Managing Performance Interview Guide

Transcription

1 Interview Guide 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: Taking responsibility for one s own or one s employees performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. a. Ensures that employees have clear goals and responsibilities. b. Works with employees to set and communicate performance standards that are specific and measurable. c. Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer). d. Keeps informed about employees programs and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around). e. Provides specific performance feedback, both positive and corrective, as soon as possible after an event. f. Deals firmly and promptly with performance problems; lets people know what is expected of them and when. Behavioral Questions and Probes 1 Tell me about a time you had an employee who was not performing up to your expectations. How did you specifically know the employee was not meeting your expectations? What specifically did you do to try to get them back on track, regardless of the outcome (good or bad)? 2 Think about a situation where you had to give an employee or group of employees a major assignment or project. Describe how you went about giving him/her/them the assignment and got them started on the work?

3 3 Give me an example of a time when you were conducting a performance appraisal with an employee who was struggling in certain areas, but who was meeting or exceeding standards in other areas. Describe how you handled the situation? 4 Tell me about a time you were managing an employee who indicated to you that their project(s) or assignment(s) were going okay (e.g. status reports), but you knew differently. Describe how you knew that things were not okay and how you handled the situation.

4 5 Give me an example of when you had an employee who produced outstanding work and always did a quality job, but was always late in terms of time deadlines or always took longer than expected. How did you deal with this situation? 6 Think of a time when you had an employee who was a very capable performer and had a good track record of performance, but suddenly was not performing to expectations in certain areas. How did you deal with this situation?

5 Positive Indicators Ensures that employees have clear goals and responsibilities Works with employees to set and communicate performance standards that are specific and measurable Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer) Keeps informed about employees programs and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around) Provides specific performance feedback, both positive and corrective, as soon as possible after an event Deals firmly and promptly with performance problems; lets people know what is expected of them and when Negative Indicators Employees have unclear or vague goals, or no goals at all No specific performance standards are set; not measurable Little or no support given to achieve goals Not tracking performance through either formal or informal methods Little or no immediate feedback on performance, either positive or corrective feedback. Only provides negative feedback. Performance problems are not dealt with firmly or promptly Summary Notes Overall Evaluation Managers Strength Area Demonstrates Proficiency Improvement Opportunity 2020 N.E. 53RD STREET FT. LAUDERDALE, FL PHONE: FAX: WEB: info@workitect.com