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Org535 discussion question wk4

Org535 discussion question wk4

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Chapter 6 describes experience-based situational interview questions in which a candidate must

describe how he or she handled a specific type of situation (see table 6.2 for examples).

Imagine you received a promotion and were going to interview candidates to replace you in your

previous role. What are 3 experience-based situational interview questions you might ask each

candidate? What would you expect to learn about the candidate from his or her response to each

question?

However, an analysis of advice given to applicants (Kirkwood & Ralston, 1996) concluded that the

interview may not meet applicants' needs since the guiding principle of such counsel—to impress and

please employers—discourages applicants from openly pursuing their own interests. When following

the interviewer's lead, displaying another-orientation, and selling themselves, interviewees may find it

difficult to gather information they need.

It was my responsibility to find my replacement as the General Manager for the St. Lucia office of

regional Moore Paragon Limited and asking the right questions were extremely important. Three of the

experienced based situational interview questions I asked were

1) What skills or abilities have you developed in your most recent job that your hope to implement

in this company and why? – The aim was to determine whether the applicant had a healthy

career the self-awareness to have developed during their tenure at their previous employer and

how to determine whether they could make a meaningful contribution to MOORE. Having gone

through the process of opening the office and implementing procedures and securing valuable

long-term contracts I needed to ensure the company continued to progress.

2) How do you see yourself as an employee of the company in relation to your direct staff? –

Despite being known as a firm, task-oriented leader, my staff also knew my penchant to develop

relationships which allowed to me to know as individuals and cater to their unique capabilities

and needs to ensure maximum production. I have always viewed myself as the company’s

employee just as much as my staff, just in a different position. To reinforce this, every Christmas

I would personally serve the staff for the Christmas “party” as a means of reinforcing a sort of

“servant-leadership” role. Asking this question helps identify whether someone has the right

skillset to lead with compassion while still being motivated to achieve the organization’s goals.

3) Knowing you are replacing me, what have you reviewed about my performance to make you

think you can do equally or better than me and do you have specific examples of what you will

bring to the table? – This question was always aimed at viewing a candidate’s body language

and confidence level when faced with direct questions. This position required someone who

could be confident in the face of British expatriates living in Barbados who were used to their

demands being unquestioned. I had moved away from that with tough fights for the benefit of

my staff whose needs I felt it was my duty to look after. Being replaced by a subservient, easily

intimidated personality would not only change the dynamics of the relationships I had

developed but would not provide the negotiating skills necessary to secure further customer

contracts.

Despite the tedious process of interviewing the process is necessary “to get to know applicants as

people and predict how they will behave on the job. knowledge, skills, and abilities (KSAs) claimed on

their resumes.” Kirkwood, W. G., & Ralston, S. M. (1999). Whether this is an effective indicator of hiring

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Chapter 6 describes experience-based situational interview questions in which a candidate must describe how he or she handled a specific type of situation (see table 6.2 for examples). Imagine you received a promotion and were going to interview candidates to replace you in your previous role. What are 3 experience-based situational interview questions you might ask each candidate? What would you expect to learn about the candidate from his or her response to each question? However, an analysis of advice given to applicants (Kirkwood & Ralston, 1996) concluded that the interview may not meet a ...
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