KEY BEHAVIORS Takes pride and derives satis"action in ones $ob. Assumes ownership "or getting the $ob done. 3nthusiastic about taking on challenging pro$ects. %oal oriented8 concerned with achievement and doing better. #akes plans and "ollows through.

QUESTIONS TO ASK %ive me an example o" when you "elt the greatest sense o" achievement. All $obs have their "rustrations and problems. (escribe an example o" speci"ic $ob conditions tasks or assignments that have been dissatis"ying to you. What did you do! What gave you the greatest "eeling o" achievement in your $ob at 999999999999999999999! What makes a $ob interesting to you! What :turns o""; your motivation in a $ob!

J=:!023#
WEIGHS ALTERNATIVE COURSES OF ACTION AND MAKES DECISIONS THAT REFLECT FACTUAL INFORMATION AND ARE BASED ON RATIONAL AND LOGICAL ASSUMPTIONS THAT TAKE ORGANIZATIONAL RESOURCES INTO CONSIDERATION.

KEY BEHAVIORS #akes sound decisions by considering alternatives. -onsiders impact in other areas o" the organi*ation. Weighs alternatives and selects practical solutions. 5eviews decision to see i" it satis"ies long)range plans.

QUESTIONS TO ASK (escribe a decision you recently made and identi"y the process that led you to that decision. What were some o" the sources you used to reach that decision! What were some o" the issues you took into consideration! %ive me an example o" a good decision you made in the last six months. What were the alternatives! Why was it a good decision! What was the toughest decision you had to make in your current $ob! Tell me about it. %ive me an example o" a time when you had to ask your manager "or assistance on a pro$ect or situation.

L27:295" 1
USES APPROPRIATE INTERPERSONAL STYLES AND METHODS TO GUIDE INDIVIDUALS OR GROUPS TOWARD ACHIEVING RESULTS.

KEY BEHAVIORS (evelops and communicates a vision o" challenging goals growth and progress. #otivates others to work together toward common ob$ectives. &uccess"ully gains cooperation in situations where the person has no direct authority. Works e""ectively in cross)"unctional groups. Takes on a leadership role in school work and.or community.

QUESTIONS TO ASK (escribe a situation in which you had to gain cooperation o" others outside o" your organi*ation where you had no direct authority. What were the challenges and how did you overcome them! Have you ever developed a mission statement "or your department! How did you go about it! (escribe the role you usually take in a task team situation!

M737!2023# S> ;;5

MOTIVATES, TRAINS, AND DEVELOPS A DIVERSE WORKFORCE AND PROVIDES AN ENVIRONMENT CONDUCIVE TO ACHIEVEMENT AND GROWTH.

KEY BEHAVIORS (elegates e""ectively and acknowledges accomplishments. 5esponds positively to innovative ideas and suggestions "rom subordinates. 5esolves personnel problems ,uickly and e""ectively. -ommunicates plans and in"ormation to sta"" in a timely and thorough manner. +romotes teamwork and cooperation within the department. #eets budget responsibilities. +rovides constructive ongoing "eedback. 6alances concerns "or results deadlines tasks and people.

QUESTIONS TO ASK How would your sta"" describe you as a manager! What would they say are your strengths! 0pportunities "or improvement! How would you describe yoursel" as a manager! (escribe a personnel problem you had recently. How did you handle it and what was the outcome! How do you communicate organi*ational changes and other relevant in"ormation to your sta""! What methods do you use to accomplish the pro$ects that add value to your department! %ive me an example o" a per"ormance issue in your department and how you managed it.

P295=75 823255
UTILIZES APPROPRIATE INTERPERSONAL STYLES AND METHODS TO GAIN AGREEMENT OR ACCEPTANCE OF AN IDEA, PLAN, ACTIVITY OR PRODUCT.

KEY BEHAVIORS %ains approval o" a plan or idea by "ocusing on the bene"its o" the proposal to the audience. +ersuades people "rom various levels positions or backgrounds by using a variety o" interpersonal techni,ues and approaches. /mprovises thinks ,uickly on his.her "eet. &ells ideas despite resistance.

QUESTIONS TO ASK When convincing others o" your ideas what skills or personal abilities do you use! (escribe a situation where your enthusiasm persuaded a person1s2 to your point o" view. Tell me about one o" your toughest :sales; experiences and the steps you took to gain acceptance. %ive me an example o" a situation when you were unsuccess"ul in selling your idea to the :customer; and changed your approach to gain support.

P;733 3! 73: O9!73 D 3! S> ;;5

ESTABLISHES A COURSE OF ACTION FOR SELF OR OTHERS TO ACCOMPLISH A SPECIFIC GOAL.

KEY BEHAVIORS (evelops plans to achieve ob$ectives. /denti"ies resources needed to accomplish ob$ectives. 5esolves con"licting priorities and accomplishes work on time. 4tili*es a :to do; list calendar or some type o" planning tool. #aintains a balance and awareness o" status o" all pro$ects. Anticipates obstacles and ways to overcome them. (evelops short and long)range plans.

QUESTIONS TO ASK How do you ensure you meet your ob$ectives! %ive me an example o" a pro$ect you were given and how you accomplished it. How do you prioriti*e your daily weekly etc. responsibilities! %ive me an example o" when you had con"licting priorities and how you completed them on time. Tell me about a time when you used your organi*ing and scheduling skills to create a productive work environment. What kinds o" pro$ect planning and administration do you en$oy in your current $ob!

P92523#7# /3 S> ;;5

E-PRESSES ONESELF IN A CLEAR, CONCISE MANNER DURING INDIVIDUAL OR GROUP SITUATIONS.

KEY BEHAVIORS +resents in a con"ident and enthusiastic manner when addressing people in a large or small group. (emonstrates a sound knowledge o" the sub$ect matter. (elivers in"ormation in a clear concise and logical manner. %ains acknowledgment o" audience and is able to understand the communication level re,uired. 3""ectively uses various audio)visual media to enhance presentations.

QUESTIONS TO ASK (escribe your presentation style. What steps do you take be"ore making a presentation! How do you prepare! What has been one o" your most success"ul presentations! Why! How o"ten do you present! To whom! (escribe a presentation where you had to persuade an audience on an idea service or change. Tell me about a time when you had to present in"ormation outside o" the scope o" your responsibilities. Tell me about a time when a presentation did not go well and what you did to :rescue; it.

P9/<;20 S/;8 3! S> ;;5

IDENTIFIES AND DEFINES PROBLEMS THROUGH THE GATHERING OF RELEVANT INFORMATION LEADING TO THE DEVELOPMENT OF ALTERNATIVE SOLUTIONS.

KEY BEHAVIORS /denti"ies the existence and cause o" a problem. 6rainstorms potential solutions. /denti"ies conditions that solutions must meet. 3valuates alternative courses o" action. /denti"ies key people involved in evaluating solutions to the problem. /mplements solutions and evaluates results.

QUESTIONS TO ASK (o you use any particular problem)solving techni,ues! +lease explain. (escribe a problem you solved where you used your investigative skills to get to the heart o" the problem. %ive me an example o" a problem you dealt with that "rustrated you. 3xplain why and what you did about it. How much autonomy do you have in the problem)solving process! When does your manager get involved! (escribe a problem you identi"ied and explain how you obtained agreement and support "rom key individuals as you developed solutions.

T270 B= ;: 3!/T270 W/9>

PROMOTES COOPERATION WITHIN THE DEPARTMENT AND IN INTERACTIONS WITH OTHER DEPARTMENTS. VALUES DIFFERENCES AMONG TEAM MEMBERS AND CAN MANAGE WORK GROUPS WITH DIVERSE INFLUENCES.

KEY BEHAVIORS %romotes open participation and communication within department and throughout the organi!ation. &hares pertinent information with all members of the team. "dapts to other people's behavior style in order to achieve the desired goals of the team. %rovides opportunities for subordinates to participate in pro ect teams# task forces# etc. for development purposes. +romotes a team spirit within and outside department8 partners with other groups.

QUESTIONS TO ASK What sets your work group or department apart "rom others in your organi*ation! Tell me about a task "orce or pro$ect team that you were a member o" and the role you played in that group. %ive me an example o" a di""icult situation with another department that you need to work with regularly and how you resolved it.

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MANAGES A VARIETY OF RESPONSIBILITIES IN A TIMELY, EFFICIENT MANNER.

KEY BEHAVIORS 3""ectively prepares and uses a daily :to do; list. Allocates time to planning thinking and mapping out tasks. Assigns priorities to tasks. -ontrols time spent in attending meetings. -ontrols interruptions.

QUESTIONS TO ASK What methods or techni,ues do you use to help manage your time! (escribe how you manage to maintain balance between accomplishing pro$ects and attending meetings. How do you handle interruptions to ensure that you complete your pro$ects on time! (escribe a time when you had several pro$ects to complete and how you prioriti*ed your workload. /n your present position what limits your ability to manage your time! How do you work with these limitations!

THE THIRD SECTION GIVES E-AMPLES OF POSSIBLE DISCRIMINATORY SUBJECTS AND QUESTIONS AND THE RIGHT WAY AND WRONG WAY TO ASK THOSE TYPES OF QUESTIONS.