Hiring for Excellence Modes of Interacting Questions for Interviews

Transcription

1 Hiring for Excellence Modes of Interacting Questions for Interviews Collaborator How do you establish good working relationships with colleagues? + Develops relationships beyond formal Wants to have only working relationships with colleagues How would people who work with you describe you? + Mentions interpersonal aspects such as: team-oriented, cooperative, easy going, friendly, easy to get along with, willing to work with others, etc. All descriptions are task-oriented such as: hard worker, prompt, disciplined, very skilled. No reference to interaction style What kind of people do you find it most difficult to get along with? Why? What do you do to try to overcome this in order to build a better relationship? + Likes to work with most anyone (who is honest); overcomes problems by getting to know people personally Dislikes a considerable number of types; does not use personal approach In your field, how important do you think it is to establish good working relationships with peers both inside and outside your institution? What is the benefit of establishing these relationships? How do you go about building these relationships? + Indicates it is very important and is able to provide a specific benefit e.g., improved team performance. Specifies at least one method of how he/she develops these relationships, getting to know peers on a personal level. Indicates it is not that important; prefers only professional relationships with peers. Identifies no specific benefit in developing these relationships or gives no specific method of building these relationships. Hiring for Excellence Modes of Interacting Questions for Interviews Page 1

2 Within your specialty, have you ever been involved with any team problem solving situations? (If yes) Please describe the situation and your role in it. + Yes, and provides an example and a specific description of own role in the group No, provides no specific example of being involved in this experience Assertiveness Have you ever had to go out on a limb to press for support for your views in a work setting? (If yes) What was the situation and what did you do? + Yes, and gives examples which show sticking up for own viewpoint No example How comfortable are you expressing your viewpoint in meetings? Please give me a recent example of when you did so. + Response suggests he/she is very comfortable expressing own viewpoint and is able to provide a specific example of doing so Indicates he/she is not comfortable or does not express own viewpoint. Provides no specific example Tell me about the last time you disagreed with someone in a meeting. What was the situation? How did you handle it? + Provides a specific detailed example where he/she confronted the individual(s) about the disagreement. Ideally includes references to tact and diplomacy as well. Does not provide a specific example or the example provided does not specify speaking directly to the individual(s) with whom he/she disagreed. May say he/she just tried harder to see the other side of the argument or left the discussion Hiring for Excellence Modes of Interacting Questions for Interviews Page 2

3 Communicator What should you keep in mind when explaining your research to those in other areas or non-academics? Have you ever been complimented on your ability to explain things clearly? (If yes) Could you tell me about that? + Tailors communication to their level; gives an example. Vague response; can t give an example. How do you feel about making major presentations to large groups? What special features do you incorporate to make these presentations more effective? + Enthusiastic; describes specific strategies to engage large group and to make ideas clear. Mild response or doesn t like; no strategies named What was the most complex report you ever had to write? What made this the most difficult report? Looking back, what improvements would you suggest to make it easier to understand? What type of follow-up did you do to ensure that your audience understood? + Provides evidence of understanding what made the report difficult and can give improvements for clarity, showing that he/she learned from the experience. Is able to provide specific follow-up techniques such as open-ended questions in person, etc. Is not able to identify what made the report difficult and provides no techniques for improvement and/or has no method for following up or gives that responsibility to someone else Empathy Please give me an example of a recent situation in which you had to deal with someone in an empathetic or sensitive way. + Clear example of a situation in which the person is being responsive to another s feeling or needs Vague, general feeling sorry for, advice OR can t think of an example Hiring for Excellence Modes of Interacting Questions for Interviews Page 3

4 You are working with a colleague on a project that has a tight deadline. Your colleague appears distracted and upset and the two of you are making little progress working together. What would you do? + Response indicates he/she would question the colleague and listen with interest, showing sensitivity to the colleague s feelings Response includes no attempt to listen to colleague, e.g., would just work on the project alone, and reiterates importance of meeting deadlines regardless of personal problems Motivator Can you give me an example of a time when you successfully motivated a group under challenging circumstances? What did you do? + Able to give specific example and methods; includes praise recognition and/or incentives No example or emphasis is shoulder to the wheel How do (would) you get faculty members excited about trying something new? + Seeks input from others, strives to find out what is exciting to them Tries to be excited personally OR vague response FOR DEPARTMENT CHAIRS: Most department heads want to see the maximum involvement and enthusiasm in faculty members. How do you get that? + Praise and recognize them; generate incentives; create opportunities for contributions No specific method for getting involvement Persuader What have you found to be the most effective way to change someone else s mind? + Listens and responds to concerns Logic or demonstration only Hiring for Excellence Modes of Interacting Questions for Interviews Page 4

5 How much of your job involves listening? How do you use your listening skills to be a better chair? + At least 50%; listens to concerns of others to better motivate them Not much; would rather tell than listen How would you get your faculty members excited about trying something new? + Find out what normally excites them; listen and then explain new ideas based on what motivates them Minimal, non-specific response, e.g., ask them to just give it a whirl, show my excitement. If you had to convince a reluctant colleague to accept your approach to a particular project, what would you do? + Emphasis is on trying to understand the reason for the colleague s reluctance and/or showing the benefit of own approach Identifies a strictly facts and logic approach to try it and see with no stress on listening and understanding the other s reluctance Affiliation Do you often let others know what you are thinking? Is it important in building relationships? (If necessary) Why? + Desire to establish rapport, common topics, finding out how to fit and relate with others in the group No evidence of wanting to build relationships How would others who know you describe you? + Words that indicate he/she is friendly, congenial, likes to be with people No indicators of relationship building or ability to relate well to people, focus is elsewhere Hiring for Excellence Modes of Interacting Questions for Interviews Page 5

6 Do you think people generally feel at ease around you? (If yes) What types of things do you do to put them at ease? + Yes, builds rapport by getting to know people on an informal basis; finds common interests, etc. No or yes but cannot list things done FOR A DEPARTMENT CHAIR: You take over as a new department head. A number of your faculty members feel that they should have gotten the job and are critical of your appointment. What would you do? + Talks directly with faculty members individually or in a group; attempts to develop rapport, understanding, and some common ground Response suggests no effort to develop harmonious relationships. Response may indicate he/she would do nothing, e.g., Let them get to know me over time or takes a hard line, e.g., This is the way it is so they have to adjust. Obviously, a position like this requires a great deal of people contact and communication. Specifically, what do you think are the interpersonal skills required for effective performance? + Reponse stresses the use of rapport or relationship building skills Is not able to identify any interpersonal skills or there is no emphasis on building personal relationships or developing rapport. Hiring for Excellence Modes of Interacting Questions for Interviews Page 6