PLANT TECHNICIAN INTERVIEWER TRAINING PROGRAM

The employment interview is the most universally used method of selecting employees into a company. At P&G, its primary purpose is to obtain information from candidates to determine whether they are suitable for employment. A secondary purpose is to provide candidates with information about the job and Company so that they can make informed decisions about pursuing employment opportunities at P&G. Some specific objectives of the interview are: (1) To clarify data on the application form -- apparent inconsistencies, time gaps in employment or other missing information; (2) To obtain more detailed, job-related information beyond that contained on the application; and (3) To inform applicants about the position and if qualified, to recruit them into P&G.

PLANT TECHNICIAN INTERVIEWER TRAINING PROGRAM TABLE OF CONTENTS INTRODUCTION MODULE 1: PERFORMANCE DIMENSIONS MODULE 2: GENERAL PRINCIPLES OF INTERVIEWING .11 MODULE 3: USING THE PLANT TECHNICIAN INTERVIEW GUIDE 19 MODULE 4: COLLECTING INFORMATION 23 MODULE 5: MAKING RATINGS 27 INTRODUCTION UNDERSTANDING THE INTERVIEW The employment interview is the most universally used method of selecting employees into a company At P&G, its primary purpose is to obtain information from candidates to determine whether they are suitable for employment A secondary purpose is to provide candidates with information about the job and Company so that they can make informed decisions about pursuing employment opportunities at P&G Some specific objectives of the interview are: (1) To clarify data on the application form apparent inconsistencies, time gaps in employment or other missing information; (2) To obtain more detailed, job-related information beyond that contained on the application; and (3) To inform applicants about the position and if qualified, to recruit them into P&G RESPONSIBILITIES OF THE INTERVIEWER The interviewer has a critical role in the interview process He/She must be: (1) Fully knowledgeable about the requirements for technician work; (2) Trained to effectively use the Plant Technician Interview Guide; and (3) Able to provide fair and accurate ratings on the candidate's performance in the interview RESPONSIBILITIES OF THE PLANT HR MANAGER/HIRING COORDINATOR It is the responsibility of the Plant HR Manager to ensure the Plant's interviewers are adequately trained and that the Plant Technician Selection Process is administered as designed Periodic audits of the process should be conducted GUIDELINES FOR USING THIS INTERVIEWER TRAINING PROGRAM This program was designed to provide training to interviewers with varying degrees of experience The following chart should be used as a guide for targeting the training modules After the training, it is most effective to pair new interviewers with an experienced interviewer(s) to provide additional training and further calibration TAILORED MODULAR TRAINING PACKAGES Module TAG Start-Up: For multiple interviewers with little or no TAG experience Inexperienced Interviewers: For interviewers with little or no experience Experienced Interviewers: For interviewers with previous interviewing experience but no experience with the Plant Technician Interview Guide Refresher Course: For experienced TAG interviewers who need to sharpen their interviewing skills and knowledge Calibration Training: For improving the rating accuracy and consistency of interviewers Module Module Module Module Performance Dimensions General Principles of Interviewing Using the Plant Technician Interview Guide Gathering of Evidence Making Ratings √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ MODULE 1: PERFORMANCE DIMENSIONS OBJECTIVES TRAINING INSTRUCTIONS LEARNING POINTS .3 PERFORMANCE DIMENSIONS PRACTICE EXERCISE .4 PERFORMANCE DIMENSIONS PERFORMANCE DIMENSIONS EXERCISE FORM KEY TO PERFORMANCE DIMENSIONS EXERCISE 10 OBJECTIVES When you have completed this module, you will be able to: (1) Explain the key attributes of the seven (7) performance dimensions (2) Recognize multiple performance dimensions included in the same response (3) Recognize performance dimensions addressed in a response, even if the question asked was targeted at another dimension (4) Recognize when the applicant has provided information sufficient to rate a particular performance dimension TRAINING INSTRUCTIONS 1) Review learning points 2) Read instructions to the practice exercise 3) Complete practice exercise: Read seven (7) interview answer examples At the end of each example, classify answers according to the performance dimension addressed in each 4) Review exercise: Go through each example and discuss 5) Wrap-up with summary LEARNING POINTS Performance Dimensions • There are seven (7) Performance Dimensions for Plant Technician work The dimensions are listed below and are defined on pages 5-6 of this Guide: Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity These Performance Dimensions are measured in the Plant Technician Interview Guide to ensure that new hires possess the skills and abilities required for effective performance The behaviors associated with each Performance Dimension help focus interviewers on key areas required for success on the job • The Plant Technician Interview Guide has specific questions for each Performance Dimension that are designed to solicit answers that provide information about each dimension Interviewers must gather as much information as necessary about each Performance Dimension to rate the dimension accurately • Because the Performance Dimensions are related to each other, more than one Performance Dimension is often present in an answer A clear understanding of each dimension is important to recognize the overlap For example, an answer may include elements of Collaboration & Communication and Risk-Taking Interviewers must be able to recognize both of these Performance Dimensions and use that information to rate accordingly A few comments regarding specific Performance Dimensions: Collaboration & Communication: Remember that you have three kinds of evidence regarding Communication During the interview, you will have access to (1) information provided in response to your questions about communication, (2) evidence about communication skills gathered by observing the candidate during the interview, and (3) evidence from the candidate's written application materials Mastery: Mastery should be interpreted as the ability to learn and apply technical skills, as well as manufacturing plant technical experience You should evaluate Mastery by asking about work experience if applicants have plant technical experience Some applicants lack technical experience specific to plant technician work but have the ability to learn the technical requirements of the job One way to determine ability is to examine technical experience broadly Hence, you must be able to identify any technical skills present in a candidate's answer For example, look for skills developed on-the-job such as computer skills or telephone system skills or skills developed through personal experiences such as woodworking and gardening Remember: Avoid only focusing on mastery that is specific to plant technician work; be flexible and examine other technical areas that might indicate a potential to acquire technical skills PRACTICE EXERCISE Materials: • PERFORMANCE DIMENSIONS • PERFORMANCE DIMENSIONS EXERCISE FORM containing seven (7) answers to interview questions Each answer is introduced as Example 1, Example 2, etc and addresses one performance dimension • KEY TO PERFORMANCE DIMENSIONS EXERCISE Instructions: The purpose of this exercise is to familiarize yourself with each Performance Dimension You will read examples of interview answers and identify which of the seven (7) Performance Dimensions are covered by each example Proceed as follows: 1) Read the vignette labeled Example #1 2) Decide which Performance Dimension is being addressed by the candidate • Often, more than one Performance Dimension can be found in an answer Sort the information appropriately and make sure you rate the Performance Dimension represented in the answer which is sometimes different than the Performance Dimension that is targeted by the question PERFORMANCE DIMENSIONS Conscientiousness & Valuing Excellence: Ability to maintain high work standards and concern for the quality of work, to work reliably and conscientiously and to actively improve individual skills • Recognize the importance of quality and take precautions to ensure quality • Strive to exceed minimum performance standards • Seek to build skills and expertise required to be effective • Seek and use feedback on performance to monitor personal improvements • Withstand time pressures and pressure from others when problems occur such as unexpected schedule changes • Accept any work assignment • Be trustworthy and dependable • Be conscientious with regard to work hours, shiftwork, and absenteeism Collaboration & Communication: Ability to build and maintain productive working relationships with diverse people and to promote teamwork and collaboration Ability to communicate clearly and concisely • • • • • • • • • Initiate and build relationships with others Seek input from others on important plans, decisions, and strategies Work well with people with diverse backgrounds and opinions Actively contribute to team initiatives and work collaboratively to find mutually agreeable solutions Support a climate where problems, ideas, and information are readily shared Show respect, courtesy, and consideration in dealing with others Act as an approachable resource to others Readily engage in information sharing using speaking, listening, reading and writing skills Persuade or convince others of an idea or action when needed Solutions: Ability to learn quickly and to identify, logically organize, and solve work-related problems • Learn and apply new information quickly • Anticipate problems before they occur • Use data to identify and understand problems • Logically analyze problems by establishing clear objectives, gathering information to better understand key issues, and targeting actions or solutions to critical aspects of the problem • Understand relationships among different parts in a system and use those relationships to solve problems Mastery: Ability to perform the technical aspects of the work, including process operations, Total Quality, and maintenance activities • Understand and use basic mechanical principles and concepts to operate, repair, and adjust equipment, and troubleshoot equipment problems • Use technical knowledge and skills to solve practical problems • Read and interpret information presented in tables, charts, and graphs • Use measuring instruments to monitor equipment and product quality • Learn and use basic computer terminology and operations required to track production and inventory information • Learn how to use Total Quality tools and methods Leadership: Ability to contribute to the development of team and organizational objectives, to motivate self and others to achieve goals, and to accept responsibility and take ownership in the work • Develop, support, and promote team and organizational objectives • Set goals and establish high standards • Responsibly challenge organizational barriers • Focus on possibilities, not limitations • Inspire and influence others through example • Coordinate and provide direction to others • Train and encourage others to succeed Risk-Taking: Ability and willingness to step outside current boundaries, duties, and areas of responsibility; to take informed risk; to persist in accomplishing difficult goals, despite obstacles; to find ways to improve the work and translate those ideas into workable solutions; and to adjust to unpredictability and change in the work • • • • • • • Is assertive and makes decisions in the face of uncertainty Set specific stretch goals Displays action mindset Respond proactively rather than reactively in all aspects of work Be a self-starter and work well with minimal supervision Put in extra time and effort when necessary to the work Demonstrate perseverance in completing work Capacity: Ability to utilize full capacity to meet and exceed business objectives Ability to manage multiple priorities and organize daily activities to finish required work • Use time management and project management skills to handle multiple priorities • Work on projects that directly effect the organization's results • Be very active and involved, and take on challenging or extra assignments • Continuously develop personal skills and abilities • Improve the product, save time and resources, or simplify processes • Reapply proven ideas to new situations • Adjust to multiple demands, shifting work priorities, ambiguity, adversity, and change PERFORMANCE DIMENSIONS EXERCISE FORM Instructions: 1) 2) 3) 4) Read the examples of interview responses Classify each response into one of the seven (7) Performance Dimensions Indicate in the spaces provided, the key reasons for selecting that particular performance dimension Discuss as a group, the key reasons for selecting each performance dimension EXAMPLE As a team leader with Eagle Manufacturing, I set a goal of improving performance on the team's production line After assessing deficiencies in our team operations, I held monthly training sessions to train team members in these problem areas I helped the team set high, yet attainable goals Then I worked closely with all team members to help them achieve success Mark the performance dimension represented by this example: m m m m m m m Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity List the key reasons for selecting this particular dimension: EXAMPLE I was a member of the tractor acquisition team for my previous company There were four members on the team, two operators and two mechanics I was one of the operators We had to agree on the specifications and criteria for the purchase Since the operators and the mechanics were looking for different things in the tractors, we had some conflict at the beginning as to what would be our priorities Since my colleague operator was a difficult man who did not want to yield on anything, I made sure that he and I agreed on what we needed before meeting with the mechanics After a lot of debating and long meetings, we finally bought tractors that were okay from an operator standpoint I think we got the better end of the deal Mark the performance dimension represented by this example: m m m m m m m Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity List the key reasons for selecting this particular dimension: EXAMPLE The CAM mechanism on the lift table stopped working I followed the CAM shaft to the pinion gear and found the drive chain had come off I repaired it by taking apart the chain's split link with needle nose pliers, replacing the chain on the pinion sprocket, and reconnecting the split link I had to realign the pinion gear and motor drive gear using a straight edge and wrenches so the chain would not come off again The reason this happened is that the pinion gear had come loose and moved on the shaft Mark the performance dimension represented by this example: m m m m m m m Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity List the key reasons for selecting this particular dimension: EXAMPLE At the beginning of my summer job, I wanted to earn $2,000 It was a challenging goal because I was living in a really small town I joined forces with a friend and we worked very hard finding work Eventually we contracted with a rental company to paint houses and our combined earnings topped $5,000 Mark the performance dimension represented by this example: m m m m m m m Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity List the key reasons for selecting this particular dimension: EXAMPLE I performed an audit on a recently acquired division No company team had ever audited the unit And this was a business the company had never been involved in So, it was up to me to determine what audit steps to perform I had to quickly develop an understanding of the business and the document flow I had to analyze the various reports and data available After reviewing all the information, I was able to perform the necessary audit steps within the budgeted time Mark the performance dimension represented by this example: m m m m m m m Conscientiousness & Valuing Excellence Collaboration & Communication Solutions Mastery Leadership Risk-Taking Capacity EXAMPLE List the key reasons for selecting this particular dimension: COLLABORATION & COMMUNICATION Example Interviewer: "Describe the most 'difficult' co-worker with whom you've worked." Applicant: "OK I was a Claims Representative for Allstate Insurance Company and I was responsible for handling liability claims At times, I needed to negotiate with this attorney who was very obstinate and pushy He just wouldn't listen to what I had to say Over time, though, he would cool down to a point where we could at least have a reasonable conversation Although it took some time, whenever we worked together, we always reached an agreement that was satisfactory to both parties So, all in all, I think we were able to work well together." Interviewer: "How were you able to work with him to reach an agreement?" Applicant: "Well, I think most of the problem was that he really wanted to control our negotiations He would start making demands for his client immediately and would get very defensive with me After working with him a few times, I learned that the best way to handle him was to take a firm stand at the outset of our discussion on what I would and would not agree to That way, he knew where I was coming from right from the start." Exceptional Collaboration & Communication Rating (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Describe the most difficult interpersonal conflict that you have handled at work?" Applicant: "I once worked with someone who was very forward and open in front of people He would corner you and confront you in the hallways about the smallest thing In a large group, he would ignore people's opinions and pretend he didn't hear them It really was annoying because he didn't have to handle situations that way Anyway, one day he was doing his little routine to me in the hallway and I got fed up I told him that I was not going to take this anymore and that I would rather have him not talk to me than criticize me in public anymore It worked because we never talked outside work after that." Exceptional Collaboration & Communication Rating (choose one) Very Strong Strong Moderate Weak 42 Example Interviewer: "Tell me about a time when you were part of a group that needed your input to deal with a problem or situation What did you say or do?" Applicant: "I worked for a small, family-owned shoe store a few years back as a shoe salesperson It really wasn't a very good place to work because the environment there was extremely competitive We all worked on commission, so the employees there spent a lot of time literally fighting over the customers It really was to a point where the competition was interfering with good customer service I brought the issue up to my manager and suggested that we address it head on With her agreement, I met with about a dozen of my co-workers individually to try to understand what was causing the problem and get their perspectives on how to fix it Then, I met with the owner to share with him what I had learned and to recommend changes for improvement." Interviewer: "How did your actions or ideas affect the group?" Applicant: "I think I was a very important part of the changes that were made My co-workers were very straightforward with me in expressing their concerns I don't think they would have shared as much with my manager as they did with me." Interviewer: "What was the outcome of the situation?" Applicant: "We made changes to both the compensation and training programs Part of the problem was that the salespeople were being rewarded for sheer volume of sales to the exclusion of other important factors such as the quality of their service, their contribution to the team, etc., so we needed to change those things We also agreed to have a regular monthly team meeting to discuss any problems we were having and address any other issues So, I think it all worked out very well in the end, to the benefit of the salespeople as well as the customers." Exceptional Collaboration & Communication Rating (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you needed to convince a person or group to something." Applicant: "I worked with a person who was one level below me Then he got promoted to the same level as me He immediately developed the "Big Head" syndrome Anything I said or did, he immediately thought I was attacking him and his department My manager asked this person and myself to start counting inventory together twice a week I immediately laid it on the line that we should just the job and get it over with Although we rarely spoke, we still did an outstanding job." Interviewer: "Do you still have contact with this person?" Applicant: "We try to avoid each other when we can However, we would be able to work together if we had to." Exceptional Collaboration & Communication Rating (choose one) Very Strong Strong Moderate Weak 43 SOLUTIONS Example Interviewer: "Describe a difficult problem you solved How did you solve it?" Applicant: "I worked at First Security National Bank as an Accounts Payable/Receivable Clerk, where I was responsible for preparing various financial statements One time, I was proofreading an annual report when I noticed that the figures seemed to be wrong, relative to those that I'd seen in the past It was a very complex report and there had apparently been an incorrect entry made somewhere along the way It was like trying to find a needle in a haystack but I worked my way back and found the problem." Interviewer: "So how did you determine what the problem was?" Applicant: "Well, I knew that the incorrect entry would probably have been in February because I went back to monthly balances and found that the figure for February was very much out of line with the other months After I had narrowed it down to February, then I started checking out weekly and daily balances until I was able to track it down even further Eventually, I found out that one of the daily balances had been entered twice rather than once It was fairly complicated and I had to work through a lot of documentation in order to find the problem." Interviewer: "Looking back, how could the problem have been solved more effectively?" Applicant: "I decided that we really needed to have more checks-and-balances in place to be sure that didn't happen again If I hadn't have caught the error, it really would have been tough to find once it was entered into the computer I recommended that the weekly figures be checked by at least two people to be sure that they were accurate We started doing that immediately and haven't had the problem again." Exceptional Solutions (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you really had to think through a situation and decide what to What did you do? What was the result?" Applicant: "As a relief operator in synthetics, I was new on the job I noticed a noise coming from the filter head area I immediately shut down the line I disassembled the filter head and found a scraper lodged in the head It was probably left over from the night clean up I removed it, checked it for damage, reassembled it, and started it up again This could have resulted in extensive damage and downtime I was all by myself and felt good about solving the problem." Exceptional Solutions (choose one) Very Strong Strong Moderate Weak 44 Example Interviewer: "Tell me about a good decision that you've made How did you arrive at your decision?" Applicant: "I was working as a Credit Manager and was responsible for posting and updating accounts I started seeing a strange pattern occur in the shipping and handling charges for our clients It seemed that clients were being charged for shipping and handling costs that had never been incurred I worked with the Systems Analyst to determine the problem It turned out that the problems were occurring as a result of charges that were posted on Saturdays We were getting some sort of power surge on Saturdays that inadvertently generated the shipping and handling charges on the computer To eliminate the problem, we no longer did any billing for clients on Saturdays We just updated files and such, and that seemed to correct the problem." Interviewer: "Why was it a good decision?" Applicant: "Well, it was good because it worked We didn't have any problems whatsoever after that, so I think it was the right decision." Interviewer: "How could it have been improved?" Applicant: "Well, I think we could have done something to make sure that people didn't try to post entries on Saturdays We could've locked the computer or put signs on them to make sure it didn't happen I think that actually was done a few months later." Exceptional Solutions (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Describe a difficult problem you have solved How did you solve it? What was the result?" Applicant: "As a cost accountant, I had a shipment variance that was extremely high I researched all the relevant data and found that a shipment had been delivered without proper documentation So, I recommended to my manager that shipments be recorded by the shipping department and accounting, and then reconciled weekly I designed the recording forms and trained the shipping manager and the accounting clerk in the new procedure As a result, variances were nearly eliminated." Exceptional Solutions (choose one) Very Strong Strong Moderate Weak 45 MASTERY Example Interviewer: "Tell me about a time when you fixed some equipment that wasn't working What was the problem and how did you fix it?" Applicant: "Well, actually, I a lot of the repairs around the house I've fixed the toaster, electric can opener, and things like that I most of the maintenance work and repair on my car, too I don't any major engine work, but I my own tune-ups, oil changes, and so forth." Interviewer: "How you generally determine the cause of an equipment failure?" Applicant: "I usually try to trace it back to the source of the problem, starting with the symptoms Usually, if I check on a few things, I can narrow it down to a couple of potential causes Then, it's really a matter of trial-and-error I also use manuals and books to help me to the extent that I can." Exceptional Mastery (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you had to use tools to make or repair something What did you make or repair?" Applicant: "Well, I really enjoy carpentry I've built several pieces of furniture for my home - tables, chairs, bookcases I find it really interesting and challenging." Interviewer: "What tools did you use?" Applicant: "Usually, I make furniture from drawings or kits Oh, I use all your basic hand tools - saws, drills, and so on I'm pretty good with tools." Exceptional Mastery (choose one) Very Strong Strong Moderate Weak 46 Example Interviewer: "Tell me about a situation when you did not have the technical knowledge to something related to your work What did you do?" Applicant: "I did a locker room renovation project for my company I had to layout and design the facility within a $42,000 budget I drafted the plan using some architectural knowledge that I gathered through the years I picked out the materials, weighing the different advantages and disadvantages of each I made the decision about the size, color, and layout of the new locker room with the help of technical manuals The most important factor in building this facility was the cost; every aspect of the project, from materials to the electricians, had to be closely monitored." Exceptional Mastery (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about an experience you have maintaining or repairing machines or equipment What was the most difficult maintenance or repair work?" Applicant: "I live in a 14 unit apartment building I run a small business doing repairs I repair or install water heaters, furnaces, washers, dryers, doors, locks, appliances, etc I learned these skills on-the-job The only repairs I don't are to TV's, VCR's, and radios I try to avoid doing electrical stuff because the work is too complicated and detailed I leave that to the experts." Exceptional Mastery (choose one) Very Strong Strong Moderate Weak 47 LEADERSHIP Example Interviewer: "When you work with others in a group, you usually like to take the lead, or you prefer someone else to take the lead?" Applicant: "I can't think of many situations where I actually led a group myself I guess the reason for this is because no one has ever put me in a leadership position In the past, it seems as if I've been more comfortable with others taking the lead If I were in a leadership role, I feel that I work better under situations where there have been clear goals that have been previously set." Interviewer: "Can you think of a situation where you had a clear goal to work toward? Describe the situation." Applicant: "I worked in supply for the DuPont Co There was a time when our total quality as a department was down In the supply department, we had a goal of 99.9% accuracy for outside orders During one quarter last year, we had only 98% accuracy within our department, well below our goal As a group, we got together and decided to something about it I felt that our shop had worked fairly well up to that point and that we were just experiencing a temporary down period I felt that our time would be better spent on the job We did end up making some changes Overall, our department came much closer to its goal the next quarter." Exceptional Leadership (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you confronted something or someone that made it difficult to your work What did you do? What obstacle did you encounter and how did you handle them?" Applicant: "During my last summer job, I was responsible for planning and coordinating office assignments for a group of 34 employees who were being relocated to a new building After a while, I realized that there was not enough space in the new facility to give the employees the same office space as they had before I decided that I would try to divide the new space as fairly as possible without mentioning it to the employees I was afraid that they would complain to me even though it wasn't my fault It turned out that a few did complain after the transfer but I directed them to my supervisor It turned out O.K." Exceptional Leadership (choose one) Very Strong Strong Moderate Weak 48 Example Interviewer: "Tell me about a time when you confronted something or someone that made it difficult to your work (e.g., a supervisor, policy, or procedure)?" Applicant: "Working at J.C Penney, in a sales commission department with thirteen other sales associates, required one to be aggressive yet not overbearing There was one associate who had been with the company a number of years and assumed that if she spoke to a customer, that customer was "hers" and she should get the sale if that person purchased any merchandise Most of the staff (including myself) did not agree with this We felt that if another salesperson contributed more effort, that they should get credit for the sale Most of the complaining in this situation was done behind the scenes and persisted for some time." Interviewer: "What did you do?" Applicant: "I felt that I could not let her intimidate me, as she did some others She approached me once when she thought I had taken "her" sale I explained to her that if someone said they were not being helped, I was going to assist that individual and also take credit for the sale I also commented that I thought that the guidelines for sales were possibly a little bit vague and may need some clarification She agreed and we approached management about the situation In turn, with the approval of management I volunteered to spearhead a group of salespersons in developing guidelines for credit of sales The result was a set of guidelines for salespersons in taking credit for a sale Once, these guidelines were established, I set up a time line for implementation with a three month trial period after which we reviewed the guidelines, and then full implementation Because of everyone participating in the development of these guidelines, they were supported by all salespersons These guidelines have not only clarified this vagueness, but have also made the working environment more pleasant." Exceptional Leadership (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you led others in accomplishing something How did you it? How were you able to motivate them?" Applicant: "I was the only one on my team who could keep up when working as a riveter Because of this, I never got a chance to maintain my skills on other parts of the line and no one else kept up their riveting skills I brought this up at one of our team meetings and got everyone's agreement to try to find a solution I once took a seminar on the Principle Based Decision Making model I used my training and led the team in developing and evaluating several ideas We found the best solution for the problem Now everyone can keep up and we all can rotate to other work." Exceptional Leadership (choose one) Very Strong Strong Moderate Weak 49 RISK-TAKING Example Interviewer: "Tell me about a time when you did something because it needed to be done and no one asked you to it." Applicant: "When I started working for Acme Inc., neither myself nor my co-workers knew very much about the different parts we had on inventory or their exact location The more experienced workers did know quite a bit of our inventory, but on a consistent basis we had to ask plumbers where some of the pipes were or ask electricians to identify electrical equipment, etc I proposed the idea of an in-house catalog of parts to management They gave me the approval to at least start to develop one I knew that this was a big project, so I established a timeline to guide the project until final implementation I took pictures of all of the inventory we had and identified all of the parts that I knew of and labeled them as well as identified their location Next, I had the three most experienced workers identify all of those parts which they recognized and labeled those Finally, for the remaining parts I summoned the residential experts (i.e mechanics, electricians) until every piece of inventory and their location was identified I put the entire manual together which included every piece of inventory Although I ran into some difficulties in obtaining the input of some of our professionals, I still met or in some cases exceeded the timeline goals for the project This manual is used by the entire department and we no longer have to bother plumbers, mechanics or electricians in order to identify and locate parts." Exceptional Risk-Taking (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Describe a situation in which you went 'above and beyond the call of duty' to complete a job or task What did you do?" Applicant: "As my shift was about to end, I was in the middle of a problem on the wrapper Since my team leader and I had already talked about situations like this coming up, I knew I had her okay to stay and finish the work Because the cost of the line downtime is much more than a little overtime, I stayed and helped the incoming team get started up The next day I got a group together to figure out how to prevent this problem from reoccurring So far it's worked." Exceptional Risk-Taking (choose one) Very Strong Strong Moderate Weak 50 Example Interviewer: "Describe a situation in which you went 'above and beyond the call of duty' to complete a job or task." Applicant: "As a reservation agent for Delta Air Lines, I must maintain a high degree of accuracy in quoting air line schedules and rates numerous times daily At the end of one month we were behind in meeting our monthly goals for number of flights Meeting our goal is important in order for the company to survive and for us to keep our jobs We all needed to pull together and our best to encourage customers to fly Delta So I made a special effort to quote the price of every flight including alternate routes." Interviewer: "Why was this above and beyond the call of duty"? Applicant: "I had to go out of my way to find alternate flights At times, I was with a customer for 25 minutes or longer." Interviewer: "What was the result?" Applicant: "We did obtain our monthly goal as a department." Interviewer: "Would you it again?" Applicant: "If our department was in that kind of bind again and our jobs depended on it, I would definitely it." Exceptional Risk-Taking (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Give me an example of a time when you saw a need for something to be done and took it upon yourself to it Describe the situation What specifically did you do?" Applicant: "When I was in school, I was a waiter at the local country club Because of vacations, we would often be short handed, so I would stay over and help out if I had to It was pretty hard telling the guys you'd be late for the party on Saturday night but I really thought that it was my responsibility to fill in the gap These extra couple of hours on the job made a difference in the quality of the service offered by the country club and the members were always very satisfied with the service, even when we were short-staffed." Exceptional Risk-Taking (choose one) Very Strong Strong Moderate Weak 51 CAPACITY Example Interviewer: "Give me an example of a time which shows your ability to handle several things at once." Applicant: "I was working at a bank in the Real Estate Department, and I was asked to cover someone else's responsibilities as well as mine while that person was on vacation Unfortunately, I had to meet deadlines for both positions at the same time I must admit I wasn't thrilled to have to both jobs However, I just followed the instructions that were left for me, did what I was told, and got the work done At times, some of the deadlines weren't met in my own job and it is likely that the work I did in the other job wasn't always the best But they had to understand that I was doing so many things at once Multiple deadlines can be difficult to keep track of and can affect your work." Interviewer: "How did you decide what to first?" Applicant: "I just worked really hard on everything It was all important I did what it took to get the job done There really wasn't much else I could Both jobs had to be done." Exceptional Capacity (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when to had to work quickly to meet a deadline What did you to make sure that you would meet the deadline?" Applicant: "The HP-3000 computer went down during my shift This computer was responsible for the quality control of the brake pads we produced The line operated at around 400 pads an hour so it was important to fix the computer quickly I also had an important budget review meeting to attend to This meeting was scheduled months ago and was extremely important It basically brought the team up-to-date on our budget status and helped plan the next budget period I focused all my energies on the computer and when I realized that I was going to be late for the meeting I notified the budget director to tell her that I was going to be late I succeeded in getting the computer back up and went to the meeting half an hour late." Exceptional Capacity (choose one) Very Strong Strong Moderate Weak 52 Example Interviewer: "Tell me about a time when you had to balance many competing priorities and did so successfully." Applicant: "College, for me, consisted of many time constraints and deadlines Arriving at class and work on time, finishing class projects and homework when due, and taking care of my family commitments were things that I faced each and every week My week consisted of a fifteen hour class load, a 30hour per week job, and numerous hours devoted to raising my two children and managing a household I believe my time management skills and being very organized helped me to be successful at school, at work, and at home." Interviewer: "How did you determine your priorities?" Applicant: "Well, as a general rule, my children need to come first, followed by my work I always have time to fit my school work into my schedule around my family and work commitments For example, I'll some reading late at night after the kids are in bed or during my lunch hour at work I find a way to fit it all in The biggest key, though, is to be as flexible as possible I found that I really had two prioritized lists: 1) my overall list of priorities that I mentioned before (e.g family, work, school), and 2) a list prioritizing my coursework While in school, my planner was one of my most valuable and dependable friends Things are always changing with my schedule and my kids' schedules, so I'm constantly changing my routine and have to be aware of my priorities I think this overall experience has been important to my success." Exceptional Capacity (choose one) Very Strong Strong Moderate Weak Example Interviewer: "Tell me about a time when you were under pressure to get a lot of things done What caused the pressure? How did you handle the situation? How did you respond to the pressure?" Applicant: "Once I was the first person at a multiple injury accident First I made sure the next person to arrive called the rescue squad Then I helped the injured I had to assess the need in order of breathing, bleeding, and injured walking I got others who had stopped to help attend to the least seriously hurt so I could use my first aid training to assist the people hurt the worst When the rescue squad arrived I was able to direct them to the patients with the greatest need first Because of my efforts, I was given an award by the local Fire, Police, and Rescue Commission." Exceptional Capacity (choose one) Very Strong Strong Moderate Weak 53 KEY TO RATING CALIBRATION EXERCISE CONSCIENTIOUSNESS & VALUING EXCELLENCE RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • Individually developed and championed ideas which resulted in system improvement Indicated a strong desire to ensure high quality work • • • Indicated a strong desire to ensure high quality work Consistently exceeded expectations of self and others No examples of adapting to new demands, priorities, or work assignments • • Did not contribute ideas Did not convey appreciation for the importance of quality in the work • • Recognized the importance of and tried to meet quality standards required or set by others No examples of adapting to new demands, priorities, or work assignments COLLABORATION & COMMUNICATION RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • Was not collaborative and pushed own ideas without seeking others' points of view Understood need for people to work together • • No evidence of contributing to positive outcomes when working with others in difficult situations Voiced sharp, pointed criticism at others • • Supported a climate where problems, ideas, and information were readily shared Opened issue to discussion by voicing concern to group • • Has not been able to communicate readily with others Has expressed ideas to others in ways that are not fully effective SOLUTIONS RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • Formed a well-reasoned conclusion regarding the problem situation handled situation based on his/her experience • • Anticipated a problem on his/her own and took individual action to solve it Handled the situation based on his/her experience • • Did not try to solve problem on own; deferred to others to solve Did not indicate experience with solving significant problems • • Gathered and integrated information from a variety of sources to better understand key issues Recognized a developing problem and brought it to the attention of others 54 MASTERY RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • May be able to make simple repairs using common hand tools Used available resources to trouble shoot routine problems • Demonstrated basic technical abilities - may be able to make simple repairs using common hand tools • • Showed willingness to develop skills in technical areas important to the work Used technical manuals • • May be able to make simple repairs using common hand tools History of regularly repairing equipment with some support LEADERSHIP RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • Has no real leadership experience; tends to be a member rather than a leader of groups Prefers not to take leadership roles; works better as a member than as a leader of a group • • • Identified a barrier to the work Has no real leadership experience Prefers not to take leadership roles • • Coordinated the efforts of others to accomplish something important Provided feedback by pointing out what was ineffective and why • • Coordinated the efforts of others to accomplish something important Provided constructive feedback, including what was ineffective and why; provided helpful suggestions RISK-TAKING RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • • Set goals and a thoughtful plan for meeting them Took the initiative to address problem situations Persisted in accomplishing a complex task despite difficulties or other obstacles • • Showed desire to meet work expectations; was willing to put in extra time to complete work Followed through on priorities • • Accepted responsibility for improving results Did not follow through on priorities • • Has not gone above and beyond the job requirements Accepted responsibility for improving results 55 CAPACITY RATINGS EXAMPLE #1: EXAMPLE #2: EXAMPLE #3: EXAMPLE #4: SUPPORTING STATEMENTS • • Was unable to set priorities when faced with multiple tasks Was unable to follow through on work plans developed by others • • Was able to adjust priorities to meet work requirements Accepted flexibility in scheduling as part of the work • • • Individually developed and championed ideas which resulted in system improvement Responded constructively to pressures Indicated a strong desire to ensure high quality work • • Took a broad view when determining priorities Demonstrated ability to develop work plans, follow through, and complete a task while maintaining flexibility required to meet shifting demands W/JLI/PT INTERVIEWER TRAINING UPDATED 5/30/00 56 ... INTERVIEWER TRAINING PROGRAM This program was designed to provide training to interviewers with varying degrees of experience The following chart should be used as a guide for targeting the training. .. MANAGER/HIRING COORDINATOR It is the responsibility of the Plant HR Manager to ensure the Plant'' s interviewers are adequately trained and that the Plant Technician Selection Process is administered as designed... modules After the training, it is most effective to pair new interviewers with an experienced interviewer( s) to provide additional training and further calibration TAILORED MODULAR TRAINING PACKAGES