1、精品文档Lab Manager AInterview GuideThe CocaCola China ( Beverages ) Ltd. March, 2002Interviewer: Interviewer AEstimated length in minutes: 60Confidential Internal Use OnlyTarget PositionDateCandidateInterviewerPreparation Checklist1.Review application materials, including resume (curriculum vit ) and a
2、ny application forms. Decide which jobs/experiences are most relevant to the target job.2.Prepare to conduct the Key Background Review.Note any jobs/experiences on which you are unclear or would like more information.Note any gaps in employment.3.Prepare the Planned Behavioral Questions section.Revi
3、ew the competency/skill definitions and key actions.Modify questions to better fit the candidates experience.Decide if the order of 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 t
4、he Interview1.Greet the candidate, giving your name and position.2.Explain the interviews purpose:To acquaint interviewer and candidate.To learn more about the candidates background and experience.To help the candidate understand the position and organization.3.Describe the interview plan:Briefly re
5、view jobs/experiences.Ask questions to get specific information about those jobs/experiences.Provide information about position and organization.Answer candidates questions about the position and organization.Point out that you both will get information needed to make good decisions.Indicate that yo
6、u will be taking notes.4.Explain the jobs essential functions and ask if the candidate can perform the essential functions with or without reasonable accommodation. (Required in the United States.)5.Make the transition to the Key Background Review.Work BackgroundJob/ExperienceDatesWhat were/are your
7、 major responsibilities/duties? Any change in responsibilities?What did/do you like best about the position? What did/do you like least?Why did you (or why are you planning to) leave?CommunicationWork BackgroundJob/ExperienceDatesWhat were/are your major responsibilities/duties? Any change in respon
8、sibilities?What did/do you like best about the position? What did/do you like least?Why did you (or why are you planning to) leave?CommunicationCommitment to excellence Demonstrates personal work habits and ways to approach work that support organizational values, that exemplify the way the organiza
9、tion wants to conduct business, and that help ensure personal and professional success. Key ActionsGenerates ideas for improvementsSet high performance standardsEmphasizes high standard for others- Dissatisfied with substandard - Seeks opportunities for self- improvements performance- Planned Behavi
10、oral Questions1. Tell me about a time when you put in extra effort to help move a particular project or task forward. How did you do that? What happened? 2.Give me an example of a time when your companys objectives did not match your customers needs. How did you approach the situation? 3.Give me an
11、example of when you knew that a process or task was being done poorly. What did you do? What effect did that have? Situation/TaskActionResultCommitment to excellenceRating:CommunicationPlanning & Execution Establish a course of action for self and/or others to accomplish a specific goal; planning pr
12、oper assignments of personnel and appropriate allocation of resources.Key ActionsSet prioritiesEstablish objectives and milestonesEstimate times and schedule activitiesIdentify and allocate resourcesUse tools ( eg. Calendar, files, charts, etc.)Planned Behavioral Questions1.What objectives did you s
13、et for this year? (What steps have you taken to make sure youre making progress on all of them?)2.Weve all at one time or another forgotten to do something important for a customer. Tell me about a recent time this happened to you. (What did you forget? Why? What happened?)3.Tell me about a time you
14、 were faced with conflicting priorities. In scheduling your time how did you determine what was top priority? Situation/TaskActionResultPlanning & Organizing Rating:CommunicationInfluencing Using appropriate interpersonal styles and methods to inspire and guide individuals (direct reports, peers, an
15、d superiors) toward goal achievement; modifying behavior to accommodate tasks, situations, and individuals involved. Key ActionsUsing relationship skills effectivelyFollow logical sequence in discussionFocus on the situation not the personPresent suggestions/point of view in an appropriate and convi
16、ncing mannerAnticipate reactions and have plan to deal with themPlanned Behavioral Questions1.Tell me about a time when you included one of your peers/direct reports/team members to solve a problem. (What was your approach? What happened?)2.Tell me about a time you inspired someone to work hard to d
17、o a good job. (How did you do that?)3.Not everyone we encounter is as cooperative as we would like. Tell me about a time someone refused to do something you needed to have done. ( How did you respond?)Situation/TaskActionResultInfluencing Rating:CommunicationTeamwork - Working effectively with team/
18、work group or those outside formal line of authority (e.g., peers, senior managers) to accomplish organizational goals; taking actions that respect the needs and contributions of others; contributing to and accepting the consensus; subordinating own objectives to the objectives of the organization o
19、r team.Key ActionsBuilding relationships- Contribute to team/organizational successPlanned Behavioral Questions1.Describe a time when you worked with a group/team to determine project responsibilities. (What difficulties did the group/team have? What was your role?)2.Can you give me an example of a
20、team decision you were involved in recently? (What did you do to help the team reach the decision?)3.Tell me about a situation in which a peer / team member strongly disagree with your ideas or actions. (How did you handle the situation?). Situation/TaskActionResultTeam work Rating:CommunicationDeci
21、sion Making Identify and understand issues, problems, and opportunities; compare data from different sources to draw conclusions; use effective approaches for choosing a course of action or developing appropriate solutions; take action that is consistent with available facts, current systemic view o
22、f reality, constraints, and probable consequences.Key ActionsIdentifies issues, problems, and opportunitiesSurfaces and tests assumptionsGenerates alternativesChooses appropriate actionDemonstrates decisiveness/actionInvolves othersMakes decisions within the context of the destinationPlanned Behavio
23、ral Questions1.At one time we have all thought we handled a problem successfully only to find we really had only affected a symptom of a larger problem. Can you give me an example of when this happened to you?2.Think about a recent good decision you made and a recent decision that wasnt so good. Des
24、cribe the process you followed in making both decisions.3.Describe an occasion when you decided to involve others in making a decision. Why did you do so? To what extent did you use their inputs?Situation/TaskActionResult Decision Making Rating:CommunicationMotivational FitThe extent to which job ac
25、tivities and responsibilities, the organizations mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree to which the work itself is personally satisfying.Many opportunities
26、 for:AchievementChallenging WorkCoaching OthersHighinvolvement LeaderHighinvolvement MemberHigh Responsibility/AccountabilityInternational ExposurePosition/StatusQuestions1.When were you most satisfied/dissatisfied in your work? What was most satisfying/dissatisfying about that?2.Achievement Tell me
27、 about a time when you had difficult goals in your work. How satisfied/dissatisfied were you with that?When Satisfied/DissatisfiedWhat was Satisfying/DissatisfyingMotivational Fit Rating:1. Additional InformationIntroduce the buytime question. Im going to ask a question that Id like you to think abo
28、ut for a few minutes before answering. While youre thinking, Ill review my notes to see if there is other information I need. The question 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
29、 more information is needed, or information needs clarification.3. Buytime answerAsk for the candidates answer to the buytime question.4. Additional questionsAsk any additional questions based on the review of your notes.5. Position/Organization/LocationProvide information on position, organization,
30、 or location. If you are the last interviewer, check the candidates understanding of these areas. (Note anything that appears to match or conflict with the candidates stated motivations and preferences.)Give candidate the opportunity to ask questions. (Note the questions asked here.)6. End the inter
31、view.Explain next steps in selection process.Thank the candidate for a productive interview.1.Identify complete STARs throughout the Interview Guide.2.Categorize STARs into appropriate competencies/skills.3.Indicate whether each STAR is effective (+) or ineffective ().4.Consider the weight of each STAR according to its recency, impact, and similarity to the target job.5.Determine and record the rating in the rating box (lower right corner) for each competency/skill.
