Planning Interviews

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When planning to interview candidates for any positions, you need to be well prepared and documented.

Generally speaking you would probably interview several candidates for the one position. If you are using an external agency to source your candidates and they are doing the job correctly, you would probably only need to meet with 2-3 candidates.

If you are handling the role fully yourself you may need to meet a few more, but realistically meeting more than 5-6 candidates, the process gets hard to control.

Managing the process

To manage the process of interviews you need to have questions prepared and ask the same questions of each candidate.

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Employer’s Obligations

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Taking on new employees is a big step for any business. Whilst the relationship between an employee and an employer is primarily a common law contract arising from agreement between the parties, employers have rights and responsibilities under both Federal and State legislation.

The laws governing employment are complex and are amended regularly. This information is intended as a general guide to the relevant organisations and authorities that can provide the information on the responsibilities of employers.

It is essential to obtain current information and rulings from the appropriate regulatory authorities or government information services, or relevant experienced professional advisers.

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Sales Interview Questions

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Customer Focus

Ability to effectively meet agreed service levels.

  • Can you give me an example where you ‘went the extra mile’ to deliver on customer service?
  • Have you ever been able to identify a way to improve customer service to a customer?
  • What was your role in this?
  • What was the outcome?

On occasion, projects we are working on get delayed.

  • Give me an example of where this happened to you and what you did in order to meet the customers requirements?

Persuasiveness

Utilising appropriate interpersonal styles and methods of communication to gain agreement or acceptance of an idea, plan, activity or product from clientele.

Describe your most satisfying experience in attempting to gain top management support for an idea or proposal.

  • What are some of the best ideas you tried but failed to sell to a superior?
  • What was your approach?
  • Why did it fail?
  • Sometimes there is just no room for compromise when working on an important project.
  • Can you give me an example of when you have had to make non-negotiable demands of others.
  • What happened?
  • How did they respond?

Results Driven

Ability to improve the delivery of service with a commitment to continuous improvement.

  • Have you ever been in a situation where you had to take a calculated risk in order to achieve a goal?
  • What did you do?
  • Did you successfully meet your objective?
  • Can you think of an example in your work where you have exceeded an existing or previously set standard?
  • What was your role in this?
  • Have you ever questioned an existing procedure and suggested a different way to improve efficiency?
  • What was your role?
  • What was the outcome?
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Administration & Organisation Interview Questions

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Analysis

Relating and comparing data from different sources, identifying issues, securing relevant information and identifying relationships.

  • Have you ever recognized a problem before your supervisor/manager or others in the organization?
  • What was the problem, how did you recognize it and what was the outcome?
  • What sources of information do you use to keep aware of problems within your department/area?
  • Describe any significant projects, ideas you have conceived within the past year.
  • How did you know they were needed and would work? Were they used? Did they work?

Attention to Detail

Total task accomplishment through concern for all areas involved, no matter how small.

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Leadership/Management Interview Questions

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Change Management

Ability to manage the change process and take steps to remove barriers or accelerate the pace of change.

  • Can you think of a time when you had to translate a strategy into measurable goals for your team to achieve?
  • What was your role?
  • How did you bring the team on board?
  • What was the outcome?
  • Tell me about a time when you were required to introduce change into the workplace where barriers to change existed.
  • What steps did you take to overcome these barriers? What was the outcome?

Control

Establishing procedures to monitor and/or regulate processes, tasks or activities of direct reports and job activities and responsibilities. Taking action to monitor the results of delegated assignments or projects.

  • Are there any procedures which you find helpful for keeping track of things which require your attention?
  • What are they?
  • Do you use any methods to keep informed of what is going on in your area of supervision?
  • What are they? (Look for reports, regularly scheduled meetings etc)

Controlled Decision Making

To determine the skill in identifying decisions which are better made after thought and deliberation. Rejections of the tendency to be prematurely forced into making unnecessarily quick decisions.

  • What were the most difficult decisions you made in the last six months? How did you formulate these decisions?
  • When, if ever, have you delayed decisions to give yourself more time to think or gather more information?

Decisiveness

Readiness to make decisions, render judgements, take action, or commit oneself.

  • What are the most difficult decisions you have made in the last six months?
  • What made them difficult? (Look for action and results)
  • When (if ever) have you delayed decisions to give you more time to think?
  • What is the longest time you delayed?
  • What kinds of decisions do you tend to make rapidly and which ones do you take more time on? Give me some examples.

Developing Others

Ability to teach and foster the development of people within a team.

  • How do you go about teaching new tasks to employees?
  • Can you give me an example where you have assisted with your employee’s work development?
  • What did you do?
  • What were the results?
  • How have you done about addressing performance issues of employees in the past?

Extra Organisational Awareness

To determine the use of the knowledge of changing societal and governmental pressures outside the organisation in identifying potential organisational problems and opportunities.

  • How do you keep abreast of external factors that might affect your organisation?
  • How do you use the knowledge gained?
  • Examples.
  • Give me an example of a problem that you became aware of that was caused by external factors affecting your organisation.
  • How was that handled?

Leadership

Utilisation of appropriate interpersonal styles and methods in guiding individuals (direct reports, peers, superiors) or groups toward task accomplishment.

  • Tell me about some of the toughest groups you have had to get cooperation from.
  • Did you have any formal authority?
  • What did you do?
  • Tell me about a policy or new idea you recently implemented which was considerably different from the standard procedure.
  • How did you go about setting objectives for your area/department last year? (Look for involvement of direct reports)
  • Do you have any direct reports who do not work together well?
  • What have you done to get them to do so?
  • Have you ever been asked to arbitrate a dispute?
  • Describe what occurred? (Look for positive outcomes, long term solutions and the involvement of others in the dispute)

Monitoring

Organisation to attend to and skill in accurately evaluating the performance and effectiveness of direct reports through observation and review of documented activities.

  • Do you use any methods to keep informed of what is going on in your area of supervision?
  • What are they? (Look for reports, regularly scheduled meetings etc)
  • What procedures do you use for evaluating the performance of your direct reports?

Planning and Organising

Establishing a course of action for self and/or others to accomplish a specific goal; planning proper assignments of personnel and appropriate allocation of resources.

  • Are you able to schedule your time?
  • How far ahead can you effectively schedule?
  • Can you walk me through last week and tell me how you planned the weeks activities and how the schedule worked out?
  • How often is your time schedule upset by unforeseen circumstances?
  • What do you do then?
  • Give me a recent example.
  • Describe a situation at … that required things to be done at the same time.
  • How did you handle it?
  • What was the result?
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General Interview Questions

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Adaptability

Maintaining effectiveness in varying environments and with varying tasks, responsibilities or people.

Tell me about a situation in which you have had to adjust quickly to changes in organisational priorities.

  • What was the impact of the change on you?
  • Which managers/supervisors have you worked most effectively for, and why?

Behavioral Flexibility

Modifying behavior to reach a goal.

  • How have you gotten around obstacles that prevented you from completing projects?
  • Describe the obstacle and what you did to get around it.
  • Describe a situation in which your initial attempt to gain someone’s support or cooperation failed.
  • Did you try again?
  • What approach did you use the second (third, fourth) time?

Candidate Needs

  • Where do you see yourself in one, three or five years?

Best response to look for: Because this is a fairly typical interview question, you would expect a candidate to be well prepared.Look for a response that inspires conviction and purpose and shows that they can link the current position into their stated ambitions.

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Planning Interviews

picture-17.gifWhen planning to interview candidates for any positions, you need to be well prepared and documented. Generally speaking you would probably interview several candidates for the one position.

If you are using an external agency to source your candidates and they are doing the job correctly, you would probably only need to meet with 2-3 candidates.

If you are handling the role fully yourself you may need to meet a few more, but realistically meeting more than 5-6 candidates, the process gets hard to control.

To manage the process of interviews you need to have questions prepared and ask the same questions of each candidate. This will allow you to compare like to like and help you in your assessment of the individuals.

For different roles you need to assess various skills, so you need to ask a mix of questions to make sure you are covering the appropriate technical skills, industry knowledge, communication and personality traits that are required for this position.

We have provided a variety of questions based on general characteristics and then some more specific ones geared at roles in Leadership & Management, Administration and Organisation and the Sales area.

Under the various question headings we have given examples of questions relating to different skills, traits and behaviors that you can draw on when developing your questions for interviewing candidates.

We recommend that you only ask about 5 to 10 specific questions covering these areas.

From experience, some companies will conduct a first interview which is an overview- where you may be looking mainly at the personality and culture fit into your organisation and have a general discussion about previous roles.
Then, from that first interview you may select just one or two candidates to go onto a final interview, which would focus more on the technical skills, knowledge and experience needed for the position you are trying to fill.

If you are going to interview several candidates, do them all on the one day if possible, or within a short time frame.
We recommend that you also make notes or comments after meeting each candidate- as you can get information mixed up between them quite easily.

Sometimes a scoring card or matrix where you allocate a score to each question, and then put a “weight” on the importance of each question can help.

Particularly if you have candidates very similar in backgrounds or skills.

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Candidate information on interviews

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Interviews —some people hate them and some people thrive on them. The reality of the job market is that you have to have interviews to get any new position. Whether it is an interview with a recruitment agency, or the employer themselves — you have to get into the swing of selling yourself.

To maximize your chances you need to prepare yourself mentally and physically for this process. Preparation is the best way to tackle an interview.

This covers the basic things such as being 100% sure of the location you are going to for the interview and how to get there, where to park, what tram to catch etc; researching the potential employer and their industry where you can, and being prepared in advance for certain types of questions.

Here are some useful hints to help you along the way.

Points to Remember

  1. Look your best. Whether you think it should matter or not, the reality is that personal presentation is important.
  2. Arrive a few minutes early, catch your breath and review the main points you need to cover in your interview to best illustrate what you have to offer.
  3. Look your interviewer in the eye when speaking, and be confident in yourself. The majority of employment positions require you to interact with other people. You ability to communicate, both via verbal and physical mannerisms is very important.
  4. Speak clearly.
  5. Take supporting documentation that substantiates your claims — if appropriate. (Do not breach confidentiality — you will not get the job if you are perceived as a security risk).
  6. Listen to the questions the interviewer asks and answer them directly.
  7. Observe the body language of your interviewer. This will often tell you if you should expand your answers or shorten them.
  8. Let the person questioning you determine how technical your answers should be.
  9. Ask questions specific to the tasks you will perform.
  10. Give your interviewer confidence that you can perform the tasks required.

Negative Factors in an Interview

Don’t forget, that your interviewer will be looking at your good and your bad attributes. Here are a few “negatives” that can cost applicants a successful outcome.

  1. Poor personal appearance.
  2. An overbearing-aggressive-conceited attitude or “superiority complex”, a “know-it-all”.
  3. An inability to express thoughts clearly, poor diction or grammar.
  4. A lack of interest or enthusiasm, a passive and indifferent attitude.
  5. A lack of confidence and nervousness.
  6. An over-emphasis on money, a person who appears to be interested only in remuneration.
  7. Being evasive and making excuses for unfavorable factors on your record.
  8. A lack of tact, maturity or courtesy.
  9. Condemning past employers.
  10. Failing to look the interviewer in the eye.
  11. A limp, fishy handshake.
  12. A lack of appreciation of the value of experience.
  13. Failing to ask intelligent questions about the role or company.
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Examples of interview questions

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Permanent Position Questions

  1. Why did you choose this particular role? What do you really want to do in your next career move?
  2. Why would you like to work for our organisation?
  3. What do you want to be doing in your career five years from now? Why?
  4. What style of management gets the best from you?
  5. What interests you about our products or services?
  6. Can you get recommendations from previous employers? What would they say about you?
  7. What have you learned from some of the jobs you have held? Which did you enjoy most? Why
  8. What is your major weakness? What have you done about it?
  9. What do you think determines a person’s progress in a company?
  10. What do you see as your personal strengths, and how would they benefit this role?
  11. Are you willing to relocate? Are you available for travel interstate or overseas?
  12. What does “teamwork” mean to you? Contracting

Position Questions

  1. Do you work well in a team environment?
  2. What skills do you have to offer the team?
  3. What experience have you had working to tight deadlines?
  4. Did your last position involve extensive user interaction? If so, how effective were you?
  5. Were you responsible for your time management in the last project?
  6. Have you any experience managing a team of people?
  7. Could you specifically outline your technical expertise?
  8. What training have you recently undertaken?
  9. Do you regularly attend conferences or workshops?
  10. Why do you want to take on this contract?
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Researching Potential Employers

picture-1.gifWhen you are in the market for a new position, it is a real bonus if you can find a role and employer that is going to provide the type of challenges and opportunities that match your expectations.

People specifically target roles with companies for a variety of reasons — whether it is the specific job responsibilities, or they may love something about the product, or have heard great things about the company training, they like their family friendly policies or whatever it is that is appropriate to them at their current stage of your life.

We all work for different reasons and have different things we look for in employment.

At some stages it is the career path and opportunities, at other stages it is the flexibility of hours or the training that is provided.

For some people it is the social interaction, the culture of their work environment or even the closeness to home.

No one factor determines why we like our jobs and our employers.

Diverse influences

If you can be in an environment that allows a balance between your own health and well being , which suits your needs and interests, and where you are appreciated and respected — this is the ideal work environment.

Also being appropriately paid for your effort is an essential. So doing your homework about potential employers, no matter what level role you are applying for, is an important task that you should undertake.

Before you go to have an interview with a potential employer, whether it is a large company or a small local business, it is very helpful to find out about what they do and how they operate.

Those who interview you, will expect you to know something about their business, and the more effort you have made, the more impressed they will be.

The internet is probably the first port of call when researching a potential employer. Try and find their website, or use a search engine like Google or Yahoo to find any reference to them or their products.

If they are a company, you can do some basic company information searching on the ASIC website.

Solid research

Public companies also have annual reports that you can access.

Researching companies through newspaper articles, business magazines, TV business shows, etc, are all useful tools.

If you can get access to any promotional materials or company catalogues this can help build up a picture of this business and what they do, and how they operate. Local businesses are more likely to be covered in articles through council websites, Chamber of Commerce groups and local newspapers.

Word of mouth is a crucial means of getting the nitty gritty about businesses. So if you know people who are already employed there, or are previous employees, or have had some dealings with the company and the industry, talk to them about the business and what they think of them.

Researching a potential employer is all part of the process of being prepared for an interview. If you can start the interview feeling some level of confidence about the business and what they do, it will reflect in how you perform.

You certainly don’t need to be a guru about the business, and it is acceptable to ask relevant questions about the role and the business as part of the interview process.

In fact having a few prepared questions shows that you have put some thought into the process and the potential role.

Good luck with your research and your interview!

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