Re: Project on Potential Appraisal

hi dear.. i just read the details abt ur project...

i have done competency mapping with a co. in chandigarh....
though this data is nt authorised to be transferred so i cannot
send u the data.. but i cn tell u what exactly i did....
i took the interviews of all the managerial staff working in that
organization... this is did to understand their nature of work...
and identify their KRA'skey result areas!...
i wud suggst u to
" first prepare a #uestionnaire to take a interview of managerial
staff
" identify their KRA's
" break those KRA's into activities
" identify the various technica$l and behavioral competency
re#uired for each activity within the KRA..
%&'( )%&( *+) ,-A,
"use the models to map their respective competencies....
"it wil be good if u make a competency dictonary..it will be
helpful to u an will be an added thing in ur project!
A&. %,-(R -(/0 +1 *(/'%2(
7 Keys To Unlocking Potential
Difficulty seeing the horizon because their gaze is fixed on the ground?
Unlocking the door Is morale and productiity do!n !ith your team? Do team
members hae to team member motiation can seem a complex issue but
leaders should neer underestimate the po!er of a "thank you#"
It articulates the alue of each member$s contribution to the team and says
that he or she matters as a person# To open the doors and release the potential
that each team member possesses% try these different keys&
Key '(& )e!ard People Differently# *ust as performance differs bet!een team
members% so should the re!ards you use# )e!ard the behaior you !ant to see+
, smile% a "thank you" or a !ell-desered ".reat *ob+" go a long !ay in keeping
motiation high#
Key '/& Ignoring It Doesn$t 0ake It .o ,!ay# Dealing !ith a carrier? That person
that "carries" their negatiity around like a disease and tries to infect the
entire !orkplace? 1motions are contagious and that negatiity can 2uickly
spread through an entire department# Don$t ignore it% address it - talk !ith your
team member about !hat is going on and !hat you can do to help# ,l!ays
remember to seek first to understand% then to be understood#
Key '3& 4e 5oncise on 6hat 6arrants )e!ards# 7et$s face it% clarity motiates+
Team member empo!erment and freedom come from kno!ing !hat needs to
be done and !hat they get as a result# Don$t keep re!ards a secret and let
people kno! the 6II80 96hat$s In It 8or 0e:#
Key ';& 4e a 5oach% <ot a 5ritic# <o team member finds the act of failing
re!arding# 6alk along side team members - help them along# Team loyalty and
mutual respect emerge from a collectie effort# )oot for the home team and
6I<+
Key '=& 4uild Them Up Publicly# 6ork to find people doing things right and let
eeryone kno! about it+ >ell it from the rooftops+ >ou$ll be surprised ho! it
motiates the !hole team+ 5onersely% negatie "publicity" should neer be
gien in front of ,<>?<1 - it impacts the oerall !ork atmosphere and all team
members end up getting punished#
Key '@& 4e 8air# <o team member should eer feel like doing a good Aob on your
team is like peeing his or her pants in a dark suit 9it gies them a !arm feeling
but no one notices:# Keep the balance of re!ards in check !ith open
communication and an atmosphere of collaboration#
Key '7& Bae 8un+ 1nAoying !hat you do is a re!ard that goes far beyond the
bottom line# C=D of 8ortune (EE companies concern themseles !ith making
sure that employees hae fun and enAoy !hat they do# Play a game% hae a
contest or Aust share funny stories# >ou !ill find that it !ill boost loyalty%
retention% and productiity+
Don$t be fooled% it takes time and effort to match the right key to the right
door but it is !orth the effort# 6hen opened% you !ill not only hae a team
member that has higher morale and productiity% you !ill also hae one that
kno!s that you care# ,s a leader% isn$t that the thanks !e need?
0ake a positie impact today+
5ourtesy
>ogesh Kumar 90F6 /EE/-E;:
Delta 1nergy Fystems India Pt# 7td#% .urgaon 9 G , Place To .ro!:
POTENTIAL INTERVIEW QUESTIONS FOR ENGINEERING MAORS
!i"
POTENTIAL INTERVIEW QUESTIONS FOR ENGINEERING
MAORS
# Tell $e a%o&t 'o&rsel()
# W*at +o 'o& consi+er to %e so$e o( 'o&r ,reatest
stren,t*s an+ -ea.nesses/
# 0escri%e so$e i$portant ,oals 'o& *a1e ac*ie1e+)
# W*at are 'o&r s*ort2ran,e" an+ lon,2ran,e ,oals an+
*o- +o 'o& e3pect to ac*ie1e
t*e$/
# W*' +o 'o& -ant to ,o into t*is (iel+/
# 0escri%e a co$ple3 pro%le$ 'o& *a1e sol1e+4*a1en5t
sol1e+)
# Tell $e a%o&t a ti$e -*en 'o& &se+ creati1it' to sol1e a
pro%le$)
# W*at .in+s o( sit&ations *a1e 'o& %een in t*at re6&ire+
project plannin,/
# Tell $e a%o&t a ti$e -*en 'o& +i+n5t ac*ie1e 'o&r
o%jecti1e)
# Tell $e a%o&t a recent tea$ e3perience 'o& *a+ t*at
-as (&l(illin,)
# 0escri%e (or $e 'o&r t'pical participation in a tea$
settin,)
# 0escri%e 'o&r -or.4researc* *a%its)
# Gi1e $e an e3a$ple o( a ti$e -*en 'o& -ere not a
pro+&cti1e tea$ $e$%er)
# W*at +o 'o& e3pect o( ot*ers in a tea$ en1iron$ent/
# W*at t'pe o( people +o 'o& see 'o&rsel( -or.in, -it*/
# !o- +o 'o& esta%lis* -or.in, relations*ips -it* ne-
people/
# 0escri%e (or $e 'o&r $ore si,ni(icant lea+ers*ip
e3perience) !o- *a1e 'o&
e((ecti1el' -or.e+ in a tea$ sit&ation/
# 0escri%e 'o&r lea+ers*ip st'le an+ ,i1e an e3a$ple)
# !o- -o&l+ 'o&r co2-or.ers4class$ates +escri%e 'o&/
# Tell $e a%o&t a ti$e -*en 'o& *a+ to $a.e an
&npop&lar +ecision)
# Gi1e an e3a$ple o( a ti$e -*en 'o& *a+ to $a.e a 6&ic.
+ecision on t*e jo%)
# W*at are 'o&r %e*a1iors t*at inspire or $oti1ate ot*ers/
# W*at $oti1ates 'o&/
# !o- +o 'o& .no- -*en 'o& *a1e ac*ie1e+ s&ccess/
# !o- +o 'o& $eas&re 'o&r le1el o(
s&ccess4ac*ie1e$ent/
# Are 'o& co$(orta%le spea.in, in a lar,e ,ro&p sit&ation/
# I( 'o& co&l+ re+o one +ecision in 'o&r li(e -*at -o&l+ it
%e an+ -*'/ W*' +i+ it
*appen t*is -a'/ W*at +i+ 'o& learn (ro$ t*e e3perience/
# W*at -o&l+ 'o& -ant to ac*ie1e in 'o&r (irst 'ear on t*e
jo%/
# Tell $e a%o&t a ti$e -*en 'o& *a1e (elt p&lle+ in all
+irections an+ *o- 'o& *an+le+
it)
# W*at $et*o+s +o 'o& &se to or,ani7e 'o&r ti$e/
# !o- +o 'o& approac*4or,ani7e 'o&r ti$e/
# 0escri%e 'o&rsel( in one -or+) W*' t*at -or+/
# !o- -o&l+ 'o& -ant $e to re$e$%er 'o&/
# W*at else +o 'o& t*in. I s*o&l+ .no- a%o&t 'o&/
# W*' +o 'o& -ant to -or. (or &s/ W*at can 'o& o((er &s
t*at ot*er st&+ents can5t/
# W*' +o 'o& %elie1e t*at 'o& co&l+ *an+le t*is position/
# Ass&$in, -e $a.e 'o& an o((er" -*at +o 'o& see as
'o&r (&t&re *ere/
# 0o 'o& *a1e an' 6&estions (or $e/
Uni1ersit' o( Massac*&setts A$*erst 899:
En,ineerin, ;areer an+ St&+ent 0e1elop$ent ;enter
Reasons -*' potential e$plo'ees are rejecte+
3 +nappropriate background
3 0oor personal appearance
3 /ack of interest and enthusiasm
3 4ailure to keep eye contact
3 /ate to the interview
3 Asks no #uestions about the job
3 ,oo overbearing
3 +nability to express self clearly
3 0oor communication skills
3 /ack of pose or self"confidence
3 5nrealistic salary demands
3 /ack of maturity " no leadership potential
3 /ack of extra"curricular activities
3 Know nothing about the company
3 5nwilling to relocate
3 (xcessive intrest in security and benefits
*e Nat&re O( Potential
T*e Nat&re O( Potential
by Adrain 1avage in -R.'%2
More than a decade ago, Adrian Savage co-founded the
forerunner of PNA, Inc with the goal of clarifying the way people
view employee and organization potential. Mr. Savage drew on a
bacground in !enior management po!ition! in diver!e
organization!, and u!ed hi! e"perience with comple"
organizational !tructure! to develop fre!h way! of under!tanding
what allow! companie! to achieve optimum performance. Mr.
Savage wa! #uicly convinced that the primary bloc! to
optimum performance are lac of any clear future direction, and
the habit! we form from what ha! wored for u! in the pa!t. $hi!
vi!ionary believed that employee! can align them!elve! more
!ucce!!fully with their commitment! and the opportunitie!
available to them by e"ploring their unu!ed talent! and
fundamental value!. In under!tanding the!e principle!,
employee! can !tart to realize their potential and mae the ind
of contribution that fully reflect! their ability, helping them!elve!
and their organization achieve new level! of bu!ine!! !ucce!!.
A! a re!ult of hi! lifelong intere!t and re!earch in individual
development, Mr. Savage created $he Potentia Sy!tem %$PS&, a
#ualitative diagno!tic approach that produce! a clear picture of
potential in individual!, team! and organization!' and Net$PS,
which u!e! the Internet to deliver the benefit! of $PS through
certified Net$PS Solution! Provider!. (oth PNA organizational
development !olution! are ba!ed on three ey principle!)
e"amining unu!ed option! and po!!ibilitie!, replacing automatic
habitual action! with deliberate choice and u!ing natural
!trength! to go beyond current comfort zone!.
,his is a competitive world. ,here are clear winners. Rewards for
success are visible and well understood. %ne of the areas of
greatest interest has been why winners win6 and whether it is
possible to identify potential winners before their
accomplishments reveal them. After all6 the organization that can
find and utilize more than its share of winners will surely have a
great advantage6 just as the sports team with the most talented
players win more games.
Potential is a%&n+ant
-istorically people have suggested that there is a natural and
unchangeable supply of talent6 limited to the charmed circle of
the gifted. .ou either have it or you do not. +f you are in the
latter category6 there is nothing you can do about it. %ur
research shows that this observation is far too pessimistic. 0eople
change6 grow and develop all the time. *e all have abundant
talents7far more than we use7and can develop still more.
0otential is possibility and possibility is everywhere.
,hree powerful misconceptions about the nature of potential and
how it can be accessed hinder us from realizing to the fullest our
right to life6 liberty and the pursuit of happiness6 at least in the
sphere of work and careers. ,hese misconceptions can easily
prevent us from accomplishing what we want. 1tepping around
them and realizing more of our potential allows us to make a
contribution that is valuable and appreciated. +t will also allow us
to see that we can develop our potential for as long as we wish.
,he good news is that we can easily clear the negative concepts
out of the way and put better ones in their place. ,o do so6 we
need a stronger6 clearer and more rational grasp of the true
nature and extent of potential6 free from preconceptions and
misconceptions.
,his paper discusses how to replace the most common
misconceptions about potential with an approach based on more
than 89 years of work with high potential6 high achieving people
throughout the world.
0on<t allo- (i3e+ e3pectations to li$it 'o&r potential
,he first misconception is that potential is a fixed point
somewhere in the future. *e often speak of someone having
potential for senior positions. 0erhaps7even more specifically7of
someone having the potential to be6 say6 '(%. ,his implies that
only by reaching that particular post will his or her potential be
realized. 0eople plan whole careers around expectations and
opinions of this kind. %rganizations establish complex succession
plans6 grooming people for desired future roles.
I have been woring for !everal hour! with a !enior e"ecutive in
a large healthcare organization. *e!terday !he wa! told that !he
would not get the top role !he had been e"pecting. She i! !o
di!appointed that !he ha! been crying #uietly for almo!t an hour.
+e have been reviewing a report !ummarizing her value! and
the habit! of thining and action !he ha! formed into a ,comfort
zone- over the year!. .ur aim i! to e"plore the range of
po!!ibilitie! that might allow her to achieve what i! truly
important to her. Slowly, a! !he tell! me about the commitment!
to which !he i! mo!t attracted, !he become! more animated and
engaged.
I !ugge!t that !he replace her automatic e"pectation! about the
future with con!ciou! choice!, ba!ed around the challenge! that
e"cite her mo!t. (y the !econd !e!!ion, !he ha! a plan for her
future that involve! !pecific development geared to a radically
different !et of goal!/goal! ba!ed on a detailed e"ploration of
where !he i! mo!t liely to feel challenged and engaged.
$wo month! later, !he applie! for another role, to head a new
teaching unit that will !upply trained, !peciali!t nur!e! to
ho!pital! on a regional ba!i!. After a wee, !he call! me to !ay
!he ha! been appointed. It i! a far bigger role than the one that
!he wa! !o !ad to have mi!!ed. It i! a far better match with her
value! and new plan! for her future. She i! elated. Si" month!
later I hear that !he i! performing even better than everyone
hoped.
/ife is extremely uncertain. All attempts to forecast the future fail
more often than they succeed. 1etting our eyes on a single goal
and achieving it through every obstacle is the stuff of heroic
novels and films. +t makes a great story6 and it certainly happens
sometimes. +t is like betting your life savings on a single horse in
a tough race. +f the horse wins6 that is fine$ if it loses6 you have
just lost everything you own.
+t makes little sense to fix our expectations and hopes on a single
point in the future6 maybe without truly understanding the
situation we tell ourselves we desire. +f it does not work out6 the
sense of failure can be very hard to live with. . (ven if it does
work out6 what we so earnestly desire may not live up to our
hopes. +t is far better to review many options and be constantly
alert to opportunities that may arise6 sometimes unexpectedly.
,he waste of commitment6 energy and ability from unmet
expectations is sometimes enough to undermine the future of a
whole corporation. ,he best people leave. ,hose who remain feel
cheated of something they had come to see as a right. ,he result
can be both lowered commitment and inferior performance. +t is
simply not necessary. :y replacing fixed expectations with a
constant exploration of what will allow us to make that next step
forward and build an even stronger contribution6 the future will
always contain more hopeful options than we can utilize.
%nce we are free from a fixed set of expectations6 we have the
flexibility to seize opportunities as they come. Knowing what we
already do well and where we can still develop promotes self"
confidence. +f we align ourselves with the fundamental values
that we hold most dear6 the result is an alert6 strongly motivated
and powerfully optimistic viewpoint7whatever the future brings.
Potential is in+e(ina%le
,he second misconception is based on believing that we can
categorize and define potential. *e want potential to be defined
only as what we say it is6 whether that is a result of research or
based on our own opinions and experience.
I am !itting unea!ily with the 0ead of 0uman 1e!ource! for a
ma2or in!urance company. 0e i! telling me that he i! unhappy
about the development of their high potential !taff. $he
organization ha! followed e"actly the in!truction! laid down by a
re!pected authority on leader!hip potential, training people to
tae a !trategic viewpoint and develop the !ill! needed to
handle comple" analy!e!. Now mo!t of the!e people are
performing poorly. Several have already left.
+e have completed role profile! on the ey po!ition! the!e
people are filling. A! we loo carefully at the report!, and di!cu!!
what he !ee!, it become! clear that mo!t of the!e role! have
little or no !trategic a!pect. $hey are involved mo!tly with
handling well-under!tood ta!!. $heir mo!t demanding
leader!hip challenge! lie in building relation!hip! and motivating
other!. It i! going to tae !ucce!! in the!e role! to open the door
to the relatively few role! where genuine !trategic thining i!
re#uired.
0e !it! bac, fa!cinated and !lightly appalled. 0e !ay! the
organization ha! been grooming people for a future that i!
probably unrelated to what i! actually re#uired. 0e can now !ee
that it ha! lot! of good people who can handle the real demand!
of the!e role!, many more than the few who have been labeled
high flier!. In!tead of facing a continuing lo!! of rare talented
individual!, he now believe! the organization ha! an abundance
of unrecognized people ready to !tep up to meet the demand! of
the!e ey role!.
,here are thousands of carefully crafted definitions of potential.
(ach definition limits our view only to what it contains. +t is far
better to explore and understand whatever may be there whether
it fits our definitions or not. *hat we say about potential can be
no more than the best understanding we have at present. +n the
future6 we may have better knowledge6 though it seems unlikely
that we will ever have complete comprehension. ;0otential< is
essentially indefinable. +t is just a word that we use as a
placeholder for something that would otherwise take a very long
sentence to explain.
3+hat I 2udge, or believe, or e"pect, or hope, that I, or !omeone
el!e, or a whole team, or an organization, might be able, or
willing, or intending to do, thin, !ay, create, achieve, deliver or
bring into !ome ind of ob!ervable e"i!tence at !ome point in the
future/and that i! in !ome way different, e"tended, better,
fuller, more u!eful or more valuable than the corre!ponding
thing! I or they !ay, do, produce, achieve, deliver or otherwi!e
bring into !ome ind of ob!ervable e"i!tence today.3
,he word <potential< is certainly shorter and simpler=
Listen to ot*ers" %&t (or$ 'o&r o-n 1ie-)
,he third misconception is the belief that we can only learn about
our potential from other people. +n this view6 each person<s
potential is defined by the views of other people > most typically
his or her colleagues and superiors. 2any senior staff members
are charged with recognizing and development potential in their
subordinates.
2ost senior executives take this responsibility very seriously and
do their utmost to achieve it. .et it is a daunting task6 since it
seems to re#uire the executive to know people better than they
know themselves. +t also encourages using the past to predict
the future. ,his does not work in most cases. +f it did6 millions of
people would make fortunes in the stock market and all the
analysts on *all 1treet would be unemployed.
All someone else can see of us is our past and present behavior.
,hey cannot see whether this represents our true potential and
commitment. :ehavior is determined by many interrelated
causes including motivation6 beliefs about what is expected6
opportunity and expectation. *hat we do may fall far short of
what we could do7or would do6 if we remembered to choose
consciously. 1adly6 so much of our daily behavior is automatic.
0ast successes and constant repetition of what worked before
wear a kind of groove into our minds. *e run on these railroads
of habit6 simply doing what we always do and rarely taking the
time to explore anything else.
1ometimes the opinion of someone else we respect can have an
effect on us that is probably far from what was intended.
I am taling with a !ucce!!ful female e"ecutive. 4arlier, we
looed at her value! re!ult!, which !howed how much !he en2oy!
the idea of learning and finding new and e"citing way! to mae a
contribution in her role. Now we are looing at the re!ult! on her
habit! of thining. $he!e !eem to be at variance with her value!.
In particular, I am puzzled by the chart !ugge!ting only a very
limited degree of comfort with any ind of creative thining.
I point all thi! out and her re!pon!e i! immediate) 3I am !imply
not a creative per!on. I am no good at coming up with fre!h
idea!.3 $hi! i! not con!i!tent with what !he ha! actually been
doing for the pa!t half-hour, !o I per!i!t and a! for evidence to
bac up what !he !ay!.
She tell! me of a bo!! whom !he re!pected greatly. 0e wa! a
mentor to her in the early part of her career. In the cour!e of a
lengthy !erie! of conver!ation! about her future, he told her
!everal time! that !he laced creativity. Since that time, !he
!ay!, !he ha! carefully avoided any ta!! demanding creative
thining. A! we inve!tigate further, !he realize! !he ha! no idea
why he made that comment or on what it wa! ba!ed. 0er own
e"perience and intere!t! now !eem to point in the oppo!ite
direction. +e e"plore how !omeone el!e-! opinion, maybe not
even a valid one, may have trapped her into the habit of
avoiding opportunitie! to develop creativity. $hi! !ingle in!ight
open! up a whole new range of option! for her future
development.
Potential e3ists in t*e present" not j&st t*e (&t&re
%ur work strongly suggests that it is best to think of potential as
a space? an area in which we can take our stand at various
positions6 each one suitable for making a particular contribution6
now or in the future. 1eeing potential as ;contribution space<
allows us to understand that our potential is there today. +t is
already present. +t is not something that will only exist at some
time in the future. *e have potential6 we have it now and we can
use it immediately.
%ur personal contribution space also has a size and a shape. +t
does not extend evenly in all directions. *e have developed more
comfort in some areas than others. ,his currently active
contribution space forms a comfort zone6 where we feel confident
and at home. *e also have a ;stretch zone< where we can
develop and grow.
!a%its are t*e -alls t*at *e$ &s in
(ach person<s comfort zone has been produced by past success.
*e feel at ease with what we know we can do and what has
worked for us in the past. +t is natural to repeat what works. ,he
more we repeat it6 the greater our skill. *e list such past
successes on our resumes6 remember and relive them6 and
constantly seek to replicate them.
/imits are placed on our comfort zone as repeated successful
actions solidify into habits. *hat works becomes fre#uent$ what
is used fre#uently becomes habitual$ what becomes habitual
becomes automatic. ,he boundaries of today<s contribution space
7today<s comfort zone7are formed of nothing more substantial
than habit. ,hey are neither fixed nor inevitable. +t is only
mistaken belief that says we cannot step over them and create
new areas of contribution. All it takes is the recognition that we
confine ourselves by the automatic habit of repeating whatever
worked in the past.
As anyone knows who has tried to lose weight or give up
smoking6 habits can be tough to let go. +t takes determination
and effort6 as well as time6 to step away from some habit that no
longer serves our best interests. ,he difficulty of change is real
and substantial6 but it is still possible and within our own
capability to bring about.
Potential cannot %e +e(ine+" %&t it can %e e3plore+
0otential cannot be simply defined. +t is not automatically limited
by some trick of inheritance. +t is always present as a space from
which we can make new contributions if we choose. ,he apparent
limitations are illusory. *e put them there6 though we did so
unconsciously. :y exercising conscious choice6 we can step over
them and enlarge our potential to express ourselves. *e can all
become explorers of our own lives and careers6 pushing past the
assumed barriers of existing knowledge and comfort about
ourselves6 finding new lands6 new possibilities. &othing that is
already in place need be lost. ,here is no choice to be made
between proven success and unproven potential. +t is all
potential6 to be realized and used just as we wish.
We can increase o&r potential an' ti$e -e c*oose
1uch an exploration is well worth our time and trouble. /ike all
living creatures6 we are programmed to grow. *e unwittingly
produce many of the ills in our lives and careers by limiting our
own growth. ,he good news is that we are held prisoner by
nothing more than our own habits and beliefs.
%nce individuals6 teams and organizations recognize that
potential is always present6 usable and extendable in almost
infinite directions6 they are no longer held within habitual
boundaries that shut out vast areas of success and enterprise. :y
learning how to access the techni#ues to explore current
contribution space and extend it at will6 they need not accept any
fixed boundaries to their contribution space.
All of us can extend our contribution space and increase our
usable potential. *e can discover exactly how to extend our
contribution space and add more positions from which to make
successful contributions$ more scope for stepping up to whatever
challenges arise$ more options and possibilities for doing things
that will make us feel good about ourselves6 and others feel good
about us. +t takes effort6 but it lies within us to achieve. *e can
all increase our contribution space7our potential7if we set about
it with courage and commitment.
99 Potential Inter1ie- Q&estions
8@@ 0otential +nterview Auestions
by ,had 0eterson
2onster 1taff *riter
Related Articles
+nterview ,omorrowB
Answers ,hey &eed
:ody /anguage
1end to a friend
0rint
1end feedback
)iscuss this article
*hile there are as many different possible interview #uestions as
there are interviewers6 it always helps to be ready for anything.
1o we've prepared a list of 8@@ potential interview #uestions. *ill
you face them allB *e pray no interviewer would be that cruel.
*ill you face a fewB 0robably. *ill you be well"served by being
ready even if you're not asked these exact #uestionsB Absolutely.
,ell me about yourself.
*hat are your strengthsB
*hat are your weaknessesB
*ho was your favorite manager and whyB
*hat kind of personality do you work best with and whyB
*hy do you want this jobB
*here would you like to be in your career five years from nowB
,ell me about your proudest achievement.
+f you were at a business lunch and you ordered a rare steak and
they brought it to you well done6 what would you doB
+f + were to give you this salary you re#uested but let you write
your job description for the next year6 what would it sayB
*hy is there fuzz on a tennis ballB
-ow would you go about establishing your credibility #uickly with
the teamB
,here's no right or wrong answer6 but if you could be anywhere in
the world right now6 where would you beB
-ow would you feel about working for someone who knows less
than youB
*as there a person in your career who really made a differenceB
*hat's your ideal companyB
*hat attracted you to this companyB
*hat are you most proud ofB
*hat are you looking for in terms of career developmentB
*hat do you look for in terms of culture "" structured or
entrepreneurialB
*hat do you like to doB
Cive examples of ideas you've had or implemented.
*hat are your lifelong dreamsB
*hat do you ultimately want to becomeB
-ow would you describe your work styleB
*hat kind of car do you driveB
,ell me about a time where you had to deal with conflict on the
job.
*hat's the last book you readB
*hat magazines do you subscribe toB
*hat would be your ideal working situationB
*hy should we hire youB
*hat did you like least about your last jobB
*hat do you think of your previous bossB
-ow do you think + rate as an interviewerB
)o you have any #uestions for meB
*hen were you most satisfied in your jobB
*hat can you do for us that other candidates can'tB
*hat are three positive things your last boss would say about
youB
*hat negative thing would your last boss say about youB
+f you were an animal6 which one would you want to beB
*hat salary are you seekingB
*hat's your salary historyB
)o you have plans to have children in the near futureB
*hat were the responsibilities of your last positionB
*hat do you know about this industryB
*hat do you know about our companyB
-ow long will it take for you to make a significant contributionB
Are you willing to relocateB
*hat was the last project you headed up6 and what was its
outcomeB
*hat kind of goals would you have in mind if you got this jobB
Cive me an example of a time that you felt you went above and
beyond the call of duty at work.
*hat would you do if you won the lotteryB
'an you describe a time when your work was criticizedB
-ave you ever been on a team where someone was not pulling
their own weightB -ow did you handle itB
*hat is your personal mission statementB
,ell me about a time when you had to give someone difficult
feedback. -ow did you handle itB
*hat is your greatest failure6 and what did you learn from itB
*hat irritates you about other people6 and how do you deal with
itB
*hat is your greatest fearB
*ho has impacted you most in your career6 and howB
*hat do you see yourself doing within the first D@ days of this
jobB
*hat's the most important thing you've learned in schoolB
*hat three character traits would your friends use to describe
youB
*hat will you miss about your presentElast jobB
+f you were interviewing someone for this position6 what traits
would you look forB
/ist five words that describe your character.
*hat is your greatest achievement outside of workB
1ell me this pencil.
+f + were your supervisor and asked you to do something that
you disagreed with6 what would you doB
)o you think a leader should be feared or likedB
*hat's the most difficult decision you've made in the last two
yearsB
*hat do you like to do for funB
*hy are you leaving your present jobB
*hat do you do in your spare timeB
-ow do you feel about taking no for an answerB
*hat was the most difficult period in your life6 and how did you
deal with itB
*hat is your favorite memory from childhoodB
Cive me an example of a time you did something wrong. -ow did
you handle itB
,ell me one thing about yourself you wouldn't want me to know.
,ell me the difference between good and exceptional.
*hy did your choose your majorB
*hat are the #ualities of a good leaderB A bad leaderB
*hat is your biggest regret6 and whyB
*hat are three positive character traits you don't haveB
*hat irritates you about other people6 and how do you deal with
itB
+f you found out your company was doing something against the
law6 like fraud6 what would you doB
-ow many times do a clock's hands overlap in a dayB
-ow would you weigh a plane without scalesB
*hat assignment was too difficult for you6 and how did you
resolve the issueB
+f + were to ask your last supervisor to provide you additional
training or exposure6 what would she suggestB
+f you could choose one superhero power6 what would it be and
whyB
*hat's the best movie you've seen in the last yearB
)escribe how you would handle a situation if you were re#uired
to finish multiple tasks by the end of the day6 and there was no
conceivable way that you could finish them.
*hat techni#ues and tools do you use to keep yourself
organizedB
+f you could get rid of any one of the 51 states6 which one would
you get rid of6 and whyB
*ith your eyes closed6 tell me step"by"step how to tie my shoes.
if you had to choose one6 would you consider yourself a big"
picture person or a detail"oriented personB
+f selected for this position6 can you describe your strategy for
the first F@ daysB
*ho are your heroesB
,ell me 8@ ways to use a pencil other than writing.
Re: nee+ *elp in +esi,nin, potential appraisal (or$
-ope this info wil work for u?
-ow *ould .ou Rate the (mployee on the 4ollowing?
(xcellent Above 1atisfactory
1atisfactory
Average :elow Average 5nsatisfac"tory
Attitude
+nitiative
)ependability
*ork #uality
*ork #uantity
Knowledge of job
,eam 0lay
%rganization Ability
Gudgment
Responsibility
Any other %bservationsB?
'heers6
2unish