Professional Documents
Culture Documents
INTERVIEW
PROCESS
Applying for a job
at Manitoba Hydro
Thankyouforyourinterestindeveloping yourcareerthroughemployment
atManitoba Hydro. Thisguideisintendedtohelppreparepotential
employees fortheinterviewprocess.Manitoba Hydro usesBehaviour
Description Interviewinginthemajorityofinterviewsinordertoevaluate
potentialcandidates.Thismeansthatthecandidateswillbeaskedto
provideexamplesfromtheirpasteducation,work,orlifeexperiences that
demonstratethedesiredcompetencies identifiedascriticaltothesuccess
oftheCorporation. Inaddition,Manitoba Hydro iscommitted tothe
principlesofDiversityandEmployment Equityintheinterviewprocessto
ensurethatemployment opportunitiesarebasedonfairnessandtoensure
arepresentativeworkforce.
Ifyouareoverwhelmed bytheinformationinthisguide,trytofocusonthe
partsoftheguidethatapplytoyoursituation.Use theTableofContentsto
identifyspecificsectionsthatarerelatedtoyoursituation.
Applying forajobcanbeintimidatingandstressfulattimes.Thisguidewill
helptoexplaintheinterviewprocess,aswellashelpyoutobecome aware
thattheinterviewprocesscanbeanextremelyvaluablelearningexperience.
Again,thankyouforyourinterestinManitoba Hydro, andgoodluck!
TABLE OF CONTENTS
SectionITheResume. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .
WhatisaResume? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WhatisthePurposeofaResume?. . . . . . . . . . . . . . . . . . . . . . . . .
HowdoIStart?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WhatCategoriesshouldIincludeinaResume?............... . . . . . .
StylesofResumes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
TipsonPreparingResumes. . . . . . . . . . . . . . . . . . . . . . . . . ....
FourExamplesofResumes.... . . . . . . . . . . . . . . . . . . . . . . . . . .
TheCoreandLeadershipCompetencies. . . . . . . . . . . . . . . . . . . . . .
3
3
3
3
4
5
7
9
17
SectionII TheCoverLetter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WhatisaCoverLetter?. . . . . . . . . . . . . . . . . . . . . . . . . .......
HowshouldCoverLettersbeOrganized. . . . . . . . . . . . . . . . . . . . . . .
TipsonPreparingaCoverLetter. . . . . . . . . . . . . . . . . . . . . . . . . ..
TwoExamplesofCoverLetters. . . . . . . . . . . . . . . . . . . . . . . . . ..
ActionVerbsEnhancingyourResumeandCoverLetter. . . . . . . . . . . .
TheResumeandCoverLetterChecklist. . . . . . . . . . . . . . . . . . . . . . .
31
31
31
31
33
35
37
SectionIII BeforetheInterview . . . . . . . . . . . . . . . . . . . . . . . . . .
ThePurposeoftheInterview. . . . . . . . . . . . . . . . . . . . . . . . . . . .
AdvancePreparationsforanInterview . . . . . . . . . . . . . . . . . . . . . . .
TypesofInterviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ExamplesofInterviewQuestions. . . . . . . . . . . . . . . . . . . . . . . . . .
BehaviourDescriptionQuestions. . . . . . . . . . . . . . . . . . . . . . . . . .
39
39
39
42
42
45
SectionIV DuringtheInterview . . . . . . . . . . . . . . . . . . . . . . . . . . .
StagesoftheEmploymentInterview . . . . . . . . . . . . . . . . . . . . . . . .
TipsforaGreatInterview! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TypicalPitfallstoWatchforDuringanInterview . . . . . . . . . . . . . . . . . .
53
53
55
56
SectionV AftertheInterview. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TheJobInterviewReview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
MANITOBAHYDRO2012
57
57
MANITOBAHYDRO2012
SECTION I
THE RESUME
WhatisaResume?
Aconcise,employment directedbiography.
Asummary ofyourcareerstrengthsanddirection,personaldata,educational
background andtraining,professionalexperience,achievements andcontributions.
Aselfportrait,summing upanddisplayingyouinthebestpossiblelight.
WhatisthePurposeofaResume?
ToobtainaSelectionInterview.
Tocatchyourreadersinterestandmakethemwanttoknowmoreaboutyou.
Toeffectivelyadvertiseyourworkskills.
Torepresentyouinyourabsenceandconveyyourimage.
Todrawattentiontoyourmoresignificantaccomplishmentsandcontributions.
Todemonstrateyourwrittencommunicationskills.
Toprovideanoutlineforanemploymentinterview.
Toremindtheinterviewingsupervisorofyouaftertheinterview.
HowdoIStart?
Writinganeffectiveresumeisaprocessofgatheringinformationtogether,choosing the
informationthatismostrelevanttothejobyouareseeking,selectingaresumeformat,puttinga
draftresumetogether,andeditingyourdraftuntilitisasimpressiveasyoucanmakeit.Follow
these5simplesteps:
Step1
Gatherfactsaboutyouremploymentandeducationhistoryanddosomeworkonidentifying
yourskillsandaccomplishments.Thereareskillassessmentexercisesavailablewhichmaybe
helpful.
Createafactsheetbylistingthefollowingfactsaboutyouremploymentandeducation
history:
o Names,addressesandtelephonenumbersofformeremployers,datesofemployment
andnamesofsupervisors;
o Jobtitles,jobdescriptions,alistofyourskillsandsituationsinwhichyouhave
demonstratedthoseskills;
o Namesandaddressesofeducation/traininginstitutionsyouhaveattended,theprograms
completed,majorareasofstudyortrainingandanyawardsorrecognitionyouhave
received;
o Volunteerexperience,hobbies,otheractivitiesandmembershipsthatshowyouhave
knowledgeorexperiencerelatedtothetypeofjobyouwant,orshowthatyouhave
positivecharacteristicssuchaspersonalinitiative;
o Names,addressesandtelephonenumbersofyourreferencesifyouaregoingtoinclude
themonyourresume.Thisisoptionalandwillbeexplainedinfurtherdetaillaterinthis
guideline.
MANITOBAHYDRO2012
Step2
Decidewhichqualificationsyoushouldemphasizeforthetypeofjobyouareseeking.
Yourstrongestqualificationsshouldbelistedclosesttothebeginningofyourresume.
Step3
Choosearesumeformat.Therearebasicallythreetypesofresumeformatstochoose
from:Functional,ChronologicalandCombination.Theywillbeexplainedinfurtherdetail
laterinthisguideline.
Step4
Writeadraftresume.
Step5
Edit,edit,edit.Theneditsomemoreuntilyourskillsarerepresentedasconciselyandin
thebestlightaspossible.Useaminimumnumberofwords,andavoidusingabbreviations.
WhatCategoriesshouldIincludeinaResume?
Resumesusuallycontainthesamecategoriesofinformationbutcandifferinthewayin
which theinformationispresented.Themaincategoriesofinformationare:
1. PersonalData
2. CareerAims &Goals (optional)
3. Education
4. Experience
5. ExtraCurricular Activities
6. References(optional)
1. Personaldata.
Yourfullname,address,emailaddress,andaphonenumberwhereyoucanbereached
duringthedayisplacedatthetopofthepage.Intheeventyoucannotbereachedduring
businesshours,includeaphonenumberwheremessagesmaybeleftonyourbehalf.
Informationonage,sex,health,height,weight,maritalstatus,dependants,religionorplace
oforiginshouldnotbeprovided.AccordingtotheHumanRightsAct,thisinformationisnot
relevanttoanindividualsabilitytodothejobanddiscriminationonthesegroundsisillegal.
2. Careeraimsandgoals.
Youshouldhaveacareergoalbeforeyoubeginwritingyourresume.Youshouldbeable
todescribethekindofworkyouareseekingandtheskillsyouwishtouse.Itisoptionalto
providethisinformationonyourresumebutbepreparedwithananswershouldyoube
questionedaboutcareergoalsduringaninterview.
MANITOBAHYDRO2012
3. Education.
Ifyouarecurrentlyinschoolorarecentgraduatewithminimalworkexperience, your
educationalhistorywillbeimportant.Generally, themoreexperience youhave,thelessyou
needtofocusonthisinformation.Itisapersonaldecisionastowhetheryouthinkyour
educationorexperience shouldbelistedfirst.Beginningwiththemostrecentlyattained
educationalstanding,listthenamesoftheinstitutionsyouattended,thetypesofcoursesor
programstakenandareaofspecialization,degreeorcertificateachieved andanyhonours,
scholarshipsorspecialawards.Ifyouhavecompleted aspecificworkrelated highschool
programsuchasbusinesseducation,youmayalsowishtoincludeit.Companysponsored
training,professionaldevelopment workshops, eveningandcorrespondencecoursesshould
alsobeincluded.Theseindicatethatyouareinterestedinselfdevelopment andinkeeping
yourskillscurrent.
4. Experience.
Thisinformationcanbepresentedinseveralways:
ChronologicalListingexperience gainedfromjobs(permanent,parttimeandsummer)
inreversechronological orderbeginningwiththemostrecentjob;or
Note:Eachresumeformathasadvantagesanddisadvantages.Purelyfunctionalresumes
maybeappropriateinsomecircumstances, butstudiesconsistentlyrevealthatmost
employersviewthemwithsuspicion.Most supervisorsfindfunctionalstyleresumes
difficulttofollow,thusmakingrecruitmentdifficultforthem.Therefore,onlychronological
andcombination formatsarediscussedfurtherinthisguideline.
StylesofResumes
ChronologicalResume
EmphasizesWorkHistory
Ifyouarelookingforabetterjobinthesamefield,andyourworkhistoryshowsasteadyand
logicalprogressiontopositionsofincreasingresponsibility,youmaychoose tooutlineyourpast
experience inthechronological format.Insteadofjustlistingoffdatesandpositionsheld,you
shouldprovideabrief(keepdescriptionofearliestjobsverybrief)butconcise descriptionofduties
performedineachposition.Focusnotonlyontasksperformedbutalsoontheskillsrequired,the
scopeofyourresponsibility,anypromotionsorrecognitiongivenandresultsachieved.Thisisthe
mostconservative approachbutitcanbeveryeffectiveifyouarewellqualifiedforaparticular
positionbasedonyourpastexperience. Itisalsotheeasiesttowrite.Employers oftenpreferthis
formatbecauseitismostfamiliartothemandbecauseitprovidesthemwithaveryclearpicture
ofyouremployment historyanditistheeasiesttofollow.
MANITOBAHYDRO2012
ADVANTAGES
Mostwidelyused.Easytoprepare.
DISADVANTAGES
Exposesdrawbackssuchasgapsin
employment,frequentjobchanges,
lackofrelatedexperienceorlackof
Highlightsasteadyemploymentrecord. Hardtosellyourselfwhenchanging
careersbecauseithighlightsmost
recentemployment,notskills.
Emphasizesgrowthand
developmentinemployment
hi t
Logicalflowmakesiteasytoread.
CombinationResume
EmphasizesbothExperienceandSkills
Thisapproachisbecomingmorepopularasitallowsyoutohighlightskillsyoupossesswhichmatchthe
jobcriteriaandgivesexamplesofhowyouhaveusedthoseskillsinpastpositions.Italsoallowsyouto
listyourplacesofemployment,withdates,andastatementabouteachpositionasyoudesire,thus
showingcontinuityofwork.
ADVANTAGES
DISADVANTAGES
Highlightsmostrelevantskills,
Hardtopreparewhenyouarenotclear
capabilitiesandaccomplishments.
aboutyourcapabilitiesand
li h
t
Minimizesdrawbackssuchasgaps
Hardtopreparewhenyouarere
inemploymentandlackofdirectly
enteringjobmarketormakingacareer
relatedexperience.
change.
Canbeusedwhenapplyingfora
Canbeconfusingtothereaderif
varietyofdifferentpositions.
notwellwritten.
5. Extracurricularactivities.
Itisbesttomentionactivitieswhichrelatetothejobyouareseeking.Activitiesthatarenotjob
relatedmayalsobeappropriateastheymaycatchtheattentionoftheemployerandprovide
someinsightsintoyourpersonality.Includesuchthingsasmembershipsinorganizations,
involvementincommunityactivities,participationinsports,andyourinterestsandhobbies.This
categoryshouldbekeptbrief.
6. References.
IfsupplyingreferencesonyourResume,includetitles,businessandtelephonenumbers.
Choose yourreferencescarefullyandconsultthepeopleyouchoose beforeusingtheir
names.Letthemknow thepositionyouhaveappliedforandtheskillsyouwould liketo
highlight.Iftheydontfeelcomfortableaboutrecommending yourwork,theycannotgive
youastrongrecommendation. Ideallyyoushouldhavethreereferencesfromindividuals
whocancomment onyourabilitiesinareasofemployment,educationandcharacter.Itis
alsoconsideredagoodideatogiveyourreferencesacopyofyourresumeandpointout
howyourqualificationsrelatetothejobyouareseeking.Thebetterinformedyour
referencesare,thebetterpreparedtheyaretoanswerquestionswhen employerscallthem.
You can also specify on your resume that references will be provided upon request. In
doing so, besure to bring a typed listof your references, as described above, to allyour
interviewsjustincasetheinterviewerrequestsit.
MANITOBAHYDRO2012
TipsonPreparingResumes
Yourresumeshouldbeshort(notmorethanthreepages),conciselyworded,well
organizedandeasytoread.
Emphasizeyouraccomplishmentsandachievements.Neverundersellyourself.
Behonest.Donotexaggerateormisrepresentyourselfmostsupervisorscheck
information.
Placethemostrelevantinformationfirstmiddleoffirstpageatleast.Youmustcatch
yourreadersinterestinthefirstfewseconds.
Usewordsthatareeasilyunderstoodandmatchthewordingusedinthejobbulletin.
Besuretoincludeallrelevantandimportantinformationinyourresumeorcovering
letter.
Itshouldbeeyecatchingandprofessionallooking.Toaddtotheclean,professionallook
usewidemarginsandleavelotsofwhitespace.
Itshouldbetypedon8x11goodqualitybondpapermakingsurethereareno
abbreviations,spellingorpunctuationerrors.
Beforeyousubmityourresume,havesomeonereaditoverandmakesuggestionsfor
improvements.
Stapleyourresumeonly,donotplaceinafolderofanykind.
Attachacoverlettertoyourresume.
Onthefollowingpagesareexamplesofdifferentresumestyles.
MANITOBAHYDRO2012
MANITOBAHYDRO2012
Example#1ChronologicalResume
GLENP.CAMPBELL
239GATEWAYDRIVEWINNIPEG,
MANITOBAR3Y1A7
PHONE:123456(home)
4749999(work)
SUMMARYOFSKILLSANDABILITIES
SevenyearsexperienceinlinetradeswithBCHydro
Commendedbysupervisorsforexcellentworkhabitsandproperuseandcareof
toolsandequipment
Excellentverbalskills,dealeffectivelywithcustomersandstaff
Someexperienceinaleadershiproleasaleadhand
Someexperienceoperatingabuckettruck
EMPLOYMENTEXPERIENCE
JourneymanLineman,
BCHydro,(OperatingCentre)
January1991Present
- Constructcustomerserviceextensions,installmeters,connectservicesandensurethat
propervoltagesaresupplied
- Performelectricalinspectionsonresidentialclassificationbuildings
- Performswitching
- Respondtoemergencymaintenanceonoverheadandundergrounddistribution
JourneymanLineman,
BCHydro(HotLineTools,Mtce.&Construction)
JuneDecember,1990
- TraininLiveLineToolworkofalltypesonelectricallyenergizedlines,disconnecting
devicesandapparatus.
- Locate,isolateandrepairfaultconditionsonoverheadlinesincludingHVDCand500kV
transmissionlinesandapparatus.
LinemanTrainee
BCHydro
19871990
CompleteLineTradesTrainingprogram
EDUCATION
Currentlyenrolledin:
CertificatePrograminBusinessManagement
DalhousieUniversity
CompletedBCHydroJourneymanLineman
ApprenticeshipProgram
Grade12GraduateAlexanderCollegiate
Vancouver,BC
MANITOBAHYDRO2012
1990
1987
INHOUSECOURSES
Validcertificatesheldinthe
following:WHMIS
St.JohnAmbulanceFirstAid
C.P.R.
INTERESTSANDACTIVITIES
Outdoorsports,curling,snowmobiling,boating,fixingoldcars
REFERENCES
Availableuponrequest.
MANITOBAHYDRO2012
10
Example#2ChronologicalResume
LESLIEROBINSON
239GATEWAYDRIVEWINNIPEG,
MANITOBAR3Y1A6
PHONE:1234567(home)
4741111(work)
EXPERIENCE
May1985
Present
19791985
19761979
GreatWestLife
AdministrationClerk
- ProvideadministrativeservicestoMarketingDepartment.
- OperatingandprovidecounseltoInsurancePlanDevelopmentandExternal
MarketingDepartment
- Provideassistancetoallstaffinapplication,interpretationandintentofall
personnelpoliciesandprocedures
- Prepareandmaintainvacationschedulesandreports
- Maintainallrecordsoftrainees,includingtransfers,appraisals,andreclassification
- Processpersonnelrequisitions,terminations,layoffs,WorkersCompensationclaims
andassociatedrecommendations.
ManitobaWildernessAssociation
ManagerialAssistant
- Contactfor100instructorsintheprovince:arrangedandadvertisedcourses,
suggestedandsuppliedresourcematerials
- Interviewedprospectiveinstructors,screenedforinstructortrainingprogram,
issuedcertificatesofachievement
- Respondedtoinquiriesfrompublic,ifnecessaryreferredtoappropriatecontact
- Aidedinthedesignandpreparationofcoursematerials
- Compiledandanalyzedstatisticsforprogrambasedonnumberofinstructors,
participants,andcoursesdelivered
- Draftedstatisticsforannualreport,WildernessRecreation
CanadianBroadcastingCorporation
RadioTechnicalClerk
- Editedprerecordedprogramsandmonitoredbroadcastsforqualitycontrol
- ConductedresearchforManagerofRadioTechnicalOperations
- Maintainedtechnicallibrary
- Compiledbroadcastrecords
MANITOBAHYDRO2012
11
EDUCATION
19711974
AlexanderHighSchoolUniversityEntranceDiploma
PROFESSIONALDEVELOPMENTCOURSES
1989(5days)
ProblemSolving&DecisionMaking UniversityofWinnipeg
1988(1day)
TechnicalWriting
RedRiverCollegiate
1981(12weekeveningstudies) CrisisCounselling
OsborneHouse
INTERESTSANDACTIVITIES
1981Present DistressCentreVolunteerCounsellor
1977Present ToastmastersCurrentmember,pastpresident
Otherinterests: Writing,outdoorsports,continuingeducation
REFERENCES
Mr.JohnDoe,Coordinator
Mr.JimBrown
ManitobaWildernessAssociation
225ChurchillDrive
112NotreDameStreet
Winnipeg,Manitoba
Winnipeg,MB
Phone:2530001
Phone:2847792
Mrs.JaneSmith,BroadcastDirector
CanadianBroadcastingCorporation
2300PortageAvenue
Winnipeg,Manitoba
Phone:7867732
MANITOBAHYDRO2012
12
Example#3CombinationResume
GLENP.CAMPBELL
239GATEWAYDRIVEWINNIPEG,
MANITOBAR3Y1A7
PHONE:1234567(home)
4749999(work)
EDUCATIONANDTRAINING
- CompletedBCHydrosLineTradesTrainingProgram19871990
- Experienceoperatingabuckettruck
- CurrentlyenrolledinBusinessManagementwithDalhousieUniversity.Completedthree(3)
coursestodate
- ValidcertificatesinWHMIS,C.P.R.andSt.JohnAmbulanceFirstAid
EXPERIENCE
JourneymanLineman
- SevenyearsexperienceinlinetradeswithBCHydro
- SixmonthsexperienceworkingwithHotLineTools
- Constructingcustomerserviceextensions,installmeters,connectservicesandensureproper
voltagesaresupplied
- Performingelectricalinspectionsonresidentialclassificationbuildings
- Performingswitching
- Respondingtoemergencymaintenanceonoverheadandundergrounddistributionlines
- Locating,isolatingandrepairingfaultconditionsonoverheadlinesincludingHVDCand500kV
transmissionlinesandapparatus
Leadership
- Experienceworkingasaleadhand
- TrainedinLiveLineToolworkofalltypesonelectricallyenergizedlines,disconnectingdevices
andapparatus
- Commendedbysupervisorsforexcellentworkinghabitsincludingthepropercareanduseoftools
andequipment
Communication
- Excellentwrittenandverbalcommunicationskills.Experienceinreportwriting.
- Dealeffectivelywithbothcustomersandstaff
MANITOBAHYDRO2012
13
WORKHISTORY
JourneymanLineman
(January1991Present)
BCHydro(OperatingCentre)
JourneymanLineman
(JuneDecember1990)
BCHydro
(HotLineTools,Maintenance&Construction)
LinemanTrainee
(19871990)BCHydro
INTERESTSANDACTIVITIES
Outdoorsports,curling,snowmobiling,boating,fixingoldcars
REFERENCES
Availableuponrequest
MANITOBAHYDRO2012
14
.Example#4CombinationResume
LESLIEROBINSON
239GATEWAYDRIVEWINNIPEG,
MANITOBAR3Y1A6
PHONE:1234567(home)
4741111(work)
AREASOFPROFICIENCY:
PUBLICRELATIONS/COMMUNICATIONS
- providedassistancetoallGreatWestLifestaffinapplication,interpretationandintentofall
personnelpoliciesandprocedures
- providedadministrativeservicestoMarketingDepartmentandprovidedcounseltoInsurance
- PlanDevelopmentandExternalMarketingDepartmentatGreatWestLife.
- interviewedandscreened115candidatesforinstructortrainingprogramssponsoredby
ManitobaWildernessAssociation(M.W.A.)
- receivedToastmastersawardforbestpreparedspeech
- editedprerecordedprogramsandmonitoredbroadcastsforqualitycontrol
- dealtwithpublicoverphoneandinperson
ORGANIZATION
- maintainedallrecordsofGreatWestLifetrainees,includingtransfers,appraisalsand
reclassification
- maintainedmoreefficientcontactwithM.W.A.instructorsthroughimprovementsto
organizationofinventoryandfollowupprocedures
- contactfor100instructorsintheprovince:arrangedandadvertisedcourses,andsupplied
resourcematerialuponrequest
- aidedinthedesignandpreparationofcoursematerial
- organizedtechnicallibraryforRadioTechnicalOperationsBranchoftheCBS
- maintainedinventoryofresourcematerialforM.W.A.
COMPUTERKNOWLEDGE
- preparedandmaintainedvacationscheduleandreports.
- workingknowledgeofvariouscomputerprogramsincludingWordPerfect5.1,Lotus123and
- Focus
- compiledandanalyzedstatisticsforprogramsbasedonnumberofinstructors,participants,and
coursedeliveries
- draftedstatisticsforannualreport
- compiledbroadcastrecords
- conductedresearchforManagerofRadioTechnicalOperations
- compiledatwodaycompanysponsoredcourseonStatisticalSurveyandData
- preparedandprocessedtaxforms
MANITOBAHYDRO2012
15
SUMMARYOFWORKEXPERIENCE
May1985Present
GreatWestLife
AdministrativeClerk
*providedadministrativeservicestoapproximately200employees
19791985
ManitobaWildernessAssociation
ManagerialAssistant
*commendedbyCoordinatorforsuccessfullymanagingprogram
duringhisfrequentandextendedabsences
19761979
CanadianBroadcastingCorporation
RadioTechnicalClerk
*someoftheprogramswhichIassistedinproducingwerebroadcast
nationally
EDUCATIONANDPROFESSIONALDEVELOPMENT
1989(5days)
ProblemSolving&DecisionMaking UniversityofWinnipeg
1988(1day)
TechnicalWriting
RedRiverCollege
1981(12weekeveningstudies) CrisisCounselling
OsborneHouse
19711974
AlexanderHighSchool,UniversityEntranceDiploma
(graduatedfromhighschoolwithhighestmarks
inmathematics)
INTERESTSANDACTIVITIES
1981Present
DistressCentreVolunteerCounsellor
1977Present
ToastmastersCurrentmember,pastpresident
Otherinterests:
writing,outdoorsports,continuingeducation
REFERENCES
Ms.SusanBrown
AdministrativeOfficer
GreatWestLife
123OsborneSt.
Winnipeg,Manitoba
Phone:4741111
Mr.JohnDoe
Coordinator
ManitobaWildernessAssociation
112NotreDameStreet
Winnipeg,Manitoba
Phone:2847792
MANITOBAHYDRO2012
16
TheCoreandLeadershipCompetencies
ItisagoodideatointegrateManitobaHydrosCoreandLeadershipcompetenciesintoyour
resumewheneverpossible.Competenciesaredefinedasaclusterofrelatedknowledge,
skillsandattributes(e.g.values,traits,andmotives)thatrelatetojobperformance.
Communicationisacompetency,aswellasTeamwork.Alongwithyouneeding
knowledgeandskilltocommunicatewellorbeagoodteamplayer,youalsoneedtohave
thepersonalattributesthatgoalongwithit,likebeingmotivatedtousetheskills,value
goodcommunicationandteamwork,etc.
Toreflectcompetenciesonaresume,youwouldneedtoshowhowyourworkexperience
demonstratesthequalitiesofthecompetencies.Mostresumescapturetheknowledgeand
expertisewhichonlyimplycompetencies.Aresumethatassociatesbehaviourwithresults
mightreadManagedmultipleassignmentsandprojectsoversixmonthperiodto
customerssatisfactionandwithinbudget,demonstratingstrongteamleadershipand
achievementofresults.
MANITOBAHYDRO2012
17
TheCoreandLeadershipCompetenciesIntroduction
Competencies aligned with an organizations vision, mission, operating principles and strategic
directiondefinetheessentialbehavioursthatareimportantforsuccessfulperformanceandachieving
results at all levels of the organization. Competencies provide employees and the organization with
focus, consistency and a systematic way to assess key behaviours and characteristics that drive
businesssuccessandmeettheorganizationsgoals.
TherearenineCoreandtwoLeadershipCompetenciesrequiredinvaryinglevelsandcombinationsfor
employeesofManitobaHydro.Therequirementsforcompetenciesandlevelswillbebasedonthe
competencyprofilesandwillbethosethataremostcriticalforperformanceexcellenceinthejob
class.
EachCompetencyhasaDefinition,anexplanationforwhyitisimportanttoManitobaHydro,levels
showingtheincreasingcomplexityatwhichthecompetencycanbedemonstrated,behavioural
indicators,positiveindicatorsandwarningsignswhichgiveexamplesofpositiveandnegative
behaviour.
Competency title
MANITOBAHYDRO2012
18
Theskilllevelsarestructuredtoshowtheincreasingsophisticationorcomplexityatwhichthe
competencycanbedemonstrated.Thelevelsofinitiative,planning,problemsolvingandimpact
increaseasthelevelsincrease.
MANITOBAHYDRO2012
19
APPLYINGLEARNING
DEFINITION:
WHYISITIMPORTANT?
ApplyingLearningisaboutassimilatingandapplyingnewjobrelated
informationinatimelyandinnovativemanner.Itinvolvesusing
informationtoenhanceperformanceandgrowth.Itincludesthe
integrationandacceptanceofnewtechnology.
ManitobaHydrorequiresindividualstobecomeproficientattheirjobsas
quicklyaspossible.Thiscompetencyreflectsapersonsabilitytolearn
materialnecessarytofunctioninthejobandtograspandapplynew
informationquicklyandininnovativeways.
LEVEL1
REMAINSCURRENT
LEVEL2
COMMITMENTTOPERSONAL
LEVEL3
DEVELOPSINNOVATIVE
WAYSOFACQUIRINGAND
KNOWLEDGEANDDEVELOPS
LEARNING
TRANSFERRING
CONCEPTS
DEMONSTRATES
LEVEL4
GENERATESNEW
PROFESSIONALKNOWLEDGE
Remainscurrentwithnew
technicaljobrelated
informationthrough
observationoractiveinquiry.
Takesfulladvantageof
opportunitiestolearn.
Learnsfrompastexperience
andmistakes.
Activelyparticipatesin
learningactivities.
Appliesacquiredknowledge
quicklyandappropriatelyon
thejob.
Improvesskillthroughpractice
andapplication.
Createsopportunitiestoshare
newknowledgewithothers.
Putsnewknowledge,
understanding,orskillto
practicaland/orinnovative
useonthejob.
Recognizeshowprior
knowledgeandskillsapplyto
complexornew
circumstances.
Developsinnovativewaysof
applyingtechnical/
professionalknowledgeto
handlenewchallenges.
Demonstratescommitmentto
continuouslearningand
growthtodevelopknowledge
andexpertise.
Demonstratesadvanced
academic,professionaland
businessexperience.
Regularlyseeksnewinsightsin
awidevarietyofareas.
Appliesprofessionaland
businessknowledgeand
experienceinsettingstrategic
andoperationaldirection.
POSITIVEINDICATORS:
WARNINGSIGNS:
Readilycomprehendsnewinformationfromformalandinformal
learningexperiences.
Quicklylearnstooperatenewtechnology,tools,orequipment.
Activelyparticipatesinlearningactivitiesinawaythatmakesthe
mostofthelearningexperience(e.g.takesnotes,asksquestions,
doesrequiredtasks).
Learnsnewinformationaboutchangingproducts,markets,
procedures,ormanagementtechniques.
Comesupwithinnovativeideasforapplyingconcepts.
MANITOBAHYDRO2012
20
Complainsabouthavingtolearnnewtechnology,toolsor
equipment.
Choosesnottoparticipateinlearningactivitiesandtraining.
Reluctanttotakeanactiveroleinacquiringnewskillsbyasking
questionsandobservingothers.
Doesnotapplynewknowledgeorskilltopracticaluseonthejob.
Doesnotinitiateopportunitiestoshareknowledgeandlearningwith
others
COMMUNICATION
DEFINITION:
WHYISITIMPORTANT?
Communicationinvolvesexpressingideas,factsandopinionsclearly;
articulatingpersonalpointsofviewpersuasively;seekingtounderstand
theviewsofothersandopenlysharinginformation.Itinvolvesoraland
writtencommunicationskillsincludingpresentationornegotiationskills
toachievedesiredresults.
ClearandopencommunicationiscriticalforManitobaHydrotoachieve
itsgoalsintheshortandlongterm.Itcreatesanatmosphereinwhich
timelyandhighqualityinformationflowssmoothlythroughoutthe
Corporationandencouragesanopenexpressionofideasandopinions.
LEVEL1
LISTENSACTIVELY&CLEARLY
PRESENTSINFORMATION
LEVEL2
FOSTERS2WAYCOMMUNICATION
LEVEL3
ADAPTSCOMMUNICATIONTO
OTHERS
LEVEL4
COMMUNICATESCOMPLEX
MESSAGES&COMMUNICATES
STRATEGICALLY
Activelylistensandseeksto
understandbygettingthe
factsandpertinent
information.
Clearlyexpressesideasusing
bothwrittenandoral
communication.
Usesappropriategrammar
andvocabulary.
Usesarespectfultone,
appropriateeyecontact,
gesturesandotherbody
language.
Elicitsideas,commentsor
feedbackonwhathasbeen
said.
Asksquestionstoclarifyand
confirminformationto
ensurecommon
understanding.
Recognizesothersimmediate
feelingsandemotionsand
respondsinwaysthat
communicatesclear
understanding.
Listensresponsivelyandtakes
actionstopersuade.
Tailorsthecontentofspeech
andwrittencommunication
tosuitthelevel,cultural
backgroundandexperience
oftheaudience.
Establishescommunication
plansandstrategies.
Anticipatesandpreparesfor
othersreactions,adapting
tacticstocreateaspecific
impact.
Communicatescomplex
issuesclearlyandcredibly
withwidelyvariedaudiences.
Developsandimplements
communicationstrategiesfor
highprofileinitiatives.
Identifieskeystakeholders
thatneedtobepersuaded
andtakesmultiplestepsto
influence.
Effectivelyaddressescomplex
onthespotquestions.
Communicatesopenlyboth
personalvaluesand
corporateoperating
principlesdeemedimportant
tosuccess.
POSITIVEINDICATORS:
WARNINGSIGNS:
Asksclearquestions
Writesclearly,conciselyandgrammaticallyusingcorrect
punctuationandspecificlanguage.
Providesclearinstructionsorinformationtopeers,teammembers
orothersthroughoralorothermethodsofcommunication.
Conveyscomplexideasinalogicalsequencethatotherscan
understand.
Usesgraphicsandotheraidstoclarifycomplexortechnical
information.
Alwaysconsiderstheaudiencewhenconveyingamessage.
MANITOBAHYDRO2012
21
Talkstoomuchwithoutgettingtothepoint.
Interrupts.
Monopolizesconversationinagroupwithoutgivingothersachance
totalk.
Doesnotshareideasandinformationwithothers.
Unabletoorganizeandsummarizeideasbothorallyandinwriting.
Usesbadgrammarorinappropriatelanguage.
Usesadisrespectfultoneofvoice
Judgesandcriticizesothersideasinaninsensitivemanner.
CREATIVITY&INNOVATION
DEFINITION:
WHYISITIMPORTANT?
CreativityandInnovationisabouttheabilitytoformulatenewideasor
toadaptoruseexistingideasinneworunexpectedwaystosolve
problems,andtothinkaheadtospotorcreateopportunitiesand
maximizethem.Itisaboutdevelopingbetter,faster,orlessexpensive
waystoaccomplishthings.
Developinganddeliveringproducts,services,approachesandsolutions
thatarecreativeandinnovativeisnecessaryforManitobaHydrosshort
andlongtermsuccess.Inordertoachieveourstrategicgoalsand
continuetobealeader,employeesmustcontinuouslylookaheadto
identifyopportunitiesorobstaclesanddevelopinnovativesolutions.
LEVEL1
LEVEL2
LEVEL3
LEVEL4
DEMONSTRATESANINTERESTIN
NEWIDEASANDAPPROACHES.
CHALLENGESANDADAPTSEXISTING
APPROACHES;ACTIVELYSEEKSNEW
WAYSOFDOINGTHINGS
NURTURESCREATIVITYINOTHERS;
CREATESANORGANIZATIONAL
FACILITATESTHEIMPLEMENTATION
ENVIRONMENTTHATFOSTERSAND
OFNEWIDEAS
SUPPORTSINNOVATION;ACTSFOR
THELONGTERM
Regularlychallenges
traditionalapproaches.
Addressescurrent
opportunitiesandproblems
byimprovingandadapting
existingapproaches.
Generatesideasandsolutions
thatreflectthinkingoutside
thebox.
Proposesnewapproaches,
methods,ortechnologies.
Recognizesnewwaysto
accomplishtasks.
Bouncesideasoffothers.
Openlyexploresnewideas.
Displayscuriosityand
imagination.
Keepsabreastofnew
innovativeapproaches.
Triesmorethanone
approachtoovercomea
problem.
Looksaheadandisableto
spotopportunities/obstacles
andtodevelopnew
approaches,productsand
servicestomeet
organizationalneeds.
Encouragesothersto
challengetraditional
approaches.
Asksthoughtprovoking
questionstosparkothers
creativity.
Supportsandworkswith
otherstoproduceinnovative
solutions.
Recognizesandrewards
creativethinkingand
innovation.
POSITIVEINDICATORS:
WARNINGSIGNS:
Setsasidethinkingtimetocomeupwithmorecreativeideasfor
gettingthingsdone.
Ispreparedtoconsidermajorchangestoprocessesandprocedures
ifreasonedanalysisshowsbenefitstobegreaterthancosts.
Respondstonewideasbydiscussingwhytheymightworkinstead
oftellingotherswhytheywontwork.
Askscolleaguestoidentifykeyfactorsthathinderperformance,
alternativewaystoachieveresultsandusethesetoplan
improvements.
Actstotakeadvantageofnewtechnologiesandideas
Lookstootherareasandcompaniesforgoodideas.
Usesbrainstormingtechniquestocomeupwithsolutionsto
problems.Doesntjustdothesameasbefore.
MANITOBAHYDRO2012
Developsrecognition
programsforinnovativeideas
andsolutions.
Removessystemicbarriersto
innovationinthe
organization.
Createsanenvironmentin
whichbeingproactiveis
valued.
Introducesorganizational
learningopportunitiesto
developcreativeand
innovativethinking.
Encouragesandsupports
innovationinthe
organization.
Keepsabreastofbusiness,
industryandmarket
informationthatmayreveal
businessopportunities.
22
Useswellprovenorfamiliarapproacheswithoutadaptingor
improving.
Makesminoradaptationstoexistingsystemsorprocesseswhen
moreradicalchangeisneeded.
Failstoactuponnewtrendspresentwithinthemarketplace.
Isinternallyfocused.
Overlooksproblemsandopportunities,whichmayaffectthe
businessandissurprisedcontinuouslybyupandcomingevents.
Alwaysputsoffuntiltomorrowwhatcouldbedonetoday.
Isunabletostepbackfromcurrentissuestoidentifypotential
opportunitiesandthreats.
CUSTOMERSERVICE
DEFINITION:
WHYISITIMPORTANT?
CustomerServiceisaboutunderstandingtheneedsofthecustomerand
activelyfocusingonanticipating,meetingandexceedingthoseneeds.It
includesrespondingtocurrentandfuturecustomerneedsandproviding
excellentservicetobothinternalandexternalcustomers.
Exceptionalcustomerserviceandpositiverelationshipswithinternaland
externalcustomersandstrategicstakeholdersiscriticaltoManitoba
Hydroachievingitsbusinessresults.
LEVEL1
TAKESPERSONALRESPONSIBILITYTO
DELIVEREXCELLENTSERVICE
LEVEL2
ADDSVALUEANDSEEKSSOLUTIONS
LEVEL3
ADDRESSESUNDERLYINGNEEDS
LEVEL4
SERVESLONGTERMINTERESTS
Ensuresprofessionaland
courteousservice.
Actspromptlytoensure
customerexpectationsare
metandproblemsare
resolved.
Takespersonalresponsibility
forprovidingexcellent
service.
Interactswellwithall
customersandunderstands
thateachcustomeris
different.
Takespersonalresponsibility
foraddressingcustomer
serviceissues.
Makesdecisionswiththe
customerinmind.
Takesprideindeliveringa
highqualityproductor
service.
Investigatesservicedelivery
andprovidessolutionsto
problems.
Regularlyattemptstoadd
valuetocustomer
expectations.
Takestimetoquestionand
understandthereal,
underlyingneedsof
customers,beyondthose
initiallyexpressed.
Monitorscustomer
satisfactionand
makes/recommendschanges
toworkprocessesorsystems
toimproveresultsand
service.
Focusesresourcesonpriority
areasand/orkeycustomer
groups.
Alwaysworkscloselywith
customers,developingan
independentviewoftheir
needsandactingintheir
longterminterest.
Fostersanenvironmentthat
isconcernedwithdelivering
thehighestqualityserviceto
customers.
Developsandfacilitatesthe
implementationofstrategies
toimprovecustomer
relations.
Appliesanunderstandingof
theCorporations
marketplace,customer
requirementsand
stakeholdersneedsand
wantsinsettingcorporate
direction.
Buildsandnurturescustomer,
communityand
organizationalrelationships
topositionManitobaHydro
asagoodcorporatecitizen
andstewardofthe
community.
POSITIVEINDICATORS:
WARNINGSIGNS:
Respondstocustomerrequestspromptly.
Treatsallcustomerswithrespect.
Doesnotmakeassumptionsaboutcustomerneeds,butaskslotsof
questionstoclarifythem.
Takestheinitiativeindevelopingpoliciestomeetcustomerneeds.
Requestsfeedbackfromcustomerstoensuresatisfaction,and
sharestheresults.
Knowswhenandhowtopolitelydeclineaninappropriaterequest
MANITOBAHYDRO2012
23
Doesnottreatallcustomerswithrespect.
Failstodeliver.
Failstorecognizeorestablishdifferentcustomersneedsand
deliverswhatheorshe(ratherthanthecustomer)thinks
appropriate.
Keepscustomerfeedbacktohimorherselfanddoesnotshare
learning.
Speaksdismissivelyaboutcustomers.
Isinflexibleaboutownsystemandwayofdoingthings.
DECISIONMAKING
DEFINITION:
WHYISITIMPORTANT?
DecisionMakingisaboutmakinggood,timelydecisionsandsolving
problemsinvolvingvariedlevelsofcomplexity,ambiguityandrisk.It
includesthinkingcreativelyandfocusingoninnovation,consulting
andengagingothersandreconcilingcompetinginterests.Itisalso
aboutactingwithintegrityinanhonestandtrustworthymanner
basedonpersonalaccountabilityandaconvictiontodotheright
thing.ItisaboutmakingdecisionswithinestablishedCodeofEthics&
standards
Effectivedecisionmaking,integrityandgoodjudgementbyemployeesare
importantforManitobaHydrotoachieveitsgoalsintheshortandlong
term.Itiscriticaltoprioritize,makeimportantdecisionsandsolve
problemsbasedonanassessmentoftheimpactandimplicationsofthe
likelyoutcomes.Integrityandethicaldecisionmakingbyemployeesare
vitalforfuturesuccess.
LEVEL3
CONDUCTSINDEPTHANALYSISAND
MAKESCOMPLEXDECISIONSTO
SOLVEPROBLEMS
LEVEL4
MAKESSTRATEGICPLANSANDHIGH
GUIDELINES
LEVEL2
MAKESDECISIONSBYGATHERING
APPROPRIATEINFORMATIONAND
PASTEXPERIENCE
Makesdecisionsin
accordancewithprofessional
standards,established
guidelines,proceduresand/or
legislation.
Collectsreadilyavailable
informationrelativetothe
decision.
Consultswithothersorrefers
anissuetoothersfor
resolutionwhencriteriaare
notclear.
Considersthefinancial
implicationsofdecisionsand
factorstheseinappropriately.
Modelsethicalbehaviour
Appliesguidelinesand
proceduresthatrequire
someinterpretationwhen
dealingwithexceptions.
Makesappropriate
independentdecisionsin
nonroutinesituations.
Considerstherisksand
consequencesofaction
anddecisions.
Focusesoninnovative
ratherthanordinary
solutionstoproblems.
Monitorsimpactand
effectivenessofdecisions.
Makescomplexdecisionsfor
whichtherearenoset
procedures.
Developsinnovativesolutions
thataddresstherootcauseof
theproblemandprevent
recurrence.
Alignsdecisionswith
organizationalgoals,direction,
ethicsandvalues.
Anticipatesobstaclesand
thinksaheadaboutsteps.
Makessoundbusiness
decisionswhenfacedwith
complexandcontradictory
alternatives
Defines,communicatesand
consistentlyexemplifiesthe
organizationsvaluesðics.
Demonstratesandexpects
decisive,boldand
entrepreneurialthinkingwhen
makingdecisionsandin
consideringnewandcreative
opportunities.
Evaluatesnewbusiness
venturesandopportunitiesby
applyingeffectivenegotiation
techniques,systemsthinking,
businesscaseanalysis,risk
analysisandpotentialproblems
analysis.
Appliesanunderstandingofthe
utilitybusinessenvironment
andbusinessandsocio
economictrendsandissues,as
wellastheirimpactonbusiness
decisions.
LEVEL1
ANALYZESPROBLEMSANDMAKES
DECISIONSBASEDONPOLICYOR
POSITIVEINDICATORS:
Whenfacedwithadecisionorproblem,gathersasmuch
informationasnecessarybeforeidentifyingrootcausesand
possiblesolutions.
Considersimpactsandimplicationsofactionsanddecisions.
Takeschargewhennecessarytofacilitatechange,overcomean
impasse,faceissues,orensurethatdecisionsaremade.
Includesothersinthedecisionmakingprocessaswarrantedto
makethemostappropriatedecisionsandensurebuyinand
understandingoftheresultingdecisions.
Recognizeswhensituationsordecisionsareinconflictwith
professionalethicsororganizationalvaluesi.e.actingwith
integrity.
MANITOBAHYDRO2012
AMBIGUOUSSITUATIONS
WARNINGSIGNS:
RISKDECISIONSINCOMPLEXAND
24
Makespoor,untimelydecisionsfrequently.
Takesactionwithoutthinkingofthefullrangeofoutcomes.
Overanalyzesthesituationandgetsboggeddowninthedetail.
Failstoassessthepositiveandnegativeaspectsofaproposedcourse
ofactionbeforegoingahead.
Frequentlychangesdecisionwithoutclearjustification.
Doesnotconsiderothermoreinnovativeoptionspriortochoosinga
courseofaction.
Failstotakeownershipformistakes.
Stickstodecisionsdespiteclearevidenceofnegativeoutcome.
FINANCIALRESPONSIBILITY
DEFINITION:
WHYISITIMPORTANT?
Financialresponsibilityisaboutusingresourceseffectivelyand
efficiently.Itisaboutperformingdailyworkinacostconsciousmanner.
Itincludesdemonstratinganunderstandingoffinancialprinciplesand
impactsandtakingstepstocontributetofinancialgoalsandtargets.
EveryManitobaHydroemployeehasaroletoplayrelatedtoManitoba
Hydroachievingitsfinancialgoalsandtargets.InorderforManitoba
HydrotocontinuetoachievetheCorporategoalofMaintaining
financialstrengthandperformwellagainstkeyfinancialtargets,every
employeemustbefinanciallyresponsibleandconsidercostsand
efficiencyintheirdailyworkanddecisions.
LEVEL1
PERFORMSWORKINACOST
CONSCIOUSMANNER
Minimizescostsinperforming
dailywork.
Usescorporateexpenseand
creditaccountsresponsibly.
Recognizesrelevantfinancial
terminology.
Performsworkinaccordance
withrelevantfinancial
guidelines.
Identifieswastefulpractices
andopportunitiesfor
improvement.
LEVEL2
UNDERSTANDSCOSTIMPLICATIONS;
LEVEL3
INCORPORATESFINANCIAL
PLANSANDMANAGESDAILYWORKIN
PRINCIPLESINTOOPERATIONAL
ANDSTRATEGIESFORTHE
AFINANCIALLYASTUTEMANNER
DECISIONMAKING;ACTIVELY
CORPORATION;MONITORS
CONTRIBUTESTOFINANCIALTARGETS
FINANCIALPERFORMANCE
Appliessoundprinciplesof
financialandbusiness
managementtoidentifyand
quantifypotentialrisksand
returnsofoptionsbeing
evaluated.
Understandsand
communicatesthe
implicationsofbusiness
decisionsonthebottom
line.
Developsaccuratefinancial
plansandbudgets.
Usesbusinesscaseanalysis
modelstoevaluate
alternatives.
Relatesplansandestimates
tooperatingandcapital
budget.
Regularlyevaluatesworkunit
efficiencyusingfinancial
indicators.
Recognizestheimpactof
businessdecisionsonthe
Corporationsdifferent
businessunitsandfunctions,
anddevelopsstrategiesthat
minimizeconflictsand
maximizenetearnings.
Designsfinancialpolicies.
Identifiescorporatefinancial
targets.
Identifiesstrategiesto
achievefinancialtargets.
Ensuressystemsareinplace
tomonitororganizational
financialperformance.
Tracksorganizationalfinancial
performance.
Understandsthecurrent
costsofworkprocessesand
programs.
Balancescostversusbenefit
intakingactionormaking
costrelateddecisions.
Preparesaccuratecost
estimatesandschedules.
Monitorsthebudget,tracks
costsandrevenue,where
appropriate.
Takescorrectiveactionas
required.
Monitorstoensurethe
efficientandappropriateuse
ofresources.
Continuouslylooksfor
methodstoimprove
operationalefficiencies.
POSITIVEINDICATORS:
WARNINGSIGNS:
Considersfinancialimpactsandimplicationsofactionsand
decisions.
Regularlyconsiderswaystoreducecosts.
Identifieswastefulpracticesandopportunitiesforoptimizing
resourceuse.
Exploresmorecosteffectivemethodsofperformingwork.
Askquestionsaboutthecostimplicationsofnewprogramsor
initiatives.
Demonstratesinterestandcommitmenttotheworkunitand
organizationsfinancialperformance.
Understandsandcanexplaintheoverallfinancialperformanceof
theorganization.
MANITOBAHYDRO2012
LEVEL4
ESTABLISHESFINANCIALFRAMEWORK
25
Doesnotconsiderfinancialimplicationspriortochoosingacourse
ofaction.
Doesnotholdselforothersaccountableforexpenditures.
Failstoreassessdecisionsorprioritiesandtheirimpactonthe
bottomline.
Reactstorequestsorprioritieswithoutthinkingaboutthelonger
termcosts.
Doesnotattempttounderstandthecostofcurrentinitiativesor
workprocesses.
Ignoresfinancialimplicationswhenassessingalternatives.
Failstokeepwithinbudgetwithoutproperjustification.
RESULTSORIENTED
DEFINITION:
WHYISITIMPORTANT?
AchievingResultsisaboutusingtimeandresourceseffectivelyto
achievedesiredresults.Itinvolveshavingthesustainedenergyand
determinationinthefaceofobstaclestosetandmeetchallenging
targetsanddelivertherequiredbusinessresults.Itincludes
demonstratingahighlevelofaccountability,reliability,adaptabilityand
innovationinaccomplishingdaytodayworkandlongtermgoals.
ThisisimportantforManitobaHydrotoachievetheresultsto
accomplishourstrategicobjectives.Thisbehaviourshowsthenecessary
determinationandtenacitytocompletehighqualityworkandinvolves
raisingperformancelevelsovertheshort,mediumandlongterm.It
includesovercomingobstaclescausedbyconflictingpriorities,resource
challengesordifficultordemandingsituationsintheinternalorexternal
environment.
Level1
TAKESPERSONALRESPONSIBILITY
FORRESULTS
LEVEL2
WORKSTOGOALSANDMANAGES
OBSTACLESWITHINNOVATIVE
SOLUTIONS
LEVEL3
DRIVESFORIMPROVEMENT
LEVEL4
SETSANDMEETSCHALLENGING
GOALS&SEEKSLONGTERM
IMPROVEMENT
Clarifieswhatisexpectedand
acceptsaccountabilityfor
completingtasks.
Takesprideandownershipin
ownwork.
Demonstratesahighlevelof
dependabilityinallaspectsof
thejob.
Respectstherightsofothers
whileachievingonesown
goals.
Adjustseasilytochangesat
work.
Ispersistentinachieving
improvedresults.
Measuresprogressagainst
targets.
Seekstounderstandreasons
forobstaclesandtofind
innovativewaystoovercome.
Acknowledgestheworkand
contributionofothers.
Modifiesbehaviourtofitthe
situation.
Tacklesdifficultproblemsand
takespersonalresponsibility
forreachingsolutions.
Seesobstaclesaschallenges
anddevelopsinnovative
strategiestoovercomethem.
Strivesforcontinuous
improvementandcreative
solutions.
Setschallenginggoalsand
objectivesandmeasures
performanceagainstthese.
Demonstratestheabilityto
usecorporateresourcesand
expertisetoachievedesired
results.
Committedtosettinggoals,
achievingresultsandcreating
aworkenvironmentfocused
onaccountability,
responsibilityandaction.
Developsandclearly
articulateskeystrategic
actionstosustainaclimateof
achievementandefficiencyin
theworkplace.
Demonstratesandexpects
commitmentandfollow
throughofpersonal
responsibilities.
Maintainsaconsistentand
fairapproachinthe
attainmentofgoalsboth
personallyandwith
employees.
Regularlyestablishespersonal
measuresandtargetsof
excellence.
Createsplans,definesgoals
andexpectedoutcomesthat
affectasignificantpartofthe
organization.
POSITIVEINDICATORS:
WARNINGSIGNS:
Agreestoachievablegoalsatthestartofeachproject.
Fulfillscommitmentsmadetopeers,coworkersandsupervisor.
Monitorstasksforaccomplishment,qualityandtimeliness.
Asksforfeedback.
Acceptsresponsibilityforownbehaviour&jobrelatedtasks.
Adjustsprioritieswithchangingdemands,withappropriate
stakeholderconsultation
MANITOBAHYDRO2012
26
Stopsandgivesupatthefirstobstacle.
Seeksexcusesratherthansolutionsorwaysforward.
Exaggeratesonesowninputorclaimsanothersworkorideaas
onesown.Failstoacknowledgethecontributionsofothers.
Doesnottakeresponsibilityformissedtargets.
Losessightofhowataskfitsintowiderobjectives.
Failstomeetdeadlinesorkeepwithinbudgetwithoutproper
reason.
SAFETY
DEFINITION:
WHYISITIMPORTANT?
Safetyinvolvesbeinghighlyselfmotivatedtoworksafely,thinking
proactivelyabouthis/hersafetyandthesafetyofothers,andactively
participatinginandpromotingasafetyfocusedculture.
Safetyisasignificantgoalofourstrategicplan,recognizedasoneofour
corebusinessareasandacorporatepriority.Theintegrationofsafety
intothe"business"ofManitobaHydrorequiresemployeesatalllevels
oftheorganizationtounderstandandfullyconsiderthesafetyimpacts
ofthedecisionstheyaremaking.Thefieldstaffisthe"frontline"in
achievingthegoalofintegratingsafetyandmustbeequippedwiththe
propersafetyknowledgeandequipment.
LEVEL1
WORKSSAFELYANDIDENTIFIES
SAFETYISSUES&PROBLEMS
LEVEL2
PROACTIVELYCONSIDERSSAFETYOF
SELFANDOTHERS
LEVEL3
INITIATESPREVENTATIVEMEASURES
LEVEL4
CREATESASAFETYFOCUSED
WORKENVIRONMENT
Supportsanddemonstrates
safeworkbehaviours.
Adherestoallsafetyrules
andproceduresonthejob.
Displaysknowledgeofall
relatedoccupationalsafety
andhealthregulations.
Understandshowtouseand
operateequipmentsafely.
Alwaystakesthesafest
approachincarryingoutall
responsibilities.
Proactivelythinksabout
his/hersafetyandthesafety
ofothers.
Keepspersonalandgroup
safetyonemployeesminds
atalltimes.
Adherestohighpersonal
standardsofsafety.
Reportsand/orcorrects
unsafeworkconditions.
Takesactiontocorrectunsafe
workhabits.
Documentsandmonitors
occupationalsafetyand
healthviolations.
Servesasamodelofsafe
behaviour.
Continuouslybuilds
awarenessandunderstanding
ofsafetyissues.
Recommendsandor
improvesoccupationalsafety
andhealthproceduresto
protectandmaintain
workersphysicalandmental
health.
Demonstratesandexplains
safetyequipmentand/or
procedures.
Confrontsothersaboutsafety
concernsand/orviolations.
Demonstratesandclearly
articulatescorporate
commitmenttosafety.
Developssolutionsand
createsnewprogramsand
policiestoimbedasafety
cultureinallcorporate
activities.
Implementsstrategiesto
reinforceaccountabilityatall
levelsforasafeandhealthy
workplace.
Initiatespreventivehealth
andwellnessmeasuresto
reduceworkrelatedillnesses
andinjuries.
POSITIVEINDICATORS:
WARNINGSIGNS:
Detectshazardousworkingconditionsandsafetyproblems;checks
equipmentand/orworkarearegularly.
Promotessafeworkpracticesandspeakspositivelyaboutsafety
precautions,suchasjobplanning.
Reportsorcorrectsunsafeworkingconditions;makes
recommendationsand/orimprovessafetyprocedures;enforces
safetyregulationsandprocedures.
Monitorssafetyissuesaftertakingcorrectiveactionandensures
continuedcompliance
Proactivelyidentifieshazardsandgeneratesideastoeliminatethe
hazard.
MANITOBAHYDRO2012
27
Ignoressafetyrules,policiesandprocedures
Missessafetymeetingswithoutgoodreason.
Failstoconductsitevisits.
Engagesinriskybehavioursbothonthejobandoutsideofwork.
Documentedinstancesofunacceptablebehaviourwhichmayhave
increasedriskofinjurytothemselvesorothers.
Placestheissueofsafetytowardsthebottomofhis/herlistof
prioritiesonthejob.
Coversupsafetyinfractionswhentheyoccur.
TEAMWORK
DEFINITION:
WHYISITIMPORTANT?
Teamworkisaboutworkingcooperativelyandcollaborativelywith
diverseindividuals,teams,workgroupsandacrossorganizational
boundariestoachieveteamandorganizationalgoals.Itincludes
demonstratingrespectforindividualdifferences(e.g.race,gender,
ethnicity,disability,language,sexualorientation,ageandopinions),
valuingtheopinionofothersandinsistingonarespectfulworkplace.
ManitobaHydroworksacrossdepartments,organizationsandcultures.
Employeesmustworkcooperativelysharingbestpractices,breaking
downdepartmentalandotherbarriers,andcommunicatingfullyonnew
initiativesandpriorities.Theabilitytobuildanintercultural
understandingtocreatedynamicpartnershipsensuresthatManitoba
Hydrounderstandsandmeetstheneedsofitsemployees,customers
andstrategicstakeholders.
LEVEL1
WORKSCOOPERATIVELY
LEVEL2
CONTRIBUTESTOTEAMPROCESS&
INVOLVESOTHERS
LEVEL3
SOLICITSINPUTANDBUILDSTHE
TEAM
LEVEL4
GENERATESLONGTERM
COMMITMENT
Willinglyparticipates,works
effectivelywithothersand
seeksinputfromothers.
Doeshisorhershareofthe
workandputsinextraeffort
whenneededtohelpothers.
Sharesinformationand
supportsteamdecisions.
Recognizesthatthewaysof
gettingthingsdonein
differentdepartments,
organizationsand
communitiesarenotthe
same.
Activelyincludesindividuals
fromdiversebackgroundsin
teamactivities.
Capitalizesondiverseskills
andideas.
Spendstimehelpingothers
thinkthroughissues.
Expressespositiveattitudes
andexpectationsofothers
abilitiesandcontributions.
Takestimetolearnaboutand
understanddifferences.
Proactivelysolicitsideasand
opinionsandshares
informationandlearningwith
others.
Addressesconflictsorissues
withintheteaminapositive
andopenmanner.
Providesclearfeedbackto
teammembers.
Usesunderstandingof
differentinterestsand
agendastoachievepositive
outcomes.
Engagesothersin
collaborativeproblem
solving,encouragingthemto
sharetheirideasand
opinions.
Isopen,sincere,and
emphaticindealingwithall
individualsandinall
circumstances.
Createsnewopportunitiesfor
individualstoworktogether,
breakingdownbarrierswhen
necessary.
Encouragesandempowers
others,makingthemfeel
accountableandengaged.
Isamodelofcooperative
behaviourandholdsteam
membersaccountable.
Activelypromotesdiversity
throughvisibleactionsand
initiatives.
Managesandbalances
personalgoalswiththegoals
anddirectionofthe
Corporation.
POSITIVEINDICATORS:
WARNINGSIGNS:
Recognizestheneedforflexibilityandsensitivityindealingwith
crossculturalissues.
Keepscommitmentsmadetoothers.
Agreeswiththecriticalsuccessfactorsfortheteamasawhole,and
brainstormswaysinwhichthesecanbemeasured.
Treatstheconcernsofothergroupsordepartmentsasimportant.
Cooperatestomeetteamgoalsevenatexpenseofpersonal
preferences.
MANITOBAHYDRO2012
28
Seeshimorherselfasbetterthanothersandfailstorespecttheir
contribution.
Exhibitsbehaviourorlanguagethatisexclusionaryoroffensivein
nature.
Assumesallculturesorcommunitiesarethesame.
Cooperatesselectivelyinaccordancewithhisorherownpersonal
interests.
Talkspatronizinglytooraboutothergroupsorindividuals.
LEADINGANDDEVELOPINGOTHERS
DEFINITION:
WHYISITIMPORTANT?
LeadingandDevelopingOthersisaboutleading,encouraging,inspiring
andsupportingotherstodevelopconfidenceandcapabilitytohelp
themrealizetheirfullpotential.
LeadershaveacriticalroleinsecuringthelongtermfutureofManitoba
Hydroanditsabilitytoachieveourstrategicobjectives.Todothis,
leadersareresponsibleforensuringthatindividualsandteams
understandwhatisrequiredofthemandwhy,forprovidingorarranging
appropriatesupportandcoaching,anddelegatingfullysothat
individualsareempoweredtotakeonmoreresponsibility.
LEVEL1
GIVESDIRECTIONANDGUIDANCE
LEVEL2
SUPPORTSTEAMDEVELOPMENT
LEVEL3
ISAROLEMODELFOREFFECTIVE
LEADERSHIP
LEVEL4
GAINSCOMMITMENT&INSPIRES
OTHERSTOACHIEVE
Setscleardirectionandgives
stepbystepguidance.
Letspeopleknowexactly
whatisexpectedofthem.
Buildsothersconfidence,
makingthemfeelbetter
equippedtodotheirjobsand
encouragestheirvoicestobe
heardindecisionmaking.
Seeksfeedbackfromothers
tochallengeown
assumptionsaboutan
individualsperformanceor
developmentneed.
Appreciatesandrecognizes
employeeaccomplishments.
Walksthetalk;ensures
actionsareconsistentwith
words.
Givesothersopportunitiesto
practicenewskillsand
providesorarranges
coaching.
Workstoprovidea
supportiveenvironmentby
securingnecessaryresources
andremovingblocksto
effectiveworking.
Expressesconfidenceinthe
abilityofotherstobe
successful.
Recognizesemployee
developmentneedsand
opportunities,provideson
goingfeedbackandcoaching.
Setsastrongexample
throughownbehaviour.
Encouragesanenvironment
thatfostersmutualsupport.
Givesspecificfeedbackand
expressesexpectationsfor
futureperformance.
Encouragesandactsupon
feedbacktoself.
Providesguidance,counsel,
direction,andassistanceto
employees.
Provideschallenging
assignmentsandspecific
opportunitiestobroaden
employeesskillsand
experiences.
Communicatesandgains
teamcommitmenttoavision
ofwhatistobeachieved.
Inspiresandempowers
otherstoovercome
difficultiesandachieve.
Drivenbyhighpersonal
standardsandstrong
businessethics.
Personallymodelsdesired
values,behaviours,andwork
practices(e.g.shared
corporatevision,corporate
citizenship,commitmentto
businessgoals,values
diversity).
POSITIVEINDICATORS:
WARNINGSIGNS:
Makestimefortheteam,i.e.makesselfvisibleandavailable.
Delegatesroutineelementsofmorecomplextasksandencourages
otherstodothesame,confirmswhenothershaveunderstoodand
learntfromdelegatedtasks.
Treatseachteammemberequitably,andactsasafacilitatorwhen
teammembersexperienceconflict.
Bybeingnondefensiveandgivingfeedback,createsaclimate
whereeveryonefeelstheycantakerisks,makemistakesandlearn
fromthemandarewillingtosupporteachother.
Helpsteammemberstocomeupwiththeirownanswersrather
thansolvingproblemsforthem
Findswaysandtimetocoachothers.
MANITOBAHYDRO2012
29
Delegatestoindividualswithoutprovidingnecessarysupportor
resources.
Failstosupportothersorletsotherstaketheblamewhenthingsgo
wrong.
Doesnottakeresponsibilityforgroupperformance.
Alwaysassumesindividualshaveknowledgeandskillstodothejob.
Expectscertainbehavioursbutdoesnotsetpersonalexample.
Failstogiveequalsupportordevelopmentopportunitiestoall
membersoftheteam.
Doesnotcapitalizeondiverseskillsandideasofferedbytheteam.
Acceptswithoutquestionthereputationofanindividualanddenies
developmentopportunitiesbecausethepersonisconsideredhigh
risk.
VISIONING&STRATEGICTHINKING
DEFINITION:
WHYISITIMPORTANT?
VisioningandStrategicThinkingisaboutinspiringandguidingothers
towardaclearandunifyingvisionofthefuture;supporting,promoting
andensuringalignmentwiththecorporationsvisionandvalues.
Thisbehaviourisimportanttounderstandthecomplexpoliticaland
regulatedenvironmentinwhichManitobaHydrooperates.Itisabout
beingabletofocusonwhatisimportantandtoensurethatthereis
consistencyandclarityinthemessageorimagethecorporationdelivers.
Itisalsoaboutbeingabletoinspirecommitmentandenthusiasmin
otherswhileworkingtowardasharedgoal.
LEVEL1
LEVEL2
UNDERSTANDSCURRENTSITUATION
PROMOTESTEAMALIGNMENTAND
EFFECTIVENESS
ANDSTRIVESTOMAKEAPOSITIVE
LEVEL3
ALIGNSPROGRAM/OPERATIONAL
GOALS&PLANS
LEVEL4
INFLUENCESSTRATEGICDIRECTION/
DEMONSTRATESVISIONARY
LEADERSHIP
Workswithteamstoset
programs,operationalgoals
andplansinkeepingwiththe
strategicdirection,standards
&codeofethics.
Developsanindepth
understandingoftheCSPand
explorestheimplicationswith
staff.
Facilitatesthedevelopment
oftheunitsbusinessplan.
Monitorscommitmentand
enthusiasmandresponds
appropriately.
Foreseesobstaclesand
opportunitiesandacts
accordingly.
Involvesothersin
understandingthegroups
roleinrealizingthecorporate
visionandcelebratesthe
groupscontributiontothe
sharedvision.
Definesthefuturedirection
ofthecompany,identifies
businessopportunitiesand
developsshort/longterm
actionstomaintainthe
companyscompetitive
advantage.
Communicatesthecorporate
visionandvaluesandbuilds
commitmentfromthe
corporateworkforce,key
stakeholdersandthe
communitytoachievethe
corporatevision.
Appliesanunderstandingof
theCorporationsprocesses,
practices,systemsand
supportresources,and
considerstheirimpactonthe
corporatestrategicplan.
Effectivelybalancespolitical,
legalandsocialissueson
behalfofthestakeholders.
IMPACT
Understandsthewaythings
aredonewithinthe
corporationandworksto
agreedstandards.
Familiarizesselfwiththe
CorporateStrategicPlan.
Strivestomakeapositive
impactonothers.
Prioritizesworkinalignment
withbusinessgoalsand
adjustsprioritiesasrequired.
Drawsoutthepositive
aspectsofasituation.
Expresseshopeforthefuture
andbuildsenjoymentinto
dailyactivities.
Clearlyarticulatesand
promotesthesignificanceand
impactofemployee
contributionstopromoting
andachievingorganizational
goals.
Identifiespotentialfuture
directionsforworkareain
linewithvision.
Createsconditionsthat
enabletheteam/workgroup
toperformatitsbest.
Regularlyreviewsobjectives
andresults.
Identifiesandenhances
personalleadershipstyle.
Expressesconfidencein
othersabilitytomakea
meaningfulcontribution.
POSITIVEINDICATORS:
WARNINGSIGNS:
MANITOBAHYDRO2012
30
SECTION II
WhatisaCoverLetter?
Acoverletterisabusinesslikewaytointroduceyourselfandyourresumetotheemployer.Noresume
shouldbesentwithoutacoverletter.
Coverlettersareverybeneficialwhenapplyingforajob.Theyfinishoffthewrittenpresentationand
canbehelpfulinhighlightingyourskillsandaccomplishmentsthatarerelevanttothepositionyouare
applyingfor.
Coverletterscanalsopointoutextrafeaturesthatarenotincludedinyourresume.
Thepurposeofthecoverletteristocommunicatetotheemployeraspecificpersonalizedmessageabout
yourpotentialvaluetotheorganizationandtomakethemwanttoreadyourresumeandbringyouinfor
aninterview.
HowshouldCoverLettersbeOrganized?
Thecoverlettertypicallyconsistsofthreeparts:Introduction,BodyandClosing.
IntroductionThebeginningofyourlettershouldcapturetheemployersinterest,identifytheposition
forwhichyouareapplyingoryourcareerobjectiveanddescribeyourparticularinterestintheposition.
BodyThebodyofyourletter(13paragraphs)shouldshowthatyouunderstandthenatureofthe
positionbyexplaininghowyourqualificationsrelatetoit.Youshouldincludeexamplesoftheskillsand/or
qualitiesfromyourresumethatyoubelievemakeyouastrongcandidate.Donotrepeatwhatisinyour
resume.Usethissectionasanopportunitytoexplainindetailhowyouthinkyourexperiencecan
contributetotheorganization.
ClosingSinceyourobjectiveistosecureaninterview,youwanttoestablishaflowofactionthat
producesaninvitationtodoso.Sincerelyyoursisagoodwaytocloseyourletter.Neverforgettosignand
dateit.
TipsonPreparingaCoverLetter
Itshouldbebrief,concise,neatandaccurate.Itshouldnotexceedonepage.
Includeareferencetothespecificpositionyouareapplyingfor.Ifyouarerespondingtoan
advertisedposition,pleaserefertotheEmploymentCircular#thatisstatedinthe
advertisement.
Tailorthelettertotherequirementsoftheposition.Besuretocreateinterestinyourselfby
communicatinghowyourskillswillbeofvaluetothejobandhowthejobwillbeofvalueto
you.Provideexamplesofhowyourworkexperiencedemonstratesthebehavioursofthe
coreandleadershipcompetencies.
Summarizethereasonsyouareapplyingforthepositionandyourmostapplicable
qualifications.
MANITOBAHYDRO2012
31
Usethelanguageofthejobbulletin.Everyfieldhasitsownjargonandtechnologyandyour
skillsshouldbedescribedintheseterms.
Donotbeapologeticornegative.
Useattentiongettingactionverbsandadjectiveswhendescribingyourselfandyour
qualifications.Itwilladdflavourandarouseinterest.Alistofsuggestedactionwordsis
locatedonpages49and51ofthisguide.
Close theletterbyaskingfortheopportunityforaninterviewtodiscussyourbackground in
moredetail.Mention thatyouareavailableattheirconvenience andgivethemanumberwhere
youcanbereachedduringtheday.
Proofreadasmanytimesaspossible.Checkforspellingerrorsanddonotrelyonyourspell
checktoidentifyerrors.Readyourletterbackwardstocatchyourspellingerrorsandtypos.
Checkforgrammaticalerrorsbyreadingyourletteroutloudfrombeginningtoend.Nothing
ruinsagoodfirstimpressionthanworkthatappearscarelesslydone.
Thelettermustbedatedandsigned.
Samplecoverlettersareprovidedonthefollowingpages.
MANITOBAHYDRO2012
32
237GatewayDrive
Winnipeg,Manitoba
R3Y1A7
20060301
ManitobaHydro
EmploymentandPlacementDepartment
P.O.Box815
Winnipeg,Manitoba
R3C2P4
DearSirorMadam:
PleaseacceptthisletterandattachedresumeasmyapplicationforthepositionofAssistant
DistrictOperator.
IhavebeenaqualifiedJourneymanLinemansince1989andhaveexperienceworkinginthepower
industry,specificallyBCHydro.Ihaveworkedinmanyareas,includingtheOperatingCentre,Hot
LineTools,andEasternRegionConstruction.Ihaveonoccasionbeenaleadhandinchargeofa
crew.Ihaveanexcellentworkandsafetyrecordandworkwellwithpeople.
ThepositionappearstobewellsuitedtomyqualificationsandskillsandIlookforwardtothe
opportunityofmakingacontributiontoyourOperatingCentre.
Iwouldappreciatetheopportunityforaninterviewtodiscussmybackgroundwithyouin
moredetail.Icanbereachedat(204)5552222.
Yourstruly,
[signhere]
GlenP.Campbell
MANITOBAHYDRO2012
33
239GatewayDrive
Winnipeg,Manitoba
R3Y1A6
October29,2006
ManitobaHydro
EmploymentandPlacementDepartment
P.O.Box815
Winnipeg,Manitoba
R3C2P4
ToWhomItMayConcern:
InresponsetoE.C.#01/0092foranAdministrativeClerkIVintheBusinessDepartmentof
CentralRegion,Iamenclosingmyresumeforyourconsideration.
IhaveworkedasanAdministrativeClerkintheMarketingDepartmentatGreatWestLifefor
sevenyears.Throughacombinationofbothworkandvolunteerexperiences,Ihavedeveloped
skillsintheareasofadministration,verbalcommunication,organizationandcomputationwhich
seemessentialforthisposition.
IalsohaveexcellentcomputerskillswithparticularstrengthsinWordPerfectandLotus123.I
willbehappytodiscussmybackgroundwithyouingreaterdetailinapersonalinterview.
Icanbereachedat(204)5551111oryoucanleaveamessageformeat(204)2221212
Sincerely,
[signhere]
LeslieRobinson
MANITOBAHYDRO2012
34
ACTION VERBS
ENHANCINGYOUR RESUMEAND
COVERLETTER
When promotingyourself,youmuststateyourskills,assets,experience,andaccomplishments in
anactivevoicewhich isinaneasyandstraightforwardmanner.Thefollowingisasamplelist,
createyourownthatreflectsyourskills.
administered
Communication
Skills
addressed
Research
Skills
clarified
Technical
Skills
assembled
Financial
Skills
administered
analyzed
arbitrated
collected
built
allocated
assigned
arranged
critiqued
calculated
analyzed
attained
authored
diagnosed
computed
appraised
chaired
corresponded
evaluated
designed
audited
contracted
developed
examined
devised
balanced
consolidated
directed
extracted
engineered
budgeted
coordinated
drafted
identified
fabricated
calculated
delegated
edited
inspected
maintained
computed
developed
enlisted
interpreted
operated
developed
directed
formulated
interviewed
overhauled
forecast
evaluated
influenced
investigated
programmed
managed
executed
interpreted
organized
remodelled
marketed
improved
lectured
reviewed
repaired
planned
increased
mediated
summarized
solved
projected
organized
moderated
surveyed
trained
researched
planned
motivated
systematized
upgraded
prioritized
negotiated
produced
persuaded
recommended
promoted
reviewed
publicized
scheduled
recruited
strengthened
translated
supervised
wrote
Management
Skills
MANITOBAHYDRO2012
35
acted
Teaching
Skills
adapted
Clerical
Skills
approved
Helping
Skills
assisted
conceptualized
advised
arranged
assessed
created
clarified
catalogued
clarified
designed
coached
classified
coached
developed
communicated
collected
counselled
directed
coordinated
compiled
demonstrated
established
developed
dispatched
diagnosed
fashioned
enabled
executed
educated
founded
encouraged
generated
expedited
illustrated
evaluated
implemented
facilitated
instituted
explained
inspected
familiarized
integrated
facilitated
monitored
guided
invented
guided
operated
referred
originated
informed
organized
rehabilitated
performed
initiated
prepared
represented
revitalized
instructed
processed
serviced
shaped
stimulated
purchased
supported
recorded
tended
retrieved
tutored
screened
specified
Creative
Skills
systematized
tabulated
validated
MANITOBAHYDRO2012
36
TheResumeandCoverLetterChecklist
Once youhavewrittenyourresumeandcoverletter,reviewthemwhilekeepingthefollowing
pointsinmind:
Isanyimportantinformationmissing?
Hasallunnecessaryinformationbeeneliminated?
Ismyobjectiveclearlyandsimplystated?
Aretheybothtargetedtotheemployersneeds?
HaveImadeanyspellingorgrammaticalmistakes?HaveIavoidedusingabbreviations?
Arestatementsstrongandpositive?Arethereanypointswhichstillneedimprovement?
HaveIavoidedexaggeration?CanIbackupallstatementswithfactualexplanationsinan
interview?
HaveIavoidedundersellingmyskills?
HaveIplacedmyselforanyoneelseinanegativelight?
MANITOBAHYDRO2012
37
MANITOBAHYDRO2012
38
SECTION III
ThePurposeoftheInterview
Aninterviewisusuallyrequiredpriortobeingawardedaposition.Theinterviewgivesyouandthe
supervisoranopportunitytoexploreyoursuitabilityforthepositionandprovidesinformationthat
enablesthesupervisortoselectthebestcandidate.Theinterviewerwantstoevaluateyoutodetermine
whetheryouhavethecompetenciesorqualifications,skills,attitudeandattributestoperformtheduties
oftheposition.Tosumitup,areyoulikelytobeanassettotheirdepartment?
Ourcoreandleadershipcompetenciesarereviewedbytheselectingsupervisorandareincorporatedinto
thequalificationsandtheselectioncriteriaforanadvertisedposition.Sobothtechnicalrequirementsand
corporatecompetencieswillformthecriteriayoucanbeevaluatedon.Thishasalwaysbeenthecasein
pastinterviewing,butwearenowusingaslightlymoreformalizedapproach.
WhatisaCompetency?
Itsimplyisaclusterofrelatedknowledge,skillsandattributes(e.g.values,traits,motives)thatcorrelate
withperformance.Forexample,Communicationisacompetency,aswellasTeamPlayer.You
needknowledgeandskilltocommunicatewellorbeagoodteamplayer,andyoualsoneedtohavethe
personalattributesthatgoalongwithit(e.g.bemotivatedtousetheskills,valuegoodcommunication
andteamwork,etc.).Ifyouhavethepersonalattributesrequired,thenitismorelikelythatyoull
demonstratethebehavioursofagoodcommunicatororteamplayer.Pleaserefertopages1730ofthis
bookletforadescriptionofManitobaHydrosCoreandLeadershipCompetencies.
Ajobinterviewwillgivethesupervisorachancetoevaluateyourqualifications,andprovideyouwithan
opportunitytosellyourselfandWINthejob.Inaddition,itgivesyouachancetoevaluatethejobwith
respecttoyourinterestsandgoals.Isthejobagoodmatchforyou?Asyouprepareforandactually
participateinaninterview,youshouldalwayskeepthatobjectiveinmind.
AdvancePreparationsforanInterview
SoyouhaveaninterviewNowwhat?
Preparinginadvanceisthekeytoagoodinterview.Itwillalsohelpyoutoevaluatewhetherthejob
opportunitywillbeapositivemoveforyourcareerandiftheworkenvironmentwillfitwithyour
preferredstyleofworking.
MANITOBAHYDRO2012
39
TipstoHelpPrepareyouforanInterview
1. Researchtheposition.
2. Identifyyourareasofstrengthandweakness.
MostinterviewswillaskaquestionaroundWhatareyourstrengthsandweaknesses?Describeyour
weaknessesasstrengths.Thisistricky.Theinterviewerprobablywantstolearnseveralthingsabout
youwiththisquestion,suchas:
Whetherornotyouarearrogant(IreallydontthinkIhaveanyweaknesses)Donotboastthat
youareflawless.
Whetheryouknowyourself(Well,Iveneverreallythoughtaboutit)
Whatareyoudoingtoimproveyourweaknesses?
Twowaystoanswerthistypeofquestionisto:
a) Explainthatinovercoming aweaknessyouhavelearnedsomething.
Forexample:Thereisaperiodinyourcareerpaththatjustdoesntfit(i.e.sellingcarsbetween
jobsasanaccountant),youmightsay,Oneweakness,whichtookmesometimetoovercome,
wasthatIreallywasntsureIwantedtobeanaccountant.Iworkedincarsalesfor2years
becauseIcouldntdecideifIwantedaccountingasmycareer.ThatexperiencetaughtmethatI
reallydidntwanttosellproducts,andthatIwasmuchmorechallengedbytheopportunityto
solveclientsproblems.
b) Pickaweaknessthatisreallyastrengthorgiveaqualitythatisgenerallynotthatbad.
Name aflawandthestepsyouvetakentoovercome it.
OneofmyweaknessesisthatItendtobeimpatientwithpeoplewhoarentwillingtopulltheir
fullweightandgive110%.
InthepastIvebeenimpatienttotacklemanybigprojectsatonce.Imstillambitious,howeverI
prioritizesoeverythinggetsdoneintherightorder.Othersuggestedflawstomention:being
excessivelyorganizedanddeadlinedriven.
MANITOBAHYDRO2012
40
3. Rehearseyouranswers.
Whatcompetenciesarelistedinthequalificationsectionofthejobcircular?Thesequalifications
becomeapartoftheselectioncriteriasothereisanexcellentchancethatsomequestionswillbe
askedonthecompetenciesposted.Rememberboththetechnicalrequirementsandcompetencies
willformthecriteriayouwillbeevaluatedon.
Whatexamplescanyourelaythatdemonstrateyourabilityinthesecompetencies?Describeyour
accomplishmentsandhowtheyapplytothepositioninaclearconciseway.Thinkaboutyourcareer
goalsinrelationtothisjobandhowyouwillrespondtoquestionsaboutyourfutureplans.Dont
overscriptyourresponses,makesureyouleaveroomforspontaneityandcreativity.
Practiceyouranswerswithataperecorderorafriend.
4. Preparealistofquestions.
Preparealistofquestionsaboutthepositiontotaketotheinterview.Thesequestionsoftenrelateto
training,supervisionandcareerplanning.
Hereareafewquestionsthatcouldworkforyou.
Whatopportunitiesarethereinthispositionformetodevelopmyskills?
Whataresomeofthechallengesandopportunitiesofthisposition?
Whatarethemostimportantcharacteristicsyouarelookingforinacandidatetosatisfythis
position?
Couldyoudescribetheworkingenvironment?
WherecanIgofromhere,assumingImeet/exceedthejobrequirements?
Whatisthehistoryoftheposition?Whyisitvacant?
5. Rereadyourresumeandthejobposting.
Becomefamiliarwiththejobpostingandfeelcomfortablethatitsagoodmatchforyourcapabilities
andinterests.Besureyouarefamiliarwiththeirterminologyorbusinessjargon.Thiswillgiveyou
moreconfidence.Theinterviewerwilllikelywanttoexpandonsomeinformationinyourresumeso
besureyoucanmakethelinkagefromyourresumetothepositionyouareapplyingfor.
6. Confirmtimeandlocation.
Ensurethatyouareawareoftheexacttimeandlocation.Goaheadoftimetoensureavailabilityof
parkingandtakeampletimefortravel.Besuretobringwithyouthenameandphonenumberofthe
personwhowillbeinterviewingyou.
Arriveontimefortheinterview!Planyourschedulesoyouwouldarrive10to15minutesearly.
MANITOBAHYDRO2012
41
7. DressProfessionally.
Professionalcanbeinterpretedinmanywaysthesedays.Whethertheareastylerequiresasuitor
islaidback,makeanefforttolookpresentable.Dressfortheworkenvironment.ManitobaHydro
employsabusinesscasualdresscode,howeverwhenattendingtheinterviewitiswisetoerronthe
sideofbusinessattire.
TypesofInterviews
Board/Panel Interview
Thistypeofinterviewinvolvestwoormorepeopleconductingtheinterviewtakingturnsaskingthe
applicantgroupsofquestions.Thissystemcanbeadvantageousbecausemorethanonepersonwillrate
yourresponsesanddevelopimpressions,eliminatingtheproblemofindividualpreferencesorprejudice.
Whenfeelinganxious,itisbesttofocusonthepersonaskingeachquestion.Itisimportanttokeepin
mindthatyourresponseswillbeevaluatedbyallpanelmembersnotonlytheonewhoisaskingthe
question.Somebackgroundknowledgeoneachinterviewermaybehelpful.
Strategyforsuccess.Directyouanswertothepersonwhoaskedthequestion,butmakeeyecontact
witheachofyourinterviewers.
One-on-One Interview
Thistypeofinterviewinvolvesyouandoneintervieweronly.Thecontentoftheinterviewshouldbethe
sameasaboard/panelinterview.
Strategyforsuccess.Usepositivebodylanguage.Beattentive,situpstraightandmaintaingoodeye
contact.
ExamplesofInterviewQuestions
Therearedifferenttypesofinterviewquestionsthatcanbeasked.Somemaybeopenended,othersmay
presentahypotheticalsituationandaskyoutoexpresshowyouddealwiththesituation,andanother
typeistheBehaviourDescriptionQuestion.
OpenEnded/GeneralQuestions
Theinterviewwilloftenstartandendwiththistypeofquestion.Typically,theremaybesomeopen
endedquestions,whichaskyoutotalkaboutyourselfandyourpastexperienceortechnicalabilities.
Tellmeaboutyourself.
Thisopenendedquestionhasnorightorwronganswer.Itmerelyisawaytobreaktheice.It
doesntmatterwhatyousaybuthowyousayit:withenthusiasmandpassion.Talkabouthowyou
areexcitedaboutgettingtheopportunitytotalktothemandhowitmesheswithyourcareergoals.
Orusethetimetosaysomethingthatisnotonyourresumeandimpresstothemwhyyouarean
assettotheirdepartment.Keepyouranswerjobrelated.
MANITOBAHYDRO2012
42
Whyareyouinterestedinthisposition?Whydidyouapply?Whyareyouleavingyourcurrentjob?
Manyinterviewersmaybecuriousastowhyyouarelookingforanotherjobbutmakesureyoukeep
yourcommentsdiplomatic.Neversayanythingdirectlynegativeaboutyourpresentjoblikeyourboss
isatyrantoryourcoworkersareincompetent.Insteadfocusonthingssuchasgrowthpotentialand
skilldevelopment.
Whatdoyouregardasyourstrengthsinrelationtothisjob?Whatareyourweaknesses?
Thisisoneofthoseslipperyinterviewquestionsthatcancatchyouoffguardifyouhaventgivenit
alittlethought.Always turnthispointintoapositive!Stateaweaknessandturnitintoapositive
byshowing howyouovercame theweakness.Inthepast,ithasbeendifficultformetoaccept
criticismfrommypeers.However,Ihavelearnedtovalueandsolicitthisinputandithasimprovedmy
jobperformance.
Whataresomeofthingsthatmotivateyou?
Doyoupreferworkingwithothersorbyyourself?Why?
Whatkindofsupportwouldyouneedfromyoursupervisorandcolleaguesinordertomakeyour
bestcontributioninthisjob?
Thesequestionshelpthesupervisorgaugehow wellyouwillfitthejobopening.
Tellmeaboutanyseminarsorcoursesinyourbackgroundthatyouthinkwillbeparticularly
relevanttothisjob
Whatareyourfuturecareerplans?
Giveaconcretegoal,focusingontheresponsibilities,notthetitle.Indicatethatyouhopetoacquire
sufficientknowledgewithinthattimetomakeapositivecontributiontothecompany.
Whatdoyouknowaboutourcompany?
TheyarecheckingyourknowledgeofManitobaHydro.Didyoutaketheinitiativeandtimetolearn
aboutthecompanybeforecomingtotheinterview?Ifyoudid,thiswillbereceivedverypositively.
Pleasedescribethemajorresponsibilitiesofyourpresentposition.
Whatdoyouparticularlyenjoyaboutyourpresentposition?Whatdoyouliketheleast?
Whatdoyouconsiderasoneofyourbiggestaccomplishmentsinyourpresentjob?
Give examplesofwaysinwhich yousavedthecompany money,time,ordeveloped an
officeprocedure thatimproved efficiency.
MANITOBAHYDRO2012
43
Whenyouhavetalkedwithyourmanageraboutyourworkperformance,
forwhatthingshaveyoubeencomplimented?
inwhatareashaveyouneeded tomakesomeimprovement?
Howdoothersdescribeyou?
Thisisanotherwayfortheinterviewertoseehowyouwouldfitintotheworkgroup.Ifyouarent
comfortablewiththisquestiontalktosomepeopleyouhaveworkedwithandgetthemtodescribe
you.
Doyoueverhavetoworkextrahoursinyourcurrentposition?Underwhatcircumstancesand
howoften?Howdoyoufeelaboutovertime?
Arethereanyotheraspectsofyourqualificationsandbackgroundwhichhavenotcoveredthatyou
feelarerelevanttothisposition?Ifso,pleasetellmeaboutthem.
Doyouhaveanyquestionstoaskaboutthisposition?
Rememberbyaskingquestionsyoushowinterestinthejob.
Jobinterviewsmayuseahypotheticalorproblemsolvingapproachtodetermineapplicantsanalytical
skillsandcriticalthinkingabilities.TheseWhatifquestionsarepresentedintheformofacaseexample
orproblemsituation.Thecandidatesareaskedtoimaginethemselvesexperiencingthesituation,andare
evaluatedonhowtheywouldhandlethesituationpresented.Belowaresomebasicexamples,however
notethatproblemsolvingscenarioscanbemorecomplexwithspecifictechnicalinformation
incorporated.
Howwouldyourespondtoanemployeewhoaccusesafellowemployeeoftheft?
Acustomercomplainsthathewasshortchanged.Thecustomerclaimsthathegavetheclerk
a$50bill,whereastheclerkclaimsthathewasgivena$20bill.Whatwouldyoudo?
Howwouldyouhandleasituationinwhichyoufeltacoworkerwasnotdoinghisfairshare
ofthework?
Its3p.m.andyouhaveareportduetoyourmanagerat5oclock.Suddenlyamajorcustomer
callsandsaystheyhaveacrisisandneedyourimmediatehelp.Whatdoyoudo?
Youreworkingthenightshiftataplantwhenyoudiscoversmokecomingfromoneofthepanels.
Whatstepsdoyoutake,andinwhatorder?
MANITOBAHYDRO2012
44
Technical Questions
Somequestionsarestraighttestsoftechnicalknowledge.
Forexample,youmaybeaskedtoidentifycertaincomponentsonadiagram,orlistoffthecorrectsteps
infixingsomething.Thesequestionswillvarydependingonthetechnicalrequirementsofthejob.
BehaviourDescriptionQuestions
MostemployerstodayusetheBehaviourDescriptionInterviewingtechnique.Itfocusesonexperiences,
behaviours,knowledge,skillsandabilitiesthatarejobrelated.BehaviourDescriptionInterviewingis
basedonthebeliefthatpastbehaviourandperformancepredictsfuturebehaviourandperformance.Itis
alsooneofthebestwaystoevaluatepeopletoseeiftheyhavethedesiredcompetenciesrequiredfor
success.Youmayfindthatthistypeofquestioncomprises5075%oftheinterview.
Researchhasshownthatpastexperienceisthebestpredictoroffuturebehaviour.Sointhistypeof
question,theinterviewerwillaskyouforaspecificexamplefromyourpast(workorlifeexperience)
whereyouvehadtodosomething(e.g.hadtocommunicatewell,orworkinateam,etc.).Youmaybe
askedtorelateapositiveexample,oranexamplewhereyouhadadifficultorchallengingtime.Thisgives
theinterviewerafullpictureofyourabilities.
WhatdoInterviewersEvaluateinaBehaviourDescriptionInterview?
Theyarelookingfor3typesofskills:Content,FunctionalorTransferable,andAdaptiveSkills.
FunctionalorTransferableSkillsUsed withpeople,informationorthingssuchas
organizing,managing,developing, communicating etc.expressedasverbs.
AdaptiveSkillsPersonalcharacteristicssuchasdependability,teamplayer,self
directed,punctualetc.expressedasadjectives.
Probes
Inaddition,theinterviewermayprobeformorespecificsofdetailssuchas:
Whatwasthesituation,whatwasthetaskyouweresettingouttodo?
Whatspecificallydidyoudointhesituation,whatwasyouraction?Heretheymaypromptyouto
expressmorewhatyoudid,notwhatothersdid.YoushouldtrytorespondasI...insteadofWe...
Whatwastheresult?Wereyouorothershappywiththeoutcome?Whatspecificallywastheresult?
Ifrelatinganegativeexperience,describewhatyoulearnedfromit.
Theymayalsoaskyoutoidentifywhentheexampletookplace,orhowoftensimilarsituationshave
happenedinthepast.Thisquestioningistoidentifyrecencyandfrequency,whichsimplymeansthe
morerecentthebehaviourorthemorefrequentthebehaviour,thehigherthechancethepersonwill
demonstratethatinthenearfuture.
MANITOBAHYDRO2012
45
MANITOBAHYDRO2012
46
BEASTAR
FollowtheS*T*A*R*method:
S Situation
T Task
A Action
R Resultsachieved
Whenrelatingyourexample,tellthemthesituationyouwerein,thetaskyouwereperforming,what
actionsyoutookandtheendresult.Ifpossibleshowhowyouidentifiedtheproblem,identifiedpossible
solutions,selectedthesolutionandimplementedthesolution.Dontforgettomentionwhatthepositive
outcomeswere.
HelpfulHintsinresponding tobehaviourdescriptiontypeofquestions:
Giveyourselftimetocollectyourthoughtsbeforeresponding.Theinterviewerswillexpectthis.
Alwayslistencarefullytothequestion.Askforclarificationifnecessaryandensureyouanswerthe
questioncompletely.
Describeyouranswersingooddetail.Describewhatyoudidspecificallyandwhatyourthoughts
were.Bespecificandrelated.
UseIinsteadofweasmuchaspossible.Theyarelookingforwhatyoudidinthesituation
specifically,astheyareevaluatingyouonthebehavioursthatyouhaddemonstratedinthesituation.
Whereverpossible,quantifyyourresults.Numbersillustrateyourlevelofauthorityandresponsibility.
Ifyoucantthinkofanexampletorelate(aftersufficientthought),thenasktheinterviewerifyoucan
returntothatquestionlater.Somethingmaycometoyourmindlater.
Beawarethattheinterviewermayaskyouforthename(areference)ofsomeonewhohasobserved
theexampleyourelate.Theymayendupcallingthatpersonaftertheinterview(withyour
permission),toverifytheinformationyoupresent.
TypesofBehaviourDescriptionQuestions
Adaptability:Givemeanexamplethatwoulddemonstrateyourabilitytoadapttoachanging
environmentsuchasarecentrestructuringorjobredundancy.Howdidyoucopewiththesechanges?
Initiative:Describeasituationinwhichyourecognizedapotentialproblemasanopportunity.Whatdid
youdo?
Leadership:Givemeaspecificexampleofsomethingyoudidthathelpedbuildenthusiasminothers.
Leadership:Givemeanexampleofatimeyouhadtopersuadeotherpeopletotakeaction.Whatdidyou
doandwereyousuccessful?
Topreparefortheinterview,specificallythebehaviourdescriptioncomponent,itishelpfultoprepare
yourselfbyreviewingthecompetenciesthatareidentifiedonthejobpostingandthinkingofexamples
whereyouhavedemonstratedthesethings.
ThefollowingpagesincludesamplebehaviourdescriptionquestionsrelatedtoourCompetencies.
MANITOBAHYDRO2012
47
SampleBehaviourDescriptionQuestions
Notes:
Some questions may have several parts. The interviewer will start with the first part of the
question.Then,maycontinuewiththeadditionalprobes.
Questions may be customized for the specific job and worded appropriate to the specific
audience(e.g.LabourerversusProfessionalEngineer).
CoreCompetencies
ApplyingLearning
ApplyingLearningisaboutassimilatingandapplyingnewjobrelatedinformationinatimelyand
innovativemanner.Itinvolvesusinginformationtoenhanceperformanceandgrowth.Itincludesthe
integrationandacceptanceofnewtechnology.
Itcanbedifficulttolearnnewtechnicalskills.Describeasituationwhenyouhaddifficultylearninga
newtechnology.
Theabilitytolearn,shareandapplytechnicalknowledgeisanimportantpartofthisjob.Pleasegive
anexampleofwhenyouwererequiredtolearnanewtechnicalskillinordertobecomemore
effective.
Inthisroleyouwillneedtoapplyyourtechnicalknowledgetocomplexornewcircumstances.
Describeasituationwhereyouwereabletoapplyyourexistingtechnicalknowledgeorskillsinan
innovativewaytosolveanewchallenge.
Thispositionrequiresyoutostrategicallyapplyspecialistknowledgetosolveavarietyofproblems.
Tellmeaboutasituationwhereyourspecialistknowledgeenabledyoutoidentifyapotential
problemanddevelopastrategytoaddressit.
Communication
Communicationinvolvesexpressingideas,factsandopinionsclearly;articulatingpersonalpointsofview
persuasively;seekingtounderstandtheviewsofothersandopenlysharinginformation.Itinvolvesoral
andwrittencommunicationskillsincludingpresentationornegotiationskillstoachievedesiredresults.
Describethemostsignificantwrittendocument,report,orpresentationthatyouvecompleted.
Describeasituationwhenyouhadamiscommunicationwithsomeone.Whatdidyoudototryto
solvetheproblem?
Communicationisoneofthestrategicaspectsofthisposition.Pleasedescribeasituationwhereyou
realizedyouneededtocreateaformalcommunicationstrategyorplaninordertogetyourmessage
acrosseffectively.
Persuasivenessortheabilitytoinfluenceothersisessentialinthisposition.Tellusaboutyourmost
challengingexperiencepersuadingsomeonetoseeadifferentpointofview.
MANITOBAHYDRO2012
48
Creativity&Innovation
CreativityandInnovationisabouttheabilitytoformulatenewideasortoadaptoruseexistingideas
inneworunexpectedwaystosolveproblems,andtothinkaheadtospotorcreateopportunitiesand
maximizethem.Itisaboutdevelopingbetter,faster,orlessexpensivewaystoaccomplishthings.
Tellmeaboutaproblemyousolvedinauniqueorcreativeway.
Describeasituationwhenyouwantedtocompleteataskusinganinnovativemethod,butwere
requiredtofollowthetraditionalapproach.
Tellmeaboutaproblemoropportunityforimprovementyouidentifiedinyourlastrolethathad
previouslybeenoverlooked.
Pleasedescribeasituationwhereyouactivelyencouragedotherstoidentifyacreativeorinnovative
solutiontoaproblemorchallenge.
CustomerService
CustomerServiceisaboutunderstandingtheneedsofthecustomerandactivelyfocusingon
anticipating,meetingandexceedingthoseneeds.Itincludesrespondingtocurrentandfuture
customerneedsandprovidingexcellentservicetobothinternalandexternalcustomers.
Inthisposition,youwillhavetointeractwithinternalandexternalcustomers.Pleasedescribea
situationwhenyouwereabletoaddressadifficultcustomerrequestinatimelyandcourteous
manner.
Tellmeaboutasituationwhenyoureceivedwhatyoufeltwasanunreasonablerequestfroma
customer.Whatwastherequestandwhatdidyoudo?
Whenwearebusyitcanbehardtogetajobdoneandmaintainhighquality.Pleasedescribea
situationwhenyouknewyouwouldhavedifficultymeetingacustomersneeds.Whatdidyoudo?
Givemeanexampleofwhenyouinitiatedachangeinprocess,procedureoroperationsinresponse
tocustomerfeedback.Whydidyoufeelitwasimportanttomakethechange?
Buildingrapportwithsomecustomerscanbechallenging.Givemeanexampleofasituationwhen
youputinextraefforttobuildrapportwithacustomer.Whatdidyoudo?
DecisionMaking
DecisionMakingisaboutmakinggood,timelydecisionsandsolvingproblemsinvolvingvariedlevels
ofcomplexity,ambiguityandrisk.Itincludesthinkingcreativelyandfocusingoninnovation,
consultingandengagingothersandreconcilingcompetinginterests.Itisalsoaboutactingwith
integrityinanhonestandtrustworthymannerbasedonpersonalaccountabilityandaconvictionto
dotherightthing.ItisaboutmakingdecisionswithinestablishedCodeofEthics&standards.
Tellmeaboutasituationwhereyouhaddifficultymakingadecision.Howdidyoumakeyour
decision?
MANITOBAHYDRO2012
49
Whena(position)__________isrespondingtoa(typeofjob)_________,effectivedecisionmaking
canbecritical.Describeasituationwhenyouexaminedaproblemandmadeaquickdecision.
Beingabletoworkonyourownisimportant.Pleasegiveanexampleofadifficultdecisionyoumade
onyourown.
Tellmeaboutasituationinwhichalltheevidencesuggestedyoupursueonecourseofaction,but
yourgutfeelsuggestedanother.Whatdidyoudecidetodo?Whatfactorsdidyouconsider?
Pleasedescribeasituationfromyourpreviousworkorvolunteerexperiencethatdemonstratesyour
abilitytomakeastrategicdecision.
FinancialResponsibility
Financialresponsibilityisaboutusingresourceseffectivelyandefficiently.Itisaboutperformingdaily
workinacostconsciousmanner.Itincludesdemonstratinganunderstandingoffinancialprinciples
andimpactsandtakingstepstocontributetofinancialgoalsandtargets.
Tellmeaboutasituationwhereyoufoundawaytogetthejobdonefasterandbetteratalowercost.
Describeasituationwhenyouneededtocompleteataskorprojectwithinastrictbudget.What
strategiesdidyouuse?
Givemeanexampleofasituationwhen,byrecognizingandconsideringthefinancialimplicationsofa
decision,youdecidedtodosomethingdifferentfromwhatyouoriginallyplanned.
Tellmeaboutastrategicinitiativeyoudeveloped,identifiedandpursuedinordertoimprovethe
financialperformanceofyourdepartment/division.
ResultsOriented
AchievingResultsisaboutusingtimeandresourceseffectivelytoachievedesiredresults.Itinvolves
havingthesustainedenergyanddeterminationinthefaceofobstaclestosetandmeetchallenging
targetsanddelivertherequiredbusinessresults.Itincludesdemonstratingahighlevelof
accountability,reliability,adaptabilityandinnovationinaccomplishingdaytodayworkandlongterm
goals.
Tellmeaboutasituationwhenyouhadmultipletasksorprojectsgiventoyouatthesametime.How
didyouorganizetheworkyouneededtodo?
Inthisposition,itisimportanttobeabletoidentifyandimplementimprovements.Pleasegivean
exampleofasuggestionyoumadethatledtoanimprovementinasystemorprocess.
Wehaveallexperienceddifficultproblemsorsetbacksonthejob.Tellmeaboutasituationwhere
youusedanegativeexperienceorasetbackasanopportunitytomakeanimprovement.
Pleasedescribeahighprofile,strategicprojectthatyouhavemanagedinthepast.Whatdidyoudo
toensurethattheprioritiesremainedalignedwiththeCorporate/BusinessUnitStrategicplan?
MANITOBAHYDRO2012
50
Safety
Safetyinvolvesbeinghighlyselfmotivatedtoworksafely,thinkingproactivelyabouthis/hersafety
andthesafetyofothers,andactivelyparticipatinginandpromotingasafetyfocusedculture.
Inmanysituations,employeesarerequiredtowearprotectiveequipmentthattheymayfind
uncomfortableorinconvenient.Tellmeaboutasituationwhenthiswastrueforyou.
(SituationalQuestion)Youandyourcrewareunderalotoftimepressuretofinishajob.Your
supervisorisstressedoutandasksyoutodoataskthatyoufeelisunsafe.Whatwouldyoudo?
Tellmeaboutasituationathomeorwithintheworkplacewhereyouobservedapotentialsafety
hazardthatnooneelseseemedtoconsider?
Tellmeaboutthemostchallengingsafetyissueyouhavehadtodealwith.What,specifically,madeit
challenging?
Safetyisnotaonepersonjob.Givemeanexampleofasituationwhenyouwereabletoimprove
safetyonlybecauseyouchosetoinvolveothersinmakingtheimprovement.
Whatstepshaveyoutakentoimprovesafetyinyourworkgroupordepartment?
Teamwork
Teamworkisaboutworkingcooperativelyandcollaborativelywithdiverseindividuals,teams,work
groupsandacrossorganizationalboundariestoachieveteamandorganizationalgoals.Itincludes
demonstratingrespectforindividualdifferences(e.g.race,gender,ethnicity,disability,language,
sexualorientation,ageandopinions),valuingtheopinionofothersandinsistingonarespectful
workplace.
Givemeanexampleofwhenyouworkedcooperativelyaspartofateamtoaccomplishanimportant
goal.Whatwasthegoalorobjectiveandwhatwasyourroleinachievingthisobjective?
Tellmeaboutasituationwhenyoufounditchallengingtoworkasamemberofateam.Didyoudo
anythingtotrytoimprovetheteamenvironment?
Tellmeaboutarecentteamexperiencewhereyouwerenottheleader,butplayedacriticalrolein
helpingtheteamworktogethertoachieveitsobjectives.
Pleasegivemeanexampleofasituationwhereyouwereleadingateamthathadoneormore
memberswhowereunproductive,uncooperative,ordidnotseemtowanttosharetheirideasor
opinions.Whatdidyoudo?
Individualswithdifferentbackgrounds,values,orbeliefsmayapproachsimilarsituationsvery
differently.Pleasegivemeanexamplethatdemonstratesyourabilitytoaddressconflictbetween
teammemberswithdifferingvalues,ideas,andbeliefs.
MANITOBAHYDRO2012
51
LeadingandDevelopingOthers
LeadingandDevelopingOthersisaboutleading,encouraging,inspiringandsupportingothersto
developconfidenceandcapabilitytohelpthemrealizetheirfullpotential.
Tellmeaboutasituationwhenyoufeltanemployeewasoverwhelmedorstruggling.
Describewhatstepsyouhavetakeninyourcurrentorpreviouspositionstodefineandcommunicate
performanceexpectationstoyouremployees.
Tellmeaboutasituationwhenyouhadtodelegatevariousresponsibilitiestostaff.Whatdidyou
considerwhendecidingwhattodelegatetothem?
Givemeanexampleofasituationwhenyouidentifiedaskilldeficiencyinasubordinate.Whatdid
youdo?Howdidyoubringtheskilldeficiencyupwiththeemployee?
Whatmethodshaveyouusedinthepasttomotivateanemployeetoachievegreaterresults,assume
moreresponsibilityorimproveperformance?Pleaseprovideexamplesfromaspecificsituation.
Visioning&StrategicThinking
VisioningandStrategicThinkingisaboutinspiringandguidingotherstowardaclearandunifying
visionofthefuture;supporting,promotingandensuringalignmentwiththecorporationsvisionand
values.
Whatchangeshaveyoumadeinyourworkareatoalignyourprojectsoroutcomeswiththe
Corporationsoperatingprinciplesorgoals?
Employeestendtobemoreeffectivewhentheyunderstandtheimpactoftheirroleonthelarger
organization.Tellmeaboutasituationwhenyouwereabletoimproveperformanceormoraleby
explainingthistoanemployeeorworkgroup.
Tellmeaboutasituationwhenyouanticipatedafuturechallengeorneedandmadechangesinyour
areasothatyouwouldbebetterprepared.
Whatactionshaveyouundertakeninthepastyeartocommunicate,promoteandmonitor
commitmenttotheCorporatevisionwithinyourworkarea?Howsuccessfuldoyoufeelyouvebeen?
Tellmeaboutaprogramorprojectthatyouledorinitiatedinordertosupportalargerscale
organizationalgoal.Whatwastheprogramandhowdiditalignwiththeorganizationalgoal?
MANITOBAHYDRO2012
52
SECTION IV
StagesoftheEmploymentInterview
ThethreestagesofanEmployment Intervieware:
1. TheOpening
2. TheInterview
3. TheClosing
TheOpening
YourGoals:
toformaninitialimpressionoftheinterviewer
toestablishrapportwiththeinterviewer
toadjustyourcommunicationstyletothepreferenceoftheinterviewer
InterviewerGoals:
towelcomeyou
toformaninitialimpressionofyourinterpersonalstyleandskills
toestablishrapportwithyou
tomovetowardsthebusinessoftheinterview
TheInterview
Competencies,Skills,ExperienceandWorkRecord:
YourGoals:
tohighlightyourcompetencies,skills,qualificationsandaccomplishments
toshowthatyouarethebestcandidateforthejob
torelatethisinformationtothejobbeingdiscussed
tosupportyourclaims
todemonstratethatyouhavetheabilitytocommunicatewell
todemonstratethatyouhavetheinterpersonalskillstointeractwellwithothers
InterviewerGoals:
tomeasurethelevelofyourcompetencies,skillsandknowledge
todeterminetherelevanceofyourpreviousexperience
toevaluateinconsistenciesonyourrecord
tojudgehowwellyougetalongwithothers
tojudgeyourpotentialperformanceandfit
MANITOBAHYDRO2012
53
Education/TechnicalExpertise:
YourGoals:
tostressqualificationsofdirectrelevancetothejob
tostressequivalentexperiencewheneducationislacking
InterviewerGoals:
todeterminetherelevanceofyoureducationandexperience
todetermineeducationalperformanceandtestyourdecisionmakingabilitythroughyour
educationalchoices
toevaluatedepthofrelevantknowledgeandunderstandingobtained
CareerGoals:
YourGoals:
toshowthatyouhaveadevelopedcareerplan
toexpressyourgoalsclearlyandrelatethemtothejobbeingdiscussed
InterviewerGoals:
toassessyourcareergoals(i.e.thatyouhavecareergoalsandareabletoexpressthem)
toseewhatkindofmotivationyouwouldbringtothejob
toexaminepossibleinconsistenciesinyourobjectives
Personal:
YourGoals:
todemonstratepersonalfitwiththeorganization
toremaincalmunderthestressoftheinterview
toemphasizeotheractivities(extracurricular)thatdemonstratenecessaryqualitiesforthisjob
InterviewerGoals:
toseehowyouhandleyourselfunderstress
toidentifypotentialproblemsinyourselfmanagementskills
YourQuestions:
YourGoals:
todemonstratethescopeofyourknowledgeabouttheorganizationandtheposition
todemonstrateyourinterestinthejob
togetadditionalinformationaboutthejobandworkingconditions
InterviewerGoals:
todetermineyourinterestinandknowledge oftheposition
tomakethepositionappearattractivetoyou
toexplaintheworktobeperformed
MANITOBAHYDRO2012
54
TheClosing
YourGoals:
tomakesurethatyouhavemadeallthepointsthatwereimportantforyouto
communicate totheinterviewer
tomakeastrongclosingstatementtoconclude theinterview
tofindoutwhen youcanexpecttohearadecisionontheoutcome oftheinterview
InterviewerGoals:
tomakecertainthatallofthenecessaryinformationhasbeenaddressed
toindicatetothecandidatewhentoexpecttohearadecisionontheoutcomeoftheinterview
TipsforaGreatInterview!
Thinkbeforeyouanswer,pauseandorganizeyourthoughts.Behaviourdescriptionquestionsoften
requireyoutopauseandthinkofanexampletorelate.Theinterviewerwillexpectyoutotake
sometimetoresponditisnotviewedasanegativethingtogiveyourselftimetothink.
Yesandnoanswersareusuallynotsufficientrespondmorefullywhereverpossiblebackup
answerswithexamples.
Askforclarificationifyoudonotunderstandaquestionorrestatethequestioninyourownwords
toensureyouhaveunderstoodit.
Payattentiontoyournonverbalcommunicationtrynottofidget,oractnervous.
Trytolookdirectlyattheinterviewerwhenresponding.
Keepyourselfinapositiveframeofmind.Bepreparedtodiscussjobrelatedtopics.
Lettheinterviewersetthepaceoftheinterview.
Answertruthfully.
Maintaineyecontact.
SMILE.
Neversayanythingnegativeaboutyourselforyourcurrent/previousmanagers.
Bepolitetoeveryoneyoumeetthere.Theyallcount.
Donotassumetheinterviewerknowshowtoelicittheinformationhe/sheislookingfor.
Shakehandswiththeinterviewerandthankhim/herfortheirtime.
MANITOBAHYDRO2012
55
TypicalPitfallstoWatchforDuringanInterview
Interviewerslistthefollowingitemsasnegativeswhenevaluatingjobcandidates:
Beinglatefortheinterview.
Chewinggum.
Ramblingresponsestoquestions;inabilitytoexpressthoughtsclearlyandconcisely.
Talkingingeneralitiesinsteadofprovidingconcreteexamplesinresponsetoquestions.
Possessingaknowitallattitude;nothavingabalancedviewofonesstrengthsandweaknesses.
Displayinganattitudethatsuggestsnoenthusiasmormotivationforthejobbeingofferedandfor
pastjobs.
Offeringcriticismofonesformeremployerandpossessingablamingattitudetowardsothersand
circumstancesoverall;lackofselfresponsibility.
Demonstratinganoveremphasisonsalaryandperkswithonlyminimalinterestinjobcontent.
Undersellingonesabilitiesandaccomplishmentsandprovidingonlybriefresponsestoquestions.
Notmakingtheefforttolearnaboutthejobrequirementsorthemainactivitiesoftheworkgroup
priortotheinterview.
Feelingdistractedduetoextremenervousnessdisplayedbythecandidatepooreyecontact,
fidgeting,rigidposture,rockingmotions,nailtapping,etc.
Demonstratingpoorlisteningskills.
Interruptingwhentheintervieweristalking.
Bringinguppersonalproblemsorirrelevantinformation.
Demonstratingapoortoleranceforfrustration,appearingannoyedbysomeofthequestions,losing
onestemperduringtheinterview.
Makingderogatoryremarksaboutanothercandidateforthesamejob.
Appearingtobeveryindecisiveandlackinginproblemsolvingordecisionmakingcapabilities.
Mumblingormonotonevoice.
Demonstratingalackofpersonalcourtesy.
Sharinginformationfrompreviousemploymentexperiencethatwouldbeclassifiedasconfidential
totheemployer.
Usingpoorgrammarorswearwords.
Losingyourcomposureifyoudonotknowtheanswertosomequestions.
MANITOBAHYDRO2012
56
SECTION V
TheJobInterviewReview
Ifajobofferismade,acceptwithinthetimeframespecified.Besurethatagreementhasbeen
reachedintermsofsalaryexpectationsandstartdate.Ifyouareunsureaboutacceptingthe
positionaskyourselfthefollowingquestions:
o Doyouwantthejob?
o Doesthepositioninterestyou?Areyouwillingtomakethechange?
o Whatareyourimpressionsofthesupervisorsstyle?Doesitfitwithyourpreferredwaysof
working?
o Willthepositionprovideanopportunityforcontinuedskilldevelopment?
o Aretheworkdemands,travelrequirements,etc.acceptablegivenyourlifestyle?
o Ifyouarehavingadifficulttimeansweringyestoanyoftheabovequestions:
o Makeamentalorwrittenlistofwhatyouwouldgainfrommovingtothenewjoband
whatyoumightlose.Thismighthelpyoureachadecision.
Ifyoudecidetoturndownajoboffer,betactfulandexpressappreciationfortheofferandinterest
showntoyou.Thisdemonstratesgoodpublicrelationsandcouldproveusefulinfuturecontacts.
Ifyouwerenotthesuccessfulcandidateforthejob,requestfeedbackfromtheinterviewer(s)
aboutyourperformanceduringtheinterview,askforsuggestionstoimproveyourpresentationand
developmoreskillstobemorecompetitiveforsimilarpositionsinthefuture.Treattheprocessasa
positivelearningexperience.Infact,youmayhavebeenratedquitewell,butnotaswellasthe
selectedcandidate.
Youmaywanttoaskyourselfthefollowingquestions:
Didyouanswertheinterviewquestionsinamannerthatstressedyourabilities,yourwillingnessto
workandyoursuitabilityfortheposition?
Didyoucoveralltheimportantpointsthatyouhadplannedinadvance?
Didyouanswertruthfully?
Doyourememberthequestionsyouwereaskedandyourresponses?Writethemdown,especially
thosethatproveddifficulttoanswersothatyoucanrehearsethembeforeotherinterviews.
Whatcouldyouimproveoninfutureinterviews?
Everyinterviewisalearningexperience.
Useeachinterviewasabuildingblockforthenextone.
Youmaygothoughmanyinterviewsbeforeyouwiththerightjob.
MANITOBAHYDRO2012
57
MANITOBAHYDRO2012
58