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IMPORTANT NOTE FOR USERS OF INTERVIEW ARCHITECT Express

INTERVIEW ARCHITECT Express is a human resources tool designed to assist


employers with the interviewing process. INTERVIEW ARCHITECT Express is
not intended to constitute legal advice. If legal advice is desired, users of the
materials should seek the services of competent legal counsel.

INTERVIEW ARCHITECT Express assists employers in the selection of the best-


qualified internal or external candidates. Employment laws in the country, state,
province or locality in which the materials are used may contain prohibitions with
regard to certain inquiries during the pre-employment interview process.

Lominger Limited, Inc. cannot be responsible for implementation and use of the
materials that deviates from these legal requirements. Users of the materials
should become familiar with applicable laws restricting the types of inquiries
which can Be made in pre-employment interviews
b and use the materials
accordingly.
Make sure you let the Interviewee know to answers questions giving examples
drawn from his / her Professional experience and follow the following format.

ACTIONS: How did they approach problem / situation etc.? What did they do to
solve it? (Listen for specific action steps.)

THINKING: Ask them to explain their thought process, why they selected a
certain approach. Why did they choose to do it a certain way? (Listen for
rationale and consideration of alternatives.)

OUTCOME: What was the result? What was the impact?

LEARNINGS: What did they take away from that experience?

APPLICATION: Ask them to describe a time when they used those lessons in
different situations.
This is a Lominer Competency Based interview guide that is to be used by a trained
GM interviewer.

Interview questions are based on valid Lominger competencies and candidates


should be encouraged to draw from their professional experience when answering.

Lominger Competencies assessed in this guide:


Timely Decision Making

Functional / Technical Skills

Integrity and Trust

Learning on the Fly

Peer Relationships

Drive for Results

Lominger Competencies allows us to capture Learning agility, in a much more


effective way (Ask what the person has learned from the experience and how they
have applied going forward)

Probing what he/she has learned about his/her experience is key and critical to
define learning agility which is very critical within our new GM culture

Please capture the Learning Agility a candidate demonstrates on the Learning


Evaluation Form.

At the End of the Interview, Please meet with the Second Interviewer /
Interviewing Team and both have to come to consensus on rating the
competencies of the candidate.
The purpose of this Competency based interview is to understand specific behavior,
attributes, attitude and Learning agility based on the candidates past professional
experience in order to assess future performance in the new organization/role.

Competencies listed above are those defined as critical to be successful in the new role.

Prepare the candidate for todays interview

Introduce yourself to the candidate and explain your role in the


organization

Give a brief overview of the role and inform the candidate that
you will also take time at the end of interview to answer any
questions that he or she may have.

Explain that the purpose of this interview is to understand


specific behavior in the candidates past professional experience
in order to assess future performance. Competencies listed
above are those defined as critical success factors .

Explain to the candidate that you will be asking questions about


specific experiences in his/her background and would like to
understand through actual examples, how he/she acted in a
certain situation which demonstrates a measurement of the
competency being assessed.

Explain to the candidate that there are no right/wrong answers in


this interview. The process simply seeks to share very specific
examples from the candidates professional experience.

Ask the candidate if he/she has any questions

Begin the interview


Introduction and Summary

I have reviewed your resume and qualifications. Could you give me a quick overview
of your background and key experiences before we begin our interview?

Of the positions you have held/experiences you have had, which did you like the most
and why?

Which did you like least and why?

Why are you planning to leave your current role/organization?

Why are you interested in joining General Motors/in this role?


Candidate: INTERVIEW ARCHITECT Express
Position:
Interviewer: Date of Interview:

Functional/Technical
Timely
Integrity
Decisionand
Making
Skills
Trust
Makes
Has thedecisions
Is widely functionalin and
trusted; is a timely
seentechnical
as a manner,
knowledge
direct, sometimes
truthful and with
skillscan
individual; incomplete
to do the job
present information
the at a high level
andtruth
unvarnished under
of accomplishment.
tight
in an deadlinesand
appropriate and
helpful manner;
pressure; keeps
able to make confidences; admits mistakes; doesn't misrepresent him/herself for personal gain.
a quick decision.

MAIN INTERVIEW QUESTION: (Pick one.)


Describe
What areas
a time
are you
you technically
when had
youtocommunicated
make
skilled
a quick
in? decision
something andand
gather
had a
tolot
goof
back
information
later andinrevise
a short
or time
change
frame.
your original communication.
Tell me about
Explain what you
a decision
do to keep
you up-to-date
made and later
in your
regretted.
field or area.
Tell me about a time when you said something different to one person than another, and this came
SITUATION
back to haunt you.
(Record main points to describe situation.)

SITUATION (Record main points to describe situation.)


LEARNING PROBES:
LEARNING
A. THINKING PROBES:
ACTIONS How
Explain
did you
yourapproach
thinking -it?
why
How
you
didselected
you do it?
that
(Listen
approach.
for specific
Why did action
you choose
steps.) to do it that way? (Listen
for rationale and consideration of alternatives.)
A. ACTIONS How did you approach it? How did you do it? (Listen for specific action steps.)

B. THINKING Explain your thinking - why you selected that approach. Why did you choose to do it that way? (Listen
for OUTCOME
B. rationale and consideration
What of alternatives.)
was the result? What was the impact?
B. THINKING Explain your thinking - why you selected that approach. Why did you choose to do it that way? (Listen
for rationale and consideration of alternatives.)

C. OUTCOME
LEARNINGSWhat
Whatwas
didthe
youresult? Whatfrom
take away was that
the impact?
experience? (Listen for principles or rules of thumb.)

C. OUTCOME What was the result? What was the impact?

D. APPLICATION
LEARNINGS What
Describe a time
did you takewhen
awayyou used
from thatthose lessons (Listen
experience? in different situations.
for principles or rules of thumb.)

D. LEARNINGS What did you take away from that experience? (Listen for principles or rules of thumb.)

IDENTIFY THEMES
E. APPLICATION FROM
Describe a timeCANDIDATE'S RESPONSES:
when you used those lessons in different
(Checksituations.
all that you are hearing.)

NEGATIVE THEMES
E. APPLICATION Describe a TO
timeWATCH OUT
when you FOR:
used POSITIVE
those lessons THEMES
in different TO LOOK FOR:
situations.
Doesn't keep technical/functional skills current
Balance between technical skills and other skills
IDENTIFY THEMES FROM CANDIDATE'S RESPONSES: (Check all that you are hearing.)
Low interest in technical/functional excellence Effort to stay current in field
NEGATIVE
IDENTIFY THEMES
THEMES TO WATCH
FROM OUT FOR:
CANDIDATE'S POSITIVE(Check
RESPONSES: THEMES TOyou
all that LOOK FOR:
are hearing.)
Lacks practical experience in his/her technical specialty Excited about technical aspects of work
Need for consensus/high participation Admits mistakes and moves on
NEGATIVE THEMES TO WATCH OUT FOR: POSITIVE THEMES TO LOOK FOR:
Doesn't apply what he/she knows Spends time acquiring new knowledge
Fear of being wrongorornot
May hedge being
takecriticized
a stand Willing to go with a partial
Shows consistency; actionssolution and improve as needed
match words
Can't communicate to a non-expert Understands application of skills and knowledge; explains
DisclosesCan't separate
mostly the critical
for personal fromadvantage
gain and the trivial Knows
Treats priorities
others
expertise with dignity/respect; is direct, but diplomatic
clearly
Cautious and inflexible;
Blames othersprocrastinates
to cover self Takes
Keeps risks
(Overuse) Lacks patience/tolerance for those less technically
confidences
skilled
Slow
Seen as out for to decide when
him/herself; harmshe/she
othersmeets resistance
with disclosures Sizes
Willinguptoissues
admitand projects consequences
mistakes

OVERALL COMPETENCY RATING:


Makes Where would you rate
too many promises this person
(Overuse)
Focuses on this
onImpulsive
the part of competency?
decisions
the without
truth he/sheconsidering
can disclosebetter

1 2 3 4 5
alternatives
Clearly misses Less than Meets (Overuse) Overly direct; catches
Exceeds people off guard;Overuses
Far exceeds discloses
too much
OVERALL COMPETENCY
requirements RATING: Where
requirements requirements
would you rate requirements
this requirements
person on this competency?

1
OVERALL COMPETENCY
Clearly misses Less than
2
RATING: Where
Meetswould you rate this
3
person on this competency?
Exceeds
4
Far exceeds
5 Overuses

1 2 3 4 5
requirements requirements requirements requirements requirements
Clearly misses Less than Meets Exceeds Far exceeds Overuses
requirements requirements requirements requirements requirements

Copyright 2011 Lominger International: A Korn/Ferry Company.


All Rights Reserved.
Candidate: INTERVIEW ARCHITECT Express
Position:
Interviewer: Date of Interview:

Candidate Learning
Peer
Summary
Learning Drive
Relationships
for
on Results
the
Evaluation
Evaluation Fly
Form
Learns
Can
Can quickly
bequickly
find
counted when
common
facing
on to ground
newgoals
exceed problems;
and solveaproblems
relentless
successfully; isfor
and
theversatile
good and
constantly of learner;
all; can represent
open toone
consistently change;
his/her
of theanalyzes
own
top interests
both successes
and very
performers; yet beand
fair to
Use this summary evaluation to assess overall learning orientation at the conclusion of the competency-
failures
other groups;
for clues
cantosolve
improvement;
problems with
experiments
peers with
and
a minimum
will try anything
ofresults.
noise;
torelates
is
find
seen
solutions;
bottom-line
1. Experience, oriented; steadfastly pushes self and others for toas a team
enjoys
player
job) theand
challenge
is cooperative;
of unfamiliar
easily
tasks;
based
quickly
gains interview.past
trust
grasps
andthe
support
essence
performance
Consider
of peers;
and the
encourages
and track
all of the candidate's
underlyingcollaboration;
record
responses
structure of anything.
(as it
can be candid with peers.
doing
to all questions the
when completing the summary.
Items on the right side of the page describe characteristics of more agile learners. Items on the left side
of the page are more descriptive of passive, random or non-learners.
MAIN INTERVIEW QUESTION: (Pick one.)
(Check
Tellall
me
Clearly
1
that you are
about
Misses
Requirements
Tell
Tell
me about a
me about
deadlines.
when
hearing.)
a time when
you
competitor moves, orPASSIVE
timeyou
a time
Takes
Less
the
whenhad
whenofyou
the path
market
2
resolved
got
you
results
hada to
conflict
even
learn
than changed.
though
something
you were
Meets
some
/ NON-LEARNERSRequirements
Requirements
you
many
worked
workon
gotresistance
least
projects
a difficult
results when othersLikes
3
having
new
major
very
with
factor
quickly.
peers.
ACTIVE / AGILE Requirements
at the
project
same with
time,
tried challenges
and failed.
LEARNERS
peers
andfrom
wereother 4
changed such as a budget cut,
Exceeds
working
units.
Far exceeds
Requirements
against tight 5
SITUATION (Record main points to describe situation.)
SITUATION (Record main points to describe situation.)
2. Job / Functional / Technical Skills processor
Closed / internal Open to ideas of others
LEARNING PROBES:
LEARNING PROBES: General Specific / detailed

1 2 3 4 5
A. ACTIONS How did you approach it? How did you do it? (Listen for specific action steps.)
A. ACTIONS How did you approach it? How did you do it? (Listen for specific action steps.)
Clearly Misses Narrow in interests
Less than / sources Meets Many interests / sources
Exceeds Far exceeds
Requirements Requirements Requirements Requirements Requirements
Accepts personal risks; takes the lead in first
B. THINKING Explain
Avoids risks; your
waits; thinking
prefers - why you
staying theselected
same that approach. Why did you choose to do it that way? (Listen
time situations
for THINKING
B. rationale and consideration
Explain of alternatives.)
your thinking - why you selected that approach. Why did you choose to do it that way? (Listen
3a. Competencies
for rationale I interviewed
and consideration for (include comments about very high, low or overused competencies)
of alternatives.)
Cautious Energetic; experimental; high drive

C. OUTCOME
EMOTIONAL REACTION
What was the How
result?
didWhat
you feel
was or
thereact
impact?
during that experience? (Listen for specifics, not

1 2 3 4 5
C. OUTCOME What
generalizations.) Closed; low
was the interest
result? Whatinwas
feedback
the impact? Asks for feedback; seeks improvement

Clearly Misses Less than Meets Exceeds Far exceeds


Focus on "what" answers
Requirements and solutions Requirements
Requirements Focus on "why" and how; new approaches
Requirements Requirements
OUTCOME What
D. LEARNINGS What was
didthe
youresult? Whatfrom
take away was that
the impact?
experience? (Listen for principles or rules of thumb.)
D. LEARNINGS What did you take away from that experience? (Listen for principles or rules of thumb.)
Planful; follows steps and process Resourceful; gets it done somehow
3b. Other characteristics related to job requirements (that I learned about during the interview)
E. LEARNINGS
APPLICATIONWhat
Describe a time
did you takewhen
awayyou used
from thatthose lessons (Listen
experience? in different situations.
for principles or rules of thumb.)
Lives
E. APPLICATION Describe a time in you
when the used
present
those lessons inComfortable projecting into the future
different situations.

1 2 3 4 5
Doesn't spot underlying patterns Detects essence
IDENTIFY THEMES
F. APPLICATION
Clearly Misses
FROM
Describe a timeCANDIDATE'S
Less than
RESPONSES:
when you used those lessons in different
Meets
(Checksituations.
all that you are hearing.)
Exceeds Far exceeds
IDENTIFY THEMES
Requirements
FROM CANDIDATE'S
Requirements
RESPONSES:
Requirements
(Check all that you are hearing.)
Requirements Requirements
Can't
NEGATIVE explainTO
THEMES ideas / concepts
WATCH well
OUT FOR: Makes
POSITIVE the complex
THEMES understandable
TO LOOK FOR:
NEGATIVE THEMES TO WATCH OUT FOR: POSITIVE THEMES TO LOOK FOR:
Not willing to give and take
Knows when to push and when to back off
IDENTIFY THEMES
Likes FROM
his / her CANDIDATE'S
personal
Procrastinates and is solutions
often late
RESPONSES:
Helps
Uses
(Check all that
variedothers think
tactics to
you are hearing.)
things
get things through
done; resourceful
4. Learning Agility A loner Can keep personal feelings from getting in the way
NEGATIVE THEMESWastes
TO WATCH
time and OUT FOR:
resources POSITIVE THEMES TO LOOK FOR:
High standards
Competitive and confrontive Finds common ground/points of agreement; uses win-win
OVERALL RATING: Stays
Rate the in
Unfocused
his/her
personand
comfort
from zone1 being most like
1-5, with
disorganized
Analyzes
Highthe
skills leftsuccesses
column,
need/drive
and 5failures
and
to achieve being most like the right column.
results

1 2 3 4 5
(Check only one) Territorial Treats others with respect
Gives up too soon or looks for the easy solution Likes new challenges
Gives up too easily; takes the safest route Perseverance; works through barriers
Clearly Misses
Doesn't know whatLess than
peers expect or need Meets Gives as well as asks Exceeds
for help Far exceeds
Doesn't carefully analyze problems Makes connections/can see relationships and patterns
Requirements
Isn't bold enough toRequirements
push things through Requirements
Works with and throughRequirements
others Requirements
1. Mostly Passive/ 2. More Passive/ 3. Mixed (Overuse) Too4. More Agile wants to5.beMostly
accommodating; liked byAgile
everyone
Doesn't use varied sources for information Has a questioning, experimental attitude
Non-Learner Non-Learner (Overuse) Drives Learner
for results at any cost Learner
Doesn't experiment Gets to the essence/root quickly
5. Organization
OVERALL / Culture Fit
COMPETENCY RATING: Where would you rate this person on this competency?
Comments:
OVERALL COMPETENCY RATING: Where would you rate

1 2
22 3
33 4
4 45
this person
(Overuse) on for
Changes thisthe
competency?
sake of changing

11 5
Clearly misses Less than Meets Exceeds Far exceeds Overuses

5
requirements
Clearly misses requirements
Less than requirements
Meets requirements
Exceeds requirements
Far exceeds Overuses
OVERALL COMPETENCY
requirements RATING: Where
requirements would you rate this
requirements person on this competency?
requirements requirements
Clearly Misses Less than Meets Exceeds Far exceeds

1
Requirements
Clearly misses
requirements
Less than
requirements2 3 4 5
Requirements
Meets
Requirements
requirements
Exceeds
Requirements
requirements
Far exceeds
requirements
Requirements
Overuses

Copyright 2011 Lominger International: A Korn/Ferry Company.


All Rights Reserved.
Candidate: INTERVIEW ARCHITECT Express
Position:
Interviewer: Date of Interview:

6. How do you rate this person relative to the standard for this position?

1
Well Below the
Standard 2
Slightly Below the
Standard 3
At the Standard
4
Slightly Above
the Standard 5
Well Above the
Standard

7. Can this individual grow to reach the standard for this position in a reasonable period of
time?

1
20% Sure
2
40% Sure
3
60% Sure
4
80% Sure 5
100% Sure

Copyright 2011 Lominger International: A Korn/Ferry Company.


All Rights Reserved.

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