1、Interview GuideTarget Position: Date: Candidate: Interviewer A : Preparation Checklist1. Review application material, including resume(curriculum vita) and any application forms. Decide while jobs/experiences are most relevant to the target job.2. Prepare to conduct the Key Background Review.- Note

2、any/experiences on which you are unclear or would like more information.- Note any gaps in employment.3. Prepare the Planned Behavioral Questions section.- Review the competency/skill definition and key actions.- Modify questions to better fit the candidate' s experience.- Decide if the order of

3、 the questions should be changed; develop additional questions if necessary.4. Estimate the time needed to cover each section of the Interview Guide.Outline for Opening the Interview1. Greet the candidate, giving your name and position.2. Explain the interview' s purpose:- To acquaint interviewe

4、r and candidate.- To learn more about the candidate' s background and experience.- To help the candidate understand the position and organization.3. Describe the interview plan:- Briefly review jobs/experiences.- Ask questions to get specific information about those jobs/experience.- Provide inf

5、ormation about position and organization.- Answer candidate ' s question about the position and organization.- Point out that you both will get information needed to make good decisions.- Indicate that you will be taking notes.4. Explain the job 'nstieasl sfuenctions and ask if the candidate

6、 can perform the essential functions with or without reasonable accommodation. (Required in the United States)5. Make the transition to the Key Background Review.Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major responsibilities/duties? Any change in responsibilities?

7、What did/do you like best the position? What did/do you the least?Why did you (or why are you planning to) leave?Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major responsibilities/duties? Any change in responsibilities?What did/do you like best the position? What did/

8、do you the least?Why did you (or why are you planning to) leave?Communication Problem Solving: Forming an opi nion or maki ng a decisi on through careful test ing of assumptio ns an facts; tak ing acti on that is con siste nt with available facts, con stra ints and probable con seque nces.Key Action

9、:Define decisi on criteriaCon sider alter nativesCon sider all pert inent facts Weight impact of alter natives Inform others whe n n ecessary Commit to most appropriate acti onQuestions:1. Walk me through a situation in which you asked a lot of questions of several people to get the information you

10、needed to make an effective decision. How did you know what to ask?2. Give me an example of a good suggesti on you made rece ntly. What alter natives did you con sider? Why was it a good suggestion?SituationSu ggesti on/A cti onResultCom mun icatio n:Problem Solvi ngProviding Feedback:Objectively ob

11、serv ing , an alyz ing, and shari ng your percepti on of other people's performa nee to rein force or redirect behavior to improve performa nee and bus in ess results. Provid ing feedback that is timely, specific, behavioral , bala need, and con structive.Key Action:- Seeks opport unity for feed

12、back- Describes the situati on and behavior- Clarifies expectati on and con seque nces- Makes suggestio ns and provides alter nativeQuestions:1. Tell me about a time whe n you provided feedback to some one after that pers on performed poorly.SituationActionResultCommunication:Providi ng FeedbacRati

13、ng:Initiative: Propensity for action to achieve grater results beyond what is required;being proactive; tak ing in itiative.Key Actions:- Be proactive- Gen erate ideas for improveme nt- Take adva ntage of opport un ities without being asked- Seek opport un ities for self-improveme nt- Do more tha n

14、requiredQuestions:1. Describe some ways you cha nged your job at Warehous ing charge-ha nd. What prompted you to make those cha nges?2. Describe a situation which you identified a problem and took action to correct it rather tha n wait for some one else to do so.SituationActionResultCommunication:In

15、 itiativeRat ing:Interview Close1. Additi onal In formati onIntroduce the buy-time question.“ I ' m going to ask a question that Iu' d like yoto think about for a few minutes before answering. While you' re thinking, Ireview my notes to see if there is other information I need.” The ques

16、tion is:Why should you be considered for this position?2. Review notesWhile the candidate is thinking about the question, review your notes to identify any area where more information is needed, or information needs clarification.3. Buy-time answers answer to-ttihmeebquuyestion.Ask for the candidate

17、4. Additional questionsAsk any additional questions based on the review of your notes.5. Position /Organization/LocationProvide information on position, organization, or location. If you are the last interview. Check the candidate' s understanding of these areas. (Note anythings state motivation

18、s andthat appears to match or conflict with the candidate preferences.Give candidate the opportunity to ask questions. (Note the questions asked here)6. End the interviewExplain next steps in selection process. Thanks the candidate for a productive interview.Post-interview Instructions1. Identify co

19、mplete STARs throughout the Interview Guide.2. Categorize STARs into appropriate competence/skill.3. Indicate whether each STAR is effective(+) or ineffective(-).4. Consider the weight of each STAR according to its impact, recency, and similarity to the target job.5. Determine and record the rating

20、the rating box (lower right corner ) for each competency/skill use the following system:E-Excel: The individual demonstrates well-developed expertise, and is considered highly skilled and influential in this competency or skill area; Can provide expert advice, and train or develop others in this com

21、petency or skill area.P-Proficient: The individual has great knowledge and experience in this competency or skill area; well advanced; more than acceptable in this competency or skill area.C-Competent: The individual has requisite or adequate ability in this competency or skill area; meets the crite

22、ria for successful performance in this competency or skill area.G-Gap: The individual is not fully competent in this area. The individual may have had limited or no opportunity to demonstrate this skill or competency, but there is every reason to believe that he/she will be able to sufficiently deve

23、lop this skill or competency in a reasonable period of time, with guidance, practice, and/or reinforcement.V-Void: The individual is not fully competent in this area, and will not be able to sufficiently develop this competency in a reasonable period of time.F or NF-Fit or Not a Fit: Use to assess M

24、otivational Fit for job, Organization and/or LocationClarifying ratings:n: No opportunity to observe or assess.W: Weak/Want more data (for example, Cw); use when only STAR is collected for a competency of skill area.Eh: To high. Ah individual' s skill level is so extremely high that it could bed

25、etrimental to the individual' s, team ' s, or organization ' s performance.Post-interview Instructions6.Evaluate the applicants behavior in the obcsoemmvpaebtlencies/skill.Review your notes and determines whether the applicant' s behavior in eachcompetency ' s/skill ' s key actions was effective(+), neutral(0), or ineffective/absent(-).- Place a check mark in the appropriate box for each key action- Use the five-point scale from step5 to a rate the applicant' s behavior in thefollowi ng compete ncies/skills.