Interview Guide undergraduate.docx

Interview Guide undergraduate.docx

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InterviewGuideundergraduate

UndergraduateandGraduateSchoolCandidates

PhilipsLeadershipCompetencies:

InterviewQuestionsandBenchmarkAnswers

Undergraduate/GraduateSchoolCandidates

TableofContents

SectionPage

∙Introduction3

∙ContentOverview4

∙Instructions5

∙InterviewingBestPractices6

-InterviewingProcess6

-ConductingtheInterview6

-AftertheInterview7

∙CluestoLeadershipCompetenciesonResumes8

∙PhilipsLeadershipCompetenciesandfactors–entrylevel9

∙InterviewQuestionsandBenchmarkAnswers10

-I.ShowsDeterminationtoAchieveExcellentResults11

-II.FocusesontheMarket13

-III.FindsBetterWays15

-IV.DemandsTopPerformance17

-V.InspiresCommitment19

-VI.DevelopsSelfandOthers21

∙Appendix

-SampleLeadershipCompetenciesInterviewForm

Introduction

PhilipsElectronicshasidentifiedsixcompetenciesthatareexhibitedbythemostsuccessfulleadersinthecompanyworldwideandwillbeincreasinglyimportantinthefuture.Theyare:

∙ShowsDeterminationtoAchieveExcellentResults

∙FocusesontheMarket

∙FindsBetterWays

∙DemandsTopPerformance

∙InspiresCommitment

∙DevelopsSelfandOthers.

Thissetofinterviewquestionsandbenchmarkanswershasbeendesignedtoassistmanagersinidentifyingthesekeyleadershipcompetenciesinindividualsrecruitedfromcollegeundergraduateandgraduateschoolprogramsduringtheiron-siteinterviews.Youmayalreadyhavesomeleadershipcompetency-relatedquestionsyouliketouseandshouldcontinuetodoso.Thequestionsaboutleadershipcompetenciesshouldbeintegratedintotheinterviewingprocessalreadyinplace.

ContentOverview

∙Thefirstsectionofthisguide,InterviewingBestPractices,summarizesbestpracticesinpreparingfor,conductingandevaluatingtheresultsofaninterview.Pleasereaditcarefullybeforeusingthequestionsandbenchmarkanswers.

∙ThesecondsectionprovidesCluestoLeadershipCompetenciesOnResumes.

∙Thethirdsection,InterviewQuestionsandBenchmarkAnswers,isdividedintosixparts,oneforeachleadershipcompetency.Eachbasicquestionisfollowedbyoneormoreadditionalquestionsorprobes.Theseprobesshouldbeusedtoelicitcompleteinformationfromcandidates.

Achoiceofquestionsisprovidedforeachcompetency.Youshouldselectquestionsthatpertaintotheleadershipsuccessfactorsinyourbusiness,particularlyearlyinanindividual’scareer,thepositionthecandidateisbeingconsideredfor,andthecandidate’sbackground.Remember,whileinterviewingfortheleadershipcompetenciesisimportant,themajorityoftheinterviewshouldfocusondeterminingwhetherthecandidatehastheknowledge/skillsandexperiencetodothejobhe/sheisbeingconsideredforatthetimeoftheinterview.

Benchmarkanswersareprovidedforeachquestion.Theyprovideaframeworkfordecidingwhethercandidates’answersarestrongorweakindicatorsoftheleadershipbehaviors.Thebenchmarkanswersareonlyexamples.Candidates’responsesmaydiffer.Youwillneedtoexercisejudgmentindecidingiftheanswerreceivedisstrong,weakorsomewhereinbetween.

∙ALeadershipCompetenciesInterviewFormaccompaniesthisguide.Youcanuseitto1）recordtheleadership-relatedquestionsyouplantoask;2）takenotesduringtheinterview;and3）ratethecandidateaftertheinterview.Acompletedsampleisprovidedintheappendix.AsupplyoftheseformsisavailablefromHumanResources.

Instructions

∙Decidewhichleadershipcompetency（ies）youwilltakeresponsibilityforassessinginyourinterview.Thecompetenciesandfactorsforentrylevelaredescribedonpage9.Yourleadershipquestionsshouldbeadditionstoyourspecificjobrelatedquestions.（SeeInterviewingBestPractices.）

∙Selectthecompetency-relatedquestionsandprobesyouwanttouseandrecordanabbreviatedversionofthemontheLeadershipCompetencyInterviewForm（seesampleintheappendix）.Addquestionsofyourown.

∙Intheinterview,followeachbasicquestionwiththeprobesneededtogetascompleteapictureaspossible.

∙Takenotesduringtheinterviewinthespaceprovidedontheform.Recordspecificevidenceofthecompetency.Don’trecordimpressionsorassessments.Theseshouldbeformedaftertheinterview.

∙Followingtheinterview,reviewyournotes.Comparetheanswersyourecordedtothebenchmarkanswers.Reviewthepatternofresponsestothequestionsyouaskedaboutaparticularcompetency.Recordanyadditionalinformationaboutthatcompetencyprovidedbytheresumeandyourobservationofthecandidate’sbehaviorduringtheinterview.Basedonalloftheinformationyouhave,usetheratingscaleontheInterviewFormtoratethecandidateonthecompetency.

InterviewingBestPractices

InterviewingProcess

∙Meetwiththepeoplewhowillbeinterviewingaparticularcandidateasagrouptoclarifyrolesandresponsibilities.Decidewhattopics/areaswillbecoveredovertheentireinterviewprocessandwhowillcovereachtopic/areawiththecandidate.Forexample,eachinterviewershouldtakeresponsibilityforcoveringoneortwoleadershipcompetenciesindepth.He/sheshouldalsoaskquestionsaboutotherareas.（Alloftheleadershipcompetenciesshouldbecoveredintheinterviews.）

∙Aftertheinterviewsarecompleted,reconveneasagrouptoshareknowledgeaboutthecandidateandtodevelopafullpictureofthecandidate’squalifications.Donotusethesessionforadebateaboutthecandidate.Useittogaininsightintowhetherthecandidate:

-Candothejob.（Doeshe/shehavetheskillsandexperienceneeded?

）

-Wantstodothejob.（Howwellmatchedarethecandidatesinterestswiththejobandthecompanyculture?

）

-Hasleadershippotential.（Hashe/shedemonstratedevidenceofkeyleadershipcompetencies?

）

∙Asagroup,ratethecandidateagainstthejobrequirementsandmakea“hire/nohire/gathermoreinformation”recommendationtothehiringmanager.Atthispoint,donotratecandidatesrelativetooneanother.Comparisonofcandidatesshouldbereservedforselectingamonganumberofcandidates,allofwhomhavereceiveda“hire”recommendation.

ConductingtheInterview:

∙Askprimarilyopen-endedquestions,onesthatcannotbeansweredwithasimpleyesorno.Ifacandidatehasdifficultyrespondingtoaquestion,offerhelpbyprovidingpotentialresponsesorrephrasingthequestioninadifferentway.

∙Besureyourprobesarenotthreatening（e.g.Whywouldyoueverhavedone…?

）andnotleading（e.g.Thisjobrequiresalotofflexibility.Tellmehowyouexhibitedflexibilitywhileyouwereincollege.）

InterviewingBestPractices

ConductingTheInterview（continued）:

∙Becarefulnottoconfuseopen-endedquestionswithunstructuredones.Unstructuredquestionsareverybroadandallowthecandidatetotalkaboutalmostanything.（e.g.Tellmeaboutyourself.）Insteadaskopen-endedquestionsthatfocusonparticularbehaviorsorsituations.（e.g.Tellmeaboutatimewhenyouexceededagoalyousetforyourself.）

∙Probeforacompleteresponsetoyourquestion.Askthecandidatetoexplainthesituation,whathe/shepersonallydidandwhatresultwasachieved.Makesurethecandidatewasnotsimplyawitnesstotheeventshe/shedescribes.

∙Listencarefullytowhatandhowthecandidaterespondstothequestionyouask.Acandidate’sanswerswillgiveyouimplicitcluesabouthis/herabilitytothinklogically,communicateverbally,analyzeasituationandproblem-solve.Candidateanswersalsoprovideindicationsabouthowconfident,energeticandenthusiastiche/sheis.

∙Askthecandidateifhe/shehasanyquestions.Acandidate’senthusiasmandinterestinthecompanycan,inpart,beassessedbythequestionshe/sheasks.

Aftertheinterview:

∙Finishmakingnoteswhileyourmemoryisfresh.Includeevidencegainedfromthewayinwhichthepersonconductedhimself/herselfduringtheinterviewandfromthewayinwhichanswerswereframedandcommunicated.

∙Meetasagroupwithotherswhohaveinterviewedthecandidatetodevelopabalancedpictureofthecandidate.Usetheinputeachinterviewerhasgatheredtoevaluatethecandidateandmakea“hire/nohire/gathermoreinformation”recommendation.

CluestoLeadershipCompetenciesonResumes

Inadditiontoincludingspecificquestionsabouttheleadershipcompetenciesintheinterviewprocess,youshouldexaminethecandidate’sresumeforcluestoleadershipskills.Eachleadershipcompetencyonthelistbelowisfollowedbyindicatorsofthatcompetencythatcanbefoundonaresume.

∙ShowsDeterminationtoAchieveExcellentResults

-Highgradepointaverage/classstanding

-Awardsforscholastic,athleticorotherachievement

-Recognitionfromacommunitygroupforservice

-Founderofasuccessfulbusinessororganization

∙FocusesOntheMarket

-Foundedasuccessfulbusinessororganization

-Workedonthebusinessendofastudentactivity（i.e.newspaper,theater,fraternity,etc.）

-Heldajobrequiringsignificantcustomerinterface.（Successinthepositionandlearningsfromitshouldbeprobedintheinterview.）

-Hadabroadarrayofexperiences（i.e.travelabroad,differenttypesofjobs,variedextracurricularpursuits,etc.）

∙FindsBetterWays

-Participatedinaprojectthatchangedthewaysomethingwasdone

∙DemandsTopPerformance

-Levelofdifficultyofcollegemajor

-Highgradepointaverage/classstanding

-Awardsforscholastic,athleticorotherexcellence

∙InspiresCommitment

-Ledagroupofpeersoveranextendedperiodoftime（i.e.severaltimeshadbeenelectedcaptainofateam,presidentofanorganizati