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the

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. . . . . . . . . . . . . . . . . . . . . .

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SectionII TheCoverLetter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WhatisaCoverLetter?. . . . . . . . . . . . . . . . . . . . . . . . . .......
HowshouldCoverLettersbeOrganized. . . . . . . . . . . . . . . . . . . . . . .
TipsonPreparingaCoverLetter. . . . . . . . . . . . . . . . . . . . . . . . . ..
TwoExamplesofCoverLetters. . . . . . . . . . . . . . . . . . . . . . . . . ..
ActionVerbsEnhancingyourResumeandCoverLetter. . . . . . . . . . . .
TheResumeandCoverLetterChecklist. . . . . . . . . . . . . . . . . . . . . . .

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SectionIII BeforetheInterview . . . . . . . . . . . . . . . . . . . . . . . . . .
ThePurposeoftheInterview. . . . . . . . . . . . . . . . . . . . . . . . . . . .
AdvancePreparationsforanInterview . . . . . . . . . . . . . . . . . . . . . . .
TypesofInterviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ExamplesofInterviewQuestions. . . . . . . . . . . . . . . . . . . . . . . . . .
BehaviourDescriptionQuestions. . . . . . . . . . . . . . . . . . . . . . . . . .

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SectionIV DuringtheInterview . . . . . . . . . . . . . . . . . . . . . . . . . . .
StagesoftheEmploymentInterview . . . . . . . . . . . . . . . . . . . . . . . .
TipsforaGreatInterview! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TypicalPitfallstoWatchforDuringanInterview . . . . . . . . . . . . . . . . . .

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SectionV AftertheInterview. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
TheJobInterviewReview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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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.

Hint:Most experienced workerslistworkhistoryfirst,theneducationandtraining.


However, ifyoudonthavemuch experience thatrelatestothejobyouareseeking,
youmaychoose tolistyoureducationandtrainingfirst.

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.

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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:

FunctionalOrganizing yourexperience according toskillsyouhavedeveloped;

ChronologicalListingexperience gainedfromjobs(permanent,parttimeandsummer)
inreversechronological orderbeginningwiththemostrecentjob;or

CombinationShowing bothskillsandchronological workexperience.

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.

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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.

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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.

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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.

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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

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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

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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

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WORKHISTORY
JourneymanLineman
(January1991Present)
BCHydro(OperatingCentre)

JourneymanLineman
(JuneDecember1990)
BCHydro
(HotLineTools,Maintenance&Construction)

LinemanTrainee
(19871990)BCHydro

INTERESTSANDACTIVITIES
Outdoorsports,curling,snowmobiling,boating,fixingoldcars

REFERENCES
Availableuponrequest

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.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

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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

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TheCoreandLeadershipCompetencies

Manitoba Hydro hasnineCore andtwoLeadership competencies thatarerelatedto


positionsandincluded intothequalificationsforallpositions,alongwithtechnical
requirements.On thefollowingpagesaretheCore andLeadership competencies (called
CompetencySummarySheets).

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.

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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

A competency definition: this defines in more


detail what the competency is about and what
iinvolves

Why the competency is important to Manitoba


H d B ii h
Hydro
Competency levels: these show the increasing
i
i l f or complexity at which the
sophistication
competency can be demonstrated

Positive indicators and warning


signs: these give examples of
positive and negative behaviors.

Behavioral Indicators: these provide detail on


specific behaviours for the competency at each
level, providing examples of how the competency
can be seen in practice

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Theskilllevelsarestructuredtoshowtheincreasingsophisticationorcomplexityatwhichthe
competencycanbedemonstrated.Thelevelsofinitiative,planning,problemsolvingandimpact
increaseasthelevelsincrease.

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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
organizationsvalues&ethics.

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

THE COVER LETTER

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

Example #1 Covering Letter

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

Example #2 Covering Letter

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

BEFORE THE INTERVIEW

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.

Learnasmuch asyoucanaboutManitoba Hydro, andthejobyouareapplyingfor.


Majorproductsorservices
Organizational structureofthedepartment
Majorcompetitors
Reviewwritteninformationthatrelatestothejob(e.g.Annualreport,policies,legislation,
brochures).
Ifyoucanobtainacopyofthejobdescriptionand/oranemployment circular,reviewthese
extensively.Review thesummary sheets(pages1730)forthecompetencies identifiedon
theposting.
Ifyoudonothaveaccesstoajobdescription/employmentcircular,oryouareapplyingforan
unadvertisedposition,reviewtheCompetenciesonpages1730ofthismanual,andtrytopredict
whichofthesewouldbemostrelevanttothepositionyouareapplyingfor.
Askwhowillbeinterviewing.
Talkwithpeopleinsimilarjobstolearnmoreaboutcurrentissues,jobstressesandexpectations.

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.

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Whenyouhavetalkedwithyourmanageraboutyourworkperformance,

forwhatthingshaveyoubeencomplimented?
inwhatareashaveyouneeded tomakesomeimprovement?

Howdoothersdescribeyou?
Thisisanotherwayfortheinterviewertoseehowyouwouldfitintotheworkgroup.Ifyouarent
comfortablewiththisquestiontalktosomepeopleyouhaveworkedwithandgetthemtodescribe
you.

Doyoueverhavetoworkextrahoursinyourcurrentposition?Underwhatcircumstancesand
howoften?Howdoyoufeelaboutovertime?

Arethereanyotheraspectsofyourqualificationsandbackgroundwhichhavenotcoveredthatyou
feelarerelevanttothisposition?Ifso,pleasetellmeaboutthem.

Doyouhaveanyquestionstoaskaboutthisposition?
Rememberbyaskingquestionsyoushowinterestinthejob.

Situational or Hypothetical Questions

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?

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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.

ContentSkillsKnowledge thatisworkspecificsuchascomputer programming,


accounting,weldingetc.expressedasnouns.

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.

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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.
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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.

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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?

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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?

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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.

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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?

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SECTION IV

DURING THE INTERVIEW

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

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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

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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.

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TypicalPitfallstoWatchforDuringanInterview

The process of effectively presenting yourself in employment interviews involves practice in


behavioursthatconfirmyouarethebestcandidateforthejobandeliminatingsomeoftheclassic
blundersthatcangetintheway.

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.

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SECTION V

AFTER THE INTERVIEW

TheJobInterviewReview

Well,youhavehadtheinterview.How diditgo?How doyouthinkyoudid?

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.

before you connect with the right job

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