Manager Behavioral Interview Guide

MANAGER BEHAVIORAL INTERVIEW GUIDE
INTERVIEW GUIDE INSTRUCTIONS:

This Interview Guide is intended to help hiring managers and executives conduct behavioral interviews for managerial classifications covered by the State of California Leadership Competency Model (Leadership Competency Model). Before using this guide, you should contact your Human Resources Staff to ensure that you follow any internal procedures and formats required by your department. For more information and tips on the selection process, you can access the Virtual Help Desk for Supervisors and Managers at http://www.dpa.ca.gov/training/virtual-help-desk-forsupervisors-and-managers/main.htm. For an overview on the California Merit Principle, please access http://www.dpa.ca.gov/hrmodernization/competency-based-hr-tools/merit-system-principles.ppt. Behavioral-based interviewing is based on the concept that the best predictor of a candidates future performance is his or her past performance. Therefore, behavioral interview questions are built around specific incidents that have happened rather than hypothetical situations. The interviewer asks the candidate to describe what they have actually done rather than what they would do in a what if situation.
The Leadership Competency Model describes the general competencies and behaviors required for successful performance as a manager in a broad range of occupational areas with the State of California. The behavioral interview questions included in this guide have been developed to elicit information about a candidates past experiences that relate to the behaviors (described in the Leadership Competency Model) required to successfully perform as a manager in the State of California. Descriptions of successful and nonresponsive behavioral indicators are included to help assess the candidates responses. For more information on behavioral interviewing, please access http://www.dpa.ca.gov/hr-modernization/competency-based-hr-tools/behavioral-interviewing.ppt. For information on behavioral based reference checks, please access http://www.dpa.ca.gov/hr-modernization/competency-based-hrtools/Reference-check-questions.doc.
Before the interview: Review the candidates application and resume Review the critical job specific general competencies and the successful behavioral indicators that demonstrate each competency on the job Identify the general competencies that will be asked about as part of the interview. One way to decide which competencies to include in the interview is to consider the competencies that are required to successfully perform the most critical job duties. Identify the set of questions which will be asked during the interview process (The interviewers do not need to include all of the questions for each competency) Work with your Human Resources staff to identify any questions specifically related to the organization, the classification or the job specific technical competencies
HR Modernization Project Page 1 Last Revision January 6, 2011
Tips for customizing this Interview Guide for your interviews: To obtain a customizable version of this guide, please contact us. Once you receive the copy, use the File Save As feature. Edit the document so that it includes only the job related general competencies that you have identified for inclusion in your interviews. Edit the document so that the set of behavioral interview questions provided for each general competency include only those questions that you have identified for inclusion in your interviews. Edit the document so that it includes only the successful and non-responsive behavioral indicators that you expect to be elicited based on the selected competency questions. Add any questions specifically related to the organization, the classification or the job specific technical competencies along with the expected successful and non-responsive behavioral indicators. Make a copy of the interview guide for each interviewer to use to take notes on each candidate to be interviewed. On the interview guide for each candidate each interviewer should fill in the following information: o The interview information (i.e. candidate name, interviewer name, interview date, position being filled) o The Education and Experience from the candidates application (during the interview, notes can be added based on what the candidate shares about their education and experience)
Conducting the interview: Welcome the candidate and make them comfortable Provide the candidate with a copy of the questions that will be asked in the interview (optional) Begin the formal interview by briefly reviewing the candidates education and experience Ask the same questions of each candidate being interviewed for the same position Tell the candidate about the job and the organization Clarify any questions about the candidates education and work experience that are necessary (i.e. fill in gaps) Ask questions and follow-up to probe for details and accomplishmentsideally at least 23 examples in each area. Get complete examples which include: The circumstances that the candidate encountered The actions that the candidate took The outcome of the actions taken Use this guide to take notes and assess the candidates Exceptional performance must be indicated in the notes section of the interview guide for a particular question and competency. Select the appropriate behavioral indicators based on the candidates responses and summarize key observations and notes. Rate the candidate on each competency in the space provided at the bottom of each page.
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Last Revision January 6, 2011
After the interview: After completing each interview, interviewers should discuss the final ratings for each candidate and complete the Overall Candidate Rating. After all interviews are completed, check references, check personnel files; make hiring decision. Candidate Name: Interviewer Name: Interview Date: Position Being Filled:
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EDUCATION AND EXPERIENCE

Education:
Experience:
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Behavioral Interview Questions

FOSTERING A TEAM ENVIRONMENT CLUSTER
Communication Questions
Describe a time when you realized you needed to make an improvement in your communication skills, and how you managed it. o What did you do? o What was the outcome? Describe a situation in which you had to provide input to an organization-wide project. o What was the input? o Who did you provide input to? o What type of impact did the input have? o How was the input received? o What was the result? Describe a situation which demonstrated that listening is an important aspect of leadership. o What did you do? o What was the result? o Why was listening important in this situation? Give us an example of when your listening skills helped resolve a situation or issue. o How did you show you were listening? o What impact did your listening skills have on the outcome of the situation or issue and why? Describe a time when you were able to effectively communicate a difficult or unpleasant idea to staff, stakeholders or senior management. o What was the situation? o What was the outcome? Describe a situation where you successfully persuaded others to do something or to see your point of view. o What was the situation? o What did you do? o What was the result?
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Communication Questions (Continued)

Describe a situation when you had to present complex information which included technical concepts and terminology. o How did you ensure that the audience understood? o What was the result? Describe what you have done to ensure that there is a clear understanding of the importance of sharing and receiving information from others. o What did you do? o Why was this necessary? o What did this achieve? Describe the process you have used to review and approve written correspondence from your staff. o What steps did you take? o What did you look for before approving the correspondence? Conveying complex messages in writing may require the creative use of graphics and other visual aids. Provide us with an example of when you mentored staff on effectively conveying complex ideas in writing in an accurate, clear, and concise manner that could be easily understood by the audience. o What was the situation? o What did you do? o What was the outcome?
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Competency: Communication
Gives feedback and is receptive to feedback received Knows that listening is essential Keeps others informed and ensures that feedback that is received is passed to others appropriately Uses a variety of methods to ensure information is conveyed Ensures error-free communications Expresses clear and concise ideas Organizes written ideas Uses graphics and other aids to clarify ideas
Successful Behavioral Indicators (Validated)
Non-Responsive Behavioral Indicators
Has solicited regular input from a variety of sources Has provided regular feedback across the organization Has fostered a culture of active listening Has coached others on listening Has carefully listened to others and made decisions based on stated facts Has clearly communicated difficult messages Has influenced the opinions of teams, stakeholders, leaders and executives Has adapted the communication style to the various audiences Has championed information sharing by establishing, implementing and monitoring processes to disseminate and gather key information from all relevant stakeholders Has established and defined department writing style and standards Has set and communicated expectations for written expression and style to staff Has managed staff performance against department writing style and standards Has approved and signed off on internal and external communications after ensuring document quality standards are met Has coached others on developing visual aids and graphics to simplify complex messages to stakeholders
Did not indicate that they have solicited regular input from a variety of sources Did not indicate that they have provided regular feedback across the organization Did not indicate that they have fostered a culture of active listening Did not indicate that they have coached others on listening Did not indicate that they have carefully listened to others and made decisions based on stated facts Did not indicate that they have clearly communicated difficult messages Did not indicate that they have influenced the opinions of teams, stakeholders, leaders and executives Did not indicate that they have adapted the communication style to the various audiences Did not indicate that they have championed information sharing by establishing, implementing and monitoring processes to disseminate and gather key information from all relevant stakeholders Did not indicate that they have established and defined department writing style and standards Did not indicate that they have set and communicated expectations for written expression and style to staff Did not indicate that they have managed staff performance against department writing standards Did not indicate that they have approved and signed off on internal and external communications after ensuring document quality standards are met Did not indicate that they have coached others on developing visual aids and graphics to simplify complex messages to stakeholders
OVERALL RATING FOR COMMUNICATION Did Not Meet
Successful
Exceptional (Notes Required)
Notes
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Conflict Management Questions

Describe a situation in which you identified a potential conflict in your organization. o How did you go about identifying the potential conflict? o What actions did you take? o What was the outcome? Tell us about a time when you had to help other leaders resolve a conflict in your organization. o o What did you do? What was the result? Successful Behavioral Indicators (Validated)
Has provided conflict resolution guidance to other leaders Has developed innovative methods for conflict prevention Has led others in the use of different interaction methods for various interpersonal styles Has fostered an environment that promoted rapid identification and resolution of potential conflicts Has mentored and coached others on conflict resolution management Has ensured that appropriate polices and expectations regarding conflict resolution exist
Competency: Conflict Management Recognizes differences in opinions and misunderstandings and encourages open discussion Uses appropriate interpersonal styles Finds agreement on issues Deals effectively with others in antagonistic situations

Did not indicate that they have provided guidance to other leaders on conflict resolution Did not indicate that they have developed innovative methods for conflict prevention Did not indicate that they have led others in the use of different interaction methods for various interpersonal styles Did not indicate that they have created an environment that promoted rapid identification and resolution of potential conflicts Did not indicate that they have mentored others on conflict resolution management Did not indicate that they have ensured that appropriate polices and expectations regarding conflict resolution exist
OVERALL RATING FOR CONFLICT MANAGEMENT Did Not Meet Successful
Notes
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Interpersonal Skills Questions

Tell us about a situation when you had to vary your communication approach according to the audience that you were addressing and the type of information you were sharing. o What was the situation? o What did you do? o What was the result? Describe a situation in which you were able to effectively "read" others and guide your actions by your understanding of their nonverbal cues. o What did you do? o What was the outcome of the situation? Tell us about a time when you had to coach staff on presenting sensitive or complex information in a manner that could be easily understood. o What did you do? o What was the outcome? o What techniques did you teach staff to use to confirm that the audience understood the presentation? Tell us about a situation when you withheld your own opinion, and tried to obtain the opinion of others. o What did you do? o What was the outcome? o Why was this action important? Tell us about what you have done to improve the knowledge, skills and abilities of your staff. o What did you do? o What was the outcome?
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Competency: Interpersonal Skills Effectively approaches others with sensitive information Understands the unspoken meaning of a situation Understands strengths and development areas of others Makes others feel respected and heard

Has used a variety of strategies to communicate sensitive information to various audiences Has mentored others on adapting their personal style to fit the situation Has effectively assessed nonverbal cues and unspoken complex sub messages Has led others in the development of their perception skills Has matched others to jobs suited to their strengths and development needs Has built an environment that supports staff development Has modeled active listening skills Has ensured a safe communication environment where information can be exchanged and gathered effectively

Did not indicate that they have used the appropriate communication style for the audience or for the sensitivity of the information Did not indicate that they have altered their communication style based on the audience or the sensitivity of the information Did not indicate that they have mentored others on adapting their personal style to fit the situation Did not indicate that they have effectively assessed nonverbal cues or unspoken sub messages in sensitive situations Did not indicate that they have led others in developing perception skills Did not indicate that they have matched others to jobs suited to their strengths and development needs Did not indicate that they have built an environment that supports staff development Did not indicate they have modeled active listening skills Did not indicate that they have ensured a safe communication environment where information can be exchanged and gathered effectively
OVERALL RATING FOR INTERPERSONAL SKILLS Did Not Meet Successful
Notes
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Team Leadership Questions

Tell us about a time when you managed or guided a group or team effort. o What was the situation? o What actions did you take? o What were the biggest challenges and how did you overcome them? o What steps did you take to achieve a positive outcome? o How did the group or team effort ultimately turn out? Successful Behavioral Indicators (Validated)
Has communicated progress to stakeholders Has anticipated team challenges and planned contingencies Has engaged internal and external team members to manage conflicts Has served as a role model in promoting team work and respect within both internal and external teams Has led teams in tackling the toughest challenges Has closely managed team performance Has celebrated team successes
Competency: Team Leadership Sets team structure Organizes, leads, and facilitates team activities Promotes team cooperation Encourages participation
Did not indicate that they have kept stakeholders informed of progress or that they involved stakeholders appropriately Did not indicate that they have effectively planned for challenges and contingencies Did not indicate that they have involved internal and external team members in conflict resolution Did not indicate that they have expressed the value and effectiveness of teamwork and respect within both external and internal teams Did not indicate that they have been able to assist the team with resolving challenges Did not indicate that they have managed or monitored team performance Did not indicate that they have acknowledged team successes
OVERALL RATING FOR TEAM LEADERSHIP Did Not Meet
Successful
Notes
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CREATING ORGANIZATIONAL TRANSFORMATION CLUSTER

Change Leadership Questions
Tell us about an experience you have had implementing change in an organization. o How did you do this? o What was the outcome? o What were the challenges and regrets? Tell us about a project or situation where you felt that the conventional approach would not be suitable. o How did you determine this? o How did you derive and manage a new approach? o What challenges did you face and how did you address them? Describe a situation where you fostered a highly motivated and productive work environment during times of change. o What did you do? o What was the result? o What challenges did you face?
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Competency: Change Leadership Develops new approaches Identifies better, faster or less expensive ways to do things Encourages others to value change

Has successfully led difficult change efforts with broad impact Has worked with executive leaders and/or stakeholders to overcome obstacles Has generated innovative ideas that are strategically aligned with department goals Has served as a change agent Has created a positive environment of excitement around change

Did not indicate that they have led difficult change efforts with broad impact Did not indicate that they have worked with executive leaders and/or stakeholders to overcome obstacles Did not indicate that they have generated innovative ideas that are strategically aligned with department goals Did not indicate that they have served as a change agent Did not indicate that they have created a positive environment of excitement around change
OVERALL RATING FOR CHANGE LEADERSHIP Did Not Meet Successful
Notes
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Vision and Strategic Thinking Questions
Give us an example of when you had to communicate the organizations vision and strategic plan with conviction, translate the organizations strategy into meaningful plans for the future and connect them to the employees daily work. o What was the situation? o What did you do? o How did you involve your staff or team? o What was the outcome? Describe a time when you had to significantly modify work policies to align them with new strategic directives. o What was the situation? o What did you do? o What was the outcome? Successful Behavioral Indicators (Validated)
Has integrated the departments longer term vision into all aspects of the organization Has encouraged implementation of the departments vision through policies Has established an environment that supports the departmental vision Has effectively communicated the strategic value of the departmental vision to stakeholders and senior audiences
Competency: Vision and Strategic Thinking Communicates the big picture Expresses vision to others Influences others to translate vision into action

Did not indicate that they have integrated the departments vision into all aspects of the organization Did not indicate that they have encouraged implementation of the departments vision through policies Did not indicate that they have established an environment that supports the departmental vision Did not indicate that they have effectively communicated the strategic value of the departmental vision to stakeholders and senior audiences
OVERALL RATING FOR VISION AND STRATEGIC THINKING Did Not Meet Successful
Notes
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MAXIMIZING PERFORMANCE RESULTS CLUSTER

Analytical Thinking Questions
Describe a situation in which you were able to clearly frame a problem, identify and collect the necessary data, and make recommendations for solving the problem. o What was the problem? o Who was impacted by the problem? o What factors or variables did you consider? o What did you do? o How did you evaluate your options? o What was the outcome? Describe a time you had to delegate parts of a large project or assignment to some of your direct reports. o How did you decide what tasks to delegate to which people? o How did the project or assignment turn out? Give us an example of a time when you used your fact-finding skills to gain information needed to solve a problem. o How did you analyze the information you gathered? o How did you use the information to solve the problem? Describe a time when you anticipated potential problems that were significant to the organization and developed preventive measures. o What was the potential problem? o How did you identify the potential problem? o What was the potential impact on the organization? o What did you do? o What was the outcome?
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Competency: Analytical Thinking Identifies causes Approaches problems by breaking them down Weighs priorities Recognizes actions and underlying issues

Has identified causes for problems related to policy or global issues Has broken down significantly complex problems that affected several teams Has delegated work to other supervisors Has asked effective probing questions Has exhibited the ability to synthesize information from supervisors and other relevant sources Has recognized and prioritized organizational key actions at the branch/division level Has anticipated significant organizational key actions and underlying issues at the branch/division or higher level

Did not indicate that they have identified causes for problems related to policy or global issues Did not indicate that they have broken down significantly complex problems that affected several teams Did not indicate that they have delegated work to other supervisors Did not indicate that they have asked effective probing questions Did not indicate that they have synthesized information from supervisors and other relevant sources Did not indicate that they have recognized and prioritized organizational key actions at the branch/division level Did not indicate that they have anticipated significant organizational key actions and underlying issues at the branch/division or higher level
OVERALL RATING FOR ANALYTICAL THINKING Did Not Meet Successful
Notes
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Customer Focus Questions

Describe how you established a partnership with an internal or external customer to help you both achieve your strategic business goals. o What did you do? o What was the outcome? Tell us what you have done to establish a customer focused culture in your organization. o What action did you take? o What was the outcome? Describe a situation in which you had to address a highly sensitive and complex problem for a dissatisfied customer. o What was the problem? o What did you do? o What was the outcome? Describe a situation in which you implemented changes to business processes to improve customer satisfaction. o What did you do? o Who did you involve in the business process reengineering? o How did you secure and utilize organizational resources for this effort? o What constraints did you have? o What challenges did you face? o What was the outcome?
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Competency: Customer Focus

Has communicated with customers on the most critical or sensitive issues related to their expectations or business objectives Has promoted joint strategic planning to define shared business objectives with the customer Has developed policy related to the effective delivery of products or services to the customer Has secured the necessary resources to maintain and improve the product or service to the customer Has resolved the most sensitive and complex customer problems which may have had major policy, political or organizational impacts Has established a culture that places a priority on customer satisfaction Has secured and maintained resources required to implement changes to business processes to increase customer satisfaction

Did not indicate that they have communicated with customers on the most critical or sensitive issues related to their expectations or business objectives Did not indicate that they have promoted joint strategic planning to define shared business objectives with the customer Did not indicate that they have developed policy related to the effective delivery of products or services to the customer Did not indicate that they have secured the necessary resources to maintain and improve the product or service to the customer Did not indicate that they have resolved the most sensitive and complex customer problems which may have had major policy, political or organizational impacts Did not indicate that they have established a culture that places a priority on customer satisfaction Did not indicate that they have secured and maintained resources required to implement changes to business processes to increase customer satisfaction
Works with internal and external customers to identify their expectations and shared business objectives Ensures the effective delivery of the products and services to the customer Identifies and solves customer problems quickly and effectively Develops and implements ways to measure, track and maintain a high level of customer satisfaction
OVERALL RATING FOR CUSTOMER FOCUS Did Not Meet
Successful
Notes
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Decision Making Questions

Tell us about an experience in which you had a limited amount of time to make a difficult decision with significant organizational impact. o What was the decision? o How did you go about making it? o What factors did you consider? o Who did the decision impact? o What was the outcome/result of your decision? o Were you satisfied with the result, why or why not? Give us an example of how you have involved team members, staff and stakeholders in the decision making process. o What was the situation? o Who did you involve and why? o What process did you use to gain input? Sometimes it is essential that we break out of the routine standardized way of doing things in order to complete the task. Give us an example of when you were able to successfully develop such a new approach. o What was the situation? o What did you do? o What was the outcome? Tell us about a problem that you solved in a unique or unusual way. o What was the outcome? o Were you satisfied with it?
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Competency: Decision Making

Has made critical decisions with limited information under tight deadlines Has kept abreast of department policies, priorities and external factors that may impact the department Has made decisions that have significant organizational impact Has introduced new ways of thinking about problems Has encouraged non-traditional ideas from team members and stakeholders Has navigated expeditiously and effectively to resolve problems and overcome obstacles

Did not indicate that they have made critical decisions with limited information under tight deadlines Did not indicate that they have kept abreast of department policies, priorities and external factors that may impact the department Did not indicate that they have made decisions that have significant organizational impact Did not indicate that they have introduced new ways of thinking about problems Did not indicated that they have encouraged nontraditional ideas from team members and stakeholders Did not indicate that they have navigated expeditiously and effectively to resolve problems and overcome obstacles
Makes critical and timely decisions Takes charge Supports appropriate risk Makes tough and appropriate decisions
OVERALL RATING FOR DECISION MAKING Did Not Meet
Successful
Notes
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Planning and Organizing Questions

Give us an example of when you used your organization skills in leading a major project to completion. o What was the project? o What did you do? o What was the outcome? Describe a time when you maintained focus and commitment to achieving important goals despite major obstacles and frustrations. o What was the situation? o What were the challenges? o What was the outcome? o Were you satisfied with the outcome, why or why not? Describe a time when you had to build a collaborative relationship in order to deliver a project successfully. o What was the situation? o Who did you collaborate with and why? o What was the outcome? o What were the challenges? Give us an example of how you have developed a project teams goals and project plan. o What was the project? o What did you do? o What role did the team have? o What were the key elements of the project plan? o What was the outcome? o What were the challenges in developing the teams goals and the project plan?
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Competency: Planning and Organizing Anticipates and prepares

Did not indicate that they have established priorities consistent with department strategic direction big picture Did not indicate that they have managed the overall priorities and objectives of the team to focus time and resources in key areas Did not indicate that they have communicated the objectives to key stakeholders Did not indicate that they have considered the impact and timing of external events (e.g. budget cycle, legislation, etc.) when creating a clear, logical and realistic plan. Did not indicate that they have translated goals into specific measurable outcomes, and articulated the approach necessary to achieve these outcomes to various stakeholders
Has established priorities consistent with department strategic direction big picture Has managed the overall priorities and Considers impact and objectives of the team to focus time and resources in key areas makes changes Has communicated the objectives to key Logically approaches stakeholders situations Has considered the impact and timing of external events (e.g. budget cycle, legislation, Documents project etc.) when creating a clear, logical and progress realistic plan. Has translated goals into specific measurable outcomes, and articulated the approach necessary to achieve these outcomes to various stakeholders OVERALL RATING FOR PLANNING AND ORGANIZING
Did Not Meet
Successful
Notes
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Thoroughness Questions
Give us an example of a recent assignment or project that your staff accomplished and tell us the process you used to ensure it was aligned with the strategic goals of the organization. o What was the assignment? o What did you do? o What was the outcome? Give us an example of a situation where there were competing priorities. o What actions did you take? o What were the results? Sometimes in order to meet organizational goals, you must be creative in securing resources or finding new or innovative methods of producing high quality work products or services. Tell us about a time that you were able to meet organizational goals by creatively securing resources or using innovative methods to produce high quality work products or services. o What was the objective? o What did you do? o What was the outcome? Tell us about the methods you have used to ensure that your staff produce high quality work products and services. o What did you do? o What was the outcome? o Were you satisfied with the results, why or why not?
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Competency: Thoroughness

Has championed resources and systems to support producing high quality work products and services Has recognized and rewarded high quality work products and services Has set priorities when there were conflicting assignment goals or due dates Has ensured that assignments were in alignment with the strategic goals of the organization

Did not indicate that they have championed resources and systems to support producing high quality work products and services Did not indicate that they have recognized and rewarded high quality work products and services Did not indicate that they have set priorities when there were conflicting assignment goals or due dates Did not indicate that they have ensured that assignments were in alignment with the strategic goals of the organization
Ensures that the finished product or service is high quality Ensures assignment goals, objectives and completion dates are met
OVERALL RATING FOR THOROUGHNESS Did Not Meet
Successful
Notes
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BUILDING TRUST AND ACCOUNTABILITY CLUSTER

Ethics and Integrity Questions Tell us about a specific time when you identified and handled a sensitive or complex problem which challenged fairness or ethical issues. o What was the situation? o How did you identify the ethical or fairness issue? o What did you do? o What challenges did you encounter? o What was the outcome? o Were you satisfied with the outcome, why or why not? o What would you do differently if faced with a similar situation in the future? Tell us about how your organization has maintained compliance with relevant laws and ethical standards. o How have you contributed to this effort?
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Competency: Ethics and Integrity Treats others with respect Takes responsibility Uses applicable professional standards and establishes procedures Identifies ethical dilemmas and takes action

Has built strong teams by bringing together individuals with different styles and approaches Has fostered an environment that required team members to take responsibility Has identified and communicated conflicts of interest Has proposed improvement of professional standards, procedures and policies Has served as a role model by consistently emphasizing integrity and respect for people

Did not indicate that they have built strong teams by bringing together individuals with different styles and approaches Did not indicate that they have fostered an environment that required team members to take responsibility Did not indicate that they have identified and communicated conflicts of interest Did not indicate that they have proposed improvement of professional standards, procedures and policies Did not indicate that they have served as a role model by consistently emphasizing integrity and respect for people
OVERALL RATING FOR ETHICS AND INTEGRITY Did Not Meet Successful
Notes
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Personal Credibility Questions

Describe a specific example when you took responsibility for an error that your staff made. o What did you do? o What was the outcome? Tell us about a time when you took responsibility for an error and were held personally accountable. o What was the situation? o What did you do? o What was the outcome? Tell us about a time when you had to give feedback to an employee who displayed a lack of respect or concern for others in their work relationships. o What did you say? o What standards did you set? o What was the outcome? Think back to a time when setting a positive example had the most beneficial impact on staff. o How did you determine that a strong example was needed? o What did you do? o What was the effect on the staff? Tell us about your most successful attempt to encourage others to take action and get the job done in order to meet a commitment to an internal or external customer. o What led you to take action? o Exactly how did you encourage others to take action or responsibility? o What was the result of your efforts? Describe an instance when you kept a commitment to others even to your own detriment. o What was the instance? o What did you do? o Do you feel you did the right thing, why or why not?
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Competency: Personal Credibility Displays honesty and is forthright with people Takes ownership Follows through on commitments Respects concerns shared by others

Has created an environment that encourages open and honest communication Has assumed responsibility for results, including issues and problems, whether one or ones team member was responsible Has delivered agreed upon results Has inspired others to exceed expectations Has set and modeled the standard for respectful treatment of others Has coached others on addressing the concerns of other individuals

Did not indicate that they have created an environment that encourages open and honest communication Did not indicate that they have assumed responsibility for results, including issues and problems, whether one or ones team member was responsible Did not indicate that they have delivered agreed upon results Did not indicate that they have inspired others to exceed expectations Did not indicate that they have set and modeled the standard for respectful treatment of others Did not indicate that they have coached others on addressing the concerns of other individuals
OVERALL RATING FOR PERSONAL CREDIBILITY Did Not Meet Successful
Notes
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PROMOTING A HIGH PERFORMANCE CULTURE CLUSTER

Developing Others Questions Tell us how you have encouraged and supported continuous professional development in your staff. o What have you done? o How did you secure and utilize necessary resources? o What was the end result? Give us a specific example of how you have empowered your staff to make independent decisions. o What did you do? o What was the outcome? Tell us about a specific development plan that you created with your staff. o What were the components of the development plan? o What was the timeframe? o What was the outcome? Describe the steps that you have taken to define and communicate performance expectations to your employees. o What were the steps? o What was the outcome? Tell us about the process you used to set goals and objectives for your staff and branch or division. o What was the process? o How did you ensure these goals and objectives were aligned with the organizations vision and mission? During tough economic times, we all know that training resources are difficult to secure and maintain. Tell us about a creative idea that you came up with that contributed to developing your staff. o What was the idea? o What did you do? o What was the outcome?
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Competency: Developing Others

Did not indicate that they have ensured that mistakes are used as learning opportunities Did not indicate that they have championed the resource needs of staff Did not indicate that they have secured and maintained the necessary resources for staff Did not indicate that they have rewarded improved efficiency achieved through the effective use of resources Did not indicate that they have established and communicated unit and section roles and linked them to the organizations vision and mission Did not indicate that they have identified what is good for the organization and proactively planned staff development to meet the needs of the organization Did not indicate that they have set the expectation for a continuous learning environment Did not indicate that they have sought collaborative opportunities and partnerships to promote learning and development
Has ensured that mistakes are used as Provides an learning opportunities environment where staff Has championed the resource needs of staff can learn from mistakes
Encourages staff to use all available resources to complete their work activities Ensures that staff understand their own role and the role of their organization Regularly assesses staffs skills and knowledge to determine training and development needs Uses innovative approaches to provide a variety of learning opportunities to develop critical skills in staff
Has secured and maintained the necessary resources for staff Has rewarded improved efficiency achieved through the effective use of resources Has established and communicated unit and section roles and linked them to the organizations vision and mission Has identified what is good for the organization and proactively planned staff development to meet the needs of the organization Has set the expectation for a continuous learning environment Has sought collaborative opportunities and partnerships to promote learning and development
OVERALL RATING FOR DEVELOPING OTHERS Did Not Meet Successful
Notes

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Fostering Diversity Questions

Describe the measures you have taken to support diversity in your branch or division. o What did you do? o What was the outcome? Give us a specific example of how you have created a work environment where differences are valued, encouraged and supported. o What did you do? o What was the outcome? Give us a specific example of how you have created a work environment that is free of sexual harassment and discrimination. o What did you do? o What was the outcome? Describe a situation when you have actively confronted indications of discrimination or prejudicial behavior. o What did you do? o What was the outcome?
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Competency: Fostering Diversity Fosters and values an environment in which people who are diverse can work together cooperatively and effectively in achieving organizational goals Maintains a work environment that is free of sexual harassment and discrimination

Has implemented and promoted a diversity policy that developed and preserved a diverse workforce Has developed, implemented and promoted a policy that ensures a work environment that is free of sexual harassment and discrimination Has ensured that appropriate action is taken expeditiously when sexual harassment and/or discrimination occur

Did not indicate that they have implemented and promoted a diversity policy that developed and preserved a diverse workforce Did not indicate that they have developed, implemented and promoted a policy that ensures a work environment that is free of sexual harassment and discrimination Did not indicate that they have ensured that appropriate action is taken expeditiously when sexual harassment and/or discrimination occur
OVERALL RATING FOR FOSTERING DIVERSITY Did Not Meet Successful
Notes
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Workforce Management Questions

Give us an example of your involvement in the workforce or succession planning efforts for your organization. o What was your role? o What was the outcome? One of the jobs of a manager is to manage performance and conduct periodic performance reviews. o How have you managed employee performance in the past? o What process have you used for performance feedback? Give us an example of how you have been successful at empowering staff to accomplish the goals of the branch or division. o What did you do? o What was the outcome? Give us an example of a time when you helped staff develop or improve their skills. o How did you determine the development need? o What did you do? o What was the outcome?
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Competency: Workforce Management

Did not indicate that they have actively managed performance gaps to ensure recruitment and retention of valuable talent Did not indicate that they have significantly contributed to workforce and succession planning efforts from an organizational perspective Did not indicate that they have conducted effective performance reviews Did not indicate that they have empowered team members to develop stretch goals Did not indicate that they have matched staff development needs and goals with development and training opportunities Did not indicate that they have created training and development plans Did not indicate that they have approved the training and development budget and assured funding allocation
Has actively managed performance gaps to Hires and retains ensure recruitment and retention of valuable appropriate staff, talent conducts workforce and Has significantly contributed to workforce and succession planning
Provides feedback on performance Addresses employee problems Is a resource for career development
succession planning efforts from an organizational perspective Has conducted effective performance reviews Has empowered team members to develop stretch goals Has matched staff development needs and goals with development and training opportunities Has created training and development plans Has approved the training and development budget and assured funding allocation
OVERALL RATING FOR WORKFORCE MANAGEMENT Did Not Meet Successful
Notes
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ADDITIONAL JOB SPECIFIC COMPETENCIES (Add One Page per Competency)

Competency: Questions:
Successful Behavioral Indicators


OVERALL RATING FOR JOB SPECIFIC COMPETENCY Did Not Meet Successful
Notes
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OVERALL CANDIDATE RATING (Notes Required):

Did Not Meet Job Requirement Successful Exceptional
Comments:
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Appendix
LEADERSHIP COMPETENCY MODEL Manager Competencies and Successful Behaviors

FOSTERING A TEAM ENVIRONMENT CLUSTER
Communication: The ability to listen to others and communicate in an effective manner. The ability to communicate ideas, thoughts, and facts in writing. The ability/skill to use correct grammar, correct spelling, sentence and document structure, accepted document formatting, and special literary techniques to communicate a message in writing.
Solicits regular input from a variety of sources and provides feedback across the organization Fosters a culture of active listening by seeking out and carefully listening to others, coaching others on listening, and making decisions based on stated facts Clearly communicates difficult messages and influences opinions of teams, stakeholders, leaders, and executives; adapts style to various audiences Champions information-sharing by establishing, implementing, and monitoring processes to disseminate and gather key information to and from all relevant stakeholders Establishes and defines department writing style and standards and manages team performance against standards Sets, communicates, and actively works to raise expectations for written expression and style with team Approves and signs off on internal and external communications after ensuring document quality standards are met Coaches others on developing creative visual aids and graphics that simplify complex messages to stakeholders and ensures compliance with regulations
Conflict Management: The ability to prevent, manage, and/or resolve conflict.

Provides conflict resolution guidance to other leaders and develops innovative methods for conflict prevention Leads others in the use of different interaction methods for interpersonal styles and uses knowledge to further team's mission Fosters an environment that promotes rapid identification and resolution of potential conflicts Mentors and coaches others on conflict resolution management and ensures appropriate policies and expectations exist
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Interpersonal Skills: The ability to get along and interact positively with coworkers. The degree and style of understanding and relating to others.
Uses a variety of strategies for communicating sensitive information to various audiences; mentors team on adapting personal style Assesses non-verbal cues and unspoken, complex sub-messages; leads others to develop perception skills Matches team members to jobs suited to their strengths and development needs and builds an environment that supports employee development Models active listening for others, ensures a safe communication environment, and seeks information effectively
Team Leadership: The ability to effectively manage and guide group efforts. This includes providing the appropriate level of feedback concerning group progress.
Communicates progress to stakeholders; anticipates team challenges and plans contingencies Engages internal and external team members to manage conflicts and celebrate successes Serves as a role model in promoting teamwork and respect within both internal and external teams Leads teams in tackling the toughest challenges, closely manages performance, and celebrates successes
CREATING ORGANIZATIONAL TRANSFORMATION CLUSTER

Change Leadership: The ability to manage, lead, and enable the process of change and transition while helping others to deal with their effects.
Successfully leads difficult change efforts with broad impact; works with executive leaders or stakeholders to overcome obstacles Generates innovative ideas that are strategically aligned with department goals Serves as a change agent; leads change efforts and creates a positive environment of excitement around change
Vision & Strategic Thinking: The ability to support, promote, and ensure alignment with the organization's vision and values. The ability to understand how an organization must change in light of internal and external trends and influences.
Coordinates longer term vision into all aspects of the organization; encourages implementation of vision through policies Establishes an environment that fully supports the vision through integration and coordination of significant team activities Effectively communicates strategic value of the vision to stakeholders and senior audiences
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MAXIMIZING PERFORMANCE RESULTS CLUSTER

Analytical Thinking: The ability to approach a problem by using a logical, systematic, sequential approach.
Identifies causes for problems related to policy or more global issues Breaks down significantly complex problems that affect several teams and delegates work to other supervisors Exhibits ability to synthesize information provided by supervisors and other relevant sources, asks effective probing questions and recognizes and prioritizes organizational key actions at the branch/division level Anticipates significant organizational key actions and underlying issues at branch/division or higher level
Customer Focus: The ability to identify and respond to current and future customer's needs. The ability to provide excellent service to internal and external customers.
Communicates with customers on the most critical or sensitive issues related to their expectations or business objectives; promotes joint strategic planning to define shared business objectives with the customer Develops policy related to the effective delivery of products or services to the customer; secures resources required to maintain and improve the product or service to the customer Resolves the most sensitive and complex customer problems which may have major policy, political or organizational impacts Establishes a culture that places a priority on customer satisfaction; secures and maintains resources required to implement changes to business processes to increase customer satisfaction
Decision Making: The ability to make decisions and solve problems involving varied levels of complexity, ambiguity, and risk.
Makes critical decisions within limited information under tight deadlines Keeps abreast of department policies and priorities, and of external factors that may impact department policies and priorities in order to make decisions that have significant organizational impact Introduces new ways of thinking about problems and encourages non-traditional ideas from team members and stakeholders Navigates expeditiously and effectively to resolve problems and overcome obstacles
Planning & Organizing: The ability to define tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives.
Manages the overall priorities and objectives of the team to focus time and resources in key areas Establishes priorities and understands the big-picture; effectively communicates objectives to key stakeholders Creates a clear, logical, and realistic plan by considering the impact and timing of external events (e.g. legislation, budget cycle)
Page 39 Last Revision January 6, 2011
Translates goals into specific, measurable outcomes, and articulates the approach necessary to achieve these outcomes to various stakeholders
Thoroughness: The ability to ensure that ones own and other's work and information are complete and accurate. The ability to carefully prepare for meetings and presentations. The ability to follow up with others to ensure that agreements and commitments have been fulfilled.
Champions resources and systems to support producing high quality work products and services; recognizes and rewards high quality work products and services Sets priorities when there are conflicting assignment goals or due dates; ensures assignments are in alignment with the strategic goals of the organization
BUILDING TRUST & ACCOUNTABILITY CLUSTER

Ethics & Integrity: The degree of trustworthiness and ethical behavior of an individual with consideration for the knowledge one has of the impact and consequences when making a decision or taking action.
Looks for ways to build stronger teams by bringing together individuals with different styles and approaches Fosters an environment that requires team members to take responsibility Identifies and communicates conflicts of interest and proposes improvement of professional standards, procedures, and policies Serves as a role model in consistently emphasizing integrity and respect for people at the highest levels and across the organization
Personal Credibility: Demonstrating concern that one be perceived as responsible, reliable, and trustworthy.
Takes a leadership role in creating an environment that encourages open and honest communication at all levels in the organization Assumes responsibility for results, including issues or problems, whether one or ones team member was responsible Delivers agreed-upon results and inspires others to exceed expectations Sets and models the standard for respectful treatment and coaches others on addressing the concerns of others
PROMOTING A HIGH PERFORMANCE CULTURE CLUSTER

Developing Others: The ability and willingness to delegate responsibility, work with others, and coach them to develop their capabilities.
Serves as a role model for encouraging growth and exploration; ensures that mistakes are used as learning opportunities
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Champions the resource needs of staff and secures and maintains necessary resources; rewards improved efficiency achieved through the effective use of resources Establishes and communicates unit and section roles and links them to the organizations vision and mission Identifies what is good for the organization and proactively plans staff development to meet the needs of the organization Sets the expectation for a continuous learning environment; seeks collaborative opportunities and partnerships to promote learning and development
Fostering Diversity: The ability to promote equal and fair treatment and opportunity for all. The ability to effectively promote equal opportunity in employment and maintain a work environment that is free of discrimination and harassment. The ability to demonstrate the knowledge of a supervisors responsibility for promoting equal opportunity in hiring and employee development and promoti on.
Implements and promotes a diversity policy that develops and preserves a diverse workforce that strengthens service delivery for a diverse customer base and achieves organizational goals Develops, implements and promotes a policy that ensures a work environment that is free of sexual harassment and discrimination; ensures that appropriate action is taken expeditiously when issues occur
Workforce Management: The ability to effectively recruit, select, develop, and retain competent staff; includes making appropriate assignments and managing staff performance.
Actively manages performance gaps to ensure recruitment and retention of valuable talent; significantly contributes to workforce and succession planning efforts from an organizational perspective Conducts effective reviews while empowering team members to develop "stretch" goals and improve performance Matches staff development needs and goals with development and training opportunities Develops training and development plans; approves training and development budget and assures funding allocation
Page 41

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MANAGER BEHAVIORAL INTERVIEW GUIDE

INTERVIEW GUIDE INSTRUCTIONS:

Last Revision January 6, 2011

Last Revision January 6, 2011

EDUCATION AND EXPERIENCE

Last Revision January 6, 2011

Behavioral Interview Questions

Last Revision January 6, 2011

Communication Questions (Continued)

Last Revision January 6, 2011

Successful Behavioral Indicators (Validated)

Non-Responsive Behavioral Indicators

OVERALL RATING FOR COMMUNICATION Did Not Meet

Exceptional (Notes Required)

Last Revision January 6, 2011

Conflict Management Questions

Non-Responsive Behavioral Indicators

OVERALL RATING FOR CONFLICT MANAGEMENT Did Not Meet Successful

Exceptional (Notes Required)

Last Revision January 6, 2011

Interpersonal Skills Questions

Last Revision January 6, 2011

Successful Behavioral Indicators (Validated)

Non-Responsive Behavioral Indicators

OVERALL RATING FOR INTERPERSONAL SKILLS Did Not Meet Successful

Exceptional (Notes Required)

Last Revision January 6, 2011

Team Leadership Questions

Non-Responsive Behavioral Indicators

OVERALL RATING FOR TEAM LEADERSHIP Did Not Meet

Exceptional (Notes Required)

Last Revision January 6, 2011

CREATING ORGANIZATIONAL TRANSFORMATION CLUSTER

Last Revision January 6, 2011

Successful Behavioral Indicators (Validated)

Non-Responsive Behavioral Indicators

OVERALL RATING FOR CHANGE LEADERSHIP Did Not Meet Successful

Exceptional (Notes Required)

Last Revision January 6, 2011

Vision and Strategic Thinking Questions

Non-Responsive Behavioral Indicators

Exceptional (Notes Required)

Last Revision January 6, 2011

MAXIMIZING PERFORMANCE RESULTS CLUSTER

Last Revision January 6, 2011

Successful Behavioral Indicators (Validated)

Non-Responsive Behavioral Indicators

OVERALL RATING FOR ANALYTICAL THINKING Did Not Meet Successful

Exceptional (Notes Required)

Last Revision January 6, 2011

Customer Focus Questions

Last Revision January 6, 2011

Competency: Customer Focus

Successful Behavioral Indicators (Validated)

Non-Responsive Behavioral Indicators