Toowday Interveiw

How to Train a Team

2010-10-04T02:43:00.000-07:00

Creating teamwork is a challenging process. Merely referring to a collection of employees as a team doesn't make them one. The first question to ask is, is this a team or a group? Each has a purpose. Typically, a team shares leadership and is interdependent, meaning they depend on each other for information, services or products to achieve a team goal. A leader (manager, supervisor) spearheads a group; members work on their own most of the time with little or no dependence on other members to do their job. There may be a group effort but it is not a team. You can't have the same expectations of a group as you do a team. Determine what you are working with, team or group, and proceed from there.

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1. Lay the foundation before you begin construction. In my experience, the most successful teams invest time in laying the foundation to create a common framework for everyone. The building blocks are in the team infrastructure and team dynamics. You may get started by addressing the following: What is the purpose of the team; their function in relation to the business goals; the actual team goal? I recently posed these questions to a newly formed team of 17 people and got 17 different perspectives. Don't assume everyone is on the same page until you have the discussion.

2. Make the team aware of the four stages of development. Those stages are: forming, storming, norming and performing. Explain that the team will progress and digress depending on multiple variables such as turnover and change. Ask the team which stage of development they see themselves and what needs to occur to move to a higher level.

3.Take a team "pulse." This can happen in a couple of different ways. One way is through an initial team survey that generates data on how members perceive team functioning and interactions. A survey will include topics such as commitment, trust, communication, and conflict resolution. Administer the survey at least quarterly to determine progress and team development priorities. Another way to take a team "pulse" is to have periodic frank discussions about what is working and what is not. Practice regular, informal conversations that keep communication channels open.

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4. Assess. Identify a tool to assess behavior work style (such as DISC) of each team member. This exercise invariably illuminates each member's style preferences, their team contributions, and gives everyone information to adapt and work together more effectively. For most people this creates an "ah ha" experience that is pivotal in fostering understanding and communication.

5. Push proactivity. Don't wait until there is conflict to establish a team charter. A charter, generated by team members, should specify guidelines and behavioral boundaries. This will set expectations and clarify what is acceptable and intolerant behavior. Make it clear that the charter can always be amended. Be sure everyone has a copy. Review it on a regular basis and go through it carefully with a new team member.

6. Form common skills. Be sure everyone has a common skill base for communication, conflict resolution, problem solving, giving and receiving peer feedback. I find that teams who have these common skill sets are much more productive than teams that don't. Technical expertise is only half of the success quotient.

7. Examine expectations. Are the expectations of team members and the leader clearly communicated? This goes beyond job descriptions. For example, what do people expect to get out of working together as a team, i.e, expression, creativity; what can be expected of their contributions? There is a very user-friendly instrument, Managing Work Expectations, by Inscape Publishing, that be helpful in this process

8. Acknowledge unique talents and contributions. Each team member brings value to the team. Point out or showcase various abilities. Take time in a meeting to recognize one or two members. Be sure everyone receives equal recognition.

9. Build dialogue, extinguish monologue. Aim toward two-way interaction, exchange of ideas, and developing new insights in regular communication. Invite members to ask about others reasoning or thinking and explain how they think of or see a situation. The Ladder of Inference referred to in Peter Senge's, The Fifth Discipline, is a good starting ground.

10. Do some teambuilding. Initially you may consider a series of team sessions that incorporate the suggestions above with team building activities. Once the team is grounded, you may benefit by having quarterly or bi-annual team building sessions. The type of team building you choose, from classroom experiential to rope climbing, needs to match the culture and challenges of the team. There are hundreds of activities that are metaphors for what goes on or doesn't go on, in the team experience. Whatever you choose to do, be certain there will be valuable learning and fun.

11. Laugh together. Laughter is a common language the entire team will understand. So legitimize levity among team members and you will likely lessen their stress and build their bond. Create times for people to laugh together and loosen up. This will also stimulate creativity. Consider some of these ideas: start a meeting with a relevant joke or funny story, show a clip of a comedy video tape (or sports bloopers) that pertains to a current challenge; buy everyone a pair of Groucho Marx style nose and glasses.

12. Celebrate. Provide a continental breakfast or bring in lunch and celebrate for no special reason than to say thank you to the team. Or identify a theme (Mardi Gras, Cinco de Mayo) and ask people to bring in food to share. Play music and decorate the lunch room. Don't expect employees to gather after work hours. Most people have family obligations and personal commitments.

ABOUT REPEATING YOUR SELF.

2010-08-10T03:44:00.000-07:00

BELOW WE HAVE SUGGESTIONS FOR QUESTIONS 2

1. Why should this company consider you for this position?
2. What is your worst character trait, in your opinion?
3. Why would you choose this field of employment?
4. Why would you pick this company?
5. What salary do you expect?
6. What can you do for my company if I hire you?
7. What are your work goals for the future?
8. How can you prove to me that you can do the job?
9. Has your education prepared you for the job?
10. What position in the company do you want?
GUIDANCE FOR QUESTION 2

‘What is your worst character trait, in your opinion?’

This is a trick question to see whether you can think quickly.
The interviewer does not need you to volunteer negative information.
To answer this question you take one of your BEST HABITS CHARACTER
TRAITS or HOBBIES and extend it so that it appears to be bad.

Granton pre-employment skills Training Page | 11

Example Answer 1 (the interviewer knows this answer so try something different)

One of my worst traits is that once I get involved with a job or project I tend to
lose sense of time. I know how inconsiderate and annoying this is to my
spouse/family/partner/friend (you choose) and I have been working on forcing
myself to take a break to telephone them. This seems to be working so far.

Example Answer 2 (a variation on #1)

One of my worst traits is that I like things to be tidy. I prefer to work in a tidy
environment and in the past have attempted to make co-workers conform to my
ideas. I know how inconsiderate and annoying this habit is. After all I know that
people are different and I have been working on myself to be more considerate
with those whose ideas of tidiness differ from mine. This seems to be working so
far.

Example Answer 2 (a variation on #1)

One of my worst traits is that I like to be on time. I prefer meetings to start on
time and to end on time. In the past I have attempted to make co-workers conform
to my ideas of punctuality. I know how inconsiderate and annoying this habit is.
After all I know that people are different and I have been working on myself to be
more considerate with those whose ideas of punctuality differ from mine. This
seems to be working so far.

Example Answer 3 (a variation on #1)

One of my worst traits is that I am a Blue Jays Fan/ Sports fan/ reading fan/ (you
choose one of your hobbies). I tend to run on when talking about my hobby and
this can be annoying to my fellow workers around the lunch table. I know how
inconsiderate and annoying this habit is. After all I know that people have are
different interests and I have been working on myself to be more considerate and I
am limiting my enthusiasm. This seems to be working so far.

Make sure you have answers for all ten questions. During the interview mentally
tick off the questions as they are asked. BE PREPARED.

Put Your Skills Triangle Together for the Interviewer

2010-08-10T03:43:00.000-07:00

This practicum is to be completed
before every interview

Interviewer's Question:: "Tell me about yourself" (Killer Question!)

Your high quality answer: "WHERE WOULD YOU LIKE ME TO START?

You immediately continue with

MY EDUCATION—MY WORK EXPERIENCE—OR MY SKILLS THAT
WOULD BE USEFUL FOR THE JOB?

You immediately continue with

LET ME START FIRST WITH MY EDUCATION.

Your preparation will ensure that your presentation relates your education to the job

You immediately continue with

NEXT LET US LOOK AT MY WORK EXPERIENCE

Your preparation will ensure that your presentation relates your work experience to
the requirements of the job.

You immediately continue with

FINALLY WE WILL COVER MY SKILLS THAT WOULD BE USEFUL ON
THE JOB

Using the Triangle you will talk about
Job Content
Your adaptive Skills
Your functional Transferable skills

You immediately continue with

DO YOU HAVE ANY QUESTION REGARDING MY EDUCATION, WORK
EXPERIENCE OR OTHER SKILL THAT WILL BE USEFUL ON THE JOB?

THE SKILLS TRIANGLE

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Interview Success = Employment

Your Total Experience

YOUR

YOUR

FUNCTIONAL

“ADAPTIVE”

Transferable

SKILLS

SKILLS

JOB
CONTENT

Meets Your “Next” Employer’s Needs

You’ll remember the techniques of structuring your presentation better, when you keep in
mind the "Skills Triangle”.

Linking your past training and experience to the NEEDS of the employer: That's the key.
You want to shuttle easily back and forth between your TOTAL Experience and your
"NEXT" Employer.
You do it by singling out and structuring your skills, in light of what is wanted by this

Expectations of the Employer

2010-08-10T03:37:00.000-07:00

Expect that the employing company, and its interviewer, have these expectations of
you:

1. APPEARANCE: The way you dress and groom; your behavior and manners; the
care with which you speak; and also the way you handle paper work (resume, job
application).
2. ABILITY TO ADAPT The employer wants to know that you will be reliable,
punctual, and trustworthy. Examples from past performance need to be
introduced to reassure the interviewer.
3. EXPERIENCED. Few employers enjoy “taking a chance”: They would rather have you
simply transfer demonstrated abilities to a new scene, their company. They'll measure
you for the seeming guarantee that you'll be a profitable choice.
You can provide proofs of 2 and 3 by referring, as you talk, to these areas of your
background:

a. Training in skills
b. Work experience
c. Military experience
d. Volunteer activities
e. Self taught skills
f. Hobbies.
Structure your talking around your proofs. Keep leading the questions asked of you back
to the major evidence of your ability to make money for the employer. Example:

Q. "Tell me about yourself: (Killer Question!)
A. "Where should I begin? Would you like to hear about my work experience? Where I got
my training? Or examples of my commitment to be dependable, trustworthy, and on
time for past employers?"
When you have thought out your examples and probable answers, you will be able to
structure your time in the interview to be certain that you get in, somewhere and
appropriately, every single proof that you have determined is valuable. Your structured way
of achieving a favorable impression will leave you little room, or reason, to experience fear.

Remember you must not lose control of the interview process.
If the interviewer drifts, you provide the material from your past in a framework that will
tell well for you. If your manner is light, helpful and businesslike, you'll score heavily.

What Do Interviewers Want Anyway?

2010-08-10T03:36:00.001-07:00

There is in reality only one interview question. It underlies all others. The curiosity
about you that it expresses is the only source of the company's interest in you.
Don't be bothered by the complexity of the question. Don't let the position you think
you want get in the way. The sophistication or lack of it, in the interviewer is
secondary. Every question asked of you is based upon the company's concern that
you can

a. Do the Job
b. Help the company make more money
c. Help make the boss's life easier.
These things you must prove at all costs to the interviewer. You will be compared
with others who are taking similar interviews.
That means your proof must be offered in a framework of preparation. You will
want to guarantee yourself a high quality reply to the underlying question of the
interview.

Prove It! Skills Plus Proof = The Job

Having identified your skills and experience, structure your answers in the interview
so as to:

1. Keep a benefit for the employer in mind in all your answers.
2. Keep citing examples of your performance in specific situations
3. Put everything in a positive light
4. Use the "Skills Triangle" in answering.
Don't ramble in answers, get to the point. If the interviewer is not structuring the
interview, you structure it to reach your goal of proving you can do the job and
make money for the company.

An aimless, rambling interview may seem like—a relief—but the price often paid
is a poor communication of your facts and proof.

You may lose your chance to convince the company that you are a reliable choice
for the job.

What are the Hardest Interview Questions?

2010-08-10T03:34:00.001-07:00

Most job seekers find these questions the hardest:

1. Why should this company consider you for this position?
2. What is your worst character trait, in your opinion?
3. Why would you choose this field of employment?
4. Why would you pick this company?
5. What salary do you expect?
6. What can you do for my company if I hire you?
7. What are your work goals for the future?
8. How can you prove to me that you can do the job?
9. Has your education prepared you for the job?
10. What position in the company do you want?
Are you afraid of these questions?

They're mild compared to these, the real "killer questions":

11. What previous experience do you have that qualifies you?
12. If you were in my position, why would I want to hire you?
13. Now, will you please just talk freely to me about yourself?
Now we are getting down to the real terror of the interview. It is to figure out in
advance just what it is that the interviewer wants to know.

INTERVIEW PREPARATION

2010-08-10T03:33:00.001-07:00

Objective

On completion of this course you will be able to list the questions that you may be asked in
an interview. You will be able to prepare an answer to each question. You will also be
prepared to reply to the request ‘Tell me about yourself’. You will be able to use this
information to prepare for interviews and convince the interviewer that you should be
considered for the job.

Are you the type who gets sweaty palms and a weak stomach when thinking about an
employment interview?

Do you feel you'd like some help in preparing to answer the interviewer’s questions?
Have you wondered whether skill in being interviewed can make the difference and
win the job?

If you've answered "yes" to the above questions, you can gain confidence and
valuable interview skills from reading this Lesson.

Fear of Interviews Suggests a Lack of Being Prepared

Your fear is of the unknown—and preparation can cure the fear

There are thousands of possible interview questions. Each question can be asked in
many ways, depending on the interviewer. Any single question might spring the trap:
"Sorry! We have chosen someone else for the job. Don't call us. We'll call you if
something opens up for you! "But a way exists to reduce your fear and control it,
improving the effectiveness of the responses that you give in the interview. Your
ability to succeed in employment interviews depends, we have found, on first
identifying and clearly structuring the skills that you can bring to the employer; and
then offering documentation (when called for) that you have these skills and you
perform them well.

The process is identifying, structuring, and proving— and it is quite simple, actually.

But it does take some time, some practice and preparation—and this is the order in
which you get ready:

1. Identify the questions that provoke most fear
2. Grasp the underlying purpose of these questions
3. Identify the constant elements of effective interview responses
4. Learn to know when your response has been good, bad or neutral
5. Be certain that each response creates a word picture that lets an employer
estimate your future performance as favorably as possible. Employers evaluate
your word pictures in terms of quantification, results, and proofs.
Granton pre-employment skills Training Page | 3

Why aren’t you earning more money at this stage of your career?

2010-08-03T23:12:00.001-07:00

TRAPS:

You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.

BEST ANSWER:

You like to make money, but other factors are even more important.

Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.

(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.

How To Develop a Marketing Strategy

2010-06-21T05:04:00.001-07:00

The benefits of a planned marketing strategy are numerous. Business owners often rely solely on their intuition to make business decisions. While this informal knowledge is important in the decision making process, it may not provide you with all the facts you need to achieve marketing results. A marketing strategy will help you in defining business goals and develop activities to achieve them.
Difficulty: Average
Time Required: 2 hours
Here's How:

1. Describe your company's unique selling proposition (USP).
2. Define your target market.
3. Write down the benefits of your products or services.
4. Describe how you will position your products or services.
5. Define your marketing methods. Will you advertise, use Internet marketing, direct marketing, or public relations?

Tips:

1. Your Unique Selling Proposition sets you out from the rest, don't try to develop a marketing plan without one.
2. It's important that you have a budget developed for your marketing plan. Marketing is an investment.
3. Revisit your marketing plan at least once every quarter. Are you on target? Do you need to revise it?

What You Need:

* A place to concentrate.
* A pen or pencil.
* A notebook or journal.

How to do Do College Marketing and Enrollment Services

2010-06-21T04:35:00.001-07:00

When many of us graduated from high school 20-25 years ago, universities would send campus reps to area high schools to recruit students. We would hear from student leaders, counselors and admission representatives regarding the many reasons why a particular school was the better choice for obtaining a degree. Times have changed and so have the methods used to entice students to attend certain universities. Many universities are now turning to college marketing and enrollment services to help them meet their enrollment goals.

Why the change? The answer is technology. While a personal testimony from the mouth of a currently enrolled student or alumni may carry some weight, companies who offer college marketing and enrollment services can reach a greater amount of potential students in a much shorter time. Through the use of technology, concentrated marketing and the Internet, these companies can help target specific student demographics and direct traffic to college websites more quickly than ever before. Ultimately, this equates to a savings of both time and money for the university who is seeking to expand its student base.

What kinds of solutions do college marketing and enrollment services offer their clients? Their job is to create marketing strategies that will garner attention from college bound students and parents. These marketing techniques will vary from college to college, depending on what type of student each individual university is attempting to attract. Quality college marketing and enrollment services will tailor their services to meet a school's recruitment budget, and then employ a myriad of methods to promote the university, such as multi-media campaigns that include printed materials like brochures and magazines, interactive CDs/DVDs and online presentations. They may also generate leads by using e-mail marketing campaigns that target a specific clientele, like potential MBA candidates. Search engine marketing, which uses search engine optimization to drive internet users to college websites is a very important tool put in place by most of these services, since most college bound students are extremely computer savvy and do a great portion of their continuing education research via the internet.

Many college marketing and enrollment services work with universities by enhancing the school's website to include interactive features such as blogs, social networking, virtual advisors, student web portals and group chat options. By providing a more complete website, colleges increase the number of serious inquiries for enrollment because potential students are having more fulfilling experiences looking for answers and information online. These types of online marketing campaigns free up valuable resources that would otherwise be spent on printing and postage. It also allows enrollment and recruiting staff the freedom to focus their efforts on areas such as highly specialized recruiting that may need to be more personal in nature.

Follow-up service is a crucial part of any campaign that college marketing and enrollment services should offer. Without lead management, reporting and web diagnostics, the marketing campaign would be incomplete and a waste of valuable resources. Universities need to be able to track results to determine which aspects of the campaign work and which parts need to be readdressed; so that every effort is being made in recruitment produces maximum results. By using technology to create proprietary systems, many college marketing and enrollment services are able to customize lead management and reporting programs to fit each school's needs. This customized analysis of the school's marketing campaign saves the university staff both time and money by identifying clear areas of success. That information is valuable when determining how to appropriate budgeting and staff as the recruitment efforts go forward.

With the recent lag in the economy, many state governments are faced with having to cut education budgets due to deficits. Many universities are looking at serious budget cuts and need to maximize the results of every recruitment dollar spent. Any university looking to increase it's exposure and communication efforts with potential and returning students needs to seriously consider working with college marketing and enrollment services. These services will help universities project their unique environment, curriculum and programs to the largest possible audience, in the most cost-effective way, to ensure strong enrollment. Sounds like money well spent.

From traditional methods to online surveys, eduinteractive's college marketing and enrollment services help you better understand your prospects and position your school more effectively.

What are the Basics of Conducting Employee Performance Appraisals

2010-06-21T04:01:00.000-07:00

Yearly performance reviews are critical. Organization's are hard pressed to find good reasons why they can't dedicate an hour-long meeting once a year to ensure the mutual needs of the employee and organization are being met. Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel better about themselves in their supervisoral roles. Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development and a solid sense of their relationship with their supervisor. Avoiding performance issues ultimately decreases morale, decreases credibility of management, decreases the organization's overall effectiveness and wastes more of management's time to do what isn't being done properly. Conduct the following activities.

1. Design a legally valid performance review process
Patricia King, in her book, Performance Planning and Appraisal, states that the law requires that performance appraisals be: job-related and valid; based on a thorough analysis of the job; standardized for all employees; not biased against any race, color, sex, religion, or nationality; and performed by people who have adequate knowledge of the person or job. Be sure to build in the process, a route for recourse if an employee feels he or she has been dealt with unfairly in an appraisal process, e.g., that the employee can go to his or her supervisor's supervisor. The process should be clearly described in a personnel policy.

2. Design a standard form for performance appraisals
Include the name of the employee, date the performance form was completed, dates specifying the time interval over which the employee is being evaluated, performance dimensions (include responsibilities from the job description, any assigned goals from the strategic plan, along with needed skills, such as communications, administration, etc.), a rating system (e.g., poor, average, good, excellent), space for commentary for each dimension, a final section for overall commentary, a final section for action plans to address improvements, and lines for signatures of the supervisor and employee. Signatures may either specify that the employee accepts the appraisal or has seen it, depending on wording on the form.

3. Schedule the first performance review for six months after the employee starts employment
Schedule another six months later, and then every year on the employee's anniversary date.

4. Initiate the performance review process and upcoming meeting
Tell the employee that you're initiating a scheduled performance review. Remind them of what's involved in the process. Schedule a meeting about two weeks out.

5. Have the employee suggest any updates to the job description and provide written input to the appraisal
Have them record their input concurrent to the your recording theirs. Have them record their input on their own sheets (their feedback will be combined on the official form later on in the process). You and the employee can exchange each of your written feedback in the upcoming review meeting. (Note that by now, employees should have received the job descriptions and goals well in advance of the review, i.e., a year before. The employee should also be familiar with the performance appraisal procedure and form.)

6. Document your input -- reference the job description and performance goals
Be sure you are familiar with the job requirements and have sufficient contact with the employee to be making valid judgments. Don't comment on the employee's race, sex, religion, nationality, or a handicap or veteran status. Record major accomplishments, exhibited strengths and weaknesses according to the dimensions on the appraisal form, and suggest actions and training or development to improve performance. Use examples of behaviors wherever you can in the appraisal to help avoid counting on hearsay. Always address behaviors, not characteristics of personalities. The best way to follow this guideline is to consider what you saw with your eyes. Be sure to address only the behaviors of that employee, rather than behaviors of other employees.

7. Hold the performance appraisal meeting
State the meeting's goals of exchanging feedback and coming to action plans, where necessary. In the meeting, let the employee speak first and give their input. Respond with your own input. Then discuss areas where you disagree. Attempt to avoid defensiveness; admitting how you feel at the present time, helps a great deal. Discuss behaviors, not personalities. Avoid final terms such as "always," "never," etc. Encourage participation and be supportive. Come to terms on actions, where possible. Try to end the meeting on a positive note.

8. Update and finalize the performance appraisal form
Add agreed-to commentary on to the form. Note that if the employee wants to add attach written input to the final form, he or she should be able to do so. The supervisor signs the form and asks the employee to sign it. The form and its action plans are reviewed every few months, usually during one-on-one meetings with the employee.

9. Nothing should be surprising to the employee during the appraisal meeting
Any performance issues should have been addressed as soon as those issues occurred. So nothing should be a surprise to the employee later on in the actual performance appraisal meeting. Surprises will appear to the employee as if the supervisor has not been doing his/her job and/or that the supervisor is not being fair. It is OK to mention the issues in the meeting, but the employee should have heard about them before.

What is a Performance Reveiw

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Alternative performance reviews

The best performance reviews let managers and employees communicate -- share ideas, opinions, and information. Unfortunately, most traditional reviews put managers into the position of uncomfortable judges, ostensibly telling employees how their work either fit the bill -- or didn't. Possibly because of this, most traditional reviews are no better than the manager's off-the-cuff judgements, and some may be illegal.

Because of these problems, new types of reviews are coming into play. Most require that evaluations be done not for raises, promotions, or bonusses, but for growth, development, and communication. The most important aspect in every case is communication between the employee and other people, instead of one-way communication, for higher performance.
Problems with traditional systems

Michael Rigg, of Fluor Daniel, (quoted in Industrial Engineering, August 1992) said that traditional evaluation methods damage teamwork because of the focus on supervisors evaluating individuals; they may "strip people of their sense of control." Rigg also said that evaluations should provide feedback to individuals so problems may be corrected and higher performance can be rewarded.

In traditional reviews, the manager tells the employee how they measure up, assuming that they both perceive the employee's job the same way. New forms of review may help managers, employees, peers, and customers to gain a mutual understanding of what they mean by "good performance." This may improve the work of everyone involved, while clearing up disputes.

Most managers tend to rate their employees a bit higher than they would normally deserve, leading some companies to use ranking systems - but ranking has its own problems.

Generally, traditional reviews are good at sniffing out excellent and very poor employees, but don't differentiate well among the vast middle ground. This is a problem when reviews are used as the basis for salary adjustments and bonuses, unless only people at the extremes are treated differently (e.g. everyone gets a 4% bonus except very poor employees, who get nothing, and excellent employees, who get 6%).

With traditional reviews, employees are rated by a single person, who may be biased or have an incomplete view of their work. Alternative methods provide a more balanced view.

Other problems with traditional evaluation systems include rater carelessness; use of appraisals for political or personal reasons; the halo effect, where an employee's strengths in one area are spread to other areas; and leniency and strictness errors, where all employees are rated either high or low. Newer systems avoid most of these problems.
Peer Reviews

A peer review program may be designed by a task force of three to six workers, to set the goals, benefits, and objectives of the program; design a criteria-based performance evaluation system; and conduct a pilot program (Training and Development, June 1992). During the pilot program, people may be encouraged to provide feedback on the system itself. Training and support should be available. Pilot programs are very important for any new system, because they let people iron out the bugs without letting the program lose credibility among other workers.

Peer reviews often have a high level of worker acceptance and involvement; they tend to be stable, task-relevant, and accurate. By helping peers to understand each others' work and by airing grievances in a non-threatening manner, peer reviews may also help people to get along better. For the organization, this means higher performance. For the people, this means a better place to work and less frustration; it may also help people to concentrate less on politics or working around people, and to spend more time on their work (or to put in less overtime).

Peer reviews may work best if all parties know that the reviews will notbe used for setting pay, promotion possibilities, or disciplinary actions. However, a peer review system with the power to give promotions, raises, or disciplinary actions might be workable in some businesses, if the employees think it's a good idea.
Self-Reviews

Self-reviews are based on the idea that employees are most familiar with their work, and that their involvement is essential. Employees rate themselves on a number of criteria, usually with a formal survey form, and suggest improvements. They help to clarify their own goals, and expose areas of weakness so they may be worked on. The manager may be left out of the process, although an exchange of views between the worker and manager may help their relationship, and boost the employee's own understanding.

Herbert H. Meyer (Academy of Management Executive, 1991) said that self-review changes the role of the manager to counselor, rather than judge - a role from which the manager can do more to support people. He wrote that self-review "...enhances the subordinate's dignity and self respect." Involving the employee as an equal in the review process is more likely (according to Meyer) to increase commitment to action plans, making the entire process both more satisfying and more productive.

Self-reviews tend to have low halo error and result in little paperwork for managers. However, people may not see their own deficiencies as others do, so self-reviews should be used alongside other methods.
Upward Assessments

Upward assessments are used in a large number of organizations, running from Honda and Chrysler to Motorola and NASA. These programs tend to be somewhat shocking to managers at first, but, if designed well, they can result in strong improvements. The rated managers become the program's biggest fans. Amoco's Bill Clover described this as the "SARAH reaction: Shock, Anger, Rejection, Acceptance, Help" (Training, March 1993).

Most managers do not realize that what they say sometimes does not match up to what they do. Upward assessments can help managers to keep their words and actions consistent, while showing areas where managers can improve their performance. This can greatly increase their credibility.

The process is more important than the survey form; it can't be successful unless both raters and managers "open up." Managers must be helped to accept and deal with the results of the assessment. Outside consultants may have experience, needed skills, and an "objective outsider" image, so people can open up to them without fear of reprisal.

Upward assessments may only be run with managers who have three or more direct reports. Someone other than the manager and ratees must assemble the completed survey forms into a report for the manager; some survey publishers do this.

Many consultants recommend using upward assessments at least every four years. This helps managers to check their progress and refreshes the findings of the past survey in their minds; however, it doesn't make the cost unbearable.

Once the assessment is completed, participants should be guided through their data — ideally, making their own interpretations of it so they have ownership of their conclusions. The consultant should be present to help correct misunderstandings, focus attention on action and interpretation rather than blame and diversion, and to then guide the conversation to action steps. These should be in some way observable or concrete and have definite milestones and deadline dates, which are followed through by the manager or supervisor.

The manager or supervisor’s role can vary. In general it is best of sharing of the actual numerical results is left to the person being “rated,” with the manager or supervisor receiving a brief summary from the consultant to aid in following through with action plans. The action plan itself should be shared with the manager or supervisor, who should take on the follow-through process, scheduling meetings over the upcoming months to review progress.
360 Degree Feedback (360 Degree Review)

360 degree feedback is the most comprehensive and costly type of appraisal. It includes self ratings, peer review, and upward assessments; feedback is sought from everyone. It gives people a chance to know how they are seen by others; to see their skills and style; and may improve communications between people.

360 degree feedback helps by bringing out every aspect of an employee's life. Cooperation with people outside their department, helpfulness towards customers and vendors, etc. may not be rewarded by other types of appraisal. This system also helps those who have conflicts with their manager.

360 degree feedback generally has high employee involvement and credibility; may have the strongest impact on behavior and performance; and may greatly increase communication and shared goals. It provides people with a good all-around perspective.

The Managing Individual Effectiveness (MIE) system at Bellcore is used for self-development. It gets feedback from peers, managers, subordinates, and the ratees themselves. According to a Bellcore representative, the results are better working relations; better communications; more information on management performance and style; increased effectiveness and productivity of individuals and the organization as a whole; knowledge of training needs; a better grasp of organizational priorities; and greater employee input in designing self-development plans.

The Bellcore rep noted that, for success, expectations must be communicated clearly; employees must be involved early; resources must be dedicated to the process, including top management's time; confidentiality must be assured; and the organization, especially top management, must be committed to the program. This system requires a third party, such as a consultant, to begin the process, which may take months to start up.

360 degree feedback may be given directly to the employees, who have the option of discussing them with their managers; or it may be given to the managers for use in a feedback meeting. Whichever method is chosen, training for the managers and ratees is necessary.

As with upward assessments, once the assessment is completed, participants should be guided through their data — ideally, making their own interpretations of it so they have ownership of their conclusions. The consultant should be present to help correct misunderstandings, focus attention on action and interpretation rather than blame and diversion, and to then guide the conversation to action steps. These should be in some way observable or concrete and have definite milestones and deadline dates, which are followed through by the manager or supervisor.

The manager or supervisor’s role can vary. In general it is best of sharing of the actual numerical results is left to the person being “rated,” with the manager or supervisor receiving a brief summary from the consultant to aid in following through with action plans. The action plan itself should be shared with the manager or supervisor, who should take on the follow-through process, scheduling meetings over the upcoming months to review progress.
Recommendations

Most businesses would benefit from better communications and management. A good review system could help to improve communications, while aiding people to increase their own effectiveness and to clarify their own jobs and responsibilities. An innovative system could not only increase the performance of the staff, but also help them to work together, with common goals and fewer obstacles. It could help people to comment on others' performance and perceived problems more freely.

Even for a small business, one with a single owner or manager and three or more employees, 360 degree feedback, upward appraisals, and peer appraisals may be helpful. They can bring out things which are normally never spoken, reducing tension, improving communications, and most likely raising the employees' (or the manager's) performance considerably. However, to use the data and opportunity wisely, follow-through is essential; otherwise the results will eventually fade and gather dust.

Involve your employees in the process. If they design the new performance appraisal system, they may be more dedicated to it--and both you and your employees can reap the benefits.

How to Improve performance reviews

2010-06-21T03:48:00.001-07:00

Takeaway: Performance reviews are rarely comfortable for the employee or the manager, but you can make them more productive and positive simply by changing the way you say what you need to say. These tips will help you make the most out of review time.

Performance reviews are one of the ugly realities in a manager’s life. Employees dread them, but they seldom stop to consider that, as uncomfortable as the review process is from the receiving end, it can be even harder on the reviewing manager. Managers must go through not one but many reviews each year, and often they need to deliver criticisms that may or may not be well received.

As managers, there’s little we can do about performance reviews, as they provide a foundation for the growth and development (and, of course, promotion) of team members. However, there are steps you can take to make the process easier and more productive for both you and the employee. These practical steps can help you communicate more clearly and effectively with your employee so that you’ll both come away feeling inspired instead of drained.

Change the dynamics
Many times, the dynamics of the performance review process contribute to the mutual discomfort. Typically, you sit down with an employee in some neutral location—an empty conference room, for instance—and try to keep the process as mercifully short as you both can manage without shortchanging it. The employee is guarded, and the whole thing can be as awkward as an elementary school play.

The intimidation of the big, empty conference room really doesn’t do much to facilitate open dialogue. Is there some more comfortable setting on site, like the cafeteria? Is the lobby quiet enough for private conversation? Find a place that will be relaxing and neutral. And must you take notes? If jotting down the results of the conversation can wait until you return to your desk, then by all means put the notebook aside and just talk. You’re sure to get more candid, constructive conversation happening if you do everything possible to set your employee at ease.

However, there’s often little you can do to change the physical dynamics of the review process—the employee is still likely to regard a performance review about as highly as a visit to the dentist. But you can change the dynamics of the process by altering the way you approach it and how you say what you need to say to the employee.

Two important points are worth your consideration. First, think of what this process can offer you as a manager beyond your duty to company protocol. As you sit down with an individual, ask yourself, what would I really like to know about this employee that I don’t already know? Second, consider that the path between where you are with this employee and where you want to be isn’t a question of what you say, but how you say it.

In other words, as you undertake the performance review, say exactly what you usually say, but say it differently. I’ll offer some examples that show how merely changing the way you say something can change the dynamics of the review process for the better.

Not "you did a good job" but "you’re an asset to the team"
Typically, we praise an employee for a particular piece of work during the period under review, or for a skill or personal trait that has been of value to the team. Recent improvement in some area that needed work is generally also something a manager will note. Praise, when well deserved, is obviously important. But consider that most managers settle for focusing on a task or a skill when offering positive feedback. This is fine as far as it goes, but the task or skill is the fulcrum used to motivate the employee.

There’s a better way. Single out the same good work or skills you’d otherwise mention, but restructure your feedback so that it centers on the employee. “You’re a tremendous asset to the team” becomes the focus, and the specific praise becomes an example of the qualities you want to emphasize. The message to the employee is no longer that you value a certain piece of work or talent, but that they themselves are valued. You’re saying almost exactly the same thing, but saying it in a way that imparts a higher level of respect and appreciation.

Not "you need to work on this" but "what would you do over if you could?"
The flip side of positive feedback is constructive criticism, a much tougher matter to communicate. Employees often resist this, or suffer it with as much dignity as they can muster. It can’t be avoided, but you can offer it in a way that gives the employee a more graceful and fruitful role in the interaction. Instead of gently pointing out flaws, give the employee an opportunity for self-assessment. “What would you have done differently?” is a good lead-in to a discussion of a recent fumble or a poorly executed project task.

The truth is that most of your team members are pretty honest with themselves, and they’ll know where they need work. By offering them the opportunity to identify their weaknesses in a way that is more comfortable for them, you’re not only making a difficult discussion easier (and thus more constructive), but you’re also opening a door to trust for future conversations. You’re making it easier for the employee to admit to a shortcoming, and to come to you when they need something. If they don’t go for it, you can always just state the problem yourself, but you have nothing to lose and plenty to gain by opening this door first.

Not "this is what I’d like to see" but "where would you like to be?"
You’re probably already doing something like this. Goal setting has become an increasingly important part of the review process in the post-Tom Peters era of management. It’s important that you let growth happen where it wants to happen, rather than where it might be convenient for you. Too many times we’re guilty of scooting our people around like chess pieces to suit our own needs and goals. It’s often better for your employees and the company to let them develop in another direction. Part of your job is to help them find it.

All you need from this part of the conversation is a cue from your employee. Goal setting is something that needs only tentative agreement between manager and employee in moments like this. The truth is, real goals and objectives are made up of smaller, day-to-day victories that are hashed out in the trenches. That is, you’re not going to achieve anything earthshaking on the goal-setting front in an employee review. So whatever your agenda for the employee, you really lose nothing by letting them run with this one. More importantly, you may gain valuable (and often surprising) insights into possibilities for the employee that had not occurred to you.

Not "my door is always open" but "how can I help?"
Most managers like to dish out ”action items,” and in the course of any performance reviews some of these items will emerge. Consider the message you’ll send the employee if you, the manager, take on some action items of your own—and those items are in the service of the employee.

Any manager worthy of the title is going to project some level of openness to the team, and some indication of an investment in the success of its members. However, many managers settle for a passive effort on this point. Break the stereotype. Ask your team members what you can do to help them do their jobs. Perhaps you can facilitate training, or begin using them in a new area, or whatever they suggest. Whether or not a particular request is viable, your willingness to consider it—and your active pursuit of the opportunity to do so—will send a strong message that you are truly invested in their success.

Follow up the discussion
Follow up with an e-mail recalling the main points of discussion to ensure that the review put you both on the same page. This is, after all, a formal process that has downline effects. But don’t settle for canned questions and answers. If you need to, follow up your follow-up until you’re sure you’ve made your point. Leaving employees in doubt does them no favors, nor you.

Make the most of the performance review process
Performance is often a very difficult thing to measure, but until something better comes along, one-on-one reviews between manager and employee will remain with us. Put your employees ahead of the process in a way that unmistakably communicates your appreciation of who they are, and performance review time will leave you both satisfied.
It’s your turn
What do you think about these tips for improving performance reviews? What else would you like to see Scott Robinson cover on this topic? Post your comment below, or send an e-mail here.

How to do a successful performance review

2010-06-21T03:42:00.000-07:00

Takeaway: Some managers hate to do performance reviews for their employees. Some don't do them well. Avoid falling into either of these categories by following these helpful tips on how to make the most of the review process.

It’s performance review time, and it’s your job to hand out the report cards to the class. It’s tempting to think that life would be much easier if you could just be on the receiving end of the review, but the world of management has its duties. It’s your job to be the tough guy.

And guess what? You really don’t have to dread the job. It’s a great chance to help make your team even more efficient—and you’ll find out what they need to remain happy with their jobs.

Most managers worry about awkward situations: How do you tell someone who’s doing a good job overall about the few things you’d like to change? (Answer: Very carefully.) But if you think that a review is all about nitpicking, you’ve got some learning to do. Sit back, and discover how to use the performance review process to its greatest potential.

* Get your job descriptions down pat. Know what your team members were hired to do—the goals and expectations the company had for them when they started, the responsibilities they’re supposed to have, and the skills they were slated to acquire. Now look at what they’ve actually accomplished. Often, it’s more than what the company bargained for—and you should be sure to note that and recognize it in the review. Your employees will feel gratified that their work isn’t for nothing.
* Don’t take your employees by surprise. Give them the time they need to prepare their own materials. You can even offer them guidelines on what exactly to prepare. For example, suggest that they write up an informal evaluation of their work and make a list of what they hope to accomplish in the coming months. If you spring a review on an unsuspecting employee, he or she will feel manipulated and doubt your trust.
* Present the positive first. Unless the employee is a lost cause (in which case a review is useless), find a good opener. And be specific: Don’t just compliment his long hours and obvious dedication. Instead, focus on a precise example of that dedication, a particular project where his work earned the respect and praise of a client. Try to list several positive traits, and back up each one with concrete examples.
* Keep your criticism constructive. If you tell your employee that she is sloppy, she is not going to take it well. But if you suggest that her organizational skills could use some work, she’s likely to be more receptive. And again, the details matter. If you give her specific examples of how she can be better organized, such as filtering her e-mail or using Microsoft Office’s tasks feature, you’ll both enjoy better results. Listen carefully. If an employee needs help to do her job better, hear what she’s saying, and see how you can work together for the greater good. Does she need more training? Can you help her get it? Brainstorm ways to solve problems instead of fixating on the fact that there are problems. And when you talk about areas for improvement, never compare one employee to another. You can compare an employee to his or her own prior performance or to company standards, but if you pit your employees against each other, you’ll soon have mutiny on your hands.
* Set new goals. Many managers overlook this step, or dismiss employees with a casual “Keep up the good work.” Don’t make that mistake. Take some time— ahead of time—to write out what you hope employees will accomplish in the next 6-12 months, and if possible, describe how their roles fits into the larger picture of the company’s goals.
* Put your money where your mouth is. If the employee has done a great job and deserves a raise, it should be forthcoming. But don’t open with that, and don’t try to preempt a legitimate raise request with a lowball offer. It’s insulting, and it’s a sure way to send good people packing. If your employee doesn’t bring up a raise, ask what she was hoping for. If it’s reasonable and deserved, give it to her. If it’s reasonable and deserved but not in your budget, get creative, and look for alternate ways to compensate her. Don’t let a few dollars in the short run cost your company long-term productivity.

If you approach a performance review correctly, you and your team will benefit. You’ll work better together, you’ll get more done in less time, and you’ll trust each other. And as you build trust, giving reviews will get easier and easier.

How to do Performance appraisals

2010-06-21T03:40:00.001-07:00

performance appraisals purpose - and how to make it easier

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.

Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning.

Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincides with the business planning for the next trading year.

Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting.

Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole.

Performance appraisals are important for staff motivation, attitude and behaviour development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff.

Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.

Job performance appraisals - in whatever form they take - are therefore vital for managing the performance of people and organizations.

Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful - which then defeats the whole purpose.

There lies the main problem - and the remedy.

Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.

Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.

Put off discussions and of course they loom very large.

So don't wait for the annual appraisal to sit down and talk.

The boss or or the appraisee can instigate this.

If you are an employee with a shy boss, then take the lead.

If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other.

So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.

appraisals, social responsibility and whole-person development

There is increasingly a need for performance appraisals of staff and especially managers, directors and CEO's, to include accountabilities relating to corporate responsibility, represented by various converging corporate responsibility concepts including: the 'Triple Bottom Line' ('profit people planet'); corporate social responsibility (CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organisation must decide the extent to which these accountabilities are reflected in job responsibilities, which would then naturally feature accordingly in performance appraisals. More about this aspect of responsibility is in the directors job descriptions section.

Significantly also, while this appraisal outline is necessarily a formal structure this does not mean that the development discussed with the appraisee must be formal and constrained. In fact the opposite applies. Appraisals must address 'whole person' development - not just job skills or the skills required for the next promotion.

Appraisals must not discriminate against anyone on the grounds of age, gender, sexual orientation, race, religion, disability, etc.

The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgements, suggestions, questions or decisions which might be perceived by the appraisee to be based on age. This means people who are young as well as old. Age, along with other characteristics stated above, is not a lawful basis for assessing and managing people, unless proper 'objective justification' can be proven. See the Age Diversity information.

When designing or planning and conducting appraisals, seek to help the 'whole-person' to grow in whatever direction they want, not just to identify obviously relevant work skills training. Increasingly, the best employers recognise that growing the 'whole person' promotes positive attitudes, advancement, motivation, and also develops lots of new skills that can be surprisingly relevant to working productively and effectively in any sort of organisation.

Developing the whole-person is also an important aspect of modern corporate responsibility, and separately (if you needed a purely business-driven incentive for adopting these principles), whole-person development is a crucial advantage in the employment market, in which all employers compete to attract the best recruits, and to retain the best staff.

Therefore in appraisals, be creative and imaginative in discussing, discovering and agreeing 'whole-person' development that people will respond to, beyond the usual job skill-set, and incorporate this sort of development into the appraisal process. Abraham Maslow recognised this over fifty years ago.

If you are an employee and your employer has yet to embrace or even acknowledge these concepts, do them a favour at your own appraisal and suggest they look at these ideas, or maybe mention it at your exit interview prior to joining a better employer who cares about the people, not just the work.

Incidentally the Multiple Intelligences test and VAK Learning Styles test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too. There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help folk understand their own special potential, and find roles that really fit well, the happier we shall all be.

are performance appraisals still beneficial and appropriate?

It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as performance appraisals as being irrelevant or unhelpful. Be very wary however if considering removing appraisals from your own organisational practices. It is likely that the critics of the appraisal process are the people who can't conduct them very well. It's a common human response to want to jettison something that one finds difficult. Appraisals - in whatever form, and there are various - have been a mainstay of management for decades, for good reasons.

Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:

* performance measurement - transparent, short, medium and long term
* clarifying, defining, redefining priorities and objectives
* motivation through agreeing helpful aims and targets
* motivation though achievement and feedback
* training needs and learning desires - assessment and agreement
* identification of personal strengths and direction - including unused hidden strengths
* career and succession planning - personal and organisational
* team roles clarification and team building
* organisational training needs assessment and analysis
* appraisee and manager mutual awareness, understanding and relationship
* resolving confusions and misunderstandings
* reinforcing and cascading organisational philosophies, values, aims, strategies, priorities, etc
* delegation, additional responsibilities, employee growth and development
* counselling and feedback
* manager development - all good managers should be able to conduct appraisals well - it's a fundamental process
* the list goes on..

People have less and less face-to-face time together these days. Performance appraisals offer a way to protect and manage these valuable face-to-face opportunities. My advice is to hold on to and nurture these situations, and if you are under pressure to replace performance appraisals with some sort of (apparently) more efficient and cost effective methods, be very sure that you can safely cover all the aspects of performance and attitudinal development that a well-run performance appraisals system is naturally designed to achieve.

There are various ways of conducting performance appraisals, and ideas change over time as to what are the most effective appraisals methods and systems. Some people advocate traditional appraisals and forms; others prefer 360-degree-type appraisals; others suggest using little more than a blank sheet of paper.

In fact performance appraisals of all types are effective if they are conducted properly, and better still if the appraisal process is clearly explained to, agreed by, the people involved.

Managers need guidance, training and encouragement in how to conduct appraisals properly. Especially the detractors and the critics. Help anxious managers (and directors) develop and adapt appraisals methods that work for them. Be flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to diffuse apprehension and fear - for managers and appraisees alike. Particularly - encourage people to sit down together and review informally and often - this removes much of the pressure for managers and appraisees at formal appraisals times. Leaving everything to a single make-or-break discussion once a year is asking for trouble and trepidation.

Look out especially for the warning signs of 'negative cascaded attitudes' towards appraisals. This is most often found where a senior manager or director hates conducting appraisals, usually because they are uncomfortable and inexperienced in conducting them. The senior manager/director typically will be heard to say that appraisals don't work and are a waste of time, which for them becomes a self-fulfilling prophecy. This attitude and behaviour then cascades down to their appraisees (all the people in their team) who then not surprisingly also apply the same 'no good - not doing it' negative attitude to their own appraisals responsibilities (teams). And so it goes. A 'no good - not doing it' attitude in the middle ranks is almost invariably traceable back to a senior manager or director who holds the same view. As with anything, where people need help doing the right thing, help them.

All that said, performance appraisals that are administered without training (for those who need it), without explanation or consultation, and conducted poorly will be counter-productive and are a waste of everyone's time.

Well-prepared and well-conducted performance appraisals provide unique opportunities to help appraisees and managers improve and develop, and thereby also the organisations for whom they work.

Just like any other process, if performance appraisals aren't working, don't blame the process, ask yourself whether it is being properly trained, explained, agreed and conducted.

effective performance appraisals

Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.

The formal annual performance appraisal is generally the over-riding instrument which gathers together and reviews all other performance data for the previous year.

Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.
types of performance and aptitude assessments, including formal performance appraisals

* Formal annual performance appraisals
* Probationary reviews
* Informal one-to-one review discussions
* Counselling meetings
* Observation on the job
* Skill- or job-related tests
* Assignment or task followed by review, including secondments (temporary job cover or transfer)
* Assessment centres, including observed group exercises, tests presentations, etc.
* Survey of opinion of others who have dealings with the individual
* Psychometric tests and other behavioural assessments
* Graphology (handwriting analysis)

None of these methods is mutually exclusive. All of these performance assessment methods can be used in conjunction with others in the list, depending on situation and organizational policy. Where any of these processes is used, the manager must keep a written record, and must ensure agreed actions are followed up. The notes of all review situations can then be referred to at the formal appraisal.

Holding regular informal one-to-one review meetings greatly reduces the pressure and time required for the annual formal appraisal meeting. Holding informal reviews every month is ideal all staff. There are several benefits of reviewing frequently and informally:

* The manager is better informed and more up-to-date with his or her people's activities (and more in touch with what lies beyond, e.g., customers, suppliers, competitors, markets, etc)
* Difficult issues can be identified, discussed and resolved quickly, before they become more serious.
* Help can be given more readily - people rarely ask unless they see a good opportunity to do so - the regular informal review provides just this.
* Assignments, tasks and objectives can be agreed completed and reviewed quickly - leaving actions more than a few weeks reduces completion rates significantly for all but the most senior and experienced people.
* Objectives, direction, and purpose is more up-to-date - modern organizations demand more flexibility than a single annual review allows - priorities often change through the year, so people need to be re-directed and re-focused.
* Training and development actions can be broken down into smaller more digestible chunks, increasing success rates and motivational effect as a result.
* The 'fear factor', often associated by many with formal appraisals, is greatly reduced because people become more comfortable with the review process.
* Relationships and mutual understanding develops more quickly with greater frequency of meetings between manager and staff member.
* Staff members can be better prepared for the formal appraisal, giving better results, and saving management time.
* Much of the review has already been covered throughout the year by the time comes for the formal appraisal.
* Frequent review meetings increase the reliability of notes and performance data, and reduces the chances of overlooking things at the formal appraisal.

performance appraisals process

* Prepare - prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc - anything pertaining to performance and achievement - obviously include the previous performance appraisal documents and a current job description. A good appraisal form will provide a good natural order for proceedings, so use one. If your organization doesn't have a standard appraisal form then locate one, or use the template below to create one, or download and/or adapt the appraisal forms from this page. Whatever you use, ensure you have the necessary approval from your organization, and understand how it works. Organize your paperwork to reflect the order of the appraisal and write down the sequence of items to be covered. If the appraisal form includes a self assessment section and/or feedback section (good ones do) ensure this is passed to the appraisee suitably in advance of the appraisal with relevant guidance for completion. A sample performance appraisal template is available free below, which you can adapt and use to create your own form. Part of your preparation should also consider 'whole-person' development - beyond and outside of the job skill-set - as might inspire and appeal to the appraisees. Many people are not particularly interested in job skills training, but will be very interested, stimulated and motivated by other learning and development experiences. Get to know what your people are good at outside of their work. People's natural talents and passions often contain significant overlaps with the attributes, behaviours and maturity that are required and valued in the workplace. Use your imagination in identifying these opportunities to encourage 'whole-person' development and you will find appraisals can become very positive and enjoyable activities. Appraisals are not just about job performance and job skills training. Appraisals should focus on helping the 'whole person' to grow and attain fulfilment.
* Inform - inform the appraisee - ensure the appraisee is informed of a suitable time and place (change it if necessary), and clarify purpose and type of appraisal - give the appraisee the chance to assemble data and relevant performance and achievement records and materials. If the appraisal form does not imply a natural order for the discussion then provide an agenda of items to be covered.
* Venue - ensure a suitable venue is planned and available - private and free from interruptions - observe the same rules as with recruitment interviewing - avoid hotel lobbies, public lounges, canteens - privacy is absolutely essential (it follows also that planes, trains and automobiles are entirely unsuitable venues for performance appraisals......)
* Layout - room layout and and seating are important elements to prepare also - don't simply accept whatever layout happens to exist in a borrowed or hired room - layout has a huge influence on atmosphere and mood - irrespective of content, the atmosphere and mood must be relaxed and informal - remove barriers - don't sit in the boss's chair with the other person positioned humbly on the other side of the desk; you must create a relaxed situation, preferably at a meeting table or in easy chairs - sit at an angle to each other, 90 degrees ideally - avoid face to face, it's confrontational.
* Introduction - relax the appraisee - open with a positive statement, smile, be warm and friendly - the appraisee may well be terrified; it's your responsibility to create a calm and non-threatening atmosphere. Set the scene - simply explain what will happen - encourage a discussion and as much input as possible from the appraisee - tell them it's their meeting not yours. Confirm the timings, especially finishing time. If helpful and appropriate begin with some general discussion about how things have been going, but avoid getting into specifics, which are covered next (and you can say so). Ask if there are any additional points to cover and note them down so as to include them when appropriate.
* Review and measure - review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one - avoid going off on tangents or vague unspecific views. If you've done your preparation correctly you will have an order to follow. If something off-subject comes up then note it down and say you'll return to it later (and ensure you do). Concentrate on hard facts and figures, solid evidence - avoid conjecture, anecdotal or non-specific opinions, especially about the appraisee. Being objective is one of the greatest challenges for the appraiser - as with interviewing, resist judging the appraisee in your own image, according to your own style and approach - facts and figures are the acid test and provide a good neutral basis for the discussion, free of bias and personal views. For each item agree a measure of competence or achievement as relevant, and according to whatever measure or scoring system is built into the appraisal system. This might be simply a yes or no, or it might be a percentage or a mark out of ten, or an A, B, C. Reliable review and measurement requires reliable data - if you don't have the reliable data you can't review and you might as well re-arrange the appraisal meeting. If a point of dispute arises, you must get the facts straightened out before making an important decision or judgement, and if necessary defer to a later date.
* Agree an action plan - An overall plan should be agreed with the appraisee, which should take account of the job responsibilities, the appraisee's career aspirations, the departmental and whole organization's priorities, and the reviewed strengths and weaknesses. The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic.
* Agree specific objectives - These are the specific actions and targets that together form the action plan. As with any delegated task or agreed objective these must adhere to the SMARTER rules - specific, measurable, agreed, realistic, time-bound, enjoyable, recorded. If not, don't bother. The objectives can be anything that will benefit the individual, and that the person is happy to commit to. When helping people to develop, you are not restricted to job-related objectives, although typically most objectives will be.
* Agree necessary support - This is the support required for the appraisee to achieve the objectives, and can include training of various sorts (external courses and seminars, internal courses, coaching, mentoring, secondment, shadowing, distance-learning, reading, watching videos, attending meetings and workshops, workbooks, manuals and guides; anything relevant and helpful that will help the person develop towards the standard and agreed task. Also consider training and development that relates to 'whole-person development' outside of job skills. This might be a hobby or a talent that the person wants to develop. Developing the whole person in this way will bring benefits to their role, and will increase motivation and loyalty. The best employers understand the value of helping the whole person to develop. Be careful to avoid committing to training expenditure before suitable approval, permission or availability has been confirmed - if necessary discuss likely training requirements with the relevant authority before the appraisal to check. Raising false hopes is not helpful to the process.
* Invite any other points or questions - make sure you capture any other concerns.
* Close positively - Thank the appraisee for their contribution to the meeting and their effort through the year, and commit to helping in any way you can.
* Record main points, agreed actions and follow-up - Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure documents are filed and copied to relevant departments, (HR, and your own line manager typically).

performance appraisal form template guide and process

This performance appraisal template and process guide has been created to support the downloadable appraisal forms available from this page, but the process and the forms can be adapted to suit your own situation.

Here is a free performance appraisal form in pdf format, and here is the same performance appraisal form in MSWord format. Both versions of the appraisal form were revised August 2006. These free forms are based on the template and process below, which also act as instructions and guidelines for the form.

The structure is formal but the process and content does not have to be constrained by work and job issues. Always be looking for opportunities to help the person develop beyond their formal work responsibilities. Not everyone is interested in promotion, and lots of people find job-skills training less than riveting, but nearly everyone has something in them that they want to pursue and develop. When appraising someone if you can tap into these desires and help the other person to achieve their own personal aims, then everyone wins. If the connection with work don't seem obvious at first, the benefits from personal growth generally produce dramatic and positive benefits for employers and work performance.

Obviously a certain amount of work-related training is necessary for good work performance and advancement, but the biggest advantages accrue to the employing organisation when people grow as people, outside of their job skills sets. In fact most of the really important attributes for work are distinctly outside of the typical job skills: factors relating to emotional maturity, self-esteem, relationships, self-awareness, understanding others, commitment, enthusiasm, resoluteness, etc., are typically developed far more effectively in people when they follow their own paths and fulfil their own natural desires, rather than on endless (and for many people somewhat meaningless) job-skills courses.

So be imaginative and creative. Use the template and process as a structure for the appraisal process, but don't constrain the areas of personal development to those only related to the job and work standards and organisational objectives. Be led by the people about what they love and enjoy, and what they want to develop and experience in their lives. And then look for ways to help them achieve these things. This is the true way to develop people.

performance appraisal form template/sample

Remember this is just a structure for the process - the content and the direction of personal development is as flexible as your organisation allows, or can be persuaded to allow. Use your imagination to develop people in the way they want to go, not just the way the organisation thinks it needs people to be.

A free sample appraisal document in this format is available from this site in MSWord or pdf (acrobat) versions:

performance appraisal form (pdf) sample/template - downloadable pdf (revised August 2006)

performance appraisal form (MSWord) sample/template - downloadable MSWord file (revised August 2006)

Obviously the first part of a formal document like this needs to contain essential identifying data:

* organization, division and department
* year or period covered
* name
* position
* location/site/based at/contact details (e.g., email)
* months in present position
* length of service

N.B. The UK (consistent with Europe) Employment Equality (Age) Regulations 2006, effective from 1st October 2006, make it unlawful to discriminate against anyone on the grounds of age. As such, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is not recommended (along with all other documentation used in assessing people). See the Age Diversity information for more details.

Part A (to be completed by the appraisee before the interview and sent to the appraiser x days before the appraisal)

A1 State your understanding of your duties and responsibilities.

A2 Discussion points: (not exhaustive or definitive - for more ideas look at the interviews questions)

1. Has the past year been good/bad/satisfactory or otherwise for you, and why?
2. What do you consider to be your most important achievements of the past year?
3. What do you like and dislike about working for this organization?
4. What elements of your job do you find most difficult?
5. What elements of your job interest you the most, and least?
6. What do you consider to be your most important tasks in the next year?
7. What action could be taken to improve your performance in your current position by you, and your boss?
8. What kind of work or job would you like to be doing in one/two/five years time?
9. What sort of training/experience would benefit you in the next year? Broaden this question to include 'whole-person development' beyond job skills - for example: What do you have a personal passion for that we might help you to pursue? (It's a fact that when person develops interests, talents and experiences that they truly love and enjoy - even if the area seems completely unrelated to work - then the person becomes more valuable, mature, and motivated at work too, because they have grown as a person. Within reason, employers can and should help people to develop in any way they wish, and often even the most unconnected development or experiences hold much valuable learning that are directly transferable and usable at work - all it takes is a bit of imagination.)

A3 List the objectives you set out to achieve in the past 12 months (or the period covered by this appraisal) with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):

A4 Score your own capability or knowledge in the following areas in terms of your current role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal to support your assessment. (This list is not exhaustive or definitive - the list should reflect the requirements of the job and the career path.) See the skills and behaviours assessment tools for other aspects to include in this list. Other roles in other industries, for example technical, engineering, healthcare, legal, finance, leisure, transport, construction, etc, will require different skill sets. These are examples of a typical commercial or management skill set.

1. commercial judgement
2. product/technical knowledge
3. time management
4. planning, budgeting and forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting expectations, deadlines and commitments
10. creativity
11. problem-solving and decision-making
12. team-working and developing/helping others
13. energy, determination and work-rate
14. steadiness under pressure
15. leadership and integrity
16. adaptability, flexibility, and mobility
17. personal appearance and image
18. appreciation and application of social responsibility, sustainability, and ethical considerations

A5 In light of your current capabilities, your performance against past objectives, and your future personal growth and/or job aspirations, what activities and tasks would you like to focus on during the next year. Include in this any 'whole-person non-work-related development that the person feels would help them to grow and become more fulfilled as a person.

Part B (to be completed during the appraisal by the appraiser - where appropriate and safe to do so, certain items can completed by the appraiser before the appraisal, and then discussed and validated or amended in discussion with the appraisee during the appraisal.)

name of appraiser:

position:

time managing appraisee:

B1 Describe the purpose of the appraisee's job. Discuss and compare with self-appraisal entry in A1. Clarify job purpose and priorities where necessary.

B2 Review discussion points in A2, and note the points of interest and action.

B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period covered by this appraisal - typically these objectives will have been carried forward from the previous appraisal record) with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-appraisal in B3. Discuss and note points of interest and action, particularly training and development needs and wishes.

B4 Score the appraisee's capability or knowledge in the following areas in terms of their current (and if known, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). NB This competencies list is not exhaustive or definitive - the list should reflect the requirements of the job and the career path. See also the skills and behaviours assessment tools for other aspects to include in this list. Other roles in other industries, for example technical, engineering, healthcare, legal, finance, leisure, transport, construction, etc, will require different skill sets. These are examples of a typical commercial or management skill set. Compare with the self-appraisal in B4. Discuss and note points of interest and action, particularly training and development needs and wishes.

1. commercial judgement
2. product/technical knowledge
3. time management
4. planning, budgeting and forecasting
5. reporting and administration
6. communication skills
7. delegation skills
8. IT/equipment/machinery skills
9. meeting expectations, deadlines and commitments
10. creativity
11. problem-solving and decision-making
12. team-working and developing/helping others
13. energy, determination and work-rate
14. steadiness under pressure
15. leadership and integrity
16. adaptability, flexibility, and mobility
17. personal appearance and image
18. appreciation and application of social responsibility, sustainability, and ethical considerations

B5 Discuss and agree the appraisee's career direction options and wishes, and readiness for promotion, and compare with and discuss the self-appraisal entry in A5. Some people do not wish for promotion, but everyone is capable of, and generally benefits from, personal development - development and growth should be available to all, not just the ambitious. Again consider 'whole-person' development outside of obvious work-related training.

B6 Discuss and agree the skills, capabilities and experience required for competence in current role, and if appropriate for readiness to progress to the next role or roles. It is usually helpful to refer to the skill-set or similar to that shown in A/B4, in order to accurately identify all development areas, whether for competence at current level or readiness to progress to next job level/type. Consider the connections between a person's natural talents, personal interests, passions, etc., to their work roles and their work aspirations. There are often huge overlaps between ' whole-person development' outcomes (which might not obviously relate to work) and the person's job. A person who becomes better at anything outside of their work almost always becomes better at their work too. The big difference of course is that people want to pursue their own personal passions and interests, whereas many are not so keen to attend job skills training courses that to them are far less stimulating. Seek to help the person to grow in whatever direction they want, not just to identify relevant work skills training.

B7 Discuss and agree the specific objectives that will enable the appraisee to reach competence and to meet required performance in current job. These must adhere to the SMARTER rules - specific, measurable, agreed, realistic, time-bound, enjoyable, recorded.

B8 Discuss and agree the specific objectives that will enable the appraisee to move towards, or achieve readiness for, the next job level/type, or if no particular next role is identified or sought, to achieve the desired personal growth or experience. Must also adhere to SMARTER rules.

B9 Discuss and agree as far as is possible (given budgetary, availability and authorisation considerations) the training and development support to be given to help the appraisee meet the agree objectives.

NB Appraisers should note that personal development and support must be offered to all employees, not just the ambitious. Job-skills training isn't restricted to sending someone on an external course - it includes internal courses, coaching, mentoring (mentoring someone else and well as being mentored), secondment to another role (eg, deputising for someone while they are away on holiday), shadowing, distance-learning, reading books, watching videos, attending meetings and workshops, workbooks, manuals and guides, researching, giving presentations; anything relevant and helpful that will help the person develop towards the standards and aims, and as a person. Training and development should not be restricted to job-skills. Discuss ways to help the person achieve whatever personal development and experiences that they feel passionate about, even if initially there seems no relationship or benefit to the work and the job because almost certainly there will be: often in the skills themselves, and if not, then almost always in the increased wisdom and maturity that comes from any sort of personal growth.

Avoid giving commitment to an appraisee for any training expenditure before suitable approval, permission or availability has been confirmed - discuss likely training and development requirements with the relevant authority before the appraisal to check on policies and options and approvals. Raising false hopes is not helpful to the appraisal process.

B10 Any other issues (it's important to offer the opportunity to the appraisee to raise any other points, even if they need to be discussed at another meeting, outside of the appraisal process, which would generally be the case.)

Signed and dated appraiser and appraisee:

(Finally it's advisable to show instructions as to the distribution of copies of the completed form, a reminder of its confidential nature, and a statement as to the individual's rights under the data protection laws applicable.)

tools for appraisals, assessments and individual/group training needs analysis

The following are few examples of tools and materials that relate closely to the appraisals process, and particularly for identifying and prioritising individual and collective group training needs, all of which is commonly referred to Training Needs Analysis, or TNA.

Modern integrated computerised HR/training management systems will offer more sophisticated functionality than these simple tools, however these templates and traning needs analysis (TNA) spreadsheets can be useful for basic requirements, and also for specifying and evolving more modern complex learning and development management systems.

Bear in mind that these assessments and TNA tools are concerned principally with conventional work skills and attributes, and how to identify and prioritise group development needs. You should consider separately how best develop unique personal potential in every person, since a person's unique personal potential is usually quite different to the skills implied or required by their job role. See the 'Fantasticat' concept for ideas about nurturing and encouraging development of unique personal potential.

Various other templates and tools for learning and development which can be used alongside appraisals processes are available from the free resources section.

The resources below are available as in different file formats including PDF's, MSWord or Excel working tools.

performance appraisal form sample/template - PDF (revised August 2006)

performance appraisal form sample/template - MSWord (revised August 2006)

360 degree appraisals form template - MSWord

360 degree appraisals form template - MSExcel

see the 360 degree appraisals guide

general role - skill/behaviours individual assessment tool and group training needs analysis (TNA) tool - MSExcel versions

general role - skill/behaviours individual assessment tool and group training needs analysis (TNA) tool - PDF versions

see guidelines for use for individual assessments and TNA tools

commercial role - skill/behaviours individual assessment tool and group TNA tool - MSExcel

commercial role - skill/behaviours individual assessment tool and group TNA tool - PDF

see guidelines for use

management role - skill/behaviours individual assessment tool and group TNA tool - MSExcel

management role - skill/behaviours individual assessment tool and group TNA tool - PDF

see guidelines for use

how to use skills/behaviours assessments and training needs analysis tools

The skill/behaviours individual assessments and training needs analysis tools (available in pdf and working file MSExcel versions above and from the free resources section) are simple, effective and flexible tools for assessing individual training needs and for group training needs analysis. Adapt them to suit your purposes, which can extend to specifying and evolving more complex learning and development management systems.

While the word 'training' is used widely on this webpage (mainly because many people search for and recognise the word 'training'), try to use the words 'learning' and 'development' when structuring your own processes and adapting these tools. The words Learning and Development capture the spirit of growing people from the inside out, rather than the traditional approach of 'putting skills in' through prescriptive training methods, which are less likely to enthuse and motivate people than self-driven learning and development.

The Training Needs Analysis (TNA) spreadsheet is now available in three different variations, based on three different individual skill/behaviour assessments for the roles:

* general,
* commercial/sales, and
* management.

The tools, available above, offer a simple, free and very powerful way to identify, assess, analyse, prioritise and plan training needs, for individuals, small teams, small companies, and very large organisations.

You can use the tools in the present format or adapt them to suit your situation. Obviously ensure that the skill/behaviours descriptions are consistent throughout the individual assessment tool and the Training Needs Analysis tool. It is entirely possible to include a variety of 'skill-sets' on a single TNA spreadsheet.

You can use whatever scoring system suits you and your situation, although number scoring (rather than words or letters) is necessary for spreadsheet analysis.

A 1-4 scoring system generally works well, since it gives less opportunity for middling, non-committal answers. Primarily you need to know simply whether each capability is adequate for the role or not.

Ensure you identify clear definitions for the scoring, particularly if comparing or analysing different people's scores, where consistency of measurement is important, eg:

* 1 = little or no competence
* 2 = some competence, but below level required for role
* 3 = competence at required level for role
* 4 = competence exceeds level required for role

Or:

# 1 = never meets standard
# 2 = sometimes meets standard
# 3 = often meets standard
# 4 = always meets standard

For self-use: The skills/behaviour set assessments require some interpretation and ideally discussion with a trusted friend, colleague or boss to establish the 2nd view validation. As well as encouraging self-awareness development and simply thinking about one's own feelings and aptitudes, the assessment and reflection are an interesting and viable basis for assessing/discussing/reviewing personal development and career focus. When the scoring is completed you can prioritise your development needs (essential skills with the lowest scores).

For use with others as development tool: The skill/behaviour assessment is an effective tool for recruitment, appraisals and ongoing development and training. It can be adapted for different roles, and if used with existing staff ideally the person performing the role should have some input as to the skill and behavioural criteria listed, and the importance (essential or desirable) for each characteristic in the role. Working with a group to adapt the skill-set criteria according to the people's jobs makes an interesting workshop and team building session: involving people in developing the system creates a sense of ownership and commitment to using the assessment method itself. The skill-set/behavioural tests can be used in conjunction with the Training Needs Analysis tool available from the website as a working MSExcel spreadsheet file. Assessment can be carried out formally one-to-one as part of an appraisal or review meeting, referring to evidence if appropriate, or informally in a workshop situation as a group exercise (assessment in pairs, with partners helping to establish the 2nd view validation for each other). Whether informally or formally assessed, the results for a group can be transferred to the corresponding Training Needs Analysis tool, to identify team or group training priorities. Training priorities are the essential skills with the lowest average scores.

Informal assessments in a workshop situation also enable an immediate 'straw poll' analysis of group training needs, and as such provide an excellent method for quickly identifying and agreeing training and development needs for a group.

tips for using skillset and TNA tools

The skillset tools and related TNA (Training Needs Analysis) spreadsheet tools on this website provide quick easy adaptable templates for explaining, identifying and planning group training needs.

The skillset and TNA tools obviously measure the criteria that are detailed within the tools. Adapt them as required.

The instruments are broad indicators of training and development needs, based mainly on subjective views, and in this respect are not as sophisticated as more scientific and complex TNA systems.

You can adapt the criteria (skills/behaviours elements) within the skillset and TNA tools according to what you believe are important/relevant for your role(s).

So if the tool does not cover what you need to measure then adapt it by changing the criteria (the skill/attributes/behavioural elements).

Importantly you can involve the group in doing this, and in appreciating the components and standards of each element.

Generally assessments of all sorts work better when those being assessed feel involved, in control, fully informed and empowered - rather than allowing a feeling of being excluded and covertly or secretly measured, which arises commonly in the way that many work-related assessments are introduced and managed.

The 360 degree feedback tool enables better objective measurement than the Skillset tool, but entails significantly more set up and administration.

While I have no documented evidence or statistical data for the Skillset tool's use and effectiveness, in my own experience I have always found it helpful in initially developing understanding of the different management/role aspects; also for developing understanding of individual self-awareness of strengths and weaknesses, and to provide the leader with an overview of individual and group needs.

The skillset tool is especially useful for group training needs analysis methods when used in conjunction with the TNA spreadsheet, different versions of which are available and explained in the tools for appraisals, assessments and TNA section.

These are quick broad flexible indicators, not a scientifically validated or very detailed systems; for example they does not break down elements into smaller sub-elements of competencies.

While being quick and flexible, a weakness of the tools is the reliance on subjective opinion, and the looseness with which the criteria can be interpreted, both of which can be addressed in the way that you present and use and develop the tools.

tips on scoring systems for skills audits, appraisals and training needs analysis

Scoring and measuring system suitability is critical, especially if you are making big decisions on the outcomes, which require clear score definitions and implications (explain to participants the judgements/actions which will stem from the scoring).

Generally a score range of 1-3 is too narrow. Not only because life isn't that simple, but mainly because the mid-way 2 option encourages fence-sitting which inhibits clarity of individual and overall results (as any odd number score range tends to do). 1-3 or 1-5 virtually ensures you end up with a cloudy result because so many answers are in the middle.

If you need to change from a 3 or 5 point system, this objective-scientific angle might provide you with the best lever to do so. 1-4 is much better because people have to decide whether the ability is to standard or not - there's not an automatic average or mid-way for the 'don't knows'.

If you have to stick with 1-3 then ensure the meanings are such as to ensure black or white answers.

'Grey' answers at number 2 in a 1-3 scale, e.g., average, medium, satisfactory, etc., aren't really any help. Nor are the typical definitions found at number three in a 1-5 scale.

A way of making a 1-3 scale acceptable is:

* 1 - needs improving
* 2 - good
* 3 - excellent

Here the 1-3 is effectively turned into a 1-2 (yes/no or is/isn't) scoring system (whereby 1 = below standard; 2 & 3 = above standard) which at least enables a clear decision, albeit just yes or no, which in actual fact is all that's necessary for many TNA's.

Tight scales are fine - in fact in some ways easier - for a group training needs analysis, but are not good for individual skills audits or training needs analysis, where the question of degree is more important for individual task direction and development planning, and to enable more reliable comparison between individuals.

The accuracy and reliability of any scoring system increases with full description/definitions, and better still with examples for each score band. This gives everyone the same objective-scientific reference points, and reduces subjectivity.

360 degree feedback and 360 appraisals tips and template examples

360 degree appraisals are a powerful developmental method and quite different to traditional manager-subordinate appraisals (which fulfil different purposes). As such a 360 degree process does not replace the traditional one-to-one process - it augments it, and can be used as a stand-alone development method.

360 degree appraisals involve the appraisee receiving feedback from people (named or anonymous) whose views are considered helpful and relevant. The feedback is typically provided on a form showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgement system. The appraisee should also assess themselves using the same feedback instrument or form.

360 degree respondents can be the appraisee's peers, up-line managers/execs, subordinate staff, team members, other staff, customers, suppliers - anyone who comes into contact with the appraisee and has opinions/views/reactions of and to the appraisee. Numerous systems and providers are available - I wouldn't recommend any in particular because my view about this process is that you should develop a process and materials for your own situation, preferably involving the appraisees in this, which like all participative approaches, often works well.

You can develop your own 360 degree feedback system by running a half-day or full day workshop (depending on extent and complexity of the required process) involving the appraisees or a sample group, during which process and materials can be created and provisionally drafted. The participative workshop approach as ever will give you something that's wholly appropriate and 'owned' instead of something off-the-shelf or adapted, which would be arbitrary, mostly inappropriate and impracticable (in terms of criteria and process), and 'not invented here', ie., imposed rather than owned.

I would recommend against restricting the 360 feedback to peers and managers only - it's a waste of the potential of the 360 degree appraisal method. To use the feedback process for its fullest '360 degree' benefit involve customers (in the broadest sense - could be patients, students, users, depending on the organization), staff, suppliers, inspectors, contractors, and others for whom good working relationships and understanding with the appraisee affect overall job performance, quality, service, etc.

Ensure respondents are aware of equality and discrimination issues, notably the Age Discrimination legislation and implications which might be new to some people. Comments such as 'you can't teach an old dog new tricks', or 'not old enough to command respect' are ageist, discriminatory, unlawful, and will create a liability for the originator and the employer.

Developing 360 degree appraisals systems process make ideal subjects for a workshops, which in itself contains some very helpful developmental benefits and experience for all involved. If you're not able to get everyone together for a workshop you should solicit input and ideas - particularly about appraisal criteria and respondents and anonymity - then draft out process and materials - then issue for approval, then pilot, review, adapt and then implement. Adapt, improve and develop on an ongoing basis.

It is my view that no aspects of 360 feedback should ever be mandatory for any appraisee or respondent. Given more than three or four similar role-types being appraised it's not sensible to produce individually tailored criteria, in which case when it comes to the respondents completing the feedback not all the criteria will be applicable for all respondents, nor for all appraisees either. By the same when designing the feedback instruments (whether hard-copy documents or online materials), it's useful to allow space for several 'other' aspects that the appraisee might wish to add to the standard criteria, and space for respondents to add 'other' comments. Open honest feedback can touch sensitivities, so be sure that appraisees understand and agree to the criteria, respondents (by type, if not named) and process.

Ensure suitable and sensitive counselling is provided as part of the informing of feedback results.

If 360 degree feedback results are to be analysed collectively to indicate the overall/total situation (ie., to assist in determining organizational training and development needs for instance), think carefully about the feedback form scoring system and particularly its suitability for input to some sort of analysis tool, which could be a spreadsheet, and therefore numerically based requiring numerical scores, rather than words, (words of course are more difficult to count and measure, and while words and description assessment enables more subtlety, they also allow more room for misunderstanding and misinterpretation).

For guidance have a look at the skills and behavioural assessment tool - it's not a 360 degree tool, but is an example of the basis of one, and some of the skills elements that can be included in a 360 degree appraisals form.

Similarly the training needs analysis tool is an example of a collective or organizational measurement tool, based on the input of a number of individual feedback assessments. This tool can easily be adapted to analyse a number of 360 degree responses.

See the 360 degree appraisal document, available in MSWord or Excel formats:

free 360 degree appraisals form template in MSWord format

free 360 degree appraisals form template in MSExcel format

introduction of 360 degree appraisals

Here is a simple guide for introducing 360 degree appraisals into an organization (and any other management system for that matter):

* Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make?
* Choose/design a system (or system provider), ie., research and investigate your options (other local or same-sector companies using 360 already are a helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member).
* Check the legal and contractual issues for your sitution - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and good reference case-studies are more widely available than in the early years of 360 feedback development.
* When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPI's by which you can make this assessment, rather than basing success on instinct or subjective views.)
* When satisfied with the system, launch it via a seminar or workshop, preferably including role-plays and/or practical demonstration.
* Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one.
* Establish review and monitoring responsibility.
* Ensure any 360 degree appraisal system system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agrees to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-think your plans.

360 degree appraisal form design - template guidelines

Job descriptions are also a useful starting point for (but by no means the full extent of) establishing feedback criteria, as are customer/staff survey findings in which expectations/needs/priorities of appraisee performance are indicated or implied.

A 360 degree appraisal template typically contains these column headings or fields, also shown in the template example below:

* Key skill/capability type (eg communications, planning, reporting, creativity and problem solving, etc - whatever the relevant key skills and capabilities are for the role in question).
* Skill component/element (eg 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). The number of elements per key skill varies - for some key skills there could be just one element; for others there could be five or six, which I'd recommend be the maximum. Break down the key skill if there are more than six elements - big lists and groups are less easy to work with.
* question number (purely for reference and ease of analysis)
* specific feedback question (relating to skill component, eg does the person take care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill])
* tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of 5 or 10 - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analysing or comparing results within a group, when obviously consistency of interpretation of scoring is important)

360 degree feedback form template example

A typical 360 degree feedback form template would look like this. This template allows a mixture of key skills comprising one, two, three, four, and up to six elements. The number of elements per key skill/capability would vary of course, so if necessary adjust the size of the boxes in the first column accordingly to accommodate more or less elements. See the notes directly above for more explanation about the purpose of each column and heading, and the feedback scoring method.
Feedback Form headings and instructions: appraisee name, date, feedback respondent name, position (if applicable) plus local instructions and guidelines for completion, etc.
key skill/capability area skill/capability element question number feedback question feedback score
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Optional section: for additional feedback comments about the appraisee (if you provide this option it is advisable to ask respondents to be as constructive as possible.....)

A working file based on this format is available in MSWord and Excel versions:

free 360 degree appraisals form template in MSWord format

free 360 degree appraisals form template in MSExcel format

You can see from this that the process of designing the feedback document (essentially a questionnaire) is to build it from the role's key skill areas, break down these into elements, and measure each via carefully worded questions, which the respondents answer and thereby grade the performance - ie., give feedback - in respect of the person in question.

The question as to anonymity of respondents is up to you. A grown-up organization with grown-up people should be able to cope with, and derive more benefit from, operating the process transparently - but you need to decide this. Some people are happier giving feedback anonymously. And some people are not able to deal particularly well with criticism from a named person. For more information and guidance about handling and explaining this particular aspect refer to the Johari Window model - it's a powerful and helpful concept to use alongside the 360 degree feedback/appraisal process.

As mentioned above, workshops are a good way to devise these questionnaires, especially the questions to assess each skill or behavioural element.

Analysis of group results is much easier if you use a numerical rating system. The sample free training needs analysis spreadsheet tool can easily be adapted for analysis of 360 degree feedback results, which can then feed into the analysis of training needs. The same training needs analysis tool is also available in pdf format.

appraisals timing with pay reviews, performance awards, and training planning

Some people advocate separating appraisals from pay review, however this does not make sense in organizations which require staff to be focused on their contribution to organizational performance, especially where there are clear accountabilities and measures (which in my view should apply in all organizations).

Organizations rightly or wrongly are geared to annual performance, and the achievement of a trading plan. This cascades to departments, teams and individuals, so it makes sense to assess people over a time period that fits with what the organization is working to. Put another way, it's not easy to appraise someone on their year's performance half way through the year. Transparency and accountability are prerequisites for proper assessment and appraisals.

Arguably 'best practice' is to schedule appraisals close to trading year-end, when year-end results and full year performance - for individuals and departments and organizations - can reliably be predicted. By holding appraisals at this time, and staff knowing that appraisals are focused on this trading period, people's thoughts and efforts can be concentrated on their contribution towards the organization's annual trading plan, which is a main appraisals driver and output (as well as individual development of course). Holding appraisals after year-end means that people start the year without formal agreed objectives, and also creates bigger delays for financial and payroll departments in their task to process pay awards and adjustments.

Departmental, team and individual objectives provide the context for the appraisal, linking clearly to performance bonus and performance-based pay awards, the rationale for which needs to be transparent and published prior to the start of the year to which they relate, for the full benefit and effect on staff effort to be realised.

Pay review would also coincide with the trading year, which makes sense from the planning and budgeting perspective. The business is in a position to know by the close of the final quarter what the overall pay review position is because the rationale has already been (it jolly well should have been) established and year-end financials can be predicted. Moreover the next year's trading plan (at least in outline) is established, which gives another useful context for appraising people, especially those (most staff hopefully) who have contributed to the planning process (ie, committed as to what they can do for the coming year, targets, budgets, staffing levels, priorities, objectives, etc).

The appraising managers can therefore go into appraisals fully briefed and prepared to discuss and explain the organization's overview results and financials to the appraisees. And the appraisees can see results and think in terms of their full year performance and contribution to corporate results, plus what they plan for next year, which provides the basis of the aims and objectives to be reviewed through the coming year and at the next year's appraisal.
other guidelines for organizational appraisals planning

Other than for directors, complex or difficult appraisals, appraisal meetings should not be 3 hour marathon sessions - this daft situation happens when boss and subordinate never sit down together one-to-one other than for the annual appraisal. If you only talk properly with someone once a year no wonder it takes all afternoon...

Boss and subordinate should ideally sit down one-to-one monthly (or at worse, quarterly, for the more mature, self-sufficient people), to review activity, ideas, performance, progress, etc., which makes the annual appraisal really easy when it comes around, and manageable in an hour or 90 minutes maximum.

Use of a good appraisal form including self-assessment elements is essential for well organised appraisals. See the free templates which are ready to use or adapt for your own situations and job roles:

performance appraisal form (pdf) sample/template - downloadable pdf (revised August 2006)

performance appraisal form (MSWord) sample/template - downloadable MSWord file (revised August 2006)

Ensure that appraisers and appraisees understand that they must prepare in advance or you're looking at 3 hour marathons again.

Training for appraisers and appraisees on how to use the appraisals process properly is very helpful obviously, especially taking a more modern view of what makes people effective and valuable to employers, and how to encourage this development, which relates to developing the whole person, in the direction they want to go, not just job skills, as explained earlier in this section.
pay reviews and awards

If you want to be regarded as a caring and ethical organization, it's also helpful for the organization (board) to agree a basic across-the-board inflationary salary increase close to year end and announce this - everyone gets this. This can be based on a collection of factors, decided by the board, typically: inflation, the organization's financial position, demographics and competitor market forces on salary levels.

Individuals can then receive an additional increase on top of this according to criteria agreed before the start of the year (at their last appraisal) based on performance, achievement of targets, job-grade advancement, qualifications attained, training aims achieved, and any other performance levers that it is sensible, fair and practicable to incentivise.

From 1st October 2006 (UK and Europe) it is unlawful for pay and benefits to be linked to a person's age, aside from statutory mechanisms such as minimum wage levels. See the Age Diversity information.

The rationale for these individual awards must be established and budgeted for by the board, circulated, and explained to all staff via managers.

Whilst not always easy or practicable to design and implement, arguably the best collective annual pay increase mechanism is one that effectively rewards everyone directly and transparently for corporate performance, ie, 'profit share' in spirit, based on the whole organization and a business unit/department to which they relate, plus an individual performance-linked award based on the sort of levers mentioned above. It's about people believing that they are all part of the group effort, pulling together, and all enjoying a share of the success. Profit share deals just for directors are rightly regarded by most staff as elitist, exclusive, and divisive. If you want your people to give you 100%, include them in as many reward schemes as you can.
appraisals and training planning

Where appraisals coincide with year-end, training department must not rely exclusively on appraisals data for training planning (the data arrives too late to be used for training planning for the next year quarter 1 and probably quarter 2).

Training planning must work from data (based on audits, analyses, manager inputs, questionnaires, market and legislative drivers, etc) gathered/received earlier during the year.

Training planning by its nature is a rolling activity and thought needs to be given to how best to manage the data-gathering and analysis (including the vital details from staff appraisals), training planning activity, and integrating the costs and budgeting within the corporate trading planning process.

probationary review elements in appraisals

A new employee is often subject to a probationary period - normally three months although probationary periods vary from a few weeks to a year. Probation must have a strong link to induction training. Probationers need to be supported properly or the chances of the new employee struggling or failing will increase. The nature and process of probationary reviews depend on local methods and policies, however the elements of the review process (and any documentation or system used) will commonly be:

* name position department etc.
* dates - commencement and review
* basis of review - clear explanation of what constitutes a successful outcome, linked to consequences of success and failure, according to probationary policies
* agreed activities and aims for probationary period
* clear and transparent quantifiable measures for each aim/activity - for acceptable probationary review, and for ultimate job performance standard if different (aims must be SMART - specific, measurable, agreed, realistic, time-bound - aims and activities should logically reflect and represent the core skills, knowledge, behaviour an learning necessary for the probationers job function)
* agreed support, training and resources for aims/activities
* names and contact details for mentors, trainers, helpers for each activity
* self-assessment section for each aim/activity
* trainer/supervisor assessment of each aim/activity
* probationary review comments and agreed future actions, per aim/activity
* overall review summary, comment and agree status/actions
* signatures and dates of reviewer and probationer

See the SMART task delegation review sheet, which is helpful for agreeing, recording and measuring aims.

See also the general competencies skill set assessment form, and other examples of individual assessment tools, which can also help in the probationary review process.

The Multiple Intelligences concept and test and VAK Learning Styles concept and test are extremely useful tools for appraisals, before or after, to help people understand their natural potential and strengths and to help managers understand this about their people too.

There are a lot of people out there who are in jobs which don't allow them to use and develop their greatest strengths; so the more we can help employees to understand their own special potential, and find roles that really fit well, the happier we shall all be.

You might also want to look at the Fantasticat concept too - it's mainly for children, but sometimes it helps to return to where we started when and if things go off track. Understanding what we are fantastic at is at the very heart of being happy and achieving great things in our work, and this applies whether you are thinking about this for yourself, or helping others to do the same.

It is worth re-emphasising the implications of the UK (consistent with Europe) Employment Equality (Age) Regulations 2006, effective from 1st October 2006, which make it unlawful to discriminate against anyone on the grounds of age, (in addition of course to race, religion, gender, disability, etc). New or recent legislation always creates a vulnerability for trainers and managers, and Age Discrimination particularly has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. See the Age Diversity information. Understand about the Age discrimination law also if you are being appraised. Young or old - it affects very many people and situuations.

tips on completing your own self-assessment appraisal form, and preparing for your appraisal

Be as truthful as you can without exposing yourself unnecessarily. Obviously if your company and/or boss does not have a positive and fair approach be careful not to create vulnerabilities for yourself.

Always be positive, never negative - don't complain, don't point out problems, avoid making personal attacks on anyone or their abilities. If there are problems express them as opportunities to develop or improve, an if possible suggest or recommend how these improvements can be made.

Ask for help and training and coaching and development in areas that you believe will improve your productivity and value to the organization.

Look for ways to relate personal growth and development of your own passions and interests outside of work, to your work, and the benefits this sort of development will bring to your employer. Think about your hobbies and your natural strengths - they will almost certainly entail using many attributes that will be helpful for your employer - perhaps beyond the role that you find yourself in currently. If your employer is unaware of your talents and potential make sure you tell your manager, and if your employer fails to understand the benefits of helping you to follow your unique personal potential (which each of us has) then maybe think about finding an employer who places a higher value on their people.

Use the list or skill categories on the appraisal form to assess your capabilities and behaviours one by one - be specific, objective and be able to reference examples and evidence. This is an important area for the appraisal meeting itself so think about it and if necessary ask others for feedback to help you gather examples and form a reliable view of your competence in each category listed. If the appraisal for does not have a list of skills and behaviours create your own (use your job description for a basis).

Assess your performance for the appraisal period (normally the past year) in each of your areas of responsibility; if there are no specific responsibilities or objectives brought forward from your previous appraisal or on-going meetings with your manager again use your job description as a basis for assessing your performance, competence and achievements.

Identify objectives for yourself for the next year. These should be related to your current job responsibilities and your intended personal development, and be a mixture of short, medium and long-term aims (ie, days or weeks, months, and a year or more). Attach actions and measurable outputs to these aims and objectives -this is a commitment to change and improve which demonstrates a very responsible and mature attitude.

If your aims and actions require training or coaching or other support then state this, but do not assume you have a right to receive it - these things cost money and your manager may not be able to commit to them without seeking higher approval.

Think about and state your longer-term aspirations - qualifications and learning, career development, and your personal life fulfilment issues too - they are increasingly relevant to your work, and also to your value as an employee.

Seek responsibility, work, and tasks within and beyond your normal role. Extra work and responsibility, and achieving higher things develop people and increase productivity for and contribution to the organization.

Always seek opportunities to help and support others, including your boss.

Always look upon reward as an economic result of your productivity. You have no 'right' to reward or increase in reward, and reward is not driven by comparisons with what others receive. Reward, and particularly increase in reward, results from effort and contribution to organizational performance. As such, if you want higher reward, seek first the opportunity to contribute more.

see also

Other tools and materials related to appraisals, individual assessments, and learning and development, including:

* job interviews and interviewing - the processes are similar to appraisals - many of the questions are useful and can be adapted for the appraisal meeting or the appraisal form itself - the information and ideas for group selections and assessment centres also relate potentially to performance appraisals
* personality theory and models
* multiple intelligence theory and learning styles
* coaching and training process flow diagram
* delegation/objectives SMART tool
* training planner tool
* Kolb learning styles theory and diagram
* empathy to build trust and diffuse conflict
* transactional analysis - for better communicating and understanding
* delegation - how to
* Adams equity theory on job motivation and diagram
* leadership tips
* job descriptions - structure and examples - it's helpful to have the person's job description at appraisals, or to take yours along if it's your own appraisal...

How to Increase Adult Enrollment

2010-06-21T03:10:00.001-07:00

Evaluate your adult student program
marketing budget.
Before we delve into how to measure effectiveness, we need to
understand the basic model for integrated marketing communication
because each component of the model is measured differently.
Integrated marketing communication (IMC) has three basic components:
brand marketing, direct marketing, and internal communication. Brand
marketing has one goal: the creation of awareness. Brand marketing is all
about top-of-mind. Direct marketing has a different goal: the generation of
response. Direct marketing will equip and motivate the customer to apply,
call, enroll, or donate. The third element of IMC, internal communication,
is designed to keep internal audiences abreast of key issues.
2. Shake your inquiry tree.
While the idea of increasing resources in any area of the institution may be
a challenge, it is an absolute necessary first step. At Stamats’ 2009 Adult
Student Marketing Conference I asked participants about their marketing
budgets and found that more than half of the over 100 participants were
spending less than $100,000, and some as little as $10,000. This is the right
time to evaluate the resources that are being spent to recruit this
population. Many of the suggestions that will be made within the context
of this paper will be low dollar. Others will require the reallocation of
existing dollars. But some will require significant funding. The final point is
this: If you want greater success you must be prepared to invest the
necessary dollars.
3. Get your message right.
It is not enough to simply talk about YOUR flexible schedule, YOUR
affordable cost, YOUR experienced faculty; you must talk about THEM.
Case in point, if you are a 37-year-old single mom sitting in your
apartment living paycheck to paycheck and suddenly XYZ University is
telling you about all they have to offer… now if the message to that same
37-year-old single mom is based more along the lines of demonstrating
an understanding of her current situation and offering an opportunity to
change it, then you may have a chance to be heard. Take a look at your
message; are you talking AT people or WITH people?
4. Track, Track, Track.
Now, more so than ever before, keeping track of your communication
with prospective adult students is absolutely essential. If your system for
tracking contact with your prospective student pool involves note cards,
ink pens, and sticky notes, you are more than likely not maximizing your
own ability to recruit. Now, before you dismiss this suggestion and move
on to the next tactic I am going to ask you to pause and be sure you
know how data is being collected on your adult students. I challenge you;
find out how you are tracking your prospective students and your
communications with them. I think you will be surprised and find an
area where you can do better.
5. Build a relationship.
At the end of the day in the world of adult student recruitment, this is
what it is all about. It is that simple. And, at the same time it is remarkably
complex. I recently invited a director of admissions from a for-profit
institution to speak to a group of marketing and admissions professionals
and asked her to give away her secret to the great success that she has had
with enrollment growth at three different proprietary institutions. Her
secret….relationships. She shared with us the process that her recruiters
work through with lists of purchased names. The first thing they do
when they connect with someone by phone is talk to them about them.
They focus on student goals, plans, lives, families, and aspirations. Her
recruiters are instructed to not speak of the institution’s online offerings,
flexible schedules, or great financial aid. Instead, they are directed to
listen and learn about the prospective student. It is from that relationship
that the prospective student turns into a current student, it is all built on
that. How are your current recruiters talking with prospective students,
what types of things are they focused on while on the phone or in a
meeting? Take a look, you may be surprised.
6. Ratchet up your responsiveness.
In preparation for writing this paper, a week ago, I telephoned five
institutions on a Sunday afternoon and requested that someone call me
back to speak with me about their offerings and my interests. I left my
cell phone number so I would have the ability to do a bit of tracking of
the return calls that I anticipated receiving. It has officially been seven
days and I have only heard back from two schools. Because I wanted a
call back I didn’t leave an address, only a phone number. I was acting as a
prospective student and requesting information on my terms. I also
realize that many inquiries come in via the Web, and perhaps my simple
phone call created more of a challenge than I had anticipated but I think
it illustrates my point well. While I have never talked to a school who
thought they were lax in their responsiveness to prospective students, I
have also never worked with a school that did not have room for
improvement. Not convinced? Ask a neighbor to make an inquiry like
mine and track the response.
7. Generate buzz.
What would happen if you took a few dollars and created a new
scholarship to give an adult student? Make it your own stimulus package.
The beauty is that it doesn’t need to be a huge scholarship. The goal is to
give your recruiters another reason to contact past inquiries with some
new information. In addition, it demonstrates your responsiveness and
gives you something to talk about on that postcard you are going to send
out. And it may, depending on the size of the community you live in,
earn you some local press if you go to the effort to make others aware of
the ways you are responding to the loss of jobs in your community.
Sometimes an opportunity to reach out to a prospective adult student
can go a long way to saying that, as a school, you recognize that times are
challenging, but that you believe enough in the power of education to
help make returning to school a reality for one student.
8. Evaluate the how.
When was the last time you refined the way you deliver your adult
student program? What may have been cutting edge 20 years ago when
you developed the format may not be the right package adults in your
area are looking for now. I realize switching from face-to-face to online
delivery or hybrid courses will take some time, and any decision must be
founded in research, but consider it an investment in the future. I would
love to believe that once higher education gets through this one tough
year it will be easy to fill every bed, or every seat from here on out; but
that is not the future ahead of us. It will always be competitive. Begin
this conversation now so that you are well positioned in the next year or
two to maximize your enrollments. And, I am willing to bet that your
traditional students will appreciate having these options as well.
9. Evaluate the what.
I am a firm believer in shelf life, nearly everything – including higher
education – has one. At the risk of stepping on an academic toe or two, I
want to challenge institutions across the country to try something
different as it relates to academic programming. Do a reasonable amount
of research and develop a new program. Invest in an academic program
marketability study so you can feel confident in your decision.
Something bad might happen, but something good might happen as well.
I recognize that this is an investment of time and resources, and I
recognize that for many of you this will mean taking an uncomfortable
look at your institution’s process for program development, but I truly
believe that now may be the time. It is amazing how agreeable people
can become when they are experiencing a bit of discomfort, and nobody
in higher education today is without discomfort. It is a new day, it is a
new conversation, do not shy away from doing the one thing that may
truly make a difference in the livelihood of your institution. Evaluate
your current offerings, research new program offerings, take a look inside.
10. Do SOMETHING about your Web site! I am passionate
about strong Web strategies and I am not alone.
Our research indicates 96% of adult undergraduates and 97% of graduate
students will go to your institutional site first to find information. There
is no single more powerful tool for communicating with this audience so
it is critically important that you make the necessary investment. Do an
audit of your Web site, do some usability testing with adults, ask a friend
who does not work in or around higher education to find the adult
student program course delivery options, price to attend, and how to
contact someone if you need to go a less expensive route, but please
take a look. Even if you just redesigned your institutional Web site,
confirm via Web analytics that adults can find their way to what they
are looking for.
It is always hard to feel in a position of having to be reactionary to a
difficult situation, but unfortunately that is the position many schools are
in as they move forward into the next year. None of what has been
suggested here is easy. In fact, several of these tactics will actually be quite
challenging and ask institutions to examine the way things have always
been. Institutions who rise to the occasion and strive to intentionally
impact their adult student enrollment through the implementation of
these tactics, position themselves to significantly impact their institutional
bottom line and find themselves in a significantly more comfortable
position in years to come.

How to Increase Enrollments

2010-06-21T03:06:00.000-07:00

Enrollment Strategies

back>

Improve Marketing Efforts, Contact Strategy and Enrollment Processes. Today.

Many options exist for admissions teams to increase efficiency and get to leads quickly. Below are just a few approaches that have proven effective, immediately boosting enrollment for our clients.

Increase Student Enrollment Using Technology.

Increasing enrollment numbers requires quickly following up on leads. But most admissions departments don’t have the capacity to handle follow-up effectively, and counselors-turned-telemarketers are becoming disgruntled, resulting in high turnover and low results. The solution? Many schools are implementing in-house call center technology, outsourcing part or all of their admissions, or using virtual call center environments. We have in-depth experience in outbound, inbound, 3rd party and virtual call center environments.

Gain Visibility Into Your Enrollment Efforts.

Most enrollment departments have goals they want to achieve, but no effective way to track their current efforts. The fact is, you can’t manage what you can’t see. We’ll help you select technology that will track key performance indicators such as which vendors are providing the most qualified leads, optimum staffing levels, amount of time spent per lead, contact rates and more. These insights will also help you identify which counselors are most productive, so effective sales methods can be replicated.

Analyze Gaps For An Enhanced Student Experience.

Are the leads you’re getting qualified? Do your enrollment counselors and advisors work as a team? Are prospective students getting the attention they need to apply, then stick with you long enough to start the program? These are just a few areas where improved processes can immediately impact your retention results.

Make It Happen can help you determine whether building in-house teams or outsourcing is the most cost-effective strategy for your institution – and then implement a solution that works. Our outsourcing recommendations are vendor-neutral - meaning we don’t get kickbacks from the vendors we recommend. This ensures advice and recommendations are based solely on your goals and needs, while keeping costs in check.

How To Manage Your Company's Growth With The Organization Chart

2010-06-21T02:56:00.000-07:00

"Nothing is more exciting than growing a prosperous business, but nothing is more dangerous for a prosperous business than growth."

- Steve Meisenheimer

Your company is growing and you need take your organization to the next level...but:

1. Can you afford all the new people you'll need?

2. What should your new organization look like?

3. When should you add each new position?

4. How will you manage the new hires?

5. What education and skills should each of them have?

6. What contribution should you expect from each new hire?

7. What opportunities for advancement can you promise them?

Even for someone who has done it before, answering these questions can be taxing, if not overwhelming. You might agree, however, that these questions should be answered before you begin the process. There's nothing like getting prepared so you feel prepared.

There is a tool in the manager's tool belt that is perfectly designed to help - the organization chart. Most have heard of it, some have drawn one, but few have grasped the full force of what it can do.

The following seven steps will guide you through how to comfortably answer each of the above questions so you can grow your company with maximum confidence.

Step One - Draw a chart of what your organization looks like today. Do this using the following format. Put the titles, names, and compensation of the person performing that function in each box. The lines between the boxes represent who reports to whom. Then put the amount of annual sales your company does at the top of the chart. This gives you a visual representation of your company. For example:

$800,000 Annual Sales

 President      Sales Manager       Office Manager     Operations Manager(Sarah-$50k)       (Jeff-$35k)           (John-$45k)               (Kim-$33k)

Step Two - Go back to the most fundamental (yet often disregarded) statement in your company - your vision statement. What kind organization do you need to fulfill the vision, or purpose, of your company? You can look any distance into the future, but for this example, we will look five years out.

Step Three - Decide what staff you need to add to your organization, and what positions can be outsourced. Today, it is more common than ever to outsource even your accounting and sales force responsibilities. Whenever you can shift the "people burden" on another company to handle your company's demands versus assuming the people burden yourself, it's better to shift it to others. People, as wonderful as they are, will be the source of your greatest expense and trouble, so make it a policy to stay as lean as you can.

Step Four - Draw a chart of the organization you will need in five years to handle the growth and to be on track to meet your vision's requirements. Your organization chart will have nameless boxes, but put the titles and the probable compensation you foresee in each box. At the top of this future organization chart, put the sales you think an organization of that size will handle just as you did at the top of your present chart.

Step Five - Considering your future organization, now draw what your organization will need to look like in two and a half years (half way to your five-year organization) for you to consider yourself on track to achieve your five-year target. It should look exactly like the five-year chart minus the new positions needed to handle the final two and a half years of growth. As before, put titles and probable compensation in each box and put the sales you will expect of this organization at the top of the chart.

Step Six - Put the dates you will need to fill each position in your two-and-a-half-year projection for you to hit your sales forecasts (in the case of sales and marketing) or, in the case of admin or operations, to handle the extra workload your new sales will create.

Step Seven - Draft up a very simple job description for each of the positions that you will need to fill in the next two and a half years. They should include the basic responsibilities, duties, education, skills, and compensation. Growth will require more of the same jobs you now have, but it will also require new roles and responsibilities that these job descriptions will help you to think through.

You now you have a specific two-and-a-half-year plan to show what your organization needs to evolve into in order for your company to be on track to achieve your long-term vision. Moreover, your five-year organization chart now looks more credible as a long-term planning tool with this short-term plan to see it realized.

The organization chart is complemented by your company's budget. The budget will show you what happens to your company's sales and profitability as you plan to add each new position.

Your org chart, and your experience, will help you plan for your organization's growth and set your recruitment targets. For instance, if it takes four months to recruit and hire a salesperson or a manager, you will know when you need to start the process of filling that position to stay on course.

You might find someone in your company who can, and is willing to do the work of a new position if you pay them a little more. This saves you the time of recruiting and the full expense of hiring and staffing that position. This is most common with managers. You have probably established a mindset of expected manager-to-staff ratios. For example, every four crews need a manager, or something similar. Looking at your company on paper, in association with a budget, allows you to question these assumptions, and see what happens to the bottom line if a greater ratio is adopted, or you can split an anticipated position's responsibilities among your existing staff.

Advancement is a serious motivator when recruiting top talent, so sharing your organization chart with your people and your candidates (perhaps without the compensation figures), allows them to see how you are planning to grow and what opportunity they might have to grow with you.
Through these steps, you can see that you have already addressed all the above questions. By charting your present and future organization, you reveal a gap that needs to be closed. Seeing the gap, drafting the job descriptions and compensation, placing each position on a hiring timeline, and running the plan through your budget drains the anxiety from the process.

As I noted earlier, there's nothing like getting prepared so you feel prepared. And when there is a step-by-step plan for getting prepared, you have more confidence in your plans, more confidence in your management skills, and much more confidence that your company's vision will someday be a reality.

Manage People

2010-06-21T02:06:00.000-07:00

Managing people is much more of an art than it is a science. There is no secret formula or set of rules to follow. Like any true art it takes personal style and a relentless commitment to developing that art.

1. Rid your mind of the word “manager” and replace it with “leader”. Leaders don’t require titles or promotions, they are people that inspire and motivate without regard to the setting or the team.

2
Keep a good sense of humor. It makes you approachable and it helps you maintain perspective. Don't take yourself too seriously. Everyone puts their pants on one leg at a time.
3.
3
Remember that your direct reports are people. They are not resources and they are not human capitol. They are people with families, feelings, and problems. It is not possible to separate work from home life. Be aware that people have personal lives and do the best you can to be sensitive to them. Treat everyone as your equal regardless of their title or position. Remember to smile a lot and always maintain a pleasant demeanor.
4.
4
Have a clear plan of what needs to be done. “By failing to plan you plan to fail.” Set long and short term goals.
5.
5
Be decisive. When asked for your opinion, you should have it well thought out and present it persuasively. You should not waffle or stall. For big decisions, set a deadline, and have the decision by that time. If someone offers an argument that convinces you to change a decision, acknowledge it and embrace the new idea completely.
6.
6
Communicate your expectations. Put them in writing whenever possible. Solicit feedback from the people you are leading. Know what they expect from you. Address any discrepancies immediately and clearly.
7.
7
Have a clear understanding in your own mind of things that you can change and the things that you cannot. Simply accept the things you cannot change and do not apply any energy to them what-so-ever. Then, focus all of your efforts on the things you can change. Action oriented people are always sought after and successful.
8.
8
Remember that different things motivate different people and that people will do what they have incentive to do. It is your job to make sure that their incentives match your goals. For example, if you pay a bonus for people to produce a higher number of pieces, don’t be surprised if quality starts to suffer in favor of volume.
9.
9
Maintain the confidence of everyone in the organization. Managers frequently have access to more information than other employees. It is imperative that you never betray the confidence of the company, your manager, your peers, or your employees. Be sure that people can confide in you.
10.
10
Be Consistent. Your actions and reactions must be consistent. You don’t want to be the type of manager that everyone asks what kind of mood you are in before they approach you with an issue.
11.
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Being flexible is very important and it does not conflict with being consistent. You must remain flexible to change directions, change rules, and change resources to remain competitive.
12.
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Focus only on solutions and not on problems. People gravitate toward solutions oriented individuals.
13.
13
Hire slowly and fire quickly. Take your time hiring good quality people. Have several people interview and do thorough background checking. But, when you have a disruptive personality or person who fails to perform you need to take all steps to get rid of them as quickly as possible.

edit Tips

* Always remember the rules of goal setting. Goals need to be S.M.A.R.T.E.R: Specific, Measurable, Attainable, Realistic, Timely, Ethical, and Relevant.
* When confronting someone, be sure to focus only on their actions. Typically when someone is confronted they will react as though it is a personal attack. By focusing on the inappropriate action it will help you keep the conversation more professional
* Don’t be afraid to fail. Every time you or your people fail it just means you have discovered one more thing that doesn’t work. It means that you are one step closer to something that will work.
* Address issues directly. Don’t become a policy manager. This happens when you have one person on your team who sends more personal emails than they do work emails so you create a department policy that you cannot use work computers for personal email. Everyone gets punished for one person’s abuse. Instead, address the issue directly with the person who is abusing the privilege. Let them know they are abusing the privilege and if it doesn’t stop immediately disciplinary action will be taken.
* Never tell someone that something is impossible. Anything is possible given enough time and resources. You should always answer, “These things would have to happen, and it will take this long and cost this much”.

edit Warnings

* Being aware that people have personal lives does not mean you should ever get involved with their personal lives. Focus on your business relationship while keeping in mind that people have personal lives to attend to is your best bet. Avoid giving advice about personal and relationship issues.
* Don’t be afraid to admit you were wrong. Everyone makes mistakes. You will eventually make them as well. When you do, admit it and learn from it. Making mistakes is always acceptable. Repeating them is not.
* Remember that you will never control people or events. In fact the only thing in your life that you control is your own actions. Use your actions to motivate and to inspire. Don’t waste your time trying to control people. It cannot be done.

Why do you want to leave your job

2010-06-19T03:44:00.001-07:00

"Why do you want to leave your job?"

Be straightforward but avoid negative comments about past employers in the job interview.

Don't bad-mouth the company, your manager or colleagues, it puts you in a bad light. Keep it positive and make the reason for a leaving a constructive one such as a new challenge, exciting opportunity, increased responsibility or learning possibility.

Use this job interview question as an opportunity to focus on the future.

"I have reached the ceiling in my particular job, and I am ready for more responsibility"

"After a number of years in my last position I am now looking for a new experience where I can contribute and grow in a bigger environment"

Avoid stating your salary as a prime motivator for change.

However location is a perfectly acceptable reason for moving.

"I am relocating to this area for family reasons and left my job to make this move"

"I was spending hours each day commuting. I would prefer to be closer to home"

When asked common job interview questions like this, relate how you worked hard in your last position and now you want to use your skills and experience to benefit this company.

"I am interested in an opportunity to use the skills and abilities I have developed over the last couple of years in a new and challenging position"

If there is an obvious issue with the company you were working for, such as layoffs, acknowledge and discuss this.

"There is a great deal of uncertainty about the security of our jobs. I am looking for a stable company where there is the long term opportunity to grow and advance"

Sometimes, it is just the wonderful opportunity offered by the new position that made you consider a move.

"In all honesty I wasn't really looking to move jobs, but this looks like such a great opportunity to use all my skills and experience and I have always admired this company"

Situations to be considered when asked common job interview questions along these lines include the following.

You may have taken time out to raise a family. Use this as an opportunity to reassure the Interviewer that you are now ready to return to the workplace and detail the child care arrangements you have put in place. Point out to the Interviewer the efforts you have made to keep up to date in your particular field.

Taking time off to study is a positive reason. Highlight how this has taken your skills and abilities to a new level, and how it demonstrates your desire for self-improvement and growth.

A travel break can also be seen in a positive light. Emphasize how it has added to your life experience, enabled you to deal with a number of new challenges and increased your self- confidence. The reasons for deciding to spend time traveling should show you as an individual who is keen to learn and grow.

"I believed that I had reached the ceiling in my previous job. I needed to make a career move and decided that I would take the opportunity to spend some time fulfilling my dream and travel before looking for a new position. I have discovered so much about myself and developed a number of skills dealing with all the challenges I faced. I am really excited about returning to the workplace and using all I have learned to contribute in a positive and constructive way"

Make sure the reason you provide for leaving is congruent with the reason you have provided on your resume and the reason that will be given by your previous employer when a reference is done.

Prepare for other typical job interview questions using these complete answer guidelines:

Tell Me About Yourself?

What are Your Strengths and Weaknesses?

Why Should we Hire You?

Why do you want to work for this Company?

Describe Your Greatest Achievement?

What are your Goals for the Next 5 Years?

Common job interview questions about leaving your job can be tricky if your reason for leaving is complicated. Go to the information provided in

How to Handle Difficult Questions

for specific advice on how to deal with reasons such as retrenchment, personal problems, being fired, conflict with your boss and colleagues.

Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.

Return from Common Job Interview Questions to Best Job Interview

What has been your greatest achievement to date

2010-06-19T03:42:00.001-07:00

"What has been your greatest achievement to date?"

Choose an achievement that is related to the position and is fairly recent. Review the job description, if you have it, or the job posting or ad. What skills are listed as necessary for the job?. This will guide you to the most relevant answer for this employment interview question.

Common Interview Questions and Answers

Tell Me About Yourself?

What are Your Strengths and Weaknesses?

Why Should we Hire You?

Why this Company?

Your Goals for the Next 5 Years?

Reason for Leaving Current Job?

Overview

Does the position need superior sales ability, someone with keen attention to detail, strong management skills or excellent problem-solving ability?

Reflect upon achievements that demonstrated this skill. Describe your accomplishment and highlight the job-related skills you used. Point out how the results benefited the company.

If a requirement is problem-solving skills:

"Recently I was asked to implement a new system to reduce our debtors days.
I analyzed the problems with the current system, got input from all the stakeholders, and developed a faster way of getting the accounts out and monitoring follow up.

Our debtors days reduced significantly and we are currently on target for collections"

If a requirement is attention to detail:

"I am responsible for taking the customer orders by phone.
I listen carefully, ask for clarification and always confirm the order to make sure I have everything correct. In this past year I am the only person in my department who has not made an error on the orders.
Errors are often costly and frustrate customers. It was really satisfying receiving that recognition and I was given a bonus by my supervisor"

When asking employer interview questions about this, Interviewers particularly want to know about achievements that increased revenues, decreased expenses, solved problems, were innovative or improved a company's reputation.

"My department manager asked me to investigate a bottleneck in the production line. I did some research and suggested a redesign of the department layout so that the production units were in a more efficient sequence.
It worked so well, increasing production by up to 20 percent, that my layout design has been adopted by all our branches"

If you have little or no work experience, refer to an accomplishment at school or in an outside activity. Just remember to relate the skills you used to the job in question.

"I was part of the rowing team that recently won the championships. It was a particularly satisfying win as we had trained very hard, requiring a lot of discipline and perseverance, to come up from the bottom of the league.
We also really had to work together as a team and keep each other motivated"

It is often difficult to single out one achievement when answering this question.

"I believe I have had a number of successes to date. It is difficult to say which I think has been my greatest accomplishment as they were all important. I am going to focus on my recent achievements as being the most pertinent..."

and go on to describe your relevant, recent accomplishments.

Review your company background research to also highlight how your accomplishments fit in with the company mission, vision, goals and values.

Aligning your achievements with the job and company needs, when answering employer interview questions like this, will emphasize why you are the right candidate for the job.

Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.

"Why should we hire you?"

2010-06-19T03:40:00.000-07:00

"Why should we hire you?"

Answering interview questions about why you are the right person for the job needs some thought and preparation. Review the job description and note down the job requirements.

Refer to your skills and experience relevant to the job requirements and the company's needs. What benefits are you bringing to this job? Mention your previous successes and your goals for the future.
Be straightforward and confident about your abilities.

" I have the right combination of skills and experience for this job. I also bring the additional quality of strong analytical and problem solving ability as shown by my introduction of a more efficient work flow system at ABC Company.
My commitment to excellent work standards will add value to the team.
I am a fast learner, I had to learn a totally new operating system in my last job and I was up and running within a couple of weeks.
One of the reasons I want to work for this company is your reputation for staff development, learning and growth are important values to me. I sincerely believe I am the right person for this job and for this company"

Common Job Interview Questions and Answers

Overview

Tell Me About Yourself?

What are Your Strengths and Weaknesses?

Describe Your Greatest Achievement?

Your Goals for the Next 5 Years?

Reason for Leaving Current Job?

When answering interview questions like this, don't try to say that you are the best qualified candidate, you are not familiar with the other candidates' skills and experience. Rather highlight the reasons why you are the right candidate for this job.

"My abilities in sales really seem to fit this job. My success at ABC in achieving an annual growth rate of 25% support this.
I have worked with a similar product line and have an in-depth understanding of the technical aspects.
My experience as a member of a large team will contribute to your department and I am enthusiastic about the new challenges involved in this position"

Be enthusiastic about why you want this job.

"I really would like this job selling gift items and I strongly believe I will be good at it. I enjoy talking to customers and helping them find what they are looking for. I am meticulous about handling cash. I look forward to having regular hours and I am very reliable. In fact, my reference emphasizes that as one of my strong points"

For a good guide to identifying your strengths that will help you answer this interview question.

What about answering interview questions
such as

"Why do you want to work for this company?"

Use your background research to prepare for this question, this way you will differentiate yourself from the other candidates.

"I understand this company is expanding, your website indicates that you are about to launch a number of new products. I would like to be a part of this exciting growth"

"I have always wanted an opportunity to work with a company that provides such an important service to the community"

"You are a small company with great opportunity for staff development"

"Your company has a reputation for being innovative and open to new ideas"

Find something specific about the company to hook into. Look at the company values, mission, vision and successes. How do you complement and contribute to these?

"I know that your goal is to become the biggest provider of office supplies in the area. My knowledge and experience of the customer base can make a big contribution to this. I would really enjoy the challenge of growing this business"

Focused research and planning before answering interview questions puts you on the path to success to your job interview!

Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.

Return from Answering Interview Questions to Best Job Interview

free interview answers

2010-06-19T03:38:00.000-07:00

What are your strengths?"

make your answer to this common job interview question relevant. Tailor your strengths to the job and highlight why they qualify you as the right candidate for the job opportunity.

Don't make the mistake of frustrating the interviewer as you describe what a great athlete you are and list your latest sports achievements during your sales job interview.

However, with some thought you can translate almost all of your strong-points into job-relevant attributes that will contribute to your success in the job.

When answering this job interview question you can point out how the determination and discipline you need to be a good athlete are certainly important strengths in a sales position. Free interview answers include:

"To achieve as an athlete I had to stick to a tough training program and make sure I kept myself motivated . I had to be disciplined and determined. I believe these strengths strongly contribute to my success in sales"

Common Job Interview Questions and Answers

Overview

Tell Me About Yourself?

Why Should we Hire You?

Why this Company?

Describe Your Greatest Achievement?

Your Goals for the Next 5 Years?

Reason for Leaving Current Job?

Candidates often find it hard to verbalize their strengths, so spend some time thinking about this before the interview.

What are your interests? Building beautiful doll house furniture may not immediately seem to have any relevance to that accounting position, but the attention to detail needed for this is definitely a job-relevant strength.

What have been your successes, what attributes did you have to demonstrate to achieve them? Ask your friends, colleagues and family to tell you what they appreciate about you. How will these attributes benefit a future employer?

Don't just list your strengths, back them up with facts. An attribute is far more powerful if it is rooted in a relevant example. Sample free interview answers include:

"I'm an adaptable person. I work for three different managers, they have very different management styles and expectations of me. I am able to adjust my approach to meet each of their needs"

Avoid over-used, vague terms such as "people's person". Be specific and pertinent.

"I am good with customers. I enjoy the challenge of turning a dissatisfied customer into a satisfied one. Just last week I had an experience when ......." and quote a specific example of how you successfully managed an unhappy client.

Focus on three or four strengths. Good examples include organizational and planning skills, perseverance, persuasive ability, communication skills, leadership ability, stress tolerance, ability to learn and apply new information and skills, flexibility, independence, problem-solving, creativity, technical and professional knowledge, reliability, self-motivation and initiative.

Go to How to identify Your Strengths for a guide to finding out what your strengths are.

Review the Free Interview Answers to Plan for this Tough Job Interview Question:

"What are your weaknesses?"

With this typical interview question the interviewer is assessing your self awareness and insight rather than your weaknesses. The ability to acknowledge a weakness is often seen as a sign of maturity and wisdom. Refer to a true weakness but then turn it into a positive by describing it as an area for development. In your job interview answer relate what steps you have taken to try and improve.

"I'm impatient with people who don't work at the same pace as me but I'm learning to manage this. I make sure that they have the right resources for the job, I follow up to see that they are on track and I step in and help when needed"

"I can be disorganized, I am aware of this and make sure I answer my emails and messages straight away. I update my calendar as soon as I have a new task or appointment, this really helps"

A good guide is to acknowledge one or two weaknesses, describe the efforts made to overcome these and end your story on a positive note.

"I've been reluctant to delegate. I have had to re-evaluate this as it was creating a big workload for me. I assign each person a specific, manageable task and then follow up to satisfy myself that it is being done properly, this seems to work well"

Some weaknesses can be interpreted as a strength. Examples include:

"I can be a bit aggressive in getting to my goals"

"At times I can get too involved in other people's problems, trying to help them"

These are two of the most difficult questions to answer in the job interview. Prepare using these sample free interview answers and stand out as the right candidate.

Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.

Questions

2010-06-19T03:36:00.000-07:00

"In my previous 2 positions I worked as part of a team on a number of projects. A big project I was involved with at ABC company was writing a new safety policy.

It was a really in-depth project so I put together a safety review committee. We worked together for a month to identify the safety needs of the various departments and what procedures would meet those needs.

Our policy has been well accepted and safety problems have decreased in all areas"

By pointing out to the Interviewer the specific benefits of hiring you for this job, rather than giving a rambling autobiography, you will be positively remembered and set yourself apart from the other candidates.

The interviewer has probably already read your Resume or CV, so avoid just repeating that information during the interview questions and answers.

For example, when talking about your sales experience, rather than telling the interviewer

"I spent three years in sales at XYZ Company"

draw attention to your success during that time.

"When working at XYZ I focused on growing the customer base in the Northeast and increased sales by 50% over a three year period"

It is impressive to quantify your success wherever possible.

Use your research on the company to emphasize how you fit in. For example your information indicates that the company has a strong responsibility to the community, you can point out why you value that, discuss any volunteer work you have done, underline why it is one of the things that attracts you to them.

"I know that this company sponsors some of the local youth football teams. This is a particular interest of mine, last year I got involved in coaching. It is important to me that the company holds the same values"

If you do not have enough information about the position to prepare adequately for this question beforehand, ask the interviewer "What areas would you like me to focus on?" and go from there.

Refer to the specific job interview guides to know which interview questions to expect for positions from accounting to sales. Use the recommended guidelines to prepare for your job interview questions and answers.

What has been the most difficult situation you have had to face?

2010-06-19T03:34:00.000-07:00

Avoid discussing difficult situations that were directly caused by you. Make sure it is a situation that most people would consider difficult or tough.

Think of specific problems that tested your skills and abilities and had positive outcomes. Highlight the way you analyzed the situation, the skills you used to professionally deal with it and what your particular contribution to resolving it was. Always try to end on a positive note

Examples of difficult situations include having to discipline an employee, unreasonable goals and deadlines, unreasonable customers and clients, adapting to change and facing unethical work practices.

Job skills that should be highlighted include common sense, perseverance, diplomacy, maturity, stress management and assessment skills.

For example: "I have faced a number of difficult situations, but the one that comes to mind now is ...... ( describe the situation). I was able to deal with it by assessing the situation, determining the possible different approaches and deciding on the most effective one. I had to remain unemotional and objective and focused on a solution."

Preparing your answers to job interview questions like these sets you up for interview success. Click on the table above to view more standard interview questions and good sample answers.

Interpersonal Skills

2010-06-19T03:30:00.000-07:00

Interview Question: Do you think it is important to promote team building among employees in the organization? What steps do you take to ensure this?

Answer Guide: Candidate should work for good positive relations among employees and understand that good co-worker relationships are vital to the company, the team, and that positive relations improve efficiency.

Interview Question: Tell me about a time when a colleague strongly disagreed with your views, ideas, or way of working? What kind of relationship can you develop with such a person?

Answer Guide: The job seeker should have excellent interpersonal skills and that they are able to improve relations with people even in cases where they cannot agree upon certain issues.

Interview Question: Do you like people?

Answer Guide: Candidate should have a genuine ‘feel’ for people. They should show excellent interpersonal skills that enable the job seeker to create instant rapport with a whole range of people. Verbal responses will be evaluated: eye contact; the warmth of smile; and overall body language.

Interview Question: How frequently do you add contacts to your address book? Do you think it is worth building network of contacts?

Answer Guide: Job seeker should want to build and be able to build more contacts. They should understand that more contacts can help them achieve professional/company related goals.

Interview Question: Describe how you get on with your work colleagues? How frequently do you seek each other’s support? How frequently do others seek and ask for support from you?

Answer Guide: Job seeker should show, with words and body language, that they feel comfortable working with people, that they like to work in a team, and that they prefer a cooperative and supportive working environment.

Interview Question: What, in your view makes a person likeable?

Answer Guide: Job seekers answer should indicate that the applicant can see beyond the “surface” of a human. They should not see color or be able to look beyond color. They should be understanding and non-judgmental about religion, politics and/or any physical differences.

Interview Question: Do you think it is worthwhile to establish new relationships? What are the consequences of building new relationships in your professional and personal life?

Answer Guide: Answer should indicate that the applicant understands the importance and value of relationships in life; this should include both business and personal relationships.

Interview Question: How will you initiate a new relationship with a potential client? Do you think it is necessary?

Answer Guide: Job seeker should show that they feel comfortable meeting new people, that they can develop relationships with different types of people, but also be cautious and aware of the best interest of the company while building new client relationships.

Ten Ways to Improve Your Interpersonal Skills

2010-06-19T03:27:00.000-07:00

Try these 10 helpful tips for improving your interpersonal skills:

Smile. Few people want to be around someone who is always down in the dumps. Do your best to be friendly and upbeat with your coworkers. Maintain a positive, cheerful attitude about work and about life. Smile often. The positive energy you radiate will draw others to you.
Be appreciative. Find one positive thing about everyone you work with and let them hear it. Be generous with praise and kind words of encouragement. Say thank you when someone helps you. Make colleagues feel welcome when they call or stop by your office. If you let others know that they are appreciated, they’ll want to give you their best.
Pay attention to others. Observe what’s going on in other people’s lives. Acknowledge their happy milestones, and express concern and sympathy for difficult situations such as an illness or death. Make eye contact and address people by their first names. Ask others for their opinions.
Practice active listening. To actively listen is to demonstrate that you intend to hear and understand another’s point of view. It means restating, in your own words, what the other person has said. In this way, you know that you understood their meaning and they know that your responses are more than lip service. Your coworkers will appreciate knowing that you really do listen to what they have to say.
Bring people together. Create an environment that encourages others to work together. Treat everyone equally, and don't play favorites. Avoid talking about others behind their backs. Follow up on other people's suggestions or requests. When you make a statement or announcement, check to see that you have been understood. If folks see you as someone solid and fair, they will grow to trust you.
Resolve conflicts. Take a step beyond simply bringing people together, and become someone who resolves conflicts when they arise. Learn how to be an effective mediator. If coworkers bicker over personal or professional disagreements, arrange to sit down with both parties and help sort out their differences. By taking on such a leadership role, you will garner respect and admiration from those around you.
Communicate clearly. Pay close attention to both what you say and how you say it. A clear and effective communicator avoids misunderstandings with coworkers, collegues, and associates. Verbal eloquence projects an image of intelligence and maturity, no matter what your age. If you tend to blurt out anything that comes to mind, people won’t put much weight on your words or opinions.
Humor them. Don’t be afraid to be funny or clever. Most people are drawn to a person that can make them laugh. Use your sense of humor as an effective tool to lower barriers and gain people’s affection.
See it from their side. Empathy means being able to put yourself in someone else’s shoes and understand how they feel. Try to view situations and responses from another person’s perspective. This can be accomplished through staying in touch with your own emotions; those who are cut off from their own feelings are often unable to empathize with others.
Don't complain. There is nothing worse than a chronic complainer or whiner. If you simply have to vent about something, save it for your diary. If you must verbalize your grievances, vent to your personal friends and family, and keep it short. Spare those around you, or else you’ll get a bad reputation.

How to Games for Team Bonding

2010-06-19T03:03:00.000-07:00

#

Make a 5X5 Grid like a Bingo Card. Write FREE in center space.
In other spaces put items like "Born in another state" or "Is an Elvis FAN"- tailor it to your employees.

*
#
Step 2

Make a copy for each of your employees and have them see how many signatures they can get from each team member.
#
Step 3

The team member can only sign one space. The employee who gets their card signed first WINS!

How to Build a Management Team

2010-06-19T03:00:00.000-07:00

Implementation of a corporate management team is a prerequisite for success in business. Development of your corporate management team begins with the hiring process and subsequent follow-up with your executive team. Make your corporate management team the backbone of your business.

#

Establish a set of guidelines and required responses to your human resources department. Ask the right questions during the interview process to establish a benchmark of your expectations for future corporate management team members.
#
Step 2

Identify a powerful management employee to attract other like-minded team members who will work toward the set standard. If you require creativity within your team, hire a creative personality to set the bar high in that area. Conversely, if your business focus is on data analysis with an emphasis on statistics, your team leader should be a superstar in that field.
#
Step 3

Reward your powerful management team in the presence of your executive team. Kudos to a team for its successes promotes the high standard and offers a goal to employees below the management team, which increases productivity.
#
Step 4

Recognize superiority and remark on it. If one team member takes a leadership position in a certain aspect of the organization, take time to recognize and comment on that achievement. Even corporate executives need positive feedback regarding their efforts.
#
Step 5

Delegate responsibilities regularly. In order to build a strong management team, you must allow them to take responsibility for tasks outside of their comfort zone. Delegating tasks support and strengthen obvious weaknesses within the team. You can modify these tasks to fit the personality or actions of individual team members or as a management team as a whole.

How to Manage a Small Team Effectively

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Special skill is needed to manage a small team. Although there are times when it is easier to manage a small team than a large team, managing a small team has challenges of its own. Small teams do not have the same resources or variety that large teams have. You must be especially careful to manage small teams properly in order to successfully finish business or group projects.
Difficulty: Moderate
Instructions

1.
Step 1

Hire team members with multiple skills -

If your team size is limited, try to hire team members that have a combination of skills and avoid hiring those that have experience in one skill. This way, each team member can have different functions within the group.
2.
Step 2

Plan out carefully and exactly -

With a small team, it is especially important that you are organized and know exactly what needs to be done. You must plan out tasks carefully and not just give out tasks haphazardly.
3.
Step 3

Give out tasks in order of priority -

With a small team, you concentrate on tasks that are highest priority. You do not have team members to spare or to do extra work, so you must keep your group focused on the most important tasks at hand.
4.
Step 4

Consider yourself part of the team -

If you manage a small team, you must understand that you are also a team member. Unlike a manager of a large team where project management may be your only job, a manager for a small team will often have to be part of the team as well as the manager. This means you will use your skill set and complete some of the project(s) yourself.
5.
Step 5

Allow the team to grow close but still accomplish -

Small teams often become personally involved. Each member works closely with one another which can start friendships. This is a good thing when it helps the team accomplish, but can have negative effects if the team setting becomes a social meeting instead of work time. Make sure to balance team friendships with productivity.

How to Manage a Team

2010-06-19T02:54:00.000-07:00

Being the supervisor of a team requires strong leadership qualities to coordinate and manage others' abilities to the fullest. A good knowledge about the skills and temperament of each team player helps in delegating work effectively, motivating team members and creating loyalty among teammates.
Difficulty: Moderately Easy
Instructions

1.
Step 1

Understand the goals and expectations that your managers have for your team. Educate your team about the objectives by communicating clearly about their roles, responsibilities and deadlines.
2.
Step 2

Assess the strength and weakness of each team member by initially assigning simple work. Evaluate their performance and their ability to meet the deadline. Delegate work accordingly based on the skill and interest level of each person.
3.
Step 3

Give clear instructions as to what is expected out of the team member and follow through as required instead of micromanaging. A clear understanding of the requirements encourages the employee to live up to your expectation, feel accountable in executing the tasks and solve issues proactively.
4.
Step 4

Take responsibility for the team and acknowledge their efforts in meetings. A boss that sticks up for his team creates loyalty and motivates the team members to go the extra mile for the team's success.
5.
Step 5

Handle problems and changes effectively. Request feedback from the team and incorporate their suggestions in your decisions. This input encourages them to value their role in the workplace.
6.
Step 6

Treat the team members with respect and remain courteous while correcting their mistakes. Be friendly and approachable to them.

#

Tell them who is in charge and how decision making will be handled. If you will have the last word on team decisions, say so right up front so that the group understands this.
#
Step 2

Set up your ground rules. Be sure to have rules regarding attendance and timeliness as well as any roles that need to be filled such as team leader, time keeper and minute taker.
#
Step 3

Establish a mission and time line. Assuming that the team has a particular assignment to complete and an end date, make sure that everyone is aware of what you are doing, the expectations you have of the members and when you need to achieve your mission.
#
Step 4

Use a facilitator for the team. The facilitator does not make decisions or offer opinions. His job is to keep the team on track and deal with distractions and dysfunction within the group. Make sure the facilitator is properly trained for his task.
#
Step 5

Group development and synergy will take time. Be sure you allow the group to interact effectively, that everyone understands the mission, feels included and accepts accountability for the outcome.
#
Step 6

Produce and present your conclusions. Share in the process of rolling out your end product with all members. Reward the team for a job well done. If possible, get written feedback from each member on what things went well and what could be improved in the process.

How to Manage a Corporate Office with Branch Locations Read more: How to Manage a Corporate Office with Branch Locations

2010-06-19T02:48:00.000-07:00

It's common for large companies and many small businesses to have a corporate headquarters in one location, and several branch offices in different locations. These branches help grow the business, and they can target customers more locally than a large corporate office would. However, there are a lot of challenges involved in running a company with several branch locations. It's important to set up the team so that they can work independently in their branches, as well as connect to the corporate office because they are, after all, part of one company.

1.

Assign managers to every branch to handle each branch's operations. Pick managers who not only have leadership skills, but also have experience managing others. These managers will work in the day-to-day operations of the business--their main responsibility is not to worry about corporate plans, but focus on maintaining the business in their respective branches. They will manage the team in their offices and motivate them to carry out the tasks and mission laid out by the company. Ask the managers for a weekly report wherein they can describe the accomplishments and challenges achieved by the branch that week.
2.
Step 2

Delegate a liaison who acts as a bridge between the corporate office and the other branches. This liaison will transfer information received from the corporate office to the branches, to keep information consistent and to implement corporate instructions in all of the branches. Find a liaison who has experience in various communication roles, and one who has a background in organizational or corporate communications. He may have an existing relationship with the communications director, since they work as a team to disseminate information. Depending on the needs of the company, the liaison may transfer information monthly, as monthly memos, newsletters and pertinent information come out.
3.
Step 3

Plan for an effective communication flow by assigning a communications director, who will disseminate information from one liaison to another. The communications director will have the contact information of the liaison, and she will be in regular correspondence with him to build the relationship. The communications director should also create a plan with the liaison incorporating the organizational structure of the corporation so they can effectively distribute the information to the necessary avenues. With many people to reach, communication is all the more important. You want messages issued from the corporate office to reach the intended recipients in their original format. Sometimes, passing information among multiple people creates miscommunication issues and crucial facts may get lost in translation.
4.
Step 4

Set up the necessary software to coordinate with all the offices. Information technology needs to be consistent in all of the offices. This is important so that when issues arise, technicians can effectively work with the corporate office and its branches using the same protocols to solve a problem. Also, file sharing between branches and the main corporate office is more efficient when the company is using the same software and hardware across the board.
5.
Step 5

Open communication lines from the branches to the corporate office. It is important for branch personnel to feel part of the team even if they are in a different city, state or country from the main corporate office. Let them know that they are part of the company by holding conference calls as a team with the corporate office. Conference calls can be held once a quarter and they should discuss employees' quarterly performance, concerns and suggestions.

Leg Barriers

2010-05-24T01:32:00.001-07:00

Standard Leg-Cross Position

One leg is crossed neatly over the other, usually the right over the left. This is the normal crossed-leg position used by European, British, Australian and New Zealand cultures and may be used to show a nervous, reserved or defensive attitude.
For example, people often sit like this during lectures or if they are on uncomfortable chairs for long periods.
When the crossed legs gesture is combined with crossed arms, the person has withdrawn from the conversation.

The American Figure 4 Leg Lock Position

This leg cross indicates that an argumentative or competitive attitude exists. It is the sitting position used by many American males who have a competitive nature. This being the case, it is difficult to interpret the attitude of an American during a conversation, but it is quite obvious when this gesture is used by a British citizen.
The person who has a hard and fast attitude in an argument or debate will often lock the figure 4 into place with one or both hands, using them as a clamp. This is a sign of the tough-minded, stubborn individual who may need a special approach to break through his resistance.

Standing Leg Cross Gestures

The Ankle-Lock Gesture

Male Version of Ankle Lock - is often combined with clenched fists resting on the knees or with the hands tightly gripping the arms of the chair.
Femal Version of Ankle Lock - varies slightly the knees are held together, the feet may be to one side and the hands rest side by side or one on top of the other resting on the upper legs.

Arm Barrier Gestures

2010-05-24T01:31:00.001-07:00

Standard Arm Cross Gesture

The standard arm-cross gesture is a universal gesture signifying the same defensive or negative attitude almost everywhere. It is commonly seen when a person is among strangers in public meetings, queues, cafeterias, elevators or anywhere that people feel uncertain or insecure.

Reinforced Arm-Cross Gesture

The full arm-cross gesture the person has clenched fists, it indicates a hostile and defensive attitude.
The person using this gesture cluster has an attacking attitude, as opposed to the person.

Arm Gripping Gesture

A superior type can make his superiority felt in the presence of persons he has just met by not folding his arms, but take an arm-fold gesture with both thumbs pointing vertically upwards.
This gesture is the defensive version of both arms being held horizontally in front of the body with both thumbs up to show that the user is 'cool'.

Partial Arm-Cross Barrier Gestures

The full arm-cross gesture is sometimes too obvious to use around others because it tells them that we are fearful. Occasionally we substitute a subtler version - the partial arm cross, in which one arm swings across the body to hold or touch the other arm to form the barrier.
The partial arm barrier is often seen at meetings where a person may be a stranger to the group or is lacking in self-confidence. Another popular version of a partial arm barrier is holding hands with oneself, a gesture commonly used by people who stand before a crowd to receive an award or give a speech.

Disguised Arm-Cross Gestures

Disguised arm-cross gestures are highly sophisticated gestures used by people who are continually exposed to others. This group includes politicians, sales people, television personalities and the like who do not want their audience to detect that they are unsure of themselves or nervous.

Hand and Face Gestures

2010-05-24T01:30:00.001-07:00

The Mouth Guard

The mouth guard is one of the few adult gestures that is as obvious as a child's. The hand covers the mouth and the thumb is pressed against the cheek as the brain sub-consciously instructs it to try and suppress the deceitful words that are being said. Sometimes this gesture may only be several fingers over the mouth or even a closed fist, but its meaning remains the same.
Many people try to disguise the mouth guard gesture by giving a fake cough.If the person who is speaking uses this gesture, it indicates that he is telling a lie. If, however, he covers his mouth while you are speaking, it indicates that he feels you are lying!

Nose Touching and Eye Rub

The Nose Touch - In essence, the nose touch gesture is a sophisticated, disguised version of the mouth guard gesture. It may consist of several light rubs below the nose or it may be one quick, almost imperceptible touch. Like the mouth guard gesture, it can be used both by the speaker to disguise his own deceit and by the listener who doubts the speaker’s words.
The Eye Rub - 'See no evil' says the wise monkey, and this gesture is the brain's attempt to block out the deceit, doubt or lie that it sees or to avoid having to look at the face of the person to whom he is telling the lie. Men usually rub their eyes vigorously and if the lie is a big one they will often look away, normally towards the floor. Women use a small, gentle rubbing motion just below the eye, either because they have been brought up to avoid making robust gestures, or to avoid smudging make-up. They also avoid a listener’s gaze by looking at the ceiling.

Ear Rub and Neck Scratch

The Ear Rub - This is, in effect, an attempt by the listener to 'hear no evil' in trying to block the words by putting the hand around or over the ear. This is the sophisticated adult version of the handsover-both-ears gesture used by the young child who wants to block out his parent's reprimands. Other variations of the ear rub gesture include rubbing the back of the ear, the finger drill (where the fingertip is screwed back and forth inside the ear), pulling at the earlobe or bending the entire ear forward to cover the earhole. This last gesture is a signal that the person has heard enough or may want to speak.
The Neck Scratch - In this case, the index finger of the writing hand scratches below the earlobe, or may even scratch the side of the neck. Our observation of this gesture, reveals an interesting point. The person scratches about five times. Rarely is the number of scratches less than five and seldom more than five. This gesture is a signal of doubt or uncertainty and is characteristic of the person who says, "I'm not sure I agree." It is very noticeable when the verbal language contradicts it, for example, when the person says something like, "I can understand how you feel."

Collar Pull Gesture and Fingers in the Mouth Gesture

The Collar Pull - when a person is feeling angry or frustrated or sweating and needs to pull the collar away from his neck in an attempt to let the cool air circulate around it. When you see someone use this gesture, a question like, "Would you repeat that, please?" or, "Could you clarify that point, please?" can cause the would-be deceiver to give the game away.
Fingers in the Mouth - Morris's explanation of this gesture is that the fingers are placed in the mouth when a person is under pressure. Whereas most hand-to-mouth gestures involve lying or deception, the fingers-in-mouth gesture is an outward manifestation of an inner need for reassurance. Giving the person guarantees and assurances is appropriate when this gesture appears.

Cheek Gestures

Boredom Gesture - When the listener begins to use his hand to support his head, it is a signal that boredom has set in and his supporting hand is an attempt to hold his head up to stop himself from falling asleep. Extreme boredom and lack of interest are shown when the head is fully supported by the hand.
Interested Gesture - Interested gesture is shown by a closed hand resting on the cheek, often with the index finger pointing upwards. Should the person begin to lose interest but wish to appear interested, for courtesy’s sake, the position will alter slightly so that the heel of the palm supports the head.
Genuine interest is shown when the hand is on the cheek, not used as a head support.

Chin Stroking Gestures

When the index finger points vertically up the cheek and the thumb supports the chin, the listener is having negative or critical thoughts about the speaker or his subject. Often the index finger may rub or pull at the eye as the negative thoughts continue.
The next time you have the opportunity to present an idea to a group of people, watch them carefully as you give your idea and you will notice something fascinating. Most, if not all the members of your audience will bring one hand up to their faces and begin to use evaluation gestures. As you come to the conclusion of your presentation and ask for the group to give opinions or suggestions about the idea, the evaluation gestures will cease. One hand will move to the chin and begin a chin-stroking gesture.
This chin-stroking gesture is the signal that the listener is making a decision. When you have asked the listeners for a decision and their gestures have changed from evaluation to decision-making.

Head-Rubbing and Head-Slapping Gestures

Pain in Neck Gesture - A person who uses this when lying usually avoids your gaze and looks down. This gesture is also used as a signal of frustration or anger and, when this is the case, the hand slaps the back of the neck first and then begins to rub the neck.
Forgetfulness Gesture - The slapping of the head communicates forgetfulness, the person signals how he feels about you or the situation by the position used when he slaps his hand on his head, either the forehead or the neck. If he slaps his forehead he signals that he is not intimidated by your having mentioned his forgetfulness, but when he slaps the back of his neck. He non-verbally tells you that you are literally a ‘pain-in-the-neck’ for pointing out his error.

Hand and Arm Gestures

2010-05-24T01:28:00.000-07:00

Rubbing the palms together

Rubbing the palms together - Rubbing the palms together is a way in which people non-verbally communicate positive expectation.

Hands Clenched Together

Research by Nierenberg and Calero on the hands-clenched position brought them to the conclusion that this was a frustration gesture, signalling that the person was holding back a negative attitude. The gesture has three main positions,

The person would be more difficult to handle when the hands are held high, than he would be with the person whom hands resting on the desk position. Like all negative gestures, some action needs to be taken to unlock the person’s fingers to expose the palms and the front of the body, or the hostile attitude will remain.

Steepling Hands

People who are confident, superior types or who use minimal or restricted body gestures often use this gesture, and, by doing so, they signal their confident attitude. It is frequently used in superior/subordinate interaction and that it can be an isolated gesture which indicates a confident or 'know-it-all' attitude. Managers often use this gesture position when giving instructions or advice to subordinates and it is particularly common among accountants, lawyers, managers and the like. The gesture has two versions,

The Raised Steeple - The position is normally taken when the steepler is giving his opinions or ideas and is doing the talking.
The Lowered Steeple - The position is normally used when the steepler is listening rather than speaking.

Gripping Hands, Arms and Wrists

Superiority/Confidence Gesture - Several prominent male members of the British Royal Family are noted for their habit of walking with their head up, chin out and one palm gripping the other hand behind the back. Not only does British Royalty use this gesture; it is common among Royalty of many countries. On the local scene, the gesture is used by the policeman patrolling his beat, the headmaster of the local school when he is walking through the school yard, senior military personnel and others in a position of authority.
Hand-Gripping-Wrist Gesture - which is a signal of frustration and an attempt at self-control. In this ase one hand grips the other wrist or arm very tightly as if it is an attempt by one arm to prevent the other from striking out.
Upper Arm Grip Gesture - The further the hand is moved up the back, the more angry the person has become. He is showing a greater attempt at self-control than the man in Hand-Gripping-Wrist Gesture man, because the hand is gripping the upper arm, not just the wrist. It is this type of gesture that has given rise to such expressions as, 'Get a good grip on yourself'.

Thumb Displays

The thumbs denote strength of character and ego and the non-verbal use of thumbs agrees with this. They are used to display dominance, superiority or even aggression; thumb gestures are secondary gestures, a supportive part of a gesture cluster. Thumb displays are positive signals, often used in the typical pose of the 'cool' manager who uses them in the presence of subordinates.

Dominant Male - Arms folded with thumbs pointing upwards is another popular thumb gesture position. This is a double signal, being that of a defensive or negative attitude, (folded arms) plus a superior attitude (displayed by the thumbs). The person using this double gesture usually gesticulates with his or her thumbs, and rocking on the balls of the feet when standing is common.
Dominant Female - Dominant or aggressive women also use this gesture. The women’s movement has allowed them to adopt many male gestures and positions. In addition to all this, thumb thrusters will often rock on the balls of their feet to give the impression of extra height.

Palm Gestures In Body language

2010-05-24T01:27:00.000-07:00

Palm Gestures

Submissive Palm Position - The palm facing up is used as a submissive, non-threatening gesture, reminiscent of the pleading gesture of a street beggar. The person being asked to move the box will not feel that the request is given with pressure and, in a normal superior/subordinate situation, will not feel threatened by the request.
Dominant Palm Position - When the palm is turned to face downwards, you will have immediate authority. The person to whom you have directed the request feels that he has been given an order to remove the box and may feel antagonistic towards you, depending on your relationship with him. For example, if the person to whom you gave the request was a co-worker of equal status, he could reject your palm-down request and would be more likely to carry out your wish if you had used the palm-up position. If the person to whom you give the request is your subordinate, the palm-down gesture is acceptable, as you have the authority to use it.
Aggressive Palm Position - The palm is closed into a fist and the pointed finger becomes a symbolic club with which the speaker figuratively beats his listener into submission. The pointed finger is one of the most irritating gestures that a person can use while speaking, particularly when it beats time to the speaker’s words. If you are an habitual finger-pointer, try practising the palm-up and palm-down positions and you will find that you create a more relaxed attitude and have a more positive effect on other people.

Shaking Hands

Glove Handshake - The glove handshake is sometimes called the politician’s handshake. The initiator tries to give the receiver the impression that he is trustworthy and honest, but when this technique is used on a person he has just met, it has the reverse effect. The receiver feels suspicious and cautious about the initiator’s intentions. The glove should only be used with people to whom the initiator is well-known.

Double Handed Handshakes

The intention of the double-handed handshake is to show sincerity, trust or depth of feeling towards the receiver. Two significant elements should be noticed. Firstly, the left hand is used to communicate the extra feeling that the initiator wishes to transmit and its extent is related to the distance that the initiator’s left hand is moved up the receiver’s right arm.
Elbow Grasp - The elbow grasp, transmits more feeling than the wrist hold, and the shoulder hold.
In general, the wrist hold and the elbow grasp are acceptable only between close friends or relatives and in these cases, the initiator’s left hand penetrates only the receiver’s intimate zone.

The shoulder hold and the upper arm grip enter the receiver’s close intimate zone and may involve actual body contact. They should be used only between people who experience a close emotional bond at the time of the handshake.

Body Zones

2010-05-24T01:26:00.001-07:00

Zone Distances

The radius of the air bubble around suburban middle class white people living in Australia, New Zealand, England, North America and Canada is generally the same. It can be broken down into four distinct zone distances.

Intimate Zone (between 15 and 45 centimetres or 6 to 18 inches) - Of all the zone distances, this is by far the most important as it is this zone that a person guards as if it were his own property. Only those who are emotionally close to that person are permitted to enter it. This includes lovers, parents, spouse, children, close friends and relatives. There is a sub-zone that extends up to 15 centimetres (6 inches) from the body that can be entered only during physical contact. This is the close intimate zone.
Personal Zone (between 46 centimetres and 1.22 metres or 18 to 48 inches) - This is the distance that we stand from others at cocktail parties, office parties, social functions and friendly gatherings.
Social Zone (between 1.22 and 3.6 metres or 4 to 12 feet) - We stand at this distance from strangers, the plumber or carpenter doing repairs around our home, the postman, the local shopkeeper, the new employee at work and people whom we do not know very well.
Public Zone (over 3.6 metres or 12 feet) - Whenever we address a large group of people, this is the comfortable distance at which we choose to stand.

Conversation Distance

Greeting Each Other

Gestures

2010-05-24T01:25:00.001-07:00

Shoulder Shrug Gesture

The shoulder shrug is also a good example of a universal gesture that is used to show that a person does not know or understand what you are talking about. It is a multiple gesture that has three main parts: exposed palms, hunched shoulders and raised brow.

The Ring or ‘OK’ Gesture

The ’OK’ meaning is common to all English-speaking countries and it means "All correct".

The Thumb-Up Gesture

In Britain, Australia and New Zealand the thumb-up gesture has three meanings, it is commonly used by hitch-hikers who are thumbing a lift, it is an OK signal, and when the thumb is jerked sharply upwards it becomes an insult signal, meaning ‘up yours’ or ‘sit on this’. In some countries, such as Greece, its main meaning is ‘get stuffed’.

Congruence (state of agreement)

We often see a high ranking politician standing behind a lectern with his arms tightly folded across his chest (defensive) and chin down (critical or hostile), while telling his audience how receptive and open he is to the ideas of young people.

How To Tell Lies Successfully

Body Language Speaks Volumes

2010-05-24T01:23:00.001-07:00

Up to 93 % of communication is non-verbal. Including tone of voice, eye movement, posture, hand gestures, facial expressions and more. The pressure of body language can especially be felt in emotional situations. Body language usually prevails over words. Are you good at reading body language?
The eyes communicate more than any other part of the human anatomy. Staring or gazing at others can create pressure and tension in the room. Gangs have fought over the way someone looked at them. Researcher suggests that individuals who can routinely out gaze another develop a sense of control and power over others not so inclined. Maintained eye contact can show if a person is trustworthy, sincere or caring. Shifty eyes, too much blinking can suggest deception. People with eye movements that are relaxed and comfortable yet attentive to the person they are conversing with are seen as more sincere and honest.
Eyebrow muscle draws the eyebrows down and toward the center of the face if someone is annoyed. If someone is empathetic and caring during dialogue the eyebrows will not show the annoyed facial grimace. See eye signal gestures.
The smile: There are 50 or so different types of human smiles. By analyzing the movements of over 80 facial muscles involved in smiling, researchers can tell when a smile is true. Look for the crinkle in the skin at the middle, outside corner of the eyes and if it is not there, the smile is probably fake. Authentic smiles are smiles that "crest" or change rapidly from a small facial movement to a broad open expression.
Bodily cues are the most reliable of all nonverbal signals of deception to help you read body language. This is because a person generally has less conscious control over these than other signals. (Springer, 1996; Ekman & Friesen, 1974). Hand-to-face gestures and shrugs are strong markers of deception. Playing with or touching things nearby during conversations has been found to be associated with deception (Cody & O'Hair, 1983). Deceivers also are likely to have increased illustrator activity--quick and animated use of hands/arms during speech.
Vocal cues can predict deception. More and lengthier pauses during conversation; a lot of such sounds as "uh," "um," word repetitions; intruding sounds not part of the actual speech, less lengthy answers or explanations where they would be expected to be.
Space is important. Personal space is needed and if it is invaded intentionally and at times by oversight can cause an individual to feel uncomfortable or threatened. Studies have shown that individuals that do not respect others space are less popular and often rejected by others.
Gestures communicate. Hand signals can communicate without the use of any speech. Touching communicates. Touching can be friendly or it can be aggressive. The way a person stands reflects their level of confidence and comfort level. If a person stands tall so to speak they are seen as more confident. If someone is standing with their hands on their hips that can indicate aggression or alertness.
When you interact socially develop your listening and observations skills. The above are a guide for looking for the clues to deception they are not fool proof.
Watch your body language. Avoid shifting eyes and head quickly during conversation when someone asks you a question. Do not look down or to the side. Look directly at the person with a sense of confidence but not overbearing or threatening in nature.
Note: If you want to win someone over a good rule of thumb is to mirror his or her body language. Read their body language and follow their lead.

The “Fatal Flaw” question

2010-05-19T23:09:00.000-07:00

TRAPS:
If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc.
A fatal flaw question can be deadly, but usually only if you respond by being overly defensive.
BEST ANSWERS:
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They’re part and parcel of the buyer’s anxiety. The key is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…
Whenever you come up against a fatal flaw question:

1. Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes the buyer’s anxiety.)

2. Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.

3. Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.
Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place. You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.
Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.

Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…

2010-05-01T22:06:00.000-07:00

TRAPS:

Skillful interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position. DON’T

BEST ANSWER:

Remember the rule: Never be negative. Stress only the good points, no matter how charmingly you’re invited to be critical.

Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and whether you’ll criticize him behind his back if pressed to do so by someone in this own company. This question is your opportunity to demonstrate your loyalty to those you work with.

INTERVIEW TIPS

2010-04-29T00:11:00.001-07:00

It’s not fair, but it’s inevitably true: the best jobs go to the candidates with the best interviewing skills, not necessarily those with the best qualifications. To land the job you want, you need to learn proper interviewing techniques. Only by making the right moves before, during, and after your interview can you make an impression that will advance your career. Your performance in a job interview is directly proportional to how much time you spend preparing. Be prepared and you’ll increase your chances of getting the job.
Prepare your answers. Almost all interviews include the same stock questions about strengths, weaknesses and goals. Know exactly what you’re going to say. Unless you’re extremely confident in your speaking skills, write out and memorize your answers, then practice reciting them. Don’t overestimate your ability to “ad-lib.”
Arrive early. Know when and where the interview is and how long it will take to get there. Allow for the possibility of traffic delays. Arrive at least 10 minutes early so you can find the right office.
Dress appropriately. A professional and well-groomed appearance is critical. You can never dress too conservatively for a job interview.
Speak positively. Don’t knock your past or current employers. No matter how justified your feelings, you could be perceived as someone who is not a team player. A negative attitude will always hurt you in a job interview.
Be ready to answer the question: “Why do you want to work here?” Use this question to show that you did your research by explaining how your skills and temperament are a good fit for the corporate culture. Always remember to show interest in the specific job you’re interviewing for, not what the position could lead to next. Also, avoid answers relating to compensation and commuting time.

Why have you been out of work so long?

2010-04-24T23:52:00.001-07:00

TRAPS:

A tough question if you’ve been on the beach a long time. You don’t want to seem like damaged goods.

BEST ANSWER:

You want to emphasize factors which have prolonged your job search by your own choice.

Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”

“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial services, manufacturing, advertising, etc.) industry.”

“So between my being selective and the companies in our industry downsizing, the process has taken time. But in the end, I’m convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well worthwhile for both the company that hires me and myself.

Common Behavioral Questions & Answers

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"I needed to set the departmental objectives for the next six months. (Situation)
I referred to the company's vision and goals for the next two years to decide which activities and tasks my department should concentrate on. I clearly communicated the relationship between our department goals and the company's goals to my staff and explained which activities would best result in achieving these goals. (Action)
"The staff really benefited from having a clear idea of the company vision and how we could contribute to achieving this. Understanding the big picture meant they were able to see how each of them were an essential part of the company's success and this motivated them towards goal attainment." (Result)
Describe a situation when you negotiated with others in your organization to reach agreement (negotiation skills)
The interviewer is exploring your ability to communicate information or alternatives in a manner that gains agreement and acceptance. Show how you are able to look at the position of others, present alternatives and reach an agreement that is positive for both parties.
"My manager presented me with an unreasonable deadline to complete a project. (Situation)
I asked him how he had determined the deadline. He said that it was based on his deadline to present the project to the CEO. I outlined every step that needed to be taken to complete the project and how long each step would realistically take. We discussed possible ways of reducing these time frames. I suggested allocating more resources to the project. He asked me to put together a project proposal that covered what we had discussed and he would use this to negotiate with the CEO for a more realistic time line. (Action)
We were able to settle on a plan that worked for both of us." (Result)
Use these sample answers for questions that come up time and again in behavioral interviews to help formulate your own behavioral examples.

Describe a time when you were faced with a stressful situation that demonstrated your coping skills (stress tolerance)

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The interviewer wants to know whether you are able to perform under pressure and cope with difficult situations. Show that you can stay calm under pressure and are able to plan to reduce stress.
"I worked for a manager who used to yell at me when he was under pressure to meet deadlines. (Situation)
I got upset the first couple of times and then I decided to talk to him about it. I empathized with the stress he was under and suggested that he communicated his expectations clearly to me on a daily basis so that I knew exactly when he needed something and I could also give him feedback on progress. We arranged an early morning feedback meeting every day. (Action)
This helped as we were able to sort out issues immediately and anticipate likely problems." (Result)
Here is a behavioral question that explores the candidate's resilience.
Tell me about a time when you received negative feedback from your manager or supervisor. How did you handle this?(resilience)
The interviewer is looking at your ability to handle disappointment and rejection. Show how you handle criticism whilst maintaining enthusiasm and performance.
"I had worked hard on a presentation to a potential customer. My boss told me that he was disappointed in the quality of the information I presented and that the customer had not been impressed. (Situation)
I was surprised as I felt I had prepared well but I asked my boss to go through the presentation with me again and explain exactly what the problems were. He pointed out outdated information and I realized that I had not used the most recent financial information in my preparation. I researched the updated information and asked if I could rework things and prepare a new proposal for the customer. He agreed. Once I had sent the proposal I followed up with the customer to ask if he had any queries or wanted to discuss anything with me. (Action)
We didn't get that particular contract but the company has asked us to submit a proposal for some other business." (Result)
Tell me about a time you had to quickly adjust your work priorities to meet changing demands (Adaptability)
In this sample interview question the interviewer wants to know if you can effectively perform in different environments and with different tasks, people and responsibilities. Show that you can adjust your actions to meet changing demands and tasks.
"I was in the middle of drawing up my departmental budget when I was asked to put together a costing for a big project we were tendering for. (Situation)
Common Behavioral Questions & Answers
overview
problem-solving, initiative & judgment
team work, leadership & negotiation
attention to detail, work standards & organizing
I made an outline of the information I needed immediately for the costing and assigned a portion to each of my staff. I spent the next couple of days drawing up schedules of the tasks that needed to be carried out to complete the costing and meeting with staff members to brief them and get feedback. I was then able to re focus on completing the budget on time. (Action)
The costing was completed on time, each staff member really contributed and I didn't miss my budget deadline". (Result)
Use these answers to the sample interview question to prepare your own behavioral examples and succeed in the behavioral job interview!
View the behavioral interview questions commonly asked in a customer service job interview.

Describe a difficult problem you had to sort out in your last job (Problem-solving)

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This behavior based interviewing question is designed to explore your ability to identify, analyze and solve problems.
Show how you are able to gather and organize the necessary information and identify the best solution.
Here is a sample behavioral interview answer that you can use as a guide to develop your own good answer.
"We were getting a lot of complaints about late deliveries. (Situation)I met with the staff involved in the customer delivery department and discovered that the problem seemed to be with the stock coming through on time.
I investigated and found that requests for new inventory were not been processed fast enough. The backlog was in the orders department as they were not following up adequately with the suppliers. A system for regular follow up was quickly implemented. (Action)This sorted out the stock problems and the delivery staff were able to meet their deadlines." (Result)

What aspect of your management style would you like to change?

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No-one is the perfect manager so denying that you have any areas for improvement shows a lack of self-awareness and insight. Focus on an aspect of your management style that you're working to improve. Describe the steps you're taking and give evidence on your progress.
"I have been trying not to give my employees the answers when they ask for help with a problem. They need to learn how to come up with the solutions themselves and I need to guide and facilitate this process. I have read up on how to do this and have put these facilitation skills into practice.For example, I allocate however much time is needed to sit down with the employee and work through the problem. We discuss it, I give my view of the situation and then ask the employee to go away and think about the best solution."

What management style have you found to be most effective?

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How have you influenced employees to follow your strategic vision for the organization?

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Leaders develop ownership by involving employees in the decision-making and planning process. They provide resources to facilitate employee success and empower employees by devolving authority to get things done efficiently. Effective leaders develop processes that engage employees in achieving the strategic vision.
How have you encouraged learning and development of employees?
Learning happens at every opportunity. Your answer to leadership interview questions like this should demonstrate that effective leaders develop employees by mentoring, coaching and providing performance feedback on a daily basis. Leaders act as models for their employees but the most effective leaders not only teach by example they take a personal interest in the learning of others and serve as mentors. Additionally they manage learning throughout the organization by continually focusing attention on the learning agenda and providing the resources to facilitate it. Finally leaders monitor learning by getting regular feedback.

What was the most significant change you brought about in an organization?

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Leaders can recognize new opportunities and anticipate long term opportunities. They determine new business directions for the organization. They are able to create enthusiasm and acceptance of the new vision or change and use the appropriate leadership style to inspire and guide employees to embrace change.
Thinks about what the concept of leadership means to you when preparing for leadership interview questions. Look back over your experiences and select insightful examples of how you have demonstrated the competencies associated with leadership.

How would your staff and colleagues describe your leadership style?

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Give me an example to support your answer.
The purpose of this question is to find out if the style is congruent with the organizational culture. The perceptive leader is able to adapt his or her style to fit the follower's, employee's and organizational needs.
What are the most important values and ethics you demonstrate as a leader? Give me an example of these in practice.
Integrity- being truthful and trustworthy and having conviction - is an essential leadership competency. The effective leader demonstrates values and ethics in personal behavior and integrates these values and ethics into organizational practices and activities. A good leader acts with the courage of his/her convictions. While leaders are open with their employees and model honesty, transparency and fairness, they do not violate confidences or divulge potentially harmful information.
Name some situations in which a leader may fail. Tell me about a time when you failed as a leader?
A number of factors can fall outside a leader's control such as the available skill pool in the organization, time constraints, the economic climate. If employees are lethargic and negatively orientated it can create a situation ripe for failure. In answering leadership interview questions that explore how you deal with difficult challenges focus on how you were able to analyze the setback and seek honest feedback to learn from failure. How you used the difficult situation to encourage constructive questioning of policies and practices. Show your ability to be resilient in the face of failure and to constantly work towards improvement.
What role does leadership play for a manager? How have you demonstrated this with your managers?
The leader's role is to communicate the strategic vision to management with clarity. To translate the vision into concrete direction and plans. To identify and communicate priorities, short term objectives, timelines, performance measures, clear accountabilities and performance agreements to management. To provide quality judgment and advice.
Tell me about an innovative solution you developed to a non-traditional problem.
Effective leaders promote change and innovation. Finding solutions to unique problems are facilitated by encouraging a constant information flow in all directions and emphasizing responsiveness to changing demands.
Tell me about a time when the going got really tough. How did you rally the staff and build morale?
Leaders build a sense of common purpose by promoting the organizational vision both internally and externally. They develop and implement effective communication strategies within the organization. Remove barriers to collaboration. Provide clear direction on priorities. Give clear and honest feedback to inspire trust.
What methods have you used to gain commitment from your team?
Leaders gain commitment by influencing and persuading the team to set objectives and buy into the process. They establish a spirit of cooperation and cohesion for goal attainment. They take the team into the performing phase as quickly as possible. Leaders encourage debate and ideas from all stakeholders. They inspire a commitment to success and excellence by demonstrating passionate personal commitment and promote a productive culture by valuing individuals and their contributions.
All leaders have to deal with conflict situations. Describe a recent disagreement or conflict you personally had to handle.
Leadership interview questions exploring how you handle conflict are looking at your ability to understand and respect different views. Demonstrate your ability to settle dispute by focusing on solving the problem taking into consideration the personalities involved. To evaluate the viability of different dispute resolution mechanisms available. To provide support and expertise to others. To negotiate compromise.

What are your career options right now?

2010-04-24T22:52:00.000-07:00

TRAPS:

The interviewer is trying to find out, “How desperate are you?”

BEST ANSWER:

Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working, describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for something more (challenge, money, responsibility, etc.). Also mention that you’re seriously exploring opportunities with one or two other firms.
If you’re not working, you can talk about other employment possibilities you’re actually exploring. But do this with a light touch, speaking only in general terms. You don’t want to seem manipulative or coy.

Describe your ideal company, location and job.

2010-04-23T05:19:00.000-07:00

TRAPS:

This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand.

BEST ANSWER:

The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.

Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.
This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities.

If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York , just wouldn’t be happy at an unknown manufacturer based in Topeka , Kansas .

What are your career options right now?

2010-04-23T05:18:00.001-07:00

Tell me about a problem you uncovered in your previous job. What steps did you take to sort it out?"

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It is often difficult to think of good examples within the time constraints and stressful context of a job interview.
Know which behaviors (sometimes referred to as competencies) are required in the position by reviewing the job description and requirements.
Looking back at your past jobs, prepare good examples using the following technique:
Describe the specific situation or task you were involved in
Detail the action and steps you took in the situation
Outline the results and outcome of your actions. What happened, what was accomplished, what did you learn

What management style have you found to be most effective?

2010-04-16T01:52:00.000-07:00

The interviewer is evaluating your ability to adapt your management style to different people and circumstances. Describe how you are able to employ different management styles and interpersonal skills to get the best out of the situation. Give reasons why you use a particular management style in a certain situation and why it works. For example:
"I find that it is not effective to use only one type of management style, I have to adapt according to the individual I am dealing with and the situation. For example with inexperienced employees I use a management style that involves a high level of task instruction and close supervision. I find this effective because the employee needs to be secure that they know exactly what to do and how to do it. They also require constant support to build their confidence. For a more experienced employee who is comfortable with the work, I delegate the task and expect them to come to me for help if they need it. This demonstrates my trust in their ability to do the job on their own."
Work-force diversity has important implications. Managers need to be able to recognize employee differences and respond to those differences in ways that ensure effective working relationships. Management interview questions will include:
What type of people do you work with most effectively?
This is basically asking what type of employees do you get on with and what type of employees do you find it difficult to work with.

This is an important question because it again evaluates the flexibility of your management style. Are you able to communicate and interact effectively with a variety of individuals? Are you able to establish good working relationships with a diverse group of employees?
"I work well with people who are hardworking, competent and confident of their abilities. Obviously I have had to manage people who do not fall into this category. When this happens I set myself the challenge of developing the employee and helping them to use their skills to their fullest potential. My goal is to support them towards competence and confidence through guidance, direction and mentoring."
What aspect of your management style would you like to change?
No-one is the perfect manager so denying that you have any areas for improvement shows a lack of self-awareness and insight. Focus on an aspect of your management style that you're working to improve. Describe the steps you're taking and give evidence on your progress.
"I have been trying not to give my employees the answers when they ask for help with a problem. They need to learn how to come up with the solutions themselves and I need to guide and facilitate this process. I have read up on how to do this and have put these facilitation skills into practice.For example, I allocate however much time is needed to sit down with the employee and work through the problem. We discuss it, I give my view of the situation and then ask the employee to go away and think about the best solution."

The manager's relationship with his or her employees is determined by the management style employed. This relationship, because of the current economic downturn and downsizing, is more vulnerable than ever before. Expect tough management interview questions that explore your ability to handle diverse employees and changing work situations. Prepare insightful interview answers that highlight your ability to effectively do this.

Work Management

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"Talk me through a short term plan you developed and implemented for your department."
"What methods have you used to prioritize work assignments?"
Answer Guidelines : Describe your ability to establish objectives, set priorities, plan proper assignment of tasks, allocate resources effectively, use appropriate organizational tools and follow up on work status.
Expect manager interview questions that explore your motivation and commitment to a managerial position, such as:
"What do you consider to be the most challenging thing about being a manager?"
"What are the recent trends in management that you have come across?"
"How would you describe your management style?"
These manager interview questions are a good guide of what to expect in your manager or supervisor job interview. Prepare thoroughly and feel confident that you will stand out as the right candidate for the job! Click here to view more management interview

Staff Communication

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"Give me a specific example of when you had to clearly communicate your expectations to a subordinate."
"Tell me about the steps you took to establish rapport with a new staff member."
Answer Guidelines : Show how you communicate information effectively to an individual or group, adjusting your approach according to the situation. Include your ability to see the other person's perspective and establish a constructive relationship.

Staff Development

2010-04-16T01:50:00.001-07:00

"Describe a time you had to provide training or coaching to different staff members on the same tasks."
"Give me an example of when you had to provide feedback to a staff member who was performing poorly, how did you go about this and what was the outcome?"
Answer Guidelines : Show how you have facilitated the development of knowledge and skills, how you adjust your approach according to the individual and provide support where needed. Discuss how you are able to assess the needs of your staff, establish a plan for improvement considering available resources and the individual requirements and gain agreement to this plan.

Staff Motivation

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"Give me an example of when you successfully motivated your staff using incentives or rewards."
"Describe a time you had to motivate a staff member who was reluctant to undertake an assignment.
Answer Guidelines : Show how you determine the appropriate motivation strategies for your staff members by understanding their different needs and perspectives. Include the communication of goals and visions to your staff, gaining commitment to these, establishing appropriate reward and incentive structures and supporting and leading staff to success.

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Judgment and Decision-making

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"Tell me about a tough decision you had to make recently at work , how did you go about making the decision?" "Describe a problem you recently experienced with an employee who reported to you, how did you solve it?" Answer guidelines : Show how you are able to review the relevant facts, consider alternatives and decide on the most appropriate action. Discuss how you take into consideration the available resources and any possible constraints.Manager interview questions will also explore the competency

Anticipate and plan for questions

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Examples include: "What methods have you used to evaluate employee's job performance?" "What experience do you have in setting budgets?" "What systems have you developed and implemented to improve operating efficiency in your department?" The interview will focus on questions that look for evidence of management-related competencies. You will be asked to provide specific examples of when you have demonstrated the required competency. You should reflect on your past experiences, select appropriate examples and plan your response using the following structure: Describe the specific situation or task you were involved in Detail the action and steps you took in the situation Outline the results and outcome of your actions. What happened, what was accomplished, what did you learn? Go through the manager interview questions that explore the essential competencies for a management or supervisory position. Use the answer guidelines to help you prepare your own excellent answers.

Why Are You Leaving Your Job?

2010-03-25T23:20:00.000-07:00

One of the questions that is typically asked in an interview is "Why are you leaving your job?" or "Why did you leave your job?" if you have already moved on. If you were fired from your job, use these answers to respond. If you left of your own accord, review these suggestions on how best to answer and tailor your response to meet your particular situation. Be direct and focus your interview answer on the future, especially if your leaving wasn't under the best of circumstances.
Don't Badmouth Your Boss
Regardless of why you left, don't speak badly about your previous employer. The interviewer may wonder if you will be bad-mouthing his company next time you're looking for work. I once interviewed a person who told me that her last employer was terrible. They didn't pay her enough, the hours were awful and she hated the job. That company happened to be my company's biggest, and most important, customer. And there is no way I would have hired someone who felt that way, justified or not, about our valuable client. So, she gave up any opportunity of getting the job as soon as she answered the "Why did you leave?" question.
Prepare answers to typical job interview questions, like this one, in advance. Practice your responses so you sound positive, and clear, about your circumstances and your goals for the future.
Sample answers to the interview question "Why did you leave your job?
I found myself bored with the work and looking for more challenges. I am an excellent employee and I didn't want my unhappiness to have any impact on the job I was doing for my employer.
There isn't room for growth with my current employer and I'm ready to move on to a new challenge.
I'm looking for a bigger challenge and to grow my career and I couldn't job hunt part time while working. It didn't seem ethical to use my former employer's time.
I was laid-off from my last position when our department was eliminated due to corporate restructuring.
I'm relocating to this area due to family circumstances and left my previous position in order to make the move.
I've decided that is not the direction I want to go in my career and my current employer has no opportunities in the direction I'd like to head.
After several years in my last position, I'm looking for an company where I can contribute and grow in a team-oriented environment.
I am interested in a new challenge and an opportunity to use my technical skills and experience in a different capacity than I have in the past.
I recently received my degree and I want to utilize my educational background in my next position.
I am interested in a job with more responsibility, and I am very ready for a new challenge.
I left my last position in order to spend more time with my family. Circumstances have changed and I'm more than ready for full-time employment again.
I am seeking a position with a stable company with room for growth and opportunity for advancement.
I was commuting to the city and spending a significant amount of time each day on travel. I would prefer to be closer to home.
To be honest, I wasn't considering a move, but, I saw this job posting and was intrigued by the position and the company. It sounds like an exciting opportunity and an ideal match with my qualifications.
This position seemed like an excellent match for my skills and experience and I am not able to fully utilize them in my present job.
The company was cutting back and, unfortunately, my job was one of those eliminated.

What Have You Been Doing Since Your Last Job?

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If you have an employment gap on your resume, the interviewer will probably ask you what you have been doing while you were out of work.
The best way to answer this question is to be honest, but do have an answer prepared. You will want to let the interviewer know that you were busy and active, regardless of whether you were out of work by choice, or otherwise. Here are some suggestions on how to explain what you did while you were out of the workforce.
I worked on several freelance projects, while actively job seeking.
I volunteered for a literacy program that assists disadvantaged children.
My aging parents needed a temporary caregiver and I spent time looking after them.
I spent time being a stay-at-home mom and volunteering at my daughter's school.
I took some continuing education classes and seminars.
As I said, it doesn't really matter what you did, as long as you have an explanation. Hiring managers understand that people lose their job - it can happen to anyone - and it's not always easy to find a new job fast. Also, there are legitimate non-employment reasons for being out of the workforce.

Why Were You Fired

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Fired from your job? Don't know what to say in an interview? Career expert and author, Joyce Lain Kennedy, shares her twelve best job interview answers to the question "Why were you fired?"
Joyce Lain Kennedy is the nation's first syndicated careers columnist. Her work is distributed by Tribune Media Services and appears in more than 100 newspapers and Web sites. In addition, Joyce is author of eight career-related books including Job Interviews for Dummies, where you can read additional excellent interview advice, Cover Letters for Dummies and Resumes for Dummies.
Joyce Lain Kennedy's sample answers to the interview question "Why were you fired?"
Being cut loose was a blessing in disguise. Now I have an opportunity to explore jobs that better suit my qualifications and interests. My research suggests that such an opportunity may be the one on your table. Would you like to hear more about my skills in working with new technology?
My competencies were not the right match for my previous employer's needs but it looks like they'd be a good fit in your organization. In addition to marketing and advertising, would skills in promotion be valued here?
Although circumstances caused me to leave my first job, I was very successful in school and got along well with both students and faculty. Perhaps I didn't fully understand my boss's expectations or why he released me so quickly before I had a chance to prove myself.
The job wasn't working out so my boss and I agreed that it was time for me to move on to a position that would show a better return for both of us. So here I am, ready to work.
After thinking about why I left, I realize I should have done some things differently. That job was a learning experience and I think I'm wiser now. I'd like the chance to prove that to you.
A new manager came in and cleaned house in order to bring in members of his old team. That was his right but it cleared my head to envision better opportunities elsewhere.
Certain personal problems, which I now have solved, unfortunately upset my work life. These problems no longer exist and I'm up and running strong to exceed expectations in my new job.
I wanted my career to move in a different direction, and I guess my mental separation set up the conditions that led to my departure. But by contrast, the opportunity we're discussing seems to be made for me and I hope to eventually grow into a position of responsibility.
I usually hit it off very well with my bosses, but this case was the exception that proved my rule of good relationships. We just didn't get on well. I'm not sure why.
My job was offshored to India. That's too bad because people familiar with my work say it is superior and fairly priced.
I outlasted several downsizings but the last one included me. Sign of the times, I guess.
I was desperate for work and took the wrong job without looking around the corner. I won't make that mistake again. I'd prefer an environment that is congenial, structured and team-oriented, where my best talents can shine and make a substantial contribution.
Kennedy also says, "Practice in advance what you'll say. Then keep it brief, keep it honest and keep it moving." That way, you'll get past the sticky issue of getting fired and can move on to your skills and why you're qualified for the job.

Who Was Your Best Boss?

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I've learned from each boss I've had. From the good ones, what to do, from the challenging ones - what not to do.
Early in my career, I had a mentor who helped me a great deal, we still stay in touch. I've honestly learned something from each boss I've had.

What Do You Expect From a Supervisor

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I appreciate a work environment where supervisors try to make personal connections with their employees.
In my last job, I liked the fact that management did not show favoritism and they were understanding of employees needs, as well as their strengths. Of course, these things take time to know, but I would want my supervisor to try to know me in that way.
I would like to be able to go my manager if I have an issue or idea and to be able to feel comfortable to expressing my thoughts. I would also expect my supervisor to be open and honest with me and to let me know if there is anything I could do to improve upon or do differently in my work.

What Was it Like Working for Your Supervisor?

2010-03-25T23:09:00.000-07:00

typical interview question is "What Was it Like Working for Your Supervisor?" The reason it's asked it to find out how you got along with your boss. Be careful how your answer. Interviewers don't like to hear too much (or much at all) about bad bosses because it could be someone from their company that you're talking about next time around.
I once had a job applicant who spent 10 minutes responding to this question. She told me how awful her boss was and how her company was a terrible place to work. It so happened that her boss was a good friend and golfing buddy of my boss - our company's CEO - and the company was one of our biggest clients. Of course, she didn't get the job.
Don't make the same mistake she did. Instead, accentuate the positive and minimize any difficult situations. Discuss the strengths your past supervisors had and how they helped you succeed in your positions.

About Co-Workers and Supervisors

2010-03-25T23:06:00.000-07:00

For the most part, the following questions may be asked to determine if you are a team player. Take a few seconds, when asked a difficult question, before you answer. An interviewer is not expecting you to have a ready answer. However, the Boy Scout Motto - Be Prepared - - certainly applies here as well.
Tell me about a time when you had to deal with a co-worker who wasn't doing his/her fair share of the work. What did you do and what was the outcome? I worked closely with Ann who, for the most part, always carried her fair share of the work load. During a stressful time, working on a project with a deadline, I realized Ann's contributions to the project were almost minimal. I made the decision to wait until after the project to speak with her. I'm glad I did, because I learned she'd been going through a very tough time in her personal life and she appreciated my willingness to go the extra mile so the project was completed on time. As a result, our ability to work well together significantly increased.
Give me an example of a time when you took the time to share a co-worker's or supervisor's achievements with other? At my most recent position, one of my co-workers, Dan, did an outstanding job of calming an irate customer, solving the customer's problem and completing a sale. When our boss asked me how things were going, I told him everything was going fine and that Dan had just completed calming an irate customer and closing a sale. It was a win-win-win- for our boss, Dan and the customer.
Tell me about a time that you didn't work well with a supervisor. What was the outcome and how would you have changed the outcome?
Early in my career, I had a supervisor (Judy) who was in a fairly good mood on Monday, but it deteriorated each day until by Friday, the supervisor was finding fault with everything I did. I didn't realize, until I left that position, that I had been a contributor to the decline in her mood. Judy would ask me how my weekend was (on Monday) and during the week she would ask how it was going. I would tell her how much fun I was having (I was single) and how I was looking forward to the weekend plans. After I left, I realized my life was in complete contrast to hers and I reminded her of it almost daily. When she asked the questions, I should have had a quick answer, and then asked her how she was doing!!!!
Have you worked with someone you didn't like? If so, how did you handle it? Yes, I've worked with someone whom I found difficult to like as a person. However, when I focused on the skills they brought to the job, their ability to solve problems and the two things I did appreciate, slowly my attitude towards them changed. We were never friends, but we did work well together.
Tell me about a time that you helped someone. Most recently, we had a new hire (Paul) that was really struggling with getting to work on time, and I knew the boss (Harry) was getting irritated. Over lunch one day I explained to Paul how important it was to our boss for everyone to be there at least 10 minutes early. It was personal with the Harry, but you could really get on his bad side when you were frequently late. The new employee was grateful for the advice. At his previous employment, the boss was only concerned about the work getting done on time; he/she did not "watch the clock".
Tell me about a time that you misjudged a person. There was a long-time employee (George) at my second company who was very gruff when he spoke to me. At first, I went out of my way to win the George's approval. Then I realized that was compounding the problem. So I observed how he interacted with other employees and discovered I wasn't alone. He was gruff to most people. I quit trying to gain his approval and, in the process, discovered he'd learned his behavior from a former boss he'd had whom he admired.
How do you get along with older (younger) co-workers? Suggested answer if your co-workers are older: There are times when I just know that a new way of doing something makes more sense to me; but, first hand, I learned that my "better way" may not be the best way to get the job done. As a consequence, I respect my older co-workers knowledge and I've learned how to make a suggestion at the appropriate time.
Suggested answer if your co-workers are younger: I quickly realized it was not my job to "parent" the younger people with whom I work; it was my job to get to know them and for us to find common ground where we could effectively work together. It took time, but the result was worth the effort.

What Was the Biggest Accomplishment in This Position

2010-03-18T04:14:00.001-07:00

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Your potential employer will want to know what you accomplished, and what you didn't, in your current or last position.
The best way to respond is to give an example of something you accomplished that is directly related to the job you are interviewing for. Review your resume and review the job posting. Find the best match and use that to show how what you accomplished will be beneficial to the company you are interviewing with.
If you wrote a targeted cover letter when applying for the job use the information you included to create your response. For example, if you are interviewing for a job at a school where you will need to manage student registration, explain to the interviewer how you registered students for courses, designed and managed registration software, and solved customer problems.
If you didn't fail at anything, say so. If you can think of an example, be sure that it's a minor one and turn it into a positive. For example, if you were working on a project that was behind deadline, explain to the interviewer how you adjusted the workload and the timeline to get back on track and ahead of schedule.

What Was Most / Least Rewarding

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This interview question can be tricky. You want to make sure that the things you say are least rewarding aren't responsibilities that are going to be a major part of the job you are interviewing for. For example, if the last job you had involved extensive customer service telephone work that you hated, and if being on the phone doing something similar is even a minor part of the new job, don't mention it. Instead, focus on the the tasks that were most rewarding and highlight those.
When interviewing, always be cognizant of the job you are interviewing for and tailor your response accordingly. Try to accentuate the positive, regardless of what question you have been asked, because you don't want to be construed as someone who is negative about work, in general.

What Did You Like or Dislike About Your Previous Job

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When you're asked what don't like about your previous job, don't be too negative. The reason is that you don't want the interviewer to think that you'll speak negatively about the new job or the company when you're ready to move on, if you get this job. Rather, it makes sense to talk about yourself and what you're looking for in a new role.
Sample Answer
I enjoyed the people I worked with. It was a friendly and fun atmosphere and I actually enjoyed going into work each morning. I felt the leadership team was great as well. They knew all of their employees on a first name basis and tried to make those personal connections. I also enjoyed that fact that the office tired to do community outreach with local organizations.
One of the reasons I am leaving is that I felt I was not challenged enough at the job. As a fresh face in the working world, the company offers a great opportunity for a good entry level position, however, after being there for so many years, I felt I was not able to reach my full potential because of the lack of challenge and there was no room for advancement in the company. While I did enjoy working there and appreciate the skills I developed while with the company, I feel my skill set can be better utilized elsewhere, where my capabilities are more recognized and there is the opportunity for growth.

How Did You Handle Challenges

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When asked the job interview question "How did you handle a challenge?" be sure to include specific examples of how you handled a particular difficult situation. Discuss how you researched the issue and contributed to finding a solution. Examples of good responses include:
During a difficult financial period, I was able to satisfactorily negotiate repayment schedules with multiple vendors.
When the software development of our new product stalled, I coordinated the team which managed to get the schedule back on track. We were able to successfully troubleshoot the issues and solve the problems, within a very short period of time.
A long-term client was about to take their business to a competitor. I met with the customer and was able to change how we handled the account on a day-to-day basis, in order to keep the business.

Answer The Tough Ones

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There's no worse feeling than when you're in an interview and the interviewer asks you a question to which you don't know the answer.

The best way to handle this dreaded debacle is to go into the interview prepared. Familiarize yourself with a few common difficult questions and arm yourself with answers prepared ahead of time.

Check out these tough interview questions and some suggested responses in order to avoid an interview disaster:

Tough question No. 1: "Tell me about yourself."

This is usually the opening question in an interview and it's the perfect moment for you to toot your own horn -- not to tell your life history. Your answers should be a quick rundown of your qualifications and experience. Talk about your education, work history, recent career experience and future goals.

Suggested answer: "I graduated from University X and since then, I have been working in public relations with an agency where I have generated millions of PR hits for my clients. While I've enjoyed working on the agency side, I'm looking to expand my horizons and start doing PR for corporate companies such as this one."

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Tough question No. 2: "Why did you leave your last job?"

This is your chance to talk about your experience and your career goals, not to badmouth a former boss or give a laundry list of reasons for your exit. Instead, focus on what you learned in your previous position and how you are ready to use those skills in a new position.

Suggested answer: "The company just wasn't a good fit for my creativity, but I learned that organizations have distinct personalities just like people do. Now I know where I'll be a better fit."

Tough question No. 3: "Where do you see yourself in five years?"

Let the employer know that you're stable and you want to be with this company for the long haul. Keep your aspirations to take over the firm with which you are interviewing, own your own company, retire at 40 or be married with five children to yourself.

Suggested answer: "I want to secure a civil engineering position with a national firm that concentrates on retail development. Ideally, I would like to work for a young company, such as this one, so I can get in on the ground floor and take advantage of all the opportunities a growing firm has to offer."

Tough question No. 4: "What are your weaknesses?"

The key to answering this age-old question is not to respond literally. Your future employer most likely won't care if your weak spot is that you can't cook, nor do they want to hear the generic responses, like you're "too detail oriented" or "work too hard."

Respond to this query by identifying areas in your work where you can improve and figure out how they can be assets to a future employer. If you didn't have the opportunity to develop certain skills at your previous job, explain how eager you are to gain that skill in a new position.

Suggested answer: "In my last position, I wasn't able to develop my public-speaking skills. I'd really like to be able to work in a place that will help me get better at giving presentations and talking in front of others."

Tough question No. 5: "Why were you laid off?"

This question will become more common as the economy continues to slow down. It's a tough question, however, especially because many workers aren't told exactly why they were laid off. The best way to tackle this question is to answer as honestly as possible.

Suggested answer: "As I'm sure you're aware, the economy is tough right now and my company felt the effects of it. I was part of a large staff reduction and that's really all I know. I am confident, however, that it had nothing to do with my job performance, as exemplified by my accomplishments. For example..."

Tough question No. 6: "Tell me about the worst boss you ever had."

Never, ever talk badly about your past bosses. A potential boss will anticipate that you'll talk about him or her in the same manner somewhere down the line.

Suggested answer: "While none of my past bosses were awful, there are some who taught me more than others did. I've definitely learned what types of management styles I work with the best."

Tough question No. 7: "How would others describe you?"

You should always be asking for feedback from your colleagues and supervisors in order to gauge your performance; this way, you can honestly answer the question based on their comments. Keep track of the feedback to be able to give to an employer, if asked. Doing so will also help you identify strengths and weaknesses.

Suggested answer: "My former colleagues have said that I'm easy to do business with and that I always hit the ground running with new projects. I have more specific feedback with me, if you'd like to take a look at it."

Tough question No. 8: "What can you offer me that another person can't?"

This is when you talk about your record of getting things done. Go into specifics from your résumé and portfolio; show an employer your value and how you'd be an asset.

Suggested answer: "I'm the best person for the job. I know there are other candidates who could fill this position, but my passion for excellence sets me apart from the pack. I am committed to always producing the best results. For example..."

Tough question No. 9: "If you could choose any company to work for, where would you go?"

Never say that you would choose any company other than the one where you are interviewing. Talk about the job and the company for which you are being interviewed.

Suggested answer: "I wouldn't have applied for this position if I didn't sincerely want to work with your organization." Continue with specific examples of why you respect the company with which you are interviewing and why you'll be a good fit.

Tough question No. 10: "Would you be willing to take a salary cut?"

Salary is a delicate topic. In today's tough economy though, how much a company can afford to pay you might be the deal breaker in whether or not you are offered a position.

Suggested answer: "I'm making $X now. I understand that the salary range for this position is $XX - $XX. Like most people, I would like to improve on my salary, but I'm more interested in the job itself than the money. I would be open to negotiating a lower starting salary but would hope that we can revisit the subject

QA Manager

2010-02-22T22:23:00.000-08:00

Feel confident and prepared by anticipating manager interview questions based on the knowledge and core competencies (skills and abilities) commonly required for success in a management job. The knowledge requirements will vary depending on the employer, level and scope of the manager job. However typical knowledge requirements for managerial or supervisory jobs include:

business and management principles strategic planning administrative procedures operating systems read and interpret accounting and financial reports budgets organizational planning tools information processing applications relevant software applications human resource management principles Manager interview questions around the knowledge requirements are answered by reviewing your resume or CV as they refer directly to your qualifications and work task experience.
Job Interview Guides Overview Accounting Job Call Center Job Customer Service Internship Job Sales Job Project Manager

Common Behavioral Questions & Answers

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Listen carefully to the questions asked and, if need be, ask for further clarification. Answer with an appropriate and specific example. Often the Interviewer will ask follow-up questions to get more information,
" Tell me why you did that"
"Take me through your decision process"
"How did you feel about that"
so it is essential to have a complete, actual example to draw on.
Click on the list of Common Behavioral Questions & Answers above to help you frame your own examples.
Keep in mind that there are no right or wrong answers, it is an attempt to see how you behaved in a given situation. It is not possible to fabricate an example. The Interviewer's in-depth probing will quickly expose this.
Examples can be taken from any context as long as they clearly detail the required behavior.

Sometimes in behavioral job interviews the question will try to find out how you responded to a negative situation."Tell me about a time when you were unable to solve a problem the first time, what did you do?"Prepare some examples of negative experiences, but use those that you were able to get something positive out of or learned something valuable from.
Vary your examples by thinking of situations from different areas of your life and career. Go through your resume to refresh your memory to help you with this. Make sure each example has a beginning, middle and end. Be ready to detail the situation, the actions you took and the outcome.
Stick to the facts. Exaggerating the results will be found out by the interviewer's further questioning. Stick to a specific account of one situation or event to answer the question and avoid generalizing about several related events.

Describe a new idea or suggestion that you made to your supervisor recently (initiative)
The interviewer wants to know if you are proactive and able to generate workable ideas. Show how you are a self-starter who will take action beyond what is asked of you.

" I work in orders and the company was launching a new product. The sales team had in-depth training on it but we had none. (Situation)
I suggested that the orders department should also receive the training so that we would understand what was being ordered and be able to answer any questions if necessary. It was agreed we would all undergo a short version of the training. (Action)
This meant that we could deal professionally with the orders and it also motivated us, feeling part of the launch excitement." (Result)
Tell me about a time that you had to use your judgment and make a decision in your previous job (judgment/decision-making)
The interviewer is exploring your ability to make logical decisions and take action. Show how you consider all the relevant facts, weigh up the alternatives and commit to the most appropriate action.
"I was responsible for ordering office supplies for the company. (Situation)
The company always ordered a month's supply at a time to keep inventory costs low. I had to decide whether to keep doing this or buy six month's supply and get a discount for ordering such a big volume and escape possible future price increases. I did some research and worked out we could reduce our costs by buying for six months, especially since the amount we used remained practically unchanged month on month. (Action)
I was right, the prices went up quite a bit during those six months." (Result)
Remember that these are sample answers that can be used to help you formulate your own examples from your previous jobs or other contexts when answering behavioral interview questions like these.

Describe a time that you demonstrated the ability to be an effective team member (team work)
This behavioral interview question is looking at your ability to build relationships and contribute to team success. Show how you worked effectively with the team, put team goals ahead of your own goals and made a valued contribution to the team output.
" I was transferred to a new department and a new team at my last company. The team members were not welcoming and displayed this by not including me in discussions and communications. (Situation)
I asked each team member to meet individually and informally with me to discuss their expectations of me as part of their team. I was able to explain that I understood their reluctance to trust and accept me straight off but that I wanted to contribute positively.We discussed team objectives, individual roles and working styles and started to develop a rapport with each other. I made sure that I asked for their advice and feedback initially and gradually I earned their trust. (Action)
The team learned to be more flexible in their approach to new staff members and I learned that one has to earn trust and acceptance. Our team works really cohesively towards its goals now." (Result)
Another of the common interview questions that comes up in behavioral interviews explores your leadership skills.
Tell me how you went about setting the goals for your department and gaining commitment from your staff (leadership)
The interviewer wants to know how you lead through goals, vision and values and how you use appropriate methods to guide staff towards goal accomplishment. Show how you are able to set goals and influence your staff to achieve them.

2010-02-22T21:46:00.000-08:00

What are your weaknesses?"

With this typical interview question the interviewer is assessing your self awareness and insight rather than your weaknesses. The ability to acknowledge a weakness is often seen as a sign of maturity and wisdom. Refer to a true weakness but then turn it into a positive by describing it as an area for development. In your job interview answer relate what steps you have taken to try and improve.

"I'm impatient with people who don't work at the same pace as me but I'm learning to manage this. I make sure that they have the right resources for the job, I follow up to see that they are on track and I step in and help when needed"

"I can be disorganized, I am aware of this and make sure I answer my emails and messages straight away. I update my calendar as soon as I have a new task or appointment, this really helps"

A good guide is to acknowledge one or two weaknesses, describe the efforts made to overcome these and end your story on a positive note.

"I've been reluctant to delegate. I have had to re-evaluate this as it was creating a big workload for me. I assign each person a specific, manageable task and then follow up to satisfy myself that it is being done properly, this seems to work well"

Some weaknesses can be interpreted as a strength. Examples include:

"I can be a bit aggressive in getting to my goals"

"At times I can get too involved in other people's problems, trying to help them"

These are two of the most difficult questions to answer in the job interview. Prepare using these sample free interview answers and stand out as the right candidate.

Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.

Return from Free Interview Answers to Best Job Interview

"Why should we hire you?"
Answering interview questions about why you are the right person for the job needs some thought and preparation. Review the job description and note down the job requirements.

Refer to your skills and experience relevant to the job requirements and the company's needs. What benefits are you bringing to this job? Mention your previous successes and your goals for the future.
Be straightforward and confident about your abilities.

" I have the right combination of skills and experience for this job. I also bring the additional quality of strong analytical and problem solving ability as shown by my introduction of a more efficient work flow system at ABC Company.
My commitment to excellent work standards will add value to the team.
I am a fast learner, I had to learn a totally new operating system in my last job and I was up and running within a couple of weeks.
One of the reasons I want to work for this company is your reputation for staff development, learning and growth are important values to me. I sincerely believe I am the right person for this job and for this company"

Common Job Interview Questions and Answers

Overview

Tell Me About Yourself?

What are Your Strengths and Weaknesses?

Describe Your Greatest Achievement?

Your Goals for the Next 5 Years?

Reason for Leaving Current Job?

When answering interview questions like this, don't try to say that you are the best qualified candidate, you are not familiar with the other candidates' skills and experience. Rather highlight the reasons why you are the right candidate for this job.

"My abilities in sales really seem to fit this job. My success at ABC in achieving an annual growth rate of 25% support this.
I have worked with a similar product line and have an in-depth understanding of the technical aspects.
My experience as a member of a large team will contribute to your department and I am enthusiastic about the new challenges involved in this position"

Be enthusiastic about why you want this job.

"I really would like this job selling gift items and I strongly believe I will be good at it. I enjoy talking to customers and helping them find what they are looking for. I am meticulous about handling cash. I look forward to having regular hours and I am very reliable. In fact, my reference emphasizes that as one of my strong points"

For a good guide to identifying your strengths that will help you answer this interview question.

What about answering interview questions
such as
"Why do you want to work for this company?"
Use your background research to prepare for this question, this way you will differentiate yourself from the other candidates.

"I understand this company is expanding, your website indicates that you are about to launch a number of new products. I would like to be a part of this exciting growth"

"I have always wanted an opportunity to work with a company that provides such an important service to the community"

"You are a small company with great opportunity for staff development"

"Your company has a reputation for being innovative and open to new ideas"

Find something specific about the company to hook into. Look at the company values, mission, vision and successes. How do you complement and contribute to these?

"I know that your goal is to become the biggest provider of office supplies in the area. My knowledge and experience of the customer base can make a big contribution to this. I would really enjoy the challenge of growing this business"

"What has been your greatest achievement to date?"
Choose an achievement that is related to the position and is fairly recent. Review the job description, if you have it, or the job posting or ad. What skills are listed as necessary for the job?. This will guide you to the most relevant answer for this employment interview question.
Common Interview Questions and Answers
Tell Me About Yourself?
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why this Company?
Your Goals for the Next 5 Years?
Reason for Leaving Current Job?
Overview
Does the position need superior sales ability, someone with keen attention to detail, strong management skills or excellent problem-solving ability?
Reflect upon achievements that demonstrated this skill. Describe your accomplishment and highlight the job-related skills you used. Point out how the results benefited the company.
If a requirement is problem-solving skills:
"Recently I was asked to implement a new system to reduce our debtors days.I analyzed the problems with the current system, got input from all the stakeholders, and developed a faster way of getting the accounts out and monitoring follow up.Our debtors days reduced significantly and we are currently on target for collections"
If a requirement is attention to detail:
"I am responsible for taking the customer orders by phone.I listen carefully, ask for clarification and always confirm the order to make sure I have everything correct. In this past year I am the only person in my department who has not made an error on the orders.Errors are often costly and frustrate customers. It was really satisfying receiving that recognition and I was given a bonus by my supervisor"
When asking employer interview questions about this, Interviewers particularly want to know about achievements that increased revenues, decreased expenses, solved problems, were innovative or improved a company's reputation.
"My department manager asked me to investigate a bottleneck in the production line. I did some research and suggested a redesign of the department layout so that the production units were in a more efficient sequence.It worked so well, increasing production by up to 20 percent, that my layout design has been adopted by all our branches"
If you have little or no work experience, refer to an accomplishment at school or in an outside activity. Just remember to relate the skills you used to the job in question.
"I was part of the rowing team that recently won the championships. It was a particularly satisfying win as we had trained very hard, requiring a lot of discipline and perseverance, to come up from the bottom of the league.We also really had to work together as a team and keep each other motivated"

It is often difficult to single out one achievement when answering this question.
"I believe I have had a number of successes to date. It is difficult to say which I think has been my greatest accomplishment as they were all important. I am going to focus on my recent achievements as being the most pertinent..."and go on to describe your relevant, recent accomplishments.
Review your company background research to also highlight how your accomplishments fit in with the company mission, vision, goals and values.
Aligning your achievements with the job and company needs, when answering employer interview questions like this, will emphasize why you are the right candidate for the job.
Why do you want to leave your job?"
Be straightforward but avoid negative comments about past employers in the job interview.
Don't bad-mouth the company, your manager or colleagues, it puts you in a bad light. Keep it positive and make the reason for a leaving a constructive one such as a new challenge, exciting opportunity, increased responsibility or learning possibility.
Use this job interview question as an opportunity to focus on the future.
"I have reached the ceiling in my particular job, and I am ready for more responsibility"
"After a number of years in my last position I am now looking for a new experience where I can contribute and grow in a bigger environment"
Avoid stating your salary as a prime motivator for change.
However location is a perfectly acceptable reason for moving.
"I am relocating to this area for family reasons and left my job to make this move"
"I was spending hours each day commuting. I would prefer to be closer to home"
When asked common job interview questions like this, relate how you worked hard in your last position and now you want to use your skills and experience to benefit this company.
"I am interested in an opportunity to use the skills and abilities I have developed over the last couple of years in a new and challenging position"
If there is an obvious issue with the company you were working for, such as layoffs, acknowledge and discuss this.
"There is a great deal of uncertainty about the security of our jobs. I am looking for a stable company where there is the long term opportunity to grow and advance"
Sometimes, it is just the wonderful opportunity offered by the new position that made you consider a move.
"In all honesty I wasn't really looking to move jobs, but this looks like such a great opportunity to use all my skills and experience and I have always admired this company"

Situations to be considered when asked common job interview questions along these lines include the following.
You may have taken time out to raise a family. Use this as an opportunity to reassure the Interviewer that you are now ready to return to the workplace and detail the child care arrangements you have put in place. Point out to the Interviewer the efforts you have made to keep up to date in your particular field.
Taking time off to study is a positive reason. Highlight how this has taken your skills and abilities to a new level, and how it demonstrates your desire for self-improvement and growth.
A travel break can also be seen in a positive light. Emphasize how it has added to your life experience, enabled you to deal with a number of new challenges and increased your self- confidence. The reasons for deciding to spend time traveling should show you as an individual who is keen to learn and grow.
"I believed that I had reached the ceiling in my previous job. I needed to make a career move and decided that I would take the opportunity to spend some time fulfilling my dream and travel before looking for a new position. I have discovered so much about myself and developed a number of skills dealing with all the challenges I faced. I am really excited about returning to the workplace and using all I have learned to contribute in a positive and constructive way"
Make sure the reason you provide for leaving is congruent with the reason you have provided on your resume and the reason that will be given by your previous employer when a reference is done.
Prepare for other typical job interview questions using these complete answer guidelines:
Tell Me About Yourself?
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why do you want to work for this Company?
Describe Your Greatest Achievement?
What are your Goals for the Next 5 Years?
Common job interview questions about leaving your job can be tricky if your reason for leaving is complicated. Go to the information provided in
How to Handle Difficult Questions for specific advice on how to deal with reasons such as retrenchment, personal problems, being fired, conflict with your boss and colleagues.
Standard interview questions and answer guidelines about handling

“Tell me about yourself”
This is one of the most common interview questions and answers are tough to formulate. Where to start, where to end, what to focus on!
Prepare for this question and you can use it as a great opportunity to sell yourself!
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In your answer highlight how your skills, knowledge and experience relate to the job and the company profile.
Where you were born and grew up, or what pets you have is not likely to show the interviewer why you are a good candidate for the job opportunity.

The interviewer wants to know if you will fit in with the rest of the team, the department and the company.
The interviewer is also trying to find out what motivates you and whether it is consistent with what the job and the employer offer.
More Interview Questions and Answers
Overview
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why this Company?
Describe Your Greatest Achievement?
Your Goals for the Next 5 Years?
Reason for Leaving Current Job?
Refer to your background research and review the job requirements, focus on how you specifically meet these needs.
For example, if the job requires you to work as part of a team, tell the interviewer about the projects you have undertaken as a team-member.
Most jobs require an element of team work, so this is a good aspect to focus on when thinking about answers to this interview question
Use this sample answer to help prepare your own good interview answer to this question:
"In my previous 2 positions I worked as part of a team on a number of projects. A big project I was involved with at ABC company was writing a new safety policy.
It was a really in-depth project so I put together a safety review committee. We worked together for a month to identify the safety needs of the various departments and what procedures would meet those needs.
Our policy has been well accepted and safety problems have decreased in all areas"
By pointing out to the Interviewer the specific benefits of hiring you for this job, rather than giving a rambling autobiography, you will be positively remembered and set yourself apart from the other candidates.
The interviewer has probably already read your Resume or CV, so avoid just repeating that information during the interview questions and answers.
For example, when talking about your sales experience, rather than telling the interviewer
"I spent three years in sales at XYZ Company"draw attention to your success during that time.
"When working at XYZ I focused on growing the customer base in the Northeast and increased sales by 50% over a three year period"
It is impressive to quantify your success wherever possible.
Use your research on the company to emphasize how you fit in. For example your information indicates that the company has a strong responsibility to the community, you can point out why you value that, discuss any volunteer work you have done, underline why it is one of the things that attracts you to them.
"I know that this company sponsors some of the local youth football teams. This is a particular interest of mine, last year I got involved in coaching. It is important to me that the company holds the same values"
If you do not have enough information about the position to prepare adequately for this question beforehand, ask the interviewer "What areas would you like me to focus on?" and go from there.
Refer to the specific job interview guides to know which interview questions to expect for positions from accounting to sales. Use the recommended guidelines to prepare for your job interview questions and answers.
This interview question is often included in Group Interview

"What do you see yourself doing in five years?"
It is not easy to answer this interview question in terms of specific job or company expectations. One cannot accurately predict what the job or the company will look like in 5 years time. You can answer in general terms about the type of situation you would like to be in and the way you want to have grown and developed. Avoid giving specific time frames or job titles.
Focus on realistic career opportunities you could expect in your industry and what you hope to have gained from these opportunities.
"It is an uncertain world and one can't predict what is going to happen. However, my hope is that I will have contributed to the success of the company and grown both personally and professionally within my position"
More Interview Questions and Answers
Overview
Tell Me About Yourself?
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why this Company?
Describe Your Greatest Achievement?
Reason for Leaving Current Job?
Your interview answer should relate to the job you are being interviewed for in some way. The interviewer does not want to hear that you hope to have published your first novel or be running your own business.This interview question is designed to assess a number of things.
How long are you likely to stay with the company?
What is your motivation in applying for this position?
Do you look ahead and set goals for yourself?
Combine your personal growth strategies and goals with commitment to the job and the employer.
For example:
"I want to have developed new skills and abilities and to have made the most of my opportunities. This position will give me the opportunity to learn more about managing a work team, this is a goal of mine. I would like to be recognized as an individual who has really added value to the company"

When faced with this job interview question and answer, avoid making over-ambitious predictions about your future potential. This indicates a lack of insight and maturity. Broadly discuss your work values and goals, not focusing on a specific career plan.
"I want to have learned and grown within my work, to have increased my responsibilities and skills. I enjoy a challenge and would like to know that I am constantly meeting new challenges. My goal is to be the best at whatever level I am working at within the company"
Demonstrate that you understand that reward (salary, promotion, responsibility) will be based on the quality and value of your contribution.
"I want to make the most of my abilities and potential. By always doing my best I can ensure that there will be opportunities to increase my value and to grow in ways that benefit both the company and me"
Align your success with the company's success.
"I want to continue to gain experience and be a top -performing employee in a big company such as this one. I want to contribute as much as possible to the company's expansion and success"
The interviewer will respond positively if you present yourself, in this job interview question and answer, as a mature, insightful and self-motivated candidate who wants to make an important and constructive contribution to the company.
The article The Future Job Market and Tomorrow's Jobs provides valuable insights that can help you with this interview question.
Standard interview questions and answer guidelines about handling conflict, your ideal job, how you define success and what motivates you.
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What skills are the the most critical to this position?
Prepare by listing the tasks given in the job description and identifying which skills are key to successful task performance. Consider the technical skills specific to the position such as knowledge of accounting principles and practices for an accountant position, human resource management principles for a HR position, understanding the sales cycle for a sales position etc.
List the competencies required for successful job performance. Competencies or behaviors commonly required in the workplace include problem-solving ability, use of initiative, resilience, adaptability, organizing and planning and team work. Describe to the interviewer how your experience is relevant to these requirements and how you have successfully demonstrated these skills in your previous positions.
"After carefully reviewing this job I would focus on these key skills as the most essential to success. The company is going through considerable restructuring and as a manager I would need to properly manage any changes with my team. My communication, motivation, negotiation and conflict management skills are key to this. In my last job I had considerable experience in these areas when ................."
Free interview questions and answers include other typical job interview questions that explore your suitability for the job. Click on each question to view good sample interview answers.
Common Job Interview Questions and Answers
Tell Me About Yourself?
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why this Company?
Describe Your Greatest Achievement?
Your Goals for the Next 5 Years?
Reason for Leaving Current Job?
Employers want to explore your commitment and motivation for the job. One interview question that prospective employers like to ask is:
What interests you most about this job?
Point out the new challenges and experiences you look forward to in the position and why you are qualified to handle them. Align your interests with the attributes they are looking for in the right candidate. For example:
"I want the challenge of selling a new product. I consider strategy development one of my key skills and I would like to be able to use it to the fullest in developing strategies for selling this product.."
"I get great satisfaction from training new staff members and helping them develop and succeed. I am excited by the sort of training programs I would be running in this position...."
For more free interview questions and answers that deal with your motivation, your interpersonal skills and your work goals click on each of the standard interview questions listed in the table below.
More Typical Interview Questions
What did you like/dislike most about your previous job?
How would you describe your manager/boss?
How would your co-workers describe you?
What motivates you in your job?
How do you define success in your job?
Describe your ideal job
How do you handle conflict?
What has been the most difficult situation you have faced?
Free interview questions and answers include those tough and awkward questions that interviewers throw at you such as:
Where else are you interviewing and for what positions?
This is an awkward interview question and although candidates feel that interviewers shouldn't ask it, they do! So be prepared for it. Be brief, concise and straightforward. Avoid trying to use this as an opportunity to impress by naming big firms in unrelated industries or that are offering different types of jobs. Employers want to hear that you are going for similar positions in the same sort of industry. This confirms your commitment to the job they are interviewing you for. You can rather answer in general terms.
"I have focused only on jobs that offer me the same sort of opportunities and challenges that your organization does in this particular industry. I recently interviewed with XYZ organization for a similar position."
If you have not been for any other interviews you can deal with this interview question in this way.
"I have concentrated my job search on positions that offer the same sort of responsibilities and challenges as this position and with similar organizations. To date I have sent my resume to a number of organizations, including XYZ Company and ABC Inc, and we are in the process of setting up interviews."
View other difficult interview questions with sample answers here.
Most interviews will include some behavioral type interview questions. Be well prepared by using our Behavioral Interview Guide for these type of job interview questions.
The comprehensive lists of free interview questions and answers will help you prepare for success in your job interview.
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What do you like most about your current or last job?
The interviewer wants to evaluate your compatibility with the position you are interviewing for. Make your answer relevant to the job requirements. General reasons such as new challenges, interacting with people, growth and learning opportunities, using your initiative, working as part of a team and meeting set objectives and goals are usually applicable to most job opportunities.
Highlight the reason and make it more specific by quoting an example. "I enjoyed having to use my initiative. I have implemented and improved a number of the systems including the order processing system."
What do you like least about your current or last job?
With typical interview questions like this be careful that the dislikes you talk about do not refer to specific characteristics of the job opportunity you are interviewing for. Stay away from reasons such as overtime and salary. Avoid criticism of your boss, management or co-workers. Be general and refer to the lack of or absence of what you seek in a job or work environment.
For example, "There was very little opportunity for me to use my initiative. I regard this as one of my strengths and found it frustrating that I was unable to get past the bureaucracy of such a big company to implement any improvements. That is why I am enthusiastic about working for a smaller company like this which I know encourages employees to use their initiative." Or "There was a lack of growth opportunities in such as small company. One of the reasons I am so interested in your company is that it is a much larger organization with formal career planning structures in place."
This way you emphasize why you are a suitable candidate for this job and company as well as turning it into a compliment to the company you are interviewing with.
How to answer the question "What do you like and dislike about the sales job?"
How would you describe your previous manager/boss/supervisor
When answering typical interview questions about previous managers avoid saying anything that can be interpreted as negative. It sends up a red flag about your attitude to authority and supervision. Even if there is something truly negative about your boss rather try to find something positive to focus on. The answer you give should be fact-based and not just your opinion.
For example: "My manager was very experienced, he had managed a number of big call centers over the past 12 years. He liked his staff to be able to work independently and I had to learn quickly to become independent about analyzing problems and finding solutions."
More Typical Interview Questions
How would your co-workers describe you?
What motivates you in your job?
How do you define success in your job?
Describe your ideal job
How do you handle conflict?
What has been the most difficult situation you have faced?
In this answer you are stating a positive fact about your boss, his amount of experience. You are also turning a possible negative about your boss, his lack of support, into a positive about you. You have not criticized your boss and you have taken the opportunity to highlight your ability to be proactive and deal with a situation.
Use these sample answers to help prepare your own good interview answers to these typical interview questions. You will stand out as the professional and prepared job candidate.
Prepare for other common interview questions using our recommended sample answers and interview answer guidelines.
Click on the questions you would like to view in the tables.
More Common Interview Questions and Answers
Tell Me About Yourself?
What are Your Strengths and Weaknesses?
Why Should we Hire You?
Why this Company?
Describe Your Greatest Achievement?
Key Skills for this Job?
Goals for the Next 5 Years?
Reason for Leaving Current Job?
For help with those tough interview questions about salary, gaps in employment and lay offs go to these guidelines with useful sample answers.
Preparing good interview answers and practicing before your interview is the most effective way of gaining confidence and ensuring job interview success.
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How would your co-workers describe you?
The interviewer wants to find out if you have a good understanding of how you are perceived and how your behavior impacts on others. Your answer should demonstrate an objective view of your strengths and areas for improvement in terms of teamwork and your interpersonal skills.

In your job interview answer describe the good points and perceptions but also discuss one or two areas that you are aware need attention.
Emphasize what you have done to improve on these areas. This makes your answer both real and insightful.
When you refer to the positive characteristics, support your answer with a quote or paraphrase from one or two of your colleagues.
For example, "I know they considered me to be hard working. In fact, the other team members often thanked me for the extra hours I put in."
Then move on to the areas for improvement.
"I know that I was initially considered intolerant if I felt they were not putting in the same amount of effort as I was. I realized it was better to encourage them to meet our deadlines by offering help where needed. This has worked much better for all of us."
Use work-relevant words like good communicator, reliable, decisive, resilient, energetic, team member when answering top interview questions like this.
What motivates you in your job?
This is a personal trait, there is no right or wrong answer.

However, you need to prepare for this job interview question and note down some specific examples. It is often difficult to verbalize your motivation properly in the stressful context of a job interview.
Other interview questions will determine whether you have the skills for the job - can you do the job. With this question the interviewer is exploring whether you will be a good motivational fit with the job opportunity - will you want to do this job?
What does motivate you will depend on your background and work experiences, but try to make your motivation relevant to what this job can provide. For example if the job is a fairly isolated one do not give "working with other people" as a motivation! You can use this preparation as an opportunity to think about whether this position is really suitable for you in terms of motivational fit.
Here are some sample answers to top interview questions about your motivation to help you prepare your own answers:
"I am motivated by the challenge of difficult tasks and projects.My previous manager gave me more and more responsibility as I proved myself, I found this very motivating."
"It is important for me to meet the customers needs. I give them the best service and when I exceed their expectations or get positive feedback it motivates me."
More Typical Interview Questions
What did you like/dislike most about your previous job?
How would you describe your manager/boss?
How do you define success in your job?
Describe your ideal job
How do you handle conflict?
What has been the most difficult situation you have faced?
"I like to know that I am growing as an employee. Learning and using new skills is a big motivator for me."
There are many different motivators.
Challenge, achievement, recognition, learning opportunities, increased responsibility, coaching or mentoring others, team involvement and interaction, task complexity and variety are all possible answers to top interview questions about motivation.
What interests you most in this job?
Click here for more common interview questions and expert sample answers.
Prepare for Typical Group Interview Questions.
Think about these top interview questions before your job interview. Prepare and practice your answers.
Be confident that you will impress in your job interview as the most professional and suitable candidate.
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How do you define success in your job?
The best way to handle this job interview question is to provide an accepted definition of success and then support this with good examples of your success. One of the well-accepted definitions of success is goal attainment. Achieving a challenging goal or set of goals would be considered success by most people.
It is important to relate your job interview answer in some way to the position you are interviewing for. Measurable and specific examples of success are more convincing.
You can use this sample answer to help prepare your own interview answer for this question.
"Success means the achievement of a challenging and measurable goal that I have set for myself or that has been delegated to me. In my previous position I had specific sales targets to meet every quarter. I set myself the goal of been up on my monthly targets by 5 percent. I managed to exceed my quarterly targets by 8 percent on average. That, for me, was success!"
More Typical Interview Questions & Answers
What did you like/dislike most about your previous job?
How would you describe your manager/boss?
How would your co-workers describe you?
What motivates you in your job?
How do you handle conflict?
What has been the most difficult situation you have faced?
Prepare to answer interview questions like:
Describe your ideal job
The key to how to answer interview questions about your dream or ideal job is that your response should be in line with the characteristics of the job and company you are interviewing with.
Answering this question requires you to consider your strengths and weaknesses, what you have liked and disliked about your current and previous jobs, and what your career ambitions are.
A more general answer will help ensure a fit with the vacant position.
For example:
"My ideal job is one where my knowledge and skills are put to good use.A job where I will learn and grow as a person and an employee and where I am given challenges that test my potential."
You can also take this approach.
"I believe a job is what you make of it. Each position and company has unique characteristics that give meaning and value to that job. If you work hard and make the most of the opportunities given, you will find job satisfaction.I am enthusiastic about a position that allows me to learn and grow and to make a positive and meaningful contribution."
Click here for other common interview questions with sample answers.
Knowing how to answer interview questions that come up time after time in interviews sets you up for job interview success.
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Ask these questions to get more information about the job :
"Could you give me a more detailed job description?"
"How would you describe a typical day for the person doing this job?"
Impress the interviewer by taking your questioning beyond the routine detail of the position. Thoughtful and strategic-type questions about the job demonstrate both your insight and understanding of the position.
Every role has a strategic dimension, ask good interview questions that explore this and show your potential as the right candidate. Examples include:
"What are the priorities in this job?""What have been identified as the areas for change and improvement in this job?""How does this position interface with the objectives that have been set for the department?""What are the most challenging aspects of this job?""What is the critical responsibility of this position?"
Plan good interview questions that focus on the job expectations and needs, such as:
"What would be the ideal skills and competencies for this position?""What are some examples of the best results produced by people in this position?""How would doing an excellent job be defined in this position?""What expertise is currently available in the team? What would this position be expected to contribute to the team?""What would be the most important assignments that need to be accomplished in the first few months in this position?"
Good interview questions to ask include those that provide an opportunity to highlight your suitability for the job. You can do this by asking questions like:
"Do you have any concerns about my ability to fulfill the job requirements?""Are there any areas I need to clarify in order to confirm my suitability for this job?"
These questions allow the interviewer to express any concerns. You then have an opportunity to address them in the best possible way.
Good interview questions to ask also come as a result of listening to what is being said during the interview. Pick up on issues that arise during the interview when you are asked
common job interview questionsand integrate these into your questions. For example:
"From what you have discussed it seems you are experiencing strong growth in sales. How does this impact on the position?"
Candidates want the answer to the question: "Why is this position open?"
This can be phrased in a less challenging way:
"Is this a new position? How long has this position existed?"
This question can alert you to any possible problems with the position. It can also be an opportunity to reassure the interviewer about your suitability.
A good way to wrap up your interview questions is to ask:"May I contact you if I think of any other questions?"
This provides an opportunity for further communication and highlights your interest in the position.
Good Questions to Ask the Interviewer
Tips & Techniques
About Management
About the Organization
Questions to Avoid
It is important that you get the key information you need to decide whether the job itself is suitable for you or not.
Prepare a list of good interview questions that you want to ask about the position and take these with you to the interview.
The interest and motivation you demonstrate by doing this will set you apart as the right candidate for the job!
Read through the article Is This the Right Job for You? to find out what else you need to know about the job to decide if it is the right move for you.
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Toowday Interveiw

How to Train a Team

ABOUT REPEATING YOUR SELF.

Put Your Skills Triangle Together for the Interviewer

THE SKILLS TRIANGLE

Expectations of the Employer

What Do Interviewers Want Anyway?

What are the Hardest Interview Questions?

INTERVIEW PREPARATION

Why aren’t you earning more money at this stage of your career?

How To Develop a Marketing Strategy

How to do Do College Marketing and Enrollment Services

What are the Basics of Conducting Employee Performance Appraisals

What is a Performance Reveiw

How to Improve performance reviews

How to do a successful performance review

How to do Performance appraisals

How to Increase Adult Enrollment

How to Increase Enrollments

Enrollment Strategies

How To Manage Your Company's Growth With The Organization Chart

Manage People

Why do you want to leave your job

Tell Me About Yourself?

What are Your Strengths and Weaknesses?

Why Should we Hire You?

Why do you want to work for this Company?

Describe Your Greatest Achievement?

What are your Goals for the Next 5 Years?

How to Handle Difficult Questions

What has been your greatest achievement to date

"Why should we hire you?"

"Why should we hire you?"

What about answering interview questionssuch as

"Why do you want to work for this company?"

free interview answers

Review the Free Interview Answers to Plan for this Tough Job Interview Question:

Questions

What has been the most difficult situation you have had to face?

Interpersonal Skills

Ten Ways to Improve Your Interpersonal Skills

How to Games for Team Bonding

How to Build a Management Team

How to Manage a Small Team Effectively

How to Manage a Team

How to Manage a Corporate Office with Branch Locations Read more: How to Manage a Corporate Office with Branch Locations

Leg Barriers

Standard Leg-Cross Position

The American Figure 4 Leg Lock Position

Standing Leg Cross Gestures

The Ankle-Lock Gesture

Arm Barrier Gestures

Standard Arm Cross Gesture

Reinforced Arm-Cross Gesture

Arm Gripping Gesture

Partial Arm-Cross Barrier Gestures

Disguised Arm-Cross Gestures

Hand and Face Gestures

The Mouth Guard

Nose Touching and Eye Rub

Ear Rub and Neck Scratch

Collar Pull Gesture and Fingers in the Mouth Gesture

Cheek Gestures

Chin Stroking Gestures

Head-Rubbing and Head-Slapping Gestures

Hand and Arm Gestures

Rubbing the palms together

Hands Clenched Together

Steepling Hands

Gripping Hands, Arms and Wrists

Thumb Displays

Palm Gestures In Body language

Palm Gestures

Shaking Hands

Double Handed Handshakes

Body Zones

Zone Distances

Conversation Distance

Greeting Each Other

Gestures

What about answering interview questions
such as