Interview Guide

for Interviewer B
Estimated length: 50 minutes

Vanderbilt: Professional
Non-Licensed Job Family

Interviewer Name

Candidate Name

Interview Date

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page as needed.
 Interview Guide-Professional Non-Licensed
Job Family
Preparation Checklist
1. Review application materials, including resume (curriculum vitae) and any application
2. forms.
Prepare to conduct the Key Background Review, if included.
— 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.
— Review the dimension definitions and key actions.
— Modify questions to better fit the candidate’s experience.
— Decide if the order of the questions should be changed; develop additional
questions
4. Prepare if necessary.Fit question page(s), if included.
the Motivational
— Review the Job Fit definition and significant facets.
— Review the Location Fit definition and characteristics.
— Compare the location characteristics to the candidate’s information and mark
which ones you will explore during the interview.
— Modify the questions to find out possible matches/mismatches between job facets
and location characteristics and the candidate’s preferences.
5. Estimate the time needed to cover each section of the Interview Guide.

Outline for Opening the Interview

1. Greet the candidate, giving your name and position.
2. Explain the interview’s purpose:
— To acquaint interviewer and candidate.
— To learn more about the candidate’s background and experience.
— To help the candidate understand the position and organization.
3. Describe the interview plan:
— Briefly review jobs/experiences.
— Ask questions to get specific information about those jobs/experiences.
— Provide information about position and organization.
— Answer candidate’s questions about the position and organization.
— Point out that you both will get information needed to make good decisions.
— Indicate that you will be taking notes.
4. Explain the job’s essential functions and ask if the candidate can perform the
essential functions. (Required in the United States.)
5. Make the transition to the Key Background Review.

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
 Key Background Review

 Work Background
1. Job/Experience _________________________________ Dates _______________________________

2. What were your major responsibilities/duties? Any change in responsibilities?

3. What did/do you like best about the position? What did/do you like least?

4. Why did you (or why are you planning to) leave?

Communication:

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
Integrity Key Actions
— Demonstrates honesty
Maintaining social, ethical, and
organizational norms; firmly adhering to — Keeps commitments
codes of conduct and ethical principles. — Behaves consistently
— Maintains confidentiality

 Planned Behavioral Questions

1. Describe the most difficult ethical work dilemma that you faced. What did
you do?
2. Sometimes strict organizational policies make it difficult to get our work
done. Can you think of a time when you had to bend a rule to get your work
done more efficiently?
3. Give me an example of when you were asked to do something that you didn’t
think was right. What did you do?

Situation/Task Action Result

Communication: Integrity Rating: ______

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
Adaptability Key Actions
— Tries to understand changes
Maintaining effectiveness when experiencing
major changes in work tasks or the work — Approaches change or newness
positively
— Adjusts behavior
environment; adjusting effectively to work
within new work structures, processes,
requirements, or cultures.

 Planned Behavioral Questions

1. Tell me about a time when you had to change your work schedule to help a
peer. How did this affect you? What happened?

2. Tell me about the most challenging change you’ve faced at work. What did
you do? What were the results?

3. Describe a significant example of how you’ve worked with people from

diverse backgrounds. What did you do? What was the result?

Situation/Task Action Result

Communication: Adaptability Rating: ______

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page as needed.
Planning and Organizing Key Actions
— Prioritizes
Establishing courses of action for self and
others to ensure that work is completed — Determines tasks and resources
efficiently. — Schedules
— Leverages resources
— Stays focused

 Planned Behavioral Questions

1. Tell me about a time when you had to coordinate resources (people,
processes, departments, equipment) to complete a complex project.

2. What objectives were you expected to meet this year? What steps did you
take to make sure you were making progress on all of them?

3. Tell me about a time when you adjusted your work schedule because you
couldn’t get all the necessary materials, data, or equipment for a project.
Tell me about one of those situations. What did you do?

Situation/Task Action Result

Communication: Planning and Organizing Rating: ______

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
Building Effective Working Key Actions
Relationships — Seeks opportunities
Developing and using collaborative
relationships to facilitate the accomplishment — Clarifies the current situation
of work goals. — Develops others’ and own ideas
— Subordinates personal goals
— Facilitates agreement
— Uses Key Principles
— Provides feedback and
— reinforcement
Explains and demonstrates

 Planned Behavioral Questions

1. Give me an example of a time when you worked together with a peer/team
member to determine roles and responsibilities.

2. Occasionally other people’s work priorities conflict with ours. Tell me about
a time when this happened to you. What did you do?

3. Tell me about a recent idea you explored and developed with another
peer/team member. Why did you share it with that person? Describe the
discussion.

Situation/Task Action Result

Communication: Building Effective Working Relationships Rating:

______

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
 Interview Close

 Final Checklist
1. Introduce the buy-time question.
—"I’m going to ask a question that I’d like you to think about for a few minutes
before answering. While you’re thinking, I’ll review my notes to see if there
is other information that I need. The question is:
What do you consider to be the best or most valuable contribution you made
to your organization?"

2. Review notes
—While the candidate is thinking about the question, review your notes to
identify any area where more information is needed, or information needs
clarification.
3. Buy-time answer
—Ask for the candidate’s answer to the buy-time question.

4. Additional questions
—Ask any additional questions based on the review of your notes.

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page as needed.
Interview Close (continued)

5. Simulation (if used)

—Introduce simulation.
—"The next part of the interview will give you an opportunity to
demonstrate
—Give yourof
an overview skills."
the simulation process.
—Conduct simulation.

6. Position/Organization/Location
—Provide information on position, organization, or location. If you are the last
interviewer, check the candidate’s understanding of these areas. (Note
anything that appears to match or conflict with the candidate’s stated
motivations and preferences.)
—Give candidate the opportunity to ask questions. (Note the questions asked
here.)

7. End the interview.

—Explain next steps in selection process
—Thank the candidate for a productive interview.

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
 Post-interview Instructions

Complete each step after the interview.

1. Identify complete STARs throughout the Interview Guide.

2. Categorize STARs into appropriate dimensions.
3. Indicate whether each STAR is effective (+) or ineffective (-).
4. Consider the weight of each STAR according to its recency, impact, and
5. similarity
Determinetothe
therating
targetfor
job.
each dimension. Record it on the line in the lower right
corner of each page.
Use the following scale:
1 Much less than Acceptable

2 Less than Acceptable

3 Acceptable

4 More than Acceptable

5 Much more than Acceptable

Additional Ratings:
N No opportunity to observe or assess

W Weak/Want more data (for example, 4W)

5H Too High

6. Evaluate the applicant’s behavior in the following observable dimension(s).

Review your notes and determine whether the applicant’s behavior in each
dimension’s key actions was effective (+), neutral (/), or ineffective/absent (-).
Then, use the scale from step 5 above to rate the applicant’s behavior in the
dimension(s). Write the rating on the line provided.
Communication—Clearly conveying information and ideas through a
variety of media to individuals or groups in a manner that engages the
audience and helps them understand and retain the message.

______ Organizes the communication

______ Maintains audience attention
______ Adjusts to the audience
______ Ensures understanding
______ Adheres to accepted conventions
______ Comprehends communication from others
Communication Rating: ______

 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.
 Dimension Coverage
Grid
Dimensions Interviewers
Interviewer A (Expert) Interviewer B Interviewer C

1. Job Fit
 
2. Communication
  
3. Integrity

4. Adaptability
 
5. Planning and
Organizing  
6. Building
Effective
Working  
Relationships
7. Customer Focus

8. Decision Making

9. Continuous
Learning


 Development Dimensions Int’l, Inc., 1999 - 2001. Permission is granted to licensee to photocopy this
page as needed.