UNIVERSITY OF WASHINGTON Facilities Services Foundational Values - Interview Questions

advertisement
UNIVERSITY OF WASHINGTON
Facilities Services
Foundational Values - Interview Questions
1.
If you are selected as a finalist for this position, we will be calling on your work
references. What do you expect they will say about your safety habits, technical
skill level, and ability to get along with others?
2.
What are some of the more challenging aspects of your current job and how do
you handle them?
3.
After having reviewed the job description, what parts of this job will be the most
difficult for you?
4.
Tell us about some of your accomplishments of which you are especially proud.
5.
Please describe one or two of your most important accomplishments in your last
position.
6.
Describe the expectations your supervisor should have of you.
7.
Why do you want to work at the University of Washington?
8.
Please tell us why you want to work at the UW and what skills or qualities you
would bring or add to this position?
9.
How does this position fit with your overall career goals?
10. In considering your abilities, what area(s) do you need to improve?
11. What will your references say are your strongest and weakest trade skills?
12. How would you describe your learning style—do you prefer to read manuals,
attend training classes, and receive one-on-one training? Please explain.
13. What three words would you use to describe the attributes/qualities of an effective
crew?
14. What was your least favorite position and why?
15. What do you like most/least about your present job?
16. What are your long-term career goals?
17. What specific kind of work do you most enjoy doing and least enjoy doing?
18. What training have you had to improve your work knowledge, skills and abilities
related to this job?
19. What motivates you to be productive and do quality work?
20. How do you keep up-to-date with new developments/technology in your trade?
21. What type of environment do you work best in and why?
22. What motivates you to do the best job you can do?
23. What does the word “integrity” mean to you?
Sensitivity to Diversity
24. Briefly explain how you would promote and support diversity in the workplace.
25. What do you consider to be the most important skills for successfully working with
diverse people and cultures and why?
26. Explain what valuing diversity in the workplace means to you and give us an
example of your experience working in and with a culturally and ethnically diverse
group.
27. Please tell us about a specific situation where you had to get something across to
someone that he or she found difficult to understand.
28. Give us an example of a difficult communication issue you have encountered, how
you dealt with it, and what you would have done differently if you could do it over
again.
29. Describe your past experience in working in a culturally diverse work environment.
30. If you observe behavior that you know to be unacceptable in the workplace, such
as racially or sexually inappropriate language, how would you respond to the
situation?
31. Have you ever experienced any problems in working harmoniously with people
who have backgrounds and interests that are different from yours? If so, how did
you handle the situation?
32. What would you do if you witnessed an incident of harassment by one employee to
another?
33. What have you done in the past three years to build your skills for working in a
diverse work environment?
34. In your past positions, what have you done to ensure a work environment that
values diversity and is all-inclusive?
35. What is the most important thing you have learned about working in a diverse work
environment?
36. Give an example of a diverse work force that got along well. To what do you
attribute their success?
37. Describe your best experience working with a diverse group of people.
38. How do cultural differences effect the work environment?
39. In a culturally diverse work environment, what have you done to ensure that
everyone is treated the same?
40. How do you effectively communicate with others?
41. UW work crews are usually quite diverse. Please describe how you have
interacted with a co-worker or client who speaks a different language or doesn’t
understand your message.
Relationships with Supervisor
42. Briefly explain what you expect from your supervisor and what kind of supervision
you work best under and brings out your best work.
43. How do you handle criticism from a supervisor?
44. Give us an example of a time a supervisor critiqued your work and how you
responded.
45. Describe an incident in which you disagreed with your supervisor and how it was
resolved.
46. Describe the best supervisor you’ve worked for and what made him/her the best
and also describe the worst supervisor you’ve worked for and what made him/her
the worst.
47. Tell us about a time when you strongly disagreed with a decision your supervisor
made. What did you do?
48. What characteristics distinguish a good employee from an average employee?
49. How do you feel about receiving work assignments and taking directions from a
lead who may be less experienced than you, or from a supervisor who may not
have any technical experience in your field? How would you go about working out
the differences?
50. How would you react if you felt that your lead/supervisor gave you direction that
was not correct or efficient, and what if you were told to follow the direction
anyway?
51. Describe your expectations of an effective working relationship between you and
your lead or supervisor.
52. When you present your supervisor with work-related problems, how do you assist
him or her in resolving them?
53. Do you prefer to have some input in decision making with regards to your work, or
would you prefer to be given a firm work plan to follow? Why?
54. What do you consider a successful employee-supervisor relationship?
55. What do you do when no procedure exists for a job you’ve been assigned?
56. Describe a situation in the past where you made a mistake and your supervisor
made you aware of it. What was your response?
57. Describe an occasion when your work or an idea was criticized and how you
responded.
58. What do you do when you are assigned a task that you don’t want to do?
59. What do you do when you’re given directions you don’t like?
60. What do you do when you’re assigned a job that others didn’t want to do?
61. What do you do when you’re held accountable for someone else’s mistakes?
62. Describe a time when you had a problem with your supervisor and had to talk to
him or her about it.
63. Describe a situation in which your supervisor was upset with the way you did
something. How did you respond?
64. What are some of the things that you and your supervisor have disagreed about
and how were they resolved?
65. How do you keep your supervisor informed regarding work issues?
66. What would you do if your supervisor gave you a new task, but didn’t provide any
training on how to safely perform the job?
67. Your supervisor has explained to you twice on how to use a new piece of
equipment, but you still don’t understand. What do you do?
68. What do you expect from your manager or supervisor?
69. How do you effectively communicate with others?
70. What do you do if you hear a rumor about your lead or supervisor?
71. When you have tried to talk with your supervisor about a concern but the
supervisor brushed you off, what did you do? What else could you have done?
Supervisory Skills
72. What kind of supervision do you work best under and why?
73. How do you determine if the level of communication you establish with your
supervisor/manager is adequate?
74. How would you react if you felt that your supervisor or manager gave you direction
that was not correct or efficient, and what if you were told to follow the direction
anyway?
75. Two employees come to you about a verbal disagreement. One says the incident
happened one way, and the other employee has a different story. There are no
other witnesses. What will you do?
76. You have an exemplary employee who suddenly starts coming in late. How will
you handle this situation?
77. How important do you think attendance and punctuality are and why?
78. An employee complains that you gave another employee a benefit that the
complaining employee did not receive and that this is not fair. How will you handle
this situation?
79. What do you believe your role should be in correcting performance and other work
related problems?
80. What do you believe a supervisor’s role is in motivating his or her crew?
81. How would you go about motivating a work crew?
82. During an employee’s performance evaluation, the employee suddenly slams his
fist on the table and starts to berate you. How will you handle the situation?
83. Why do you want to become a lead/supervisor?
84. What do you believe are lead or supervisor responsibilities?
85. What is the most important quality a lead/supervisor should have?
86. Describe your leadership style.
87. What qualities do you look for in selecting new employees?
88. You assign two employees to a two-person job. One of the employees complains
to you that they do not want to work with the other person because they are bossy,
they do not do good work and that they never get back from breaks on time. What
do you do?
89. How would you go about getting employees involved in developing solutions to
workplace problems?
90. What work have you assigned to other people and what follow-up did you provide?
91. What would you do if an employee didn’t do the work as you instructed?
92. What do you find most rewarding or gives you the most satisfaction about leading
or supervising others?
93. As a lead/supervisor, what is needed to ensure that a crew has assignments and is
ready to start work on time?
94. How do you ensure that employees under your direction follow the University of
Washington rules and regulations?
95. What would you do if an employee refused to follow your directions?
96. An employee has a tendency to criticize your particular methods of work. As a lead
or supervisor, how do you deal with this?
97. You have an employee who is consistently late getting to the job site, takes long
breaks, and leaves the job site or shift early. What do you do?
98. What do you think is the most effective method of maintaining shop discipline and
support for departmental objectives?
99. In planning the work to be done by your crew, would you separate marginal
employees from the better, or would you try to work them together and why?
100. When you assign work to your crew, how do you determine who should do each
job?
101. If one of your employees used all the allotted time for a job, and it basically
conformed to the requirements of the codes and the requesting department, but
you felt it was of poor quality, what would you do?
102. You go out to a job to find that the work you expected to be accomplished has not
been done and the craftsmanship is poor. What would you say to the people
working on the job?
103. Describe your experience in dealing with the poor performance of employees who
report to you.
104. You have just given an employee a poor performance evaluation. The employee is
upset and strongly disagrees with you. What do you do?
105. Give an example of a situation in which you managed or led a work group and
were able to create a high morale and high productivity team.
106. Describe a time when you had difficulty getting others to work together and how
you handled it.
107. Describe a situation where you were successful in directing the work of others.
108. What was the most difficult decision you’ve had to make as a supervisor/lead?
Explain what happened.
109. Describe your experience monitoring work to ensure deadlines are met.
110. How have you ensured compliance with instructions, procedures, standards and
the quality of workmanship of those you have led/supervised?
111. Have you led or supervised any employees with performance problems? What did
you do to correct the problems?
112. An employee recently received a poor performance evaluation. Since that time
he/she has developed a negative attitude. What do you do?
113. How do you effectively communicate with others?
114. Explain how a supervisor can establish effective communications with staff
members.
115. What are some good guidelines to keep in mind when directing employees?
116. In what instances are written communications better than verbal communications?
117. How do you deal with employees who abuse the break policy?
118. Please give an overview of your experience supervising others.
119. How do you know when you have effectively communicated with people you
supervise?
120. What do you think is the most difficult aspect of supervising others?
121. What do you do when a rumor about one of your employees is brought to your
attention?
122. How do you motivate people to perform the best that they can?
123. How does a lead/supervisor set the tone in the workplace?
124. How do you prepare for a performance correction meeting with an employee?
125. What does the word “integrity” mean to you?
126. How do you verify the accuracy of time slips submitted by your employees?
127. Tell us about any experience you have had where you were responsible for signing
off on employees’ time slips and leave requests.
128. Describe your experience checking the quality and quantity of employee’s work.
129. What responsibilities have you had for ensuring that jobs are completed as
specified in work requests?
Related documents
Download