Personal Accountability

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Myrtle Thornton
5 years ago
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1 Purpose of the Interview Guide: This Interview Guide is designed to assist in the behavioral interview process. It provides specific questions and probes for the behaviors of the competency. In addition, positive and negative behavioral indicators are listed that will help evaluate the candidate s responses. While the process described below is designed for multiple interviewers seeing each candidate, it can be completed with only one interviewer. Prior to the interview: During the interview: Following the interview: Review the candidate s resume. Review the assigned the competency(s) and the behaviors that comprise each competency. Select the specific questions you feel comfortable asking each candidate. Note: Not all the questions need to be used select at least two questions. Greet the candidate and spend a few minutes building rapport; talk about areas the candidate is interested in. Transition into the formal interview. Ask the selected questions and use follow-up probes to get complete examples of the: Situation that the candidate encountered; Actions that the candidate took; Results or outcome of the actions taken. Give the candidate time to think about past examples/experiences when answering the questions. Ideally get at least 2-3 examples for each question. Use this guide to take notes and evaluate the candidate. Check off appropriate behavioral indicators and summarize key observations and notes. Rate the candidate on each assigned competencies in the space provided at the bottom of each page. Note any observations for competencies not assigned and be prepared to discuss. After completing, interviewers should meet to discuss and reach consensus on the final ratings for each candidate and complete the Candidate Interview Summary. Make the hiring decision. Candidate: Interviewer: Date if Interview:

2 Definition: Behaviors: Takes responsibility for the results and future direction of the organization. a. Willingly accepts ownership for the leadership and effectiveness of the organization; looks for ways to make a difference b. Consistently demonstrates a positive can-do, overcome-any barrier attitude c. Focuses attention on determining what can be done to make progress rather than on why it can t be done or blaming others for problems d. Recognizes what one can and can t control; focuses energy on areas that one can affect rather than on things one can t Behavioral Questions and Probes 1 Give me an example of a time you took over responsibility for a group or an organization that was not performing at a level it was capable of. What did you do? 2 Tell me about a project or initiative that you were either leading or were a part of where there seemed to be one major obstacle after another and the people involved seemed to be losing commitment. What did you do?

3 3 Share with me an example of time you were leading a group or organization where circumstances outside their control were negatively impacting them and they were getting frustrated. How did you deal with it? 4 We have all had employees, coworkers, or worked with a team of people that always seemed to focus on why things can t get done right or tended to blame others for why it can t get done right. What was your reaction or how did you deal with it?

4 5 We ve all had experiences that did not go as well as planned. Give me an example of a project or initiative that you were leading where things did not go right or the results were less than expected. How did you deal with it? 6 Think of a time a boss gave you an assignment (e.g. project, leading an initiative, or managing a group) that seemed like there was little or no chance of success. How did you approach the assignment and deal with it?

5 Positive Indicators Willingly accepts ownership for the leadership and effectiveness of the organization; looks for ways to make a difference Consistently demonstrates a positive can-do, overcome-any barrier attitude Focuses attention on determining what can be done to make progress rather than on why it can t be done or blaming others for problems Recognizes what one can and can t control; focuses energy on areas that one can affect rather than on things one can t Negative Indicators Finds reasons or excuses for not to taking ownership; can blame circumstances or people Can allow circumstances and/or people to negatively impact attitude Can get hung up and focus on reasons for not doing something rather than the reasons to do something Becomes paralyzed by or spends too much time trying to control things he/she can t control Does not help or encourage others to take responsibility Reluctant to admit errors or oversights; does not seek or accept feedback Summary Notes Overall Evaluation Strength Area Demonstrates Proficiency Improvement Opportunity 2020 N.E. 53RD STREET FT. LAUDERDALE, FL PHONE: FAX: WEB: info@workitect.com

Managing Performance Interview Guide

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