This document provides guidance on interviewing for federal jobs. It discusses different interview formats, types of questions, and how to prepare and structure responses. Structured interviews involve all candidates receiving the same questions, while hiring manager interviews are less formal. Behavioral and situational questions are common. Responses should follow the STAR model, using specific examples to demonstrate skills and competencies. The document also reviews anticipated challenges and strategies for handling different situations that may arise during interviews for government positions.
This document provides guidance on preparing for different types of interviews. It outlines frameworks for structuring behavioral stories using STAR format and approaching situational and case interviews. Key types of interviews covered include behavioral, situational, resume-based, and case-based. For each, examples of common questions are given along with tips on how to prepare an effective response using frameworks like STAR. Common mistakes in interviews are also discussed. The document stresses practicing widely, preparing thoroughly for one's own experiences and resume, and having mastery of frameworks and course concepts from an MBA.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, and case-based interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also discusses common mistakes and how to create an interview preparation sheet to practice examples from one's resume and background. The document emphasizes thoroughly understanding one's resume, industry knowledge, and the role in order to perform well across different interview styles.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based, and guesstimate interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also notes common mistakes to avoid and emphasizes thoroughly knowing one's resume and researching the interviewing company and industry.
The document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based, and guesstimate interviews. For each type, it provides examples of common questions and discusses how to prepare, including using the STAR framework to structure answers. Common mistakes made in interviews are also outlined. The overall document aims to help candidates understand different interview styles and effectively prepare their responses.
This document provides an overview and agenda for Daksh 2020 - Placement Excellence Program. It discusses what recruiters look for in candidates during interviews such as talent, potential, competence for the job, and achievements. It outlines different types of interviews including behavioral, situational, resume-based, industry/function/technical-based, case interviews, case analysis and presentation, and guesstimates. For each type of interview, it provides examples of common questions, how to prepare, and common mistakes to avoid. The goal is to help candidates gain best practices for interview preparation.
This document from the Duke Career Center provides resources and guidance for interview preparation. It includes sample interview questions, an explanation of the STAR method for answering behavioral questions, information on case interviews, tips for informational interviewing, and how to develop an effective 30-second introduction. Key points covered include highlighting relevant experiences and accomplishments, being able to provide specific examples when answering questions, and focusing the introduction on benefiting the employer.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document provides guidance for conducting behavioral interviews at Citrix. It outlines the objectives of interviewing and selection training which includes learning how to use behavioral interviewing techniques. It describes key components of behavioral interviewing such as focusing questions on the essential job functions and using open-ended questions. Sample behavioral interview questions are provided addressing skills such as coping with stress, motivating others, and taking initiative. Guidance is given on preparing for an interview, including developing an interview plan and evaluating candidates based on the required technical and behavioral skills for the target position.
This document provides guidance on preparing for different types of interviews. It outlines frameworks for structuring behavioral stories using STAR format and approaching situational and case interviews. Key types of interviews covered include behavioral, situational, resume-based, and case-based. For each, examples of common questions are given along with tips on how to prepare an effective response using frameworks like STAR. Common mistakes in interviews are also discussed. The document stresses practicing widely, preparing thoroughly for one's own experiences and resume, and having mastery of frameworks and course concepts from an MBA.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, and case-based interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also discusses common mistakes and how to create an interview preparation sheet to practice examples from one's resume and background. The document emphasizes thoroughly understanding one's resume, industry knowledge, and the role in order to perform well across different interview styles.
This document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based, and guesstimate interviews. For each type, it provides examples of common questions and recommends using the STAR framework to structure answers. It also notes common mistakes to avoid and emphasizes thoroughly knowing one's resume and researching the interviewing company and industry.
The document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based, and guesstimate interviews. For each type, it provides examples of common questions and discusses how to prepare, including using the STAR framework to structure answers. Common mistakes made in interviews are also outlined. The overall document aims to help candidates understand different interview styles and effectively prepare their responses.
This document provides an overview and agenda for Daksh 2020 - Placement Excellence Program. It discusses what recruiters look for in candidates during interviews such as talent, potential, competence for the job, and achievements. It outlines different types of interviews including behavioral, situational, resume-based, industry/function/technical-based, case interviews, case analysis and presentation, and guesstimates. For each type of interview, it provides examples of common questions, how to prepare, and common mistakes to avoid. The goal is to help candidates gain best practices for interview preparation.
This document from the Duke Career Center provides resources and guidance for interview preparation. It includes sample interview questions, an explanation of the STAR method for answering behavioral questions, information on case interviews, tips for informational interviewing, and how to develop an effective 30-second introduction. Key points covered include highlighting relevant experiences and accomplishments, being able to provide specific examples when answering questions, and focusing the introduction on benefiting the employer.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document provides guidance for conducting behavioral interviews at Citrix. It outlines the objectives of interviewing and selection training which includes learning how to use behavioral interviewing techniques. It describes key components of behavioral interviewing such as focusing questions on the essential job functions and using open-ended questions. Sample behavioral interview questions are provided addressing skills such as coping with stress, motivating others, and taking initiative. Guidance is given on preparing for an interview, including developing an interview plan and evaluating candidates based on the required technical and behavioral skills for the target position.
This document provides an overview of Daksh 2020 - Placement Excellence Program which focuses on best practices for interview preparation. It discusses what recruiters look for in candidates, different types of interviews including behavioral, situational, resume-based, and case interviews. For each interview type, it provides examples of common questions, tips on how to prepare, and common mistakes to avoid. The document also covers industry/function-specific interviews, guesstimates questions, and things to keep in mind for virtual interviews.
The document discusses evaluating training programs through various methods. It outlines the goals of evaluation, such as assessing progress, evaluating curriculum and staff, and justifying expenditures. Common myths about evaluation are debunked, such as the ideas that results cannot be measured or that evaluation will lead to criticism. Effective evaluation requires collecting data at different stages using instruments like questionnaires, observations, interviews and performance reviews. The document provides guidance on developing these instruments and conducting evaluations to improve training programs.
The document provides guidance on behavioral interview questions, which are used to assess competencies through discussing past experiences. It outlines common question cues, example questions, and tips for answering questions using the STAR method of describing a Situation, Task, Action, and Result. A sample behavioral question is given regarding organizational skills, with an example answer following the STAR structure to discuss resolving a double-booking situation at an event planning job.
Management by Competencies for a Successful Organization.pptxSaqib Mansoor Ahmed
This document discusses competency-based human resource management. It begins with an introduction to competency-based HR and outlines the key areas this approach can be applied to, including competency modeling, interviews, career planning, training and development, and performance management. It then provides details on each of these areas. For competency modeling, it explains how competencies are defined and identified. For interviews, it contrasts traditional versus competency-based interviews. For career planning, it outlines how competency assessments can inform employee development programs. For training, it shows how competencies are used to determine training needs. And for performance management, it demonstrates how competencies are incorporated into goal-setting and evaluations. The overall approach presented is to
This document provides guidance on using the STAR technique to prepare for job applications and interviews. It begins with learning outcomes around unpacking job ads, understanding the STAR approach, and practicing its use. It then covers an overview of a presentation on using STAR effectively in interviews, how to read job ads and selection criteria, and student activities to identify skills and practice the STAR method. Finally, it discusses the application process, types of interview questions, and tips for assessing fit with an employer.
This document provides guidance on preparing for different types of interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based and guesstimate interviews. For each type, it provides examples of common questions and tips on how to prepare. Key advice includes practicing stories using the STAR framework, thoroughly understanding one's resume, researching the interviewing company, and practicing a structured approach to case interviews using frameworks like McKinsey's 6 steps. The document also maps typical interview question types and focuses to different job roles. Overall, it aims to equip job candidates with strategies for excelling at various interview formats.
This document provides guidance on preparing for different types of interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based and guesstimate interviews. For each type, it provides examples of common questions and tips on how to prepare. Key advice includes practicing stories using the STAR framework, thoroughly understanding one's resume, researching the interviewing company, and practicing a structured approach to case interviews such as clarify, structure, analyze and conclude. The document also maps typical interview question types to different roles such as consulting, product management, operations and strategy.
This document provides guidance on career transition for veterans, including:
1. Set clear expectations and goals for your career, priorities, location, industry, salary, and experience.
2. Build your professional network on sites like LinkedIn to connect with others in your field and increase opportunities. Nearly 80% of jobs are obtained through networking.
3. Use your network to find a mentor in your target career field who can help with your resume, introductions, and navigating any experience gaps. Veterans with mentors find employment twice as fast.
2016 Gaining the Corporate Edge WorkshopLisa Parrott
This document provides guidance and resources for veterans transitioning to civilian careers. It outlines a six step process for career transition: 1) set expectations and goals; 2) build your network on sites like LinkedIn; 3) use your network to find a mentor; 4) research careers, companies, salaries; 5) create a resume highlighting accomplishments; and 6) practice interviewing skills. It emphasizes the importance of networking, as 80% of jobs are obtained through connections. The document also provides examples of organizations that offer mentoring, training programs, and other transition resources to assist veterans in their job searches.
This chapter discusses needs assessment for training programs. It identifies the objectives of needs assessment as determining if training is necessary by analyzing the organization, tasks, and individuals. The chapter explains that needs assessment involves organizational analysis, person analysis, and task analysis. It discusses why needs assessment is important to ensure training addresses real needs and problems. Key methods of needs assessment include observation, surveys, interviews, focus groups, and documentation analysis. The chapter also outlines the needs assessment process and considerations.
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document provides guidance on conducting performance reviews. It discusses:
1. The objectives of performance reviews which are motivation, development, and communication. Reviews should assess contribution, capability and continuous development.
2. Practical problems like identifying measures and collecting evidence can be addressed by covering agreed objectives, quantifiable standards, and documented performance and feedback.
3. How to conduct effective reviews by preparing, creating the right atmosphere, allowing discussion, using praise, inviting self-assessment, keeping discussions constructive and agreeing on future plans.
This document provides guidance on improving performance management through better leadership. It outlines a methodology for identifying critical job competencies, creating job descriptions, setting clear performance goals, and establishing a performance management policy and procedure. This includes interviewing employees, comparing roles to competency frameworks, developing formal evaluations, and providing coaching and feedback to support employee growth. The document stresses distinguishing performance reviews from disciplinary processes, including appeals policies, documenting reviews consistently, and having evaluations reviewed for integrity. The overall aim is to motivate employees and hold them accountable through a structured yet developmental performance management system.
This document outlines a 3-day training program for new management trainees at ADNL. The training focuses on developing competencies in attitude, adaptability, achievement and analytical thinking. Each day covers 2 competencies through exercises and assessments. Day 1 addresses positive attitude and adaptability to change. Day 2 focuses on achievement orientation and analytical thinking. Day 3 improves continuous improvement and attention to detail. The goal is for trainees to practice these competencies to better handle job pressures and customer relationships. An evaluation at the end will provide feedback to top management.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
This document provides guidance on preparing for interviews. It discusses what recruiters look for in candidates, different types of interviews including resume-based, behavioral, situational and case interviews. It provides examples of common questions for each interview type. The document also offers advice on how to structure answers, examples to use, common mistakes to avoid, and tips for online interviews. The goal is to help candidates thoroughly prepare their experiences, skills and industry knowledge to perform their best in interviews.
هناك العديد من نماذج القيادة إلا أن القيادة الموقفية تعتبر من النماذج الأوسع انتشاراً وتطبيقاً لدى العديد من المنظمات. حيث تستخدم القيادة الموقفية ويطلق عليها أيضاً (القيادة التكييفية) لتحسين وتطوير مهارات العاملين والتميز نحو السلوكيات الإيجابية المطلوبة في منشآت العمل المختلفة . وتعد القيادة التكيفية أداة عظيمة للاحتفاظ بالعاملين في حالة من التحفيز والالهام.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
This document discusses performance appraisals and their goals and challenges. It describes how performance appraisals aim to both evaluate employees and coach their development. The document also outlines four methods for conducting appraisal interviews: the tell-and-sell, tell-and-listen, problem-solving, and mixed-model interviews. It provides guidance on effectively structuring and assessing appraisal discussions to motivate employees while building better work relationships.
This document provides an overview of Daksh 2020 - Placement Excellence Program which focuses on best practices for interview preparation. It discusses what recruiters look for in candidates, different types of interviews including behavioral, situational, resume-based, and case interviews. For each interview type, it provides examples of common questions, tips on how to prepare, and common mistakes to avoid. The document also covers industry/function-specific interviews, guesstimates questions, and things to keep in mind for virtual interviews.
The document discusses evaluating training programs through various methods. It outlines the goals of evaluation, such as assessing progress, evaluating curriculum and staff, and justifying expenditures. Common myths about evaluation are debunked, such as the ideas that results cannot be measured or that evaluation will lead to criticism. Effective evaluation requires collecting data at different stages using instruments like questionnaires, observations, interviews and performance reviews. The document provides guidance on developing these instruments and conducting evaluations to improve training programs.
The document provides guidance on behavioral interview questions, which are used to assess competencies through discussing past experiences. It outlines common question cues, example questions, and tips for answering questions using the STAR method of describing a Situation, Task, Action, and Result. A sample behavioral question is given regarding organizational skills, with an example answer following the STAR structure to discuss resolving a double-booking situation at an event planning job.
Management by Competencies for a Successful Organization.pptxSaqib Mansoor Ahmed
This document discusses competency-based human resource management. It begins with an introduction to competency-based HR and outlines the key areas this approach can be applied to, including competency modeling, interviews, career planning, training and development, and performance management. It then provides details on each of these areas. For competency modeling, it explains how competencies are defined and identified. For interviews, it contrasts traditional versus competency-based interviews. For career planning, it outlines how competency assessments can inform employee development programs. For training, it shows how competencies are used to determine training needs. And for performance management, it demonstrates how competencies are incorporated into goal-setting and evaluations. The overall approach presented is to
This document provides guidance on using the STAR technique to prepare for job applications and interviews. It begins with learning outcomes around unpacking job ads, understanding the STAR approach, and practicing its use. It then covers an overview of a presentation on using STAR effectively in interviews, how to read job ads and selection criteria, and student activities to identify skills and practice the STAR method. Finally, it discusses the application process, types of interview questions, and tips for assessing fit with an employer.
This document provides guidance on preparing for different types of interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based and guesstimate interviews. For each type, it provides examples of common questions and tips on how to prepare. Key advice includes practicing stories using the STAR framework, thoroughly understanding one's resume, researching the interviewing company, and practicing a structured approach to case interviews using frameworks like McKinsey's 6 steps. The document also maps typical interview question types and focuses to different job roles. Overall, it aims to equip job candidates with strategies for excelling at various interview formats.
This document provides guidance on preparing for different types of interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based and guesstimate interviews. For each type, it provides examples of common questions and tips on how to prepare. Key advice includes practicing stories using the STAR framework, thoroughly understanding one's resume, researching the interviewing company, and practicing a structured approach to case interviews such as clarify, structure, analyze and conclude. The document also maps typical interview question types to different roles such as consulting, product management, operations and strategy.
This document provides guidance on career transition for veterans, including:
1. Set clear expectations and goals for your career, priorities, location, industry, salary, and experience.
2. Build your professional network on sites like LinkedIn to connect with others in your field and increase opportunities. Nearly 80% of jobs are obtained through networking.
3. Use your network to find a mentor in your target career field who can help with your resume, introductions, and navigating any experience gaps. Veterans with mentors find employment twice as fast.
2016 Gaining the Corporate Edge WorkshopLisa Parrott
This document provides guidance and resources for veterans transitioning to civilian careers. It outlines a six step process for career transition: 1) set expectations and goals; 2) build your network on sites like LinkedIn; 3) use your network to find a mentor; 4) research careers, companies, salaries; 5) create a resume highlighting accomplishments; and 6) practice interviewing skills. It emphasizes the importance of networking, as 80% of jobs are obtained through connections. The document also provides examples of organizations that offer mentoring, training programs, and other transition resources to assist veterans in their job searches.
This chapter discusses needs assessment for training programs. It identifies the objectives of needs assessment as determining if training is necessary by analyzing the organization, tasks, and individuals. The chapter explains that needs assessment involves organizational analysis, person analysis, and task analysis. It discusses why needs assessment is important to ensure training addresses real needs and problems. Key methods of needs assessment include observation, surveys, interviews, focus groups, and documentation analysis. The chapter also outlines the needs assessment process and considerations.
This 3-day training program provides skills for successful job interviews, including preparing for interviews, crafting cover letters and CVs, demonstrating competencies, and practicing interview techniques. The training covers competency-based interviewing methods that assess skills through structured behavioral questions. Participants engage in role plays and learn to formulate examples using the STAR method in response to competency-based interview questions. The goal is to help candidates understand how to optimize their performance and impact during job interviews.
This document provides guidance on conducting performance reviews. It discusses:
1. The objectives of performance reviews which are motivation, development, and communication. Reviews should assess contribution, capability and continuous development.
2. Practical problems like identifying measures and collecting evidence can be addressed by covering agreed objectives, quantifiable standards, and documented performance and feedback.
3. How to conduct effective reviews by preparing, creating the right atmosphere, allowing discussion, using praise, inviting self-assessment, keeping discussions constructive and agreeing on future plans.
This document provides guidance on improving performance management through better leadership. It outlines a methodology for identifying critical job competencies, creating job descriptions, setting clear performance goals, and establishing a performance management policy and procedure. This includes interviewing employees, comparing roles to competency frameworks, developing formal evaluations, and providing coaching and feedback to support employee growth. The document stresses distinguishing performance reviews from disciplinary processes, including appeals policies, documenting reviews consistently, and having evaluations reviewed for integrity. The overall aim is to motivate employees and hold them accountable through a structured yet developmental performance management system.
This document outlines a 3-day training program for new management trainees at ADNL. The training focuses on developing competencies in attitude, adaptability, achievement and analytical thinking. Each day covers 2 competencies through exercises and assessments. Day 1 addresses positive attitude and adaptability to change. Day 2 focuses on achievement orientation and analytical thinking. Day 3 improves continuous improvement and attention to detail. The goal is for trainees to practice these competencies to better handle job pressures and customer relationships. An evaluation at the end will provide feedback to top management.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
This document provides guidance on preparing for interviews. It discusses what recruiters look for in candidates, different types of interviews including resume-based, behavioral, situational and case interviews. It provides examples of common questions for each interview type. The document also offers advice on how to structure answers, examples to use, common mistakes to avoid, and tips for online interviews. The goal is to help candidates thoroughly prepare their experiences, skills and industry knowledge to perform their best in interviews.
هناك العديد من نماذج القيادة إلا أن القيادة الموقفية تعتبر من النماذج الأوسع انتشاراً وتطبيقاً لدى العديد من المنظمات. حيث تستخدم القيادة الموقفية ويطلق عليها أيضاً (القيادة التكييفية) لتحسين وتطوير مهارات العاملين والتميز نحو السلوكيات الإيجابية المطلوبة في منشآت العمل المختلفة . وتعد القيادة التكيفية أداة عظيمة للاحتفاظ بالعاملين في حالة من التحفيز والالهام.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
This document discusses performance appraisals and their goals and challenges. It describes how performance appraisals aim to both evaluate employees and coach their development. The document also outlines four methods for conducting appraisal interviews: the tell-and-sell, tell-and-listen, problem-solving, and mixed-model interviews. It provides guidance on effectively structuring and assessing appraisal discussions to motivate employees while building better work relationships.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Community Skills Building Workshop | PMI Silver Spring Chapter | June 12, 2024
Interviewing_FY_2021_Slides.pdf
1. Interviewing for Federal Jobs
Recruitment Policy and Outreach
Outreach, Diversity and Inclusion
Office of Personnel Management (OPM)
2021
2. Agenda
▪ Interview Formats
▪ Interview Coverage
▪ Delivery Methods
▪ Type of Questions
▪ During the Interview
▪ Other Considerations
3/8/2021 2
3. Interview Formats:
Structured vs Hiring Manager Interview
3/8/2021 3
Structured Interview Hiring Manager Interview
All candidates are asked the
same questions
Typically, all candidates are
asked the same questions
All candidates are given the
same amount of time to
respond
Typically, all candidates are
given the same amount of
time to respond
Notes are scored Notes are NOT scored
4. Interview Coverage
3/8/2021 4
▪ Prior to the interview, review the Job
Announcement:
• Responsibilities
• Qualifications
• Knowledge, Skills, and Abilities and Competencies
• Occupational Questionnaire
– Tip: Keep copies of the job announcements for the jobs in
which you applied.
5. Interview Coverage
Structured Interview
3/8/2021 5
▪ Ideally, structured interviews focus on
a small number of general
competencies.
▪ Highly specialized jobs or jobs at a
high level (e.g., managerial, executive)
likely will cover more specific
competencies.
6. Interview Coverage
3/8/2021 6
▪ Examples of general competencies:
• Teamwork
• Communication
• Interpersonal Skills
• Problem Solving
7. Interview Coverage
3/8/2021 7
▪ Examples of general competencies for
leadership positions:
• Influencing/Negotiating
• Leading Change
• Team Building
• Strategic Thinking
• Decision Making
8. Interview Coverage
3/8/2021 8
▪ Examples of technical competencies for a
Budget Analyst position:
• Financial Management
• Operating Systems
• Budget Administration
• Cost Estimation and Analysis
9. Interview Coverage
3/8/2021 9
▪ Examples of technical competencies for an
Information Technology (IT) Specialist
position:
• Network Performance/Monitoring
• Knowledge of Application/System Programming
and Analysis Techniques
12. Type of Questions
3/8/2021 12
▪ Behavioral
• Draws from your actual behavior during past
experiences
— “Tell me about a time when you…”
▪ Situational (Hypothetical)
• Indicator of how you will behave in a similar situation
— “If you were in the following situation…what would you do?”
13. Types of Questions
3/8/2021 13
▪ Resumé
• Responses based on information in your
résumé
— “Tell me about your job at…”
▪ Getting-to-Know-You
• What is your greatest strength?
• Why should I hire you?
14. Type of Questions
3/8/2021 14
▪ Tell me about yourself
• Keep your response job-related
• Focus on what the hiring manager is looking for
• Highlight your most important accomplishments
• Consider any volunteer-related work
15. Responding to Behavior-Based
Questions
3/8/2021 15
Use the STAR Model to provide three important
pieces of information
Situation or
Task
Action
Result
Provide the context
Describe exactly what
you did
Articulate the
outcome
16. Behavior-Based Question - Example
3/8/2021 16
▪ Competency: Customer Service
Customer Service - Works with clients and customers to assess
their needs, provide information or assistance, resolve their
problems, or satisfy their expectations; knows about available
products and services; is committed to providing quality
products and services.
Tell me about a challenging customer service experience.
• Who was involved?
• What specific actions did you take?
• What was the result?
17. Behavior-Based Response - Example
3/8/2021 17
Situation or
Task
Action
Result
We needed to translate new IT jargon to users and
communicate their needs and frustrations with the system to
the IT staff. Lack of communication between the two groups
was affecting satisfaction metrics.
I convened focus groups with users and designated an IT
team members to follow up on specific recommendations.
Based on the feedback, I prepared and implemented a plan
to improve and expand Help Desk services.
Users gained a better understanding of the IT system and
new lines of communication were established between IT
staff and system users. Service calls decreased by 15%
and satisfaction rates improved by 20%.
18. Behavior-Based Question - Example
3/8/2021 18
▪ Competency: Teamwork
Teamwork - Encourages and facilitates cooperation, pride,
trust, and group identity; fosters commitment and team
spirit; works with others to achieve goals.
Describe a situation/task where you worked collaboratively with
others to accomplish a goal. Describe the goal, your role on the team,
and the result.
• Who was involved?
• What specific actions did you take?
• What was the result?
19. Behavior-Based Response - Example
3/8/2021 19
I work in a benefits claims department. One of our claim
teams was understaffed and claims were backing up. My
team was caught up with my work, so I had some extra
time.
I volunteered to complete several of their research
assignments.
I researched the claims for my teammates who were behind
and got them caught up on that part of the work. I completed
the research during work hours, which did not impact my
regular work, and saved the organization from paying overtime.
Situation or
Task
Action
Result
20. 3/8/2021 20
Behavior-Based Question - Example
▪ Competency: Resilience
Resilience - Deals effectively with pressure; remains
optimistic and persistent, even under adversity. Recovers
quickly from setbacks.
Tell us about a time when you worked on a project for months, that
just never made it to the finish line through no fault of your own.
• How did you personally handle this situation?
• What kept you motivated?
21. 3/8/2021 21
Behavior-Based Response - Example
I developed new training for one of our customers. The approval process took
a long time, so the customer decided to use another company. My supervisor
told me the quality of the training was good and to adapt the content to align
with other customers. (Situation)
I adapted the training to suit other potential customers and prepared a new
proposal for those prospective customers. Once I sent the proposal, I followed
up with the customers to ask if they had any questions. (Action)
We did not secure the initial customer, but I was able to offer the training to
two other organizations. I trained 400 employees in a six-month period. I was
confident the training was needed and worked hard to find other customers.
(Result)
22. 3/8/2021 22
Behavior-Based Question - Example
▪ Competency: Leadership
Influences, motivates, and challenges others; adapts
leadership styles to a variety of situations.
Describe a situation in which you led a group to
accomplish its goals.
• What was the project?
• Who were the team members?
• What actions did you take?
• What were the results?
23. 3/8/2021 23
Behavior-Based Response - Example
My organization lacked a formal and strategic approach to managing its web
assets. My vision was to completely revamp the way we approached web
management activities by developing an integrated approach. Program officials
strongly resisted my initial efforts to consolidate web management as they feared
giving up the existing approach would cause them to lose control of their
resources.
To overcome resistance from senior leaders, I met with them individually and in
groups, and strongly championed the integrated approach. I demonstrated how
the current approach was highly duplicative and inefficient and was hampering
progress in advancing its mission and meeting customer needs.
As a result of these efforts, the corporate approach to web management was
prominently featured in my organization’s Strategic Plan, making it one of the
company’s top priorities over the next five years. Progress in implementing the
new plan has made the website a more dynamic and responsive tool that is now
widely used by customers.
Situation or
Task
Action
Result
24. 3/8/2021 24
What is Not a
Behavior-Based Response
▪ Avoid the following types of
responses:
• Opinions
• Theoretical
• Vague
25. 3/8/2021 25
Behavior-Based Responses - Summary
▪ Use the STAR Model
▪ Present examples from your experience that
demonstrate competencies, knowledge, skills, and
abilities for the job
▪ Quantify your achievements, such as:
• If you saved money, state how much
• If you improved a process, describe what was improved
(e.g., saved money, increased sales)
26. 3/8/2021 26
Situation-Based Question
▪ Situation-based questions present realistic
job-related scenarios, situations, or
dilemmas requiring candidates to explain
how they would likely respond
• The underlying premise is that people’s
intentions are closely tied to their actual
behavior in similar circumstances
27. 3/8/2021 27
Situation-Based Question- Example
▪ Competency: Leadership
Leadership - Influences, motivates, and challenges others;
adapts leadership styles to a variety of situations.
You are managing a team project. Successful completion of the
project requires the team to work together, but some of your team
members have insisted on working independently. This has resulted
in duplication of efforts.
• What specific actions would you take?
• What challenges would you anticipate?
28. 3/8/2021 28
Situation-Based Response - Example
Action: I would talk to each individual to ascertain contributions
towards the project and goal. Then, I would conduct weekly meetings
to share information about the status of the project and highlight
everyone’s contribution to achieving the goal. This would ensure all
team members actively participate.
Anticipated Challenges: I expect to learn that some parts of the
project are not being worked on at all and to have some resistance
when I reassign some people to different duties. I would have a team
meeting to figure out where we can redirect some individuals’ efforts
based on their talents and interests, to ensure the goals of the project
are being met and that there is buy-in on the newly assigned tasks.
29. 3/8/2021 29
Questions Interviewers Can Ask
▪ Interviewers can ask about:
• Specific roles and responsibilities at past or
current jobs
— Likes and dislikes pertaining to your work
— Job knowledge and job-related factors (experiences,
education, training, skills, etc.)
30. 3/8/2021 30
Interview Scheduling
▪ Hiring agency may telephone or email to
schedule an interview
• Ensure accuracy of contact information on your
resume
▪ Obtain information from the scheduler
• Point of contact information
• Building access requirements; Identification
needed; Amount of time to clear security
31. 3/8/2021 31
Interview Scheduling
▪ Inquire about the interview process
• Panel, one-on-one, length of interview
▪ If you need an accommodation, notify the
person who contacts you and provide details
32. 3/8/2021 32
Prepare for the Interview
▪ Learn about the hiring organization
• Search agency’s website
• Research media
▪ Know the job: review the Job Announcement
• Job requirements, including competencies,
knowledge, skills, and abilities
• Major duties and responsibilities
33. 3/8/2021 33
Prepare for the Interview
▪ Review resumé
▪ Think about accomplishments
▪ Rehearse with someone who is an
experienced interviewer
▪ Test links and access to virtual interviews
34. 3/8/2021 34
Day of the Interview
▪ Arrive or log on early
▪ Dress appropriately (fully dress for virtual
interviews)
▪ Act professionally
▪ Bring several copies of your resumé
▪ Consider not wearing perfumes/colognes
35. 3/8/2021 35
During the Interview
▪ Listen carefully and be honest
▪ Ask for clarity
▪ Project your voice
▪ Be aware of your non-verbal
communication
▪ Look towards camera if virtual
36. 3/8/2021 36
Questions to Ask
Hiring Manager - Examples
▪ Interviewing is a two-way street
• Be prepared to ask the interviewer(s) questions:
— What do you see are the most challenging aspects of this
position?
— What does success look like in this position?
— What is your management style?
— Are there opportunities for professional development?
— When do you expect to make a decision?
37. 3/8/2021 37
Tips
▪ Regardless of the type of questions, follow
basic principles:
• Be truthful
• Keep responses to questions job-related
• Be clear and concise
• State responses positively
38. 3/8/2021 38
Tips
▪ Listen carefully to each question
▪ Provide responses showing how you would
contribute to the organization’s
mission/goals
▪ Avoid negative comments about previous
employers or coworkers
39. 3/8/2021 39
Other Considerations
▪ Have your list of professional references ready
• No more than 3 or 4 (including current supervisor)
• Include name, title, email address and telephone
number
▪ Leave on high note and ask for the job
▪ If you have a portfolio or samples of your work,
this is a good time to set yourself apart from other
candidates (ask if you can email if not in-person).
40. 3/8/2021 40
After the Interview
▪ After you leave, write notes on the interview
▪ Send a “thank you” email
▪ Stay positive
▪ Follow up if you do not hear back