2019年最全最實(shí)用Warehousingsupervisor-C

1、Interview GuideTarget Position: Date: Candidate: Interviewer A : Preparation Checklist1. Review application material, including resume(curriculum vita) and any application forms. Decide while jobs/experiences are most relevant to the target job.2. Prepare to conduct the Key Background Review.- Note

2、any/experiences on which you are unclear or would like more information.- Note any gaps in employment.3. Prepare the Planned Behavioral Questions section.- Review the competency/skill definition and key actions.- Modify questions to better fit the candidate' s experience.- Decide if the order of

3、 the questions should be changed; develop additional questions if necessary.4. Estimate the time needed to cover each section of the Interview Guide.Outline for Opening the Interview1. Greet the candidate, giving your name and position.2. Explain the interview' s purpose:- To acquaint interviewe

4、r and candidate.- To learn more about the candidate' s background and experience.- To help the candidate understand the position and organization.3. Describe the interview plan:- Briefly review jobs/experiences.- Ask questions to get specific information about those jobs/experience.- Provide inf

5、ormation about position and organization.- Answer candidate ' s question about the position and organization.- Point out that you both will get information needed to make good decisions.- Indicate that you will be taking notes.4. Explain the job 'nstieasl sfuenctions and ask if the candidate

6、 can perform the essential functions with or without reasonable accommodation. (Required in the United States)5. Make the transition to the Key Background Review.Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major responsibilities/duties? Any change in responsibilities?

7、What did/do you like best the position? What did/do you the least?Why did you (or why are you planning to) leave?Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major responsibilities/duties? Any change in responsibilities?What did/do you like best the position? What did/

8、do you the least?Why did you (or why are you planning to) leave?Communication Planning/Analysis:Establishi ng courses of acti on for self an d/or others to en sure that work is completed efficiently in light of the strategies and destination of the department an d/or orga ni zati on.Key Action:-Set

9、Priorities- Establish objectives and milest ones- Estimate times and schedule activities-Ide ntify and allocate resources-Use toolsQuestions:1. Tell me about a time whe n you adjusted your work schedule because you could n't get all the n ecessary parts, materials, or equipme nt for a project. T

10、ell me about one of those situati ons. What did you do?SituationActionResultCommunication:Pla nning and orga ni zati onRati ng:Problem Solving: Forming an opi nion or maki ng a decisi on through careful test ing of assumptio ns an facts; tak ing acti on that is con siste nt with available facts, con

11、 stra ints and probable con seque nces.Key Action:- Define decisi on criteria- Con sider alter natives- Con sider all pert inent facts- Weight impact of alter natives- Inform others whe n n ecessary- Commit to most appropriate acti onQuestions:1. Describe the biggest work-related problems you have f

12、aced in the past six mon ths. How did you han dle them?SituationActionResultProblem Solvi ngRat ing:Communication:Interview Close1. Additi onal In formati onIntroduce the buy-time question.“ I ' m going to ask a question that I' d like youto think about for a few minutes before answering. Wh

13、ile you' re thinking, Ireview my notes to see if there is other information I need.” The question is:Why should you be considered for this position?2. Review notesWhile the candidate is thinking about the question, review your notes to identify any area where more information is needed, or infor

14、mation needs clarification.3. Buy-time answers answer to-ttihmeebquuyestion.Ask for the candidate4. Additional questionsAsk any additional questions based on the review of your notes.5. Position /Organization/LocationProvide information on position, organization, or location. If you are the last int

15、erview. Check the candidate' s understanding of these areas. (Note anythings state motivations andthat appears to match or conflict with the candidate preferences.Give candidate the opportunity to ask questions. (Note the questions asked here)6. End the interviewExplain next steps in selection p

16、rocess. Thanks the candidate for a productive interview.Post-interview Instructions1. Identify complete STARs throughout the Interview Guide.2. Categorize STARs into appropriate competence/skill.3. Indicate whether each STAR is effective(+) or ineffective(-).4. Consider the weight of each STAR accor

17、ding to its impact, recency, and similarity to the target job.5. Determine and record the rating the rating box (lower right corner ) for each competency/skill use the following system:E-Excel: The individual demonstrates well-developed expertise, and is considered highly skilled and influential in

18、this competency or skill area; Can provide expert advice, and train or develop others in this competency or skill area.P-Proficient: The individual has great knowledge and experience in this competency or skill area; well advanced; more than acceptable in this competency or skill area.C-Competent: T

19、he individual has requisite or adequate ability in this competency or skill area; meets the criteria for successful performance in this competency or skill area.G-Gap: The individual is not fully competent in this area. The individual may have had limited or no opportunity to demonstrate this skill

20、or competency, but there is every reason to believe that he/she will be able to sufficiently develop this skill or competency in a reasonable period of time, with guidance, practice, and/or reinforcement.V-Void: The individual is not fully competent in this area, and will not be able to sufficiently

21、 develop this competency in a reasonable period of time.F or NF-Fit or Not a Fit: Use to assess Motivational Fit for job, Organization and/or LocationClarifying ratings:n: No opportunity to observe or assess.W: Weak/Want more data (for example, Cw); use when only STAR is collected for a competency o

22、f skill area.Eh: To high. Ah individual's skill level is so extremetlhyaht iigt hcould bedetrimental to the individual' s, team ' s, or organization' s performance.Post-interview Instructions6. Evaluate the applicant' s behavior in the observable competencies/skill.- Review your

23、notes and determines whether the applicantn e'acshbehavior icompetency ' s/skill ' s key actions was effective(+), neutral(0), or ineffective/absent(-).- Place a check mark in the appropriate box for each key action- Use the five-point scale from step5 to a rate the applicant' s behavior in thefollowi ng compete ncies/skills. Write the rati ng in the box provided.Communication-Clearly convey in for