Situational Interview Questions for Recruiting

 Think about the last job you filled. Describe the exact process you went through to identify
and attract high-performing candidates.

My whole process consisted of identifying all features and skills required for the vacancy.
Once I Identified the exact profile, I posted the job vacancy on the main job boards, when
getting enough postulations for the vacancy, I got in touch with the candidates and
summon them for a job interview, I applied competency-based interviewing and selected
the most qualified candidates

 Think of the last senior member of your company you hired (engineering, sales,
marketing). What was their job title. What actions did you take to bring them to your
company?

The last senior member I hired was an CCTV Monitor, it was not difficult to get people to
come because the company belonged to the GSI group and that was a plus for people to
want to work there.

 Take me through the steps you take to build a talent pipeline.

Start by developing a comprehensive understanding of the company’s strategic direction.

Once it´s been identified the company’s needs, by a strategy that requires you to
proactively search for qualified candidates. Looking for candidates on the main job boards.

Then focus early conversations on getting to know the candidates in the pipeline. Ask
them informed questions about their own goals, experiences, and plans for the future.

 Tell me about the most challenging role you’ve ever worked. What was it and what made
it difficult?

I think so far I’ve never faced a situation where there’s a challenging role to hire.

 Tell me about the last interviews you’ve conducted. What was key in determining if
candidates were a good fit?

Because of the business line of the company, there was a need to determine whether the
candidate was trustworthy or not, though you may have a good first impression of the
person, first impressions can often be wrong. To best determine if the person is worth
trusting in a professional or personal role, you should observe their behavior and obtain
proof of their character in the form of references, referrals, and testimonials. For example
by noting their body language. Note if the person crosses their arms, turns their body
away from you when you are speaking to them. Pay attention to how they respond to
difficult or challenging questions. For example, you may ask what they believe their
greatest challenge was in their previous job or you may ask if they struggled with any skills
 or expectations in their previous role. The person may take some time to answer, but note
if they change the subject or avoid answering the question. This may be an indication that
they are hiding something.

 During your interview process, how do you typically structure your interview?

The first step is screening a preliminary interview to determine whether the person is a
viable candidate for the job. The screening can be conducted over the phone or in-person
and typically lasts fifteen to twenty minutes. Asking for personal information such as
where the candidate lives, who he lives with, what means of transport he uses, the
distance from his home to the workplace

After that I generally take several minutes of the interview to tell the candidate about the
organization. The line of business of the company, the mission, the vision and the
company values.

Then I direct the interview to a more technical question about the position. The goal is to
get to know skills and experience in relation to the needs for this particular role. And also
determine if he/she will fit in with the company's culture. The following stages typically
make up the first interview:

Situational Interview Questions for Collaboration and Teamwork

 Tell me about a situation where you needed to work with your team to fill a role. How did
you collaborate? What was the outcome?

I don’t know if this counts, but one time there was a robbery by one of the drivers, and an
investigation was carried out by the company in the recruitment area, the issue was that
the person had not been hired by anyone who was working at that time, so we all work
together to find the person’s file and demonstrate we were not guilty.

 Tell me about a time where you and a teammate had a disagreement. What steps did you
take to resolve the issue?

I’ve never had a disagreement with a teammate.

 Tell me about your current (or past) job. How involved are the hiring managers in your
recruiting process?

They were really involved because they had to make the final decision so they were
constantly monitoring all our processes.
Other Interview Questions for Recruiters

 What tools do you use for sourcing? Why do you choose those over others?

Besides job boards, in my last job we had a portfolio of candidates, so when there was a
sudden resignation, we could turn to the portfolio to look for a candidate

 What’s your preferred ATS. Why?

I don’t know too much about ATS, I only know that Applicant tracking system software
provides recruiting and hiring tools for companies, these systems collect and sort
thousands of resumes.

 What are your favorite roles to recruit for? Why?

I think I have no preference.

 Do you consider yourself to have any specialty when it comes to recruiting?

I consider I have an excellent handling of psychometric tests and interview techniques

COMPETENCY BASED INTERVIEWS

I conducted my interviews using the Competency based Interviews, this method draws out the
information necessary to establish whether a candidate will be likely to fulfil the needs of the job.
This system concentrates on the actual capabilities of a job candidate rather than being open to
the individual and possibly arbitrary opinion of a single interviewer who may have a personal bias
based more on gut feeling than substantive fact.

Put simply, competencies are the skills, knowledge and behaviors needed to deliver a successful
performance in a job. There can be anything from six core competencies and upwards required in
most roles and these will be detailed in the employer’s Competency Framework. Competencies
are often categorized as follows*:
The STAR technique a proven method of asking tricky situational questions in a systematic way
while providing all the essential details, is a method of answering questions that is comprised of
four steps:

Situation: Describe the situation and when it took place.

The STAR method lets you create a simple and easy-to-follow story that brings out the difficult
situation and resolution. Here's a breakdown of what each of the four parts of the technique
mean:

Situation

Set the scene of the story by giving a context and the background of the situation. If you're asked
about teamwork, your response should include the project details, who you were collaborating
with, when you undertook the project and your location at that time.

Task

Describe your exact role or responsibility in the situation. Make sure that the hiring manager
knows what you were specifically assigned to do, rather than what everyone did.

Action

This step is probably the most important part of the story. Here, you explain how you handled the
difficult situation or conquered the problem. Say whether you did it alone or together as a team.
What you're trying to communicate is your assessment of the situation and your response to the
problem as well as how you got the team involved.

Share as many details as possible so the interviewer can follow you. As you do so, avoid acronyms
and company-specific jargon.

Result

Close the story by stating the positive outcome of your actions and what lessons you learned. If
possible, quantify the results and show the effects of your actions. Examples may include a 10%
increase in sales, getting repeat business or saving your team five hours of work in a week.

Here are some examples of behavioral questions the hiring manager may ask you:

-Describe a time when you faced a difficult moment at work. How did you sort the problem?
-Tell me about a time you were under immense pressure at the workplace. How did you handle it?
-Share about a mistake you made at work. What did you do about it?
-Explain a situation where you used data or logic to make a recommendation.
-Tell me about a difficult decision you made at work. What did you do?
-Describe a time when you disagreed with your boss. How did you resolve it?
-Tell me about a situation you had to make a split-second decision. How did you do it?
 -Explain about a time you had to break some bad news. How did you do it?
-Tell me about a time you worked with another department on a joint project? What did you do?
-Share about a time you set a specific goal and achieved it.
-Tell me about a time you failed. What lessons did you learn?

SPOT ON

The lady who interviewed me told me a bit yesterday and I also did some research about the
company and I found SpotOn supports for small and midsize businesses compete and win by
providing an innovative software and payment solutions, supported by local and personal service,
and delivered at a fair price. The type of business they support are very varied such as Restaurants,
Professional services like accountants or plumbers, health and beauty and automotive line.

MY QUESTIONS AND COMMENTS

Yes, I have a question, about the profiles I have to recruit for example if a bartender is required,
Do I have to determine the whole description about the functions, skills and knowledge for the
vacancy or there is a document where I can find that information?

I can tell no lies, I don’t have experience recruiting that kind of profiles but I think I can learn pretty
quickly.