December 21, 2015
UVA Key Competency
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Accountable for Results
Balanced Decision- making
Develops Self and Others
Strategic Focus
Teamwork
Uncommon Integrity
Works with Passion
Ability to Conceptualize
Adaptability
Builds Partnerships
Communicates Effectively
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Creativity and Innovation
Critical Thinking
Delegates-Shares Responsibility
Facilitates Change
Gains Commitment
Impact
Individual Efficiency
Interpersonal Versatility
Leadership Presence
Manages Conflict
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Manages Information
Mentors and Coaches
Organizational Agility
People Focus
Persistence
Plans and Organizes
Quality Focus
Technical/Professional Knowledge
Values Diversity and Equity
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1.
UVA Key Competency
Name
Accountable for
Results
Behavioral Interview
Questions
UVA Key Competency Definition & Behavioral Interview Questions
Takes responsibility for accomplishing goals and achieving quality results. Follows through on commitments; is always there in the
clutch.
Exceptional
Unsatisfactory
Effective
• Sets, accepts, and achieves
• Seeks out new goals and exceeds them
• Reluctant to set, accept or achieve
challenging goals
challenging goals
• Makes incomplete or unrealistic
• Makes realistic commitments and
• Takes calculated risks that achieve quality
commitments; needs frequent reminders
follows through
results
to complete tasks
• Demonstrates a lack of thoroughness or
• Demonstrates clear standards for
• Encourages and supports others to take
accuracy; may favor speed over quality
quality results; maintains timeliness
responsibility for results; is a role model for
and quality
others
• Effectively completes tasks even
• Does not complete tasks when
• Remains effective in the face of significant
problems arise; gives up at the first
and/or long term obstacles
when obstacles come up
obstacle
• Asks questions needed to accomplish
• Rarely asks questions needed to
• Models openness and transparency in sharing
accomplish tasks; conversely, may be
information
tasks
over dependent on others before taking
action
• Acknowledges other’s positive
• Diminishes positive achievements; does
• Takes responsibility for personal and
not take responsibility for negative
organizational success and failure
achievements; takes responsibility for
results and problems
negative results and problems
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Please describe in detail a project for which you were responsible. How did you carry out the project and what were the end results?
Describe a situation in which you felt it was necessary to break company policy or alter procedures to get things done.
How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
Describe a project or situation that demonstrates you analytical abilities.
Give an example of an important goal you set for yourself or a project you were responsible for in the past. Talk about your success in
reaching it and what might you have done differently?
Could you provide us with an example that illustrates your ability to manage multiple priorities that had pre–defined deadlines? How
did you handle it? What was the result?
Can you think of a situation in which an innovative course of action was needed? What did you do in this situation?
In your present position, what standards have you set for doing a good job? How did you determine them?
Have you ever had a subordinate whose performance was consistently marginal? If so, how did you address this?
When given an important assignment, how do you approach it?
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2.
Balanced Decisionmaking
Makes effective decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; uses a
mixture of analysis, wisdom, experience, and judgment.
Unsatisfactory
Effective
Exceptional
• Sought out by others for advice on decision• Doesn’t understand the decision• Identifies the need for a decision and
making
making process.
gathers related information
• Frequently bases conclusions on little
• Involves and informs others; listens to • Encourages information analysis and
or no input from others; may be biases
exchange; creates a supportive environment
different ideas; avoids bias
toward or against certain ideas or
where diverse views can be explored
people when making decisions
• Does not effectively analyze
• Uses models and tools that improve the
• Analyzes information and considers
information or alternatives
decision making process
available alternatives
•
Does not make timely decisions that
improve or resolve issues
Makes consistently effective decisions
in environments of complexity,
ambiguity and uncertainty
• Makes timely decisions that improve
or resolve issues
•
Once a decision is reached, regardless
of the source, actions do not support it
• Once a decision is reached, regardless
of the source, actively supports it
•
Behavioral Interview
Questions
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Takes balanced risks with alternative
perspectives that redefine current thinking
and practices with
• Once a decision is made, regardless of the
source, serves as its advocate and leader
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• We sometimes work in an environment where the rules or guidelines are not clear. Tell me about a time you have experienced this and
how did you react to it?
• Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a
time when you displayed this.
• Give an example of a time when you had to be quick in arriving to a decision.
• Give an example of a time when you had to make a decision when you know you did not have all the information. How did you arrive
at a decision and what might you have done differently?
• What is the toughest challenge you have had to face? How did you approach it?
• What have you learned from your mistakes?
• Give me an example of when you took a risk to achieve a goal. What was the outcome?
• Tell me/us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through?
• Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.
• Describe the steps you go through in order to make an important decision?
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3.
Develops Self and
Others
Views learning and development as a lifelong endeavor. Identifies and pursues learning and career development goals. Effectively
applies new learning and development in daily work and career progression.
Unsatisfactory
Effective
Exceptional
• Does not actively participate in annual
• Actively participates in annual
• Has a long-term career development plan;
Learning & Career Development
Learning and Career Development
supports others to do the same
Action Plan process
Action Plan process
• Aligns annual Learning and Career
Development Action Plan with long-term
career goals and supports others to do the
same
• Participates in few, if any, learning or
• Actively participates in formal and on
• Proactively identifies needs for development
career development opportunities
the job learning or career development
and seeks out formal and on the job learning
opportunities
or career development opportunities
• Has a history of success developing others
• Does not take part in, or effectively
• Willing to take on work that is
• Volunteers for “stretch” assignments in
function in, work projects unfamiliar or
unfamiliar or outside one’s comfort
different or challenging areas to develop new
outside of one’s comfort zone
zone.
or more proficient skills
• Consistently seeks feedback from others to
improve
• Does not or rarely applies knowledge
• Applies new skills or knowledge to
• Serves as a mentor/coach in area/s of
learned to practical use in daily work
practical use in daily work
expertise to someone in the organization
• Uses a mix of selecting talent and developing
it to support the needs of the department
Behavioral Interview
Questions
• How would you describe your leadership and management skills and style?
• Describe a time when you were not very satisfied with your own performance or the performance of someone who reported to you.
What did you do about it?
• How do you make the decision to when to delegate work?
• Give me an example of an important goal you had to set and tell me about your progress in reaching that goal. What steps did you
take?
• How do you go about setting goals with subordinates? How do you involve them in this process?
• What performance standards do you have for your unit? How have you communicated them to your subordinates?
• Describe a time when you tried to persuade another person to do something that they were not very willing to do.
• Give me an example of the situation that you are most proud of that you believe highlights your leadership.
• How do you coach an employee in completing a new assignment?
• What have you done to develop your subordinates? Give an example.
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4.
Strategic Focus
Understands the University’s long-term objectives and focuses current activities on what is critical to achieving aligned goals for self,
Department/School and the University and eliminating non-valued added activities.
Unsatisfactory
Effective
Exceptional
• Develops & articulates a clear, concise
• Does not make an effort to understand
• Understands own role in achieving
own role in achieving larger
larger Department/School and
individual or Department/School strategy that
Department/School and University
University objectives
includes the broader University-wide
objectives
perspective
• Sets & implements goals & activities that
support the strategy
• Does not or rarely aligns daily work
• Aligns daily work activities and
• Aligns individual or Department/School
activities and resources to support
resources to support organizational
activities or operations to better meet longorganizational strategies
strategies
term objectives, even it results in unpopular
or difficult decisions in the short-term.
• Does not make an effort to stay
• Stays up-to-date on long-term
• Sought out as a trusted resource to inform
informed about long-term University
University objectives and information
others about long-term University objectives
objectives and information that affects
that affects individual job and
and information that affects individual jobs
individual job and Department/Schools
Department/Schools
and Department/Schools
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Behavioral Interview
Questions
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Does not consider future implications
when making plans, considering
decisions and taking action
Does not notice or disregards trends;
does not develop plans for future
opportunities or problems
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Thinks about future implications when
making plans, considering decisions
and taking action
Notices trends and develops plans to
prepare for future opportunities or
problems
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Promotes having a strategic, future
perspective among peers, management and
constituents – and walks the talk
Identifies patterns or connections that are not
obviously related and uses them to address
key opportunities and problems that affect
Department/School or University objectives
Tell me about a time when you had to use your skills to influence someone's opinion.
What does it mean to be successful? According to your definition, how successful have you been so far?
Give an example of a problem you encountered on the job, and the steps that you took to solve it.
Describe what steps you have used to define or identify a vision for your unit/position.
Tell us about a time when you anticipated the future business needs of your organization and accordingly made changes to the current
responsibilities/operations to meet future needs.
Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that
relationship.
Have you ever been in a situation where you have had to take on new tasks or roles? Describe this situation and what you did?
Give an example of an important goal you had to set and tell me about your progress in reaching that goal.
Give me an example of a time when you tried to accomplish something and failed. What did you do about it?
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5.
Teamwork
Develops and uses collaborative relationships to build informal or formal teams and accomplish team goals.
Unsatisfactory
• Over involves or excludes some
members; under or over-supports some
members; does not share/give credit
for good ideas or successes
• Does not collaborate in setting
responsibilities, roles or structures
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Exceptional
Creates a feeling of success, belonging and
positive team spirit – people want to be on a
team with this employee; defines success in
terms of the whole team
Recognized as an expert in developing
collaborative team responsibilities, roles and
structures; asked to consult/train others
Collaborates to set responsibilities,
roles and/or structures that lead to
team success
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Devalues members’ abilities; slows
down reasonable progress by debating
every decision; does not trust the team
to perform
Does not give or accept feedback;
provides feedback that is not relevant or
is inappropriate
Withholds information and/or expertise
from the team
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Acknowledges team members’
abilities and supports their decisions;
trusts the team to perform
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Keeps team performance and morale high
even during times of heavy workload or
pressure
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Recognized as a mentor and role model for
appropriately giving and receiving feedback
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Coaches team members to share information
and expertise to achieve team goals
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Does not help others; does not ask for
help or rejects offers of help to achieve
team goals
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Appropriately gives and receives
feedback from team in order to
accomplish goals
Willingly shares expertise and
important or relevant information with
team members
Offers help to team members; accepts
help when offered to achieve team
goals
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Participates only to serve self-interests
and individual goals
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Contributes to meeting the goals of the
team
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Encourages and supports team members to
offer and ask for help; develops ways to
improve support to strengthen team
capabilities
Actions demonstrate commitment to
achieving team’s goals over individual goals
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Tell me about the time when you were able to build team spirit in a time of low morale.
Tell me about the time when you were able to gain commitment from others to really work as a team.
What was your role in your department's most recent “team” success?
Describe a team experience you found disappointing. In reflecting on this situation, are there steps you could have take to this?
Describe the types of teams you've been involved with. What were your roles?
How well do you work with people? Do you prefer working alone or in teams?
Tell us about the most effective contribution you have made as part of a task group or special project team.
Describe a situation where you found yourself dealing with someone who didn't like you. What did you do?
Have you ever been in a position where you had to lead a group of peers? How did you handle it?
Describe a time when you had a disagreement with a team member. How did you resolve the situation?
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Effective
Involves and supports team members;
shares credit for good ideas and
successes
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Behavioral Interview
Questions
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6.
Uncommon Integrity
Trusted, authentic, self-aware, above reproach. Operates by and adheres to the University’s core values and holds others accountable for
them. Interacts with others in a way that gives confidence in self and the organization. Acts in the University’s best interests and puts
that interest above personal gain or unit or office. Works within the limits of authority to achieve goals.
Unsatisfactory
• Has trouble keeping confidences; may
be prone to gossip
• Reluctant to admit own mistakes; may
blame others
• May hedge or not take a stand;
conversely, may be too direct
• Expresses beliefs only in environments
that are not threatening; conversely,
may be unwilling to compromise
• Plays by own rules; may ignore
University policies & procedures
• Says one thing, but does another
Behavioral Interview
Questions
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Effective
• Keeps confidences; is widely trusted
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Exceptional
Uses knowledge wisely; works to prevent
breaches in confidences; stops rumors
• Recognizes and admits mistakes
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Takes action to correct mistakes and helps
others learn from them
• Presents truthful and honest
information in a manner that is helpful
and constructive
• Stands up for beliefs when they are in
the University’s best interest
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Has the courage to address difficult issues in
an appropriate manner
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Consistently and outwardly supports the
University’s values & mission
• Complies with the letter & spirit of
laws, regulations, and University
policies & procedures
• Walks the talk; keeps promises
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Identifies ethical dilemmas and conflicts of
interest and takes action to avoid and prevent
them
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Creates an environment of trust; is a role
model
• Describe a time when you had to gain and develop trust among your colleagues or co-workers. What did you learn from that
experience?
• What does “integrity” mean to you?
• Give an example of when you acted with integrity in your job.
• What is your definition of character?
• Describe a time when the way you approached your work was directly influenced by the mission and values of your organization.
• What was the most useful criticism you ever received?
• Give an example of how you have acted with integrity in your job/work relationship.
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7.
Works with Passion
Is actively engaged in the work of the University and operates in positive ways to support University goals. Demonstrates deep regard
for University history, mission, core values and commitments when working and interacting with others.
Exceptional
Unsatisfactory
Effective
• Does not offer time, talent or resources • Willingly offers time, talent and
• Recognized as someone whose actions
at work activities unless asked.
resources at work activities
symbolize commitment to the University
• Actions do not demonstrate that UVa’s • Is aware of UVa’s mission, traditions • Preserves and is sought out to educate others
mission, traditions and commitments
and commitments and considers them
about the University history, mission, core
are considered in daily work
in daily work
values and commitments
• Squanders or disrespects University
resources.
• Work activities do not support
University goals or community
members
Behavioral Interview
Questions
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• Demonstrates respect for University
resources
• Work activities actively support the
University’s goals and the members
of our community
• Demonstrates superior stewardship of
University resources
• Reflects UVa’s best intentions in all work
interactions; considered an ambassador for
the University
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What are your core values and how do you apply this to your work?
Describe a specific time when you had to handle a tough problem which concerned fairness or ethical issues.
Describe a time when you had to go above and beyond the call of duty in order to get a job done.
Please describe what you believe the mission of the University of Virginia is.
Describe a situation in which you were responsible for organizational resources (supervising people, maintaining equipment, using
travel funds, etc.). How did you ensure that they were used effectively and appropriately?
• What kinds of things really get your excited?
• Describe a situation when you were able to have a positive influence on the actions of others.
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8.
Ability to
Conceptualize
Mentally assembles diverse pieces of information and grasps their significance as a coherent, meaningful whole.
Unsatisfactory
• May lack the disciplined thought
processes necessary to construct a
strategic view
• Sees information at face value, as
individual pieces without connection
to bigger picture
• May try to simplify too much, or may
be seen as too theoretical
• More comfortable in the here and
now; conversely, may overcomplicate
plans
• Has scattered focus, may not be able
to communicate with tactical or
more/less complex people
Behavioral Interview
Questions
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Effective
• Combines analysis and strategy to
produce ideas or decisions
Exceptional
• Inspires consensus and buy-in to strategy and
new ideas
• Understand how various elements fit
together in ways that can be
explained and understood by others
• Uses analytical skills to generate a
range of solutions to problems
• Sees and understands the path
forward
• Provides framework to translate big ideas
into action
• Can effectively translate complex
ideas for a variety of audiences
• Anticipates future consequences and trends
and aligns work and people around new
strategy
• Leads others around top priority solutions to
complex problems
• Maps out a plan for the future; brings team
members along toward a common goal
• Tell me about a time when you were responsible for the strategic planning of a major project and how you went about it. What was
the outcome?
• Describe a time when you clarified/simplified a situation and how you did it.
• Describe the project or situation which best demonstrates your analytical abilities. What was your role?
• Tell me about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through and what was your reasoning behind your decision?
• Tell me about a time when you took charge of a group in which you didn’t like how things were going and you convinced the people
to do something different.
• Tell me about a new product/service/strategy you created.
• Tell me about a new work process you came up with to solve an old problem.
• How do you go about brainstorming solutions to difficult problems?
• When you are a part of a team solving a problem, what role do you usually play?
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9.
Effectively adjusts to changes in work processes and environment and alters behavior to align with evolving situations. Openly
receives new ideas and accepts other perspectives.
Adaptability
Unsatisfactory
• Stuck in the way things are; focuses
on the negative aspects of change
• Uncomfortable with uncertainty;
prefers things tacked down and sure
• May be afraid to take a chance on the
unknown; may learn and apply new
things slowly; conversely, may be
impatient, changing things too often
• Doesn’t seek out different views;
may only hear what they want to
hear, convinced that they’re right;
may be unwilling or unable to adapt
behaviors
Behavioral Interview
Questions
10 | P a g e
Effective
• Open-minded and receptive to
change; focuses on the benefits of
change
• Can decide and act without having the
whole picture
• Can shift gears comfortably; enjoys
the challenge of unfamiliar tasks or
ways of doing things
Exceptional
• Treats change as an opportunity for learning
and growth; acts as a champion for change
• Open to new ideas & opinions;
willingly accepts new ideas &
opinions and changes behaviors
accordingly
• Actively seeks a diversity of ideas and
opinions; able to take the best ideas of others
and apply them to the situation
• Helps others deal with uncertainty; makes the
picture clear
• Quickly masters the new ideas; helps others
to take on new challenges
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How comfortable are you with change?
Describe a major change that occurred in a job that you held. How did you adapt to this change?
Tell me about a project that did not go according to plan. What mid-course corrections were made and what were the results?
Have you ever helped a group of people you were working with deal with an unpopular change? How did you do it and what was
the outcome?
• Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what
happened?
• Tell me about a time when you had to adjust to a colleague’s working style in order to complete a project or achieve your objectives.
• Give an example of a problem you encountered on the job and the steps that you took to solve it.
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10.
Builds Partnerships
Invests in the development of strategic internal and external partnerships; collaborates to reach productive agreements and foster
goodwill.
Unsatisfactory
• Does not willingly seek or build
partnerships; or is too
accommodating
• Guards information closely; builds
walls instead of bridges
• Is disinterested in supporting other
departments’ or areas’ work; has a
‘not my job’ attitude
• Works with blinders on; doesn’t
understand, or is unconcerned about
the impact of actions on others
Behavioral Interview
Questions
11 | P a g e
Effective
• Identifies key relationships to be
developed or strengthened
Exceptional
• Develops strong relationships across
disciplines and hierarchies
• Exchanges information with partners
to build relationships and solve
potential problems
• Collaboratively works to meet the
needs of own and partner’s areas
• Identifies opportunities to break down silos
• Understands the effects of own area’s
actions and decisions on partners
• Works in conjunction with partners to
achieve goals for the greater good of the
University; is willing to abandon own goals
if necessary
• Initiates dialogue to carefully consider the
impact of actions on other individuals and
areas; is proactive rather than reactive
• What, in your opinion, are the key ingredients to building and maintaining successful business relationships? Give examples of how
you have made these works for you.
• Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that
relationship.
• Tell us about a time when you built positive relationships quickly with someone under difficult conditions.
• What methods do you employ to help build cohesive teams and facilitate the completion of team goals?
• Describe how you have worked effectively with teams or work groups outside of your work unit/team to accomplish organizational
goals.
• As you work with internal and external customers, how do you go about building trust and gaining confidence with those
colleagues/clients?
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11.
Communicates
Effectively
Clearly conveys information and ideas to individuals and groups through a variety of communications modes, including formal
presentations. Practices attentive and active listening; synthesizes information from multiple resources and incorporates it into current
discussion content.
Unsatisfactory
• Talks more than listens; formulates a
response instead of hearing others’
points and information
• May be unclear or provide
information too early, too late, or
ambiguously
• Hoards information, neglects to
update necessary individuals or
provides updates too frequently and
when not necessary
• Overuses a single form of
communication, e.g., email, or
delivers grammatically incorrect or
poorly worded information
Behavioral Interview
Questions
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Effective
• Listens more than talks; tries to
understand others before responding
Exceptional
• Demonstrates active listening skills; solicits,
listens, and acts on input from others
• Organizes and presents information in
a logical sequence and in a timely
manner
• Keeps employees/manager/team
members informed on a regular and
consistent basis about progress and
problems
• Chooses the appropriate mode of
communication and adheres to
accepted conventions
• Sees and communicates patterns and
connections between new information and
current processes
• Actively seeks information and willingly
shares it, anticipating problems
• Demonstrates expertise with multiple modes
of communication; alters approach, as
needed, for different audiences.
• Can you tell me about a time when you were not able to build a successful relationship with a difficult person?
• What, in your opinion, are the key ingredients in guiding and maintaining successful relationships? Give examples of how you made
these work for you.
• Describe a situation where you felt you had not communicated well. How did you correct the situation?
• Describe the most significant written document, report or presentation which you had to complete.
• How do you keep subordinates informed about information that affects their jobs?
• How do you keep your manager informed about what is being done in your work area?
• How do you go about explaining a complex technical problem to a person who does not understand technical jargon?
• Tell us about a time when you had to use your verbal communication skills in order to get a point across that was important to you.
• What kinds of writing have you done? How do you prepare written communications?
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12.
Creativity and
Innovation
Uses the imagination to create something new or different, such as work products, inventions, works of art, or performances. Identifies
new and different approaches or solutions to situations, problems and opportunities.
Unsatisfactory
• Has difficulty making connections
between past experiences and current
needs
• Not able to conceptualize new or
different ways of doing things; resists
new ideas
• May be quick to discredit the creative
efforts of others; unable to suspend
judgment of others’ ideas.
• Wastes time on ideas that will not
work or are unrelated to the task at
hand. Gets side-tracked.
• Focused on the routine; close-minded
to new approaches
Behavioral Interview
Questions
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Effective
• Quickly processes information. Uses
information to frame approach to
solving a problem or creating
something new
• Receptive to new ideas; able to
provide new approaches to situations
• Brainstorms well with others;
respectful of other’s ideas
• Able to identify several alternatives,
approaches, product options, or
adaptations of current processes for
use when necessary.
• Challenges the status quo; Looks
toward the future
Exceptional
Understands the value of continuous
improvement and seeks information to
facilitate the growth of new ideas
• Thinks “out of the box”; consistently comes
up with unique ideas
• Creates an atmosphere or climate that is open
to ideas. Consistently refines and/or builds
on the ideas of others
• Projects how potential ideas may play out
and is able to identify and then choose the
best idea for the circumstance.
• Dares to fail and allows others to fail; Is a
risk-taker while continuing to respect future
needs of the unit or organization
What kinds of decisions are most difficult for you? Describe one?
Can you think of a situation where innovation was required at work? What did you do in this situation?
Describe a situation when you demonstrated initiative and took action without waiting for direction. What was the outcome?
Describe a time when you came up with a creative solution/idea/project/report to a problem in your past work.
Describe something that you have implemented at work. What were the steps used to implement this?
Give me an example of when you took a risk to achieve a goal. What was the outcome?
Tell us about a problem that you solved in a unique or unusual way. Were you satisfied with it?
What have been some of your most creative ideas?
What new or unusual ideas have you developed on your job? What was the result and did you implement them?
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13.
Critical Thinking
Practices objective rather than subjective modes of reasoning and action. Maintains perspective when assessing qualitative and
quantitative information. Appropriately challenges and questions common beliefs.
Unsatisfactory
Effective
Exceptional
• May let emotions get in the way of
• Approaches problem solving in a
• Uses data to predict and address hidden
careful consideration
systematic objective manner.
problems; able to solve the most complex
problems
• Uses only one or few lenses to view
• Looks at issues and solutions from
• Can easily anticipate and pose future
multiple perspectives; balances
scenarios to address issues and solutions and
issues and solutions
qualitative quantitative information
respond accordingly
• May be impatient & jump to
• Looks beyond the obvious; doesn’t
• Sees the “big picture”; finds answers that
conclusions; conversely, may make
stop at the first answer
support strategic goals
issues overly complex, resulting in
“analysis paralysis”
• Tied to common beliefs, even when
• Able to challenge common beliefs
• Proactively uses rigorous analysis to
through careful analysis
challenge common beliefs, and provide
not supported by data
innovative solutions
Behavioral Interview
Questions
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14 | P a g e
Describe the project or situation which best demonstrates your analytical abilities. What was your role?
Tell me/us about a time when you needed to develop and use a detailed procedure to successfully complete a project.
Give me a specific example of a time when you used good judgment and logic in solving a problem.
Tell us about a job or setting where great precision to detail was required to complete a task. How did you handle that situation?
Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through?
Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.
Describe how your position contributes to your organization's/unit's goals. What are the unit's goals/mission?
Tell us about a politically complex work situation in which you worked.
Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a
time when you displayed this.
Tell me/us me about a situation when it was important for you to pay attention to details. How did you handle it?
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14.
Delegates-Shares
Responsibility
Appropriately allocates decision-making authority and/or task responsibility to others; maximizes the use of individual resources to
increase organizational effectiveness.
Unsatisfactory
Effective
Exceptional
• Does most things by him/herself;
• Delegates/shares responsibility and
• Seeks opportunities to delegate/share
conversely, may over-delegate or
responsibility and accountability all team
accountability for tasks and decisions
leave tasks to others
members
• Keeps knowledge and expertise to
• Willingly shares knowledge and
• Seeks out ways to share knowledge and
expertise that supports the strengths and
himself/herself
expertise with others
interests of others and encourages
development
• Does not want to or know how to
• Willingly empowers others by
• Ensures that employees can be successful;
empower others; may delegate/share
delegating/sharing tasks and decisionprovides clear information and tools
some tasks, but not pass on decisionmaking authority.
making authority, or set guidelines or
parameters
• May delegate, but micromanages
• Trusts people to perform and finish
• Actively provides support without removing
and/or finishes the work assigned to
responsibility; is a teacher & mentor;
assignments
others; conversely, may become
expresses confidence in the individual
uninvolved
• Takes credit for the work of others
• Recognizes the accomplishments of
• Finds ways for employees & colleagues to
succeed and be recognized
others
Behavioral Interview
Questions
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Do you consider yourself a macro or micro manager? How do you make the decision to delegate work?
What was the biggest mistake you have had when delegating work? The biggest success?
Have you ever had an employee whose performance was consistently marginal? What did you do?
How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
What have you done in the past to contribute toward a teamwork environment?
Give an example of your ability to build motivation in your co-workers, classmates, and even if on a volunteer committee.
Have you ever been a member of a group where two of the members did not work well together? What did you do to get them to
work together?
• How do you manage cross-functional teams?
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15.
Facilitates Change
Behavioral Interview
Questions
16 | P a g e
Recognizes and fosters the implementation and acceptance of constructive change within the workplace.
Effective
Exceptional
Unsatisfactory
• Rarely seeks information about
• Understands and is able to articulate
• Sustains and reinforces change vision,
change initiatives
creating milestones and symbols to rally
the value of specific change initiatives
support
• Establishes barriers to change
• Listens actively to others and presents
• Recognizes barriers to change and works prowithout properly communicating
actively to remove impediments
own ideas for a balance of perspective
logic around the resistance
• Views change as a loss, has difficulty • Seeks role models exhibiting change
• Persistent; models change behavior through
behaviors and similarly adapts self
consistent words and actions in support of the
altering own behaviors; may not
understand how change happens.
change
• Does not recognize value in change; • Challenges the status quo
• Creates a sense of urgency with regard to
lives by the motto, “it it isn’t broken,
change; is able to clearly define the business
value or imperative for change
don’t fix it”
• Rarely speaks optimistically
• Acts as an advocate for change leaders • Motivates people to change through
regarding change or change leaders
interpersonal influence; leads by example
• Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what
happened?
• When is the last time you had to introduce a new idea or procedure to people on this job? How did you do it?
• Describe a major change that occurred in a job that you held. How did you adapt to this change?
• Tell us about a situation in which you had to adjust to changes over which you had no control. How did you handle it?
• What do you do when priorities change quickly? Give one example of when this happened.
• Describe a time when you made a suggestion to improve the work in your organization.
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16.
Gains Commitment
Effectively explores alternatives and positions to facilitate agreements with the support and acceptance of all parties. Uses appropriate
interpersonal styles and strategies to gain acceptance of ideas or plans.
Unsatisfactory
Effective
Exceptional
• Focused on getting own point across
• Demonstrates good listening skills
• Quickly gains the trust of all parties
before trying to understand others
• May have to win every battle;
• Can be both forceful and diplomatic
• Able to win difficult concessions without
conversely, may give in too easily
damaging relationships
just to gain agreement
• Poor conflict manager; difficulty
• Comfortable with conflict; able to
• Skillfully diffuses attack, contention, and
dealing with contention
settle differences with little noise
non-negotiable issues
• Poor negotiator; May give in too
• Reaches agreements without damaging • Skillfully negotiates the toughest situations
easily; conversely, may leave bad
relationships
with internal and external groups
feelings
• May not seek or know how to find
• Finds “win-win” solutions
• Consistently finds creative solutions to the
most difficult problems
common ground
• Has difficulty rallying support after
• Gains internal and/or external support
• Champions the agreement or plan, and
an agreement
once an agreement has been reached
motivates others to be champions
Behavioral Interview
Questions
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How do you communicate to others that you can be trusted (to keep a confidence or to be responsible for action)?
What is your approach to defusing tense situations?
Tell me about a time when listening kept you out of trouble or when not listening got you into trouble.
What do you do when you think someone is not listening to you?
Tell me about a time when you came up with a solution to a problem others could not solve.
When you are part of a team solving a problem, what role do you usually play? Give an example.
Have you ever gotten another person to commit to an idea or project they did not originally support? How did you do this?
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17.
Impact
Consistently displays professionalism and confidence; creates a positive first impression as an individual and as a representative of the
University.
Unsatisfactory
Effective
Exceptional
• Sometimes nervous about dealing
• Stays calm; does not appear nervous
Develops rapport with senior managers,
with employees and others; may
or overly anxious; responds openly
customers and the general employee
respond aggressively or not at all
and warmly when appropriate
population
• Sometimes comes across as shy or
• Speaks with a self-assured tone of
• Never loses composure or gets rattled when
afraid to ask questions
voice
questioned
• Sometimes think he/she already
• Is dedicated to meeting the
• Skillfully handles the criticisms, complaints,
expectations and requirements of
and special requests of customers
knows what the customer needs; or is
internal and external customers
more committed to own needs vs.
those of others
• Doesn’t meet the minimum standards • The feedback from customers &
• Consistently builds effective relationships
and expectations of internal and
with customers & coworkers, & gains their
coworkers is almost always positive
external customers
trust & respect
• May try to simplify too much or be
• Can articulately paint credible pictures • Is future oriented and always represents the
and visions of possibilities and
very tactical
University positively
likelihoods
Behavioral Interview
Questions
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18 | P a g e
What do you do when things don’t go as planned?
Could you give an example of an experience that has shaped the way you handle stress or pressure?
How do your co-workers describe their first impression of you?
Have you ever been asked a question while presenting or in front of a group where you did not know the answer? How did you handle
that?
The last time you missed an important deadline, how did you respond?
Can you give an example of when someone provided you with constructive criticism? How did you handle it?
When a co-worker (or employee) makes a mistake in their work how do you approach them?
Describe a time when your confidence was rattled. How did you handle it?
What have you found to be most effective in building positive working relationships with your
coworkers/peers/management/customers?
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18.
Individual Efficiency
Effectively manages time and resources to ensure that individual work is completed efficiently.
Unsatisfactory
Effective
Exceptional
• May believe that everything’s
• Understands what’s critical and
• Links individual tasks to larger strategic
important; ; or unable to prioritize
what’s not; able to prioritize
goals, without losing sight of the little things
own work tasks
• May give up too easily in the face of
• Able to eliminate roadblocks as they
• Anticipates roadblocks; plans and takes
obstacles
arise
action to handle them; helps others remove
similar obstacles
• Disorganized, wastes time; reactive
• Uses time efficiently & effectively;
• Gets more done in less time than others; can
to what’s hot; may be unable to say
attend to multiple priorities
focuses on the priorities
no
• Doesn’t have or follow a plan; may
• Plans the work & works the plan;
• Can orchestrate complex projects to achieve
ensures that resources and time are
rely too much on self; conversely,
a goal; takes advantage of available resources
may push tasks off on others
available to complete individual tasks;
to complete work
works to avoid conflicts
Behavioral Interview
Questions
19 | P a g e
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Describe your process of prioritizing your responsibilities.
When you are planning the work of others or your own how many contingencies do you prepare for?
When is the last time you missed a deadline? What would you done differently?
What do you find challenging, exciting, or fun?
How do you gather information in a hurry?
What do you do when you are faced with a deadline that was extremely difficult to meet?
Describe a person that you would characterize as efficient and explain why you feel that way about them.
Describe a time when you alerted your co-workers or management to a possible problem that helped them avoid delaying a project.
What do you find helps you manage your time?
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19.
Interpersonal
Versatility
Succeeds in understanding others. Is open and skilled in using one's interpersonal style to meaningfully interact with others, including
empathy, humility and patience. Demonstrates tolerance and civility when engaging with employees, colleagues and customers.
Unsatisfactory
Effective
Exceptional
• Does not build relationships easily; is • Can interact with a variety of people,
• Easily relates to, and is convincing to a wide
seen as unapproachable; conversely
both within and outside of the
variety of people; highly regarded
may be seen as a “smooth talker”
University; puts others at ease
• Is threatened by others’ strengths, or
• Recognizes and understands the
• Recognizes, understands, and capitalizes on
strengths and weaknesses of others
the strengths of others; seeks to develop
takes advantage of others’
weaknesses
others’ weaknesses
• Unable to read others well;
• Notices and accurately interprets what • Uses knowledge of others’ behavior to frame
misinterprets the intentions, actions,
others are feeling, based on their
own position and influence others
or words of others; makes incorrect
choice of words, tone of voice,
assumptions
expressions, and other nonverbal
behavior
• shy or lacking in self confidence;
• Is diplomatic and tactful;
• Able to sway opposing views and deliver
conversely, may be raw or too direct;
communicates sensitive issues in a
constructive criticism so it is recognized and
panics or attacks in the face of
accepted; defuses high-tension situations
non-threatening way; resolves conflict
conflict or criticism
calmly
comfortably; does not get rattled
Behavioral Interview
Questions
• Have you ever been in a situation where you recognized someone was uncomfortable sharing information with you? What did you do
(to put them at ease)?
• What do you do when someone comes to talk to you about a problem they are having but you do not find it important?
• Describe a time when you have given up something important to you to help someone else.
• Describe a time in your life when you were able to transition from being an “outsider” to an “insider” of a particular group.
• How do you deal with groups/people you don’t agree with?
• Have you ever gotten out of a tough situation with your charm?
• Describe a time when you handled a “crisis”. What was it and what was your role?
• How do you get to know new coworkers/people?
• How does your perception/impression of someone change the way you interact with them?
20 | P a g e
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20.
Leadership Presence
Lives the University’s core values and leads by consistent example; daily actions are consistent with espoused values and demonstrates
expectations. Helps other understand the organization's vision and values and keeps them at the forefront of organizational decision
making and action.
Unsatisfactory
Effective
Exceptional
• Behaviors are not influenced by core • Positive about the University and its
• Recognizes and rewards others who live and
values. Refuses to adapt self to the
core values; communicates the values
reflect the University’s values.
vision of the University.
to others
• Actions don’t match words
• Walks the talk; leads by example
• Consistently inspires others through words
and actions
• Does not show respect for others.
• Respects the rights, dignity, and
• Continuously promotes an open and
differences of others.
respectful environment
• Takes the back seat; waits for others
• Knows how to get things done
• Is looked to in a time of crisis; moves others
to act.
to step in on a project.
Behavioral Interview
Questions
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What is your definition of a successful leader?
Have you ever had to lead people who didn’t want to be led? How did you proceed?
Describe a time when you handled a “crisis”? What was it and what was your role?
How do you celebrate the successes of others on your team or work group?
Describe a time when you have remained calm under pressure? What allowed you to maintain your composure?
What are the values that you structure your professional life around?
Tell me about a time when you had to use your skills to influence someone's opinion.
What does it mean to be successful? According to your definition, how successful have you been so far?
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21.
Manages Conflict
Behavioral Interview
Questions
22 | P a g e
Takes positive action, using appropriate interpersonal styles and methods, to reduce tension or conflict between two or more people.
Effectively handles antagonistic situations using objectivity and avoiding personal attacks.
Unsatisfactory
Effective
Exceptional
• Avoids conflict situations;
• Recognizes and addresses conflicts
• Anticipates and acts to address potential
conversely, may get in the middle of
quickly
conflict situations; helps others address
other’s problems
difficult situations
• May drive for a solution without
• Collects information to understand the • Indentifies and gains agreement on the key
conflict; listens to all sides
issues to be resolved
understanding the problem or before
others are ready
• Gets upset as a reaction to conflict;
• Stays focused on resolving the conflict • Uses conflict as an opportunity for
may engage in personal attacks
improvement
• Gives in & says yes too soon;
• Finds common ground; and settles
• Resolves conflicts in ways that strengthen
disputes equitably
relationships and the organization; creates
conversely, may be overly
competitive & need to win every
“win-win” results
dispute
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Have you ever been blamed for something that was not your fault? How did you respond?
When is the last time someone came to you just to talk? Why did they come to you?
Describe a time when you foresaw a conflict? What did you do?
Have you ever had to help coworkers find common ground to move forward with their work or project?
Describe a situation when you had to work through conflict with an individual or group?
Have you ever avoided speaking to someone directly as a result of a dispute? Why did you choose to do this?
Think of a time when listening kept you out of trouble. What would have happened had you not listened?
Has someone ever misunderstood the meaning of your statements and taken offence? How did you find out and what did you do?
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22.
Manages Information
Behavioral Interview
Questions
23 | P a g e
Collects and makes effective use of information needed to manage an organization or ongoing activities within it.
Effective
Exceptional
Unsatisfactory
• Fails to protect, or misuses sensitive
• Understands and applies policies &
• Creates an environment that supports
information
procedures for managing sensitive
effective management of sensitive
information
information
• May provide too much or too little
• Provides timely, accurate information
• Anticipates the needs of the organization &
information, or does not provide
that meets the needs of the
provides information to support those needs
timely, accurate information
organization
• Data not collected or reviewed in a
• Collects and reviews data on a regular
• Recognizes opportunities and advises the
basis to determine progress, anticipate
organization based on detailed and timely
timely manner or on a regular basis
needs, and make necessary
review of available information
adjustments to personnel or processes
• Provides information that may be
• Provides the information people need
• Provides information that inspires high level
to know and do their jobs
of employee engagement & productivity
unclear, or in a manner that may
upset people
• How do you keep others informed at work?
• What kind of information do you seek out when you are making a decision at work? How do you obtain the information?
• Describe a time when you received information about a project or work related item that was critical for success. How did you share
the information and when did you share it with the work group?
• Think of a time when someone started a conversation with you saying “You can’t tell anyone I said this, but”. How did you respond?
• Have you ever communicated something you wish you hadn’t? Why do you think you did this and what did you do after it was
disclosed?
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23.
Mentors and Coaches
Recognizes and acknowledges strengths in others. Provides timely guidance and feedback to help others develop knowledge and skill
areas to accomplish tasks or solve problems.
Unsatisfactory
Effective
Exceptional
• Is unwilling or reluctant to coach or
• Willingly mentors other employees
• Seeks out opportunities to mentor & coach
mentor other employees
employees; showcases the successes of
who need help and further
others
development
• Feedback is infrequent; may avoid
• Provides honest and timely feedback
• Looks for opportunities to give appropriate
difficult conversations
and reinforcement
feedback on performance; reinforces efforts
and checks on progress
• Does not provide clear expectations
• Explains and demonstrates expected
• Explains, demonstrates, and reinforces
or guidance, and does not follow-up
expected behaviors, knowledge, and skills; is
behaviors; encourages questions to
a role model
or check for understanding
ensure understanding
• Assumes what employees &
• Is an active listener; adapts mentoring
• Inspires employees & coworkers to develop
and grow
coworkers need; may have trouble
to the needs of employees &
adapting to their needs
coworkers
Behavioral Interview
Questions
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What do you do to put people at ease?
How do you set boundaries with direct reports?
Tell me about a time when you had to use tough love with a direct report, friend, someone younger/less experienced.
Tell me about a time when you had to deal with an arrogant, condescending person or one who made you angry.
What is your way of getting upset? What do you do?
Tell me about a big challenge you provided for someone else.
Tell me about people you helped do something they didn’t want to do.
Do you ever listen as a tactic to defuse a situation?
• What do you do when morale is low in your team or with a specific employee you are dealing with?
24 | P a g e
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24.
Organizational Agility
Understands how the University operates and the reasoning behind key practices; savvy; accomplishes tasks through formal and informal
channels and networks.
Unsatisfactory
Effective
Exceptional
• May not know or care how things
• Understands the operations within and • Understands why things work the way they
work within and beyond their
beyond their organization
do; knowledgeable of trends outside of U.Va.
organization
• May be too timid or lack the
• Willing and able to get things done
• Develops a strong network through the
through formal and informal channels
University; an expert at navigating through
experience to get things done outside
their area
the organization.
• May be too direct or naïve;
conversely, may be seen as too
political or manipulative
• May not understand the impact of
their actions; may be unaware of the
needs of other stakeholders
Behavioral Interview
Questions
25 | P a g e
• Can navigate complex situations
effectively and quietly
• Anticipates potential problems and plans
accordingly
• Is sensitive to the U.Va. culture;
understands other stakeholders and
their needs
• Uses the political process to further
University strategic interests, while creating
goodwill
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Tell me about a time when you took a significant personal risk (career, personal).
What newspapers/magazines do you read?
Have you ever coached a children’s team with parents on the sidelines?
Tell me about a time when you handled a crisis.
What do you do to prepare when you know ahead of time that the negotiation will be difficult?
Tell me about a time when you got a new or revised policy/practice/procedure approved.
Tell me about a time when you had a project dropped on you (United Way, party, convention, trade show) that you’d never done
before.
• Tell me about a time when you put together and managed a project team.
• Have you ever had to mediate something between two people more powerful than you?
• Tell me about a time when you got something approved under time pressure that was out of the ordinary.
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25.
People Focus
Makes people and their needs a primary focus of action; takes full responsibility for fostering productive people relationships; focused
on creating goodwill.
Unsatisfactory
Effective
Exceptional
Puts others at ease; gains trust quickly
Is a poor listener; has difficulty clearly
Listens more than talks; is patient yet
explaining ideas; easily frustrated by
persistent
misunderstandings
Is viewed as a loner; seldom interacts
Takes time to get to know colleagues, to
Demonstrates genuine concern and interest in
with colleagues; aloof
build rapport and establish a common
others; notes and recalls important information
bond
about others
Works around rather than through
Values, appreciates, and includes others;
Sees the larger picture; willing to sacrifice
others; discounts or discredits others’
acknowledges their perspectives and
personal goals for the greater good
contributions or suggestions
ideas
Takes others for granted; claims others’
Expresses gratitude and appreciation to
Helps others without being asked; volunteers
ideas, or discredits those ideas entirely
others who provide information,
for special projects; goes the extra mile
assistance, or support
Is wedded to own ideas; forces ideas
Finds common ground and solves
Seeks out opposing views; sees differences as a
and suggestions on others; doesn’t
problems for the good of the majority
strength rather than a weakness
compromise
Behavioral Interview
Questions
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26 | P a g e
Tell me about a time when you managed a conflict with your boss (teacher, parents).
Tell me about a time when you were about to get a group to change its mind.
Tell me about a time when listening kept you out of trouble.
Tell me about a time when you were in a negotiation with an upset customer?
Have you ever walked out of a store because the service was slow?
How do you react when your patience is really tested?
What was your best success story of you getting a group excited about something?
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26.
Persistence
Stays with a position or plan of action until the desired objective is obtained or is no longer reasonably attainable.
Unsatisfactory
Effective
Exceptional
• Gives up too soon or moves on to
• Seldom gives up before finishing,
• Consistently sticks to efforts in the face of
something that’s going better
especially in the face of resistance or
overwhelming odds
setbacks.
• May find it difficult to change course • Able to modify a plan in order to reach • Changes course with ease; keeps others
focused on the objective
to reach the same objective
an objective
• May hesitate to push when met with
conflict or disagreement
• Doesn’t attempt tasks more than once
or twice
• Unable to recognize when a goal
cannot be achieved
Behavioral Interview
Questions
27 | P a g e
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• Pursues work with energy, drive, and a
need to finish
• Actively works to overcome obstacles
by changing strategies, doubling
efforts, using multiple approaches,
• Recognizes when a goal cannot be
achieved, and adjusts focus
• Takes charge, when called upon, to complete
tasks that others are unable to complete
• Often sought out by others to assist in the
creation of strategies to overcome
bottlenecks and complications
• Almost always redirects energy into related
achievable goals, if necessary
Tell me about a time when you were the first to take on a tough issue.
Tell me about an impossible situation you had to manage.
Have you ever had to lead people that didn’t want to be led?
Have you ever tried to champion a cause others had abandoned?
Tell me about a time when you got results when others tried and failed.
Do you think there was a time when you kept pushing beyond reason?
Tell me about a time when you tried your best and failed.
Would others label you a perfectionist?
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27.
Plans and Organizes
Establishes courses of action for self and others to ensure that work is completed efficiently. Develops ways to get work done;
effectively organizes people and activities; sees opportunities for cooperation and integration where others might not.
Unsatisfactory
Effective
Exceptional
• May not anticipate or be able to see
• Can comfortably handle projects and
• Determines project/assignment
how multiple activities come together
requirements by breaking them down
assignments that are risky and filled with
uncertainty
into tasks
• May be a seat-of-the-pants performer • Allocates appropriate amounts of time
• Develop strategies to complete work by
scratching it out at the last minute, or
for completing own and others’ work;
actively spending time to understand and
spends too much time obsessively
analyze group processes
reviewing/revising content
• May avoid planning and come across • Avoids scheduling conflicts; develops
• Adjusts effectively and is more than tolerant
to others as disorganized; conversely,
timelines and milestones
of normal chaos in work processes
may micromanage people and
projects
• May not know how to find and
• Takes advantage of available resources • Is an expert at marshalling resources to get
arrange people, materials, budget,
to complete work efficiently
things done
• Performance decreases as the number • Can orchestrate multiple activities at
• Never loses his/her effectiveness when things
of simultaneous activities increase
once to accomplish a goal
don’t go as planned
• Doesn’t follow an orderly method of
• Measures performance against goals;
• Consistently exceeds performance goals;
setting goals and laying out work
evaluates results
most often using SMART goals
Behavioral Interview
Questions
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28 | P a g e
How do you allot your work time?
Tell me about a time when you had to set overall direction for a group.
When two people need you at the same time, what do you do?
What factors contribute to you making a decision you feel confident about?
Have you ever taken over a team that was badly managed?
When the group is confused or working on many things at once, what do you do to restore focus?
When you were in a leadership position/running a task force or project, tell me about how you organized the work load, followed up,
set objectives, and checked in with people.
• Tell me about a time when you put together and managed a project team.
• Tell me about a time when you planned and pulled off a complex assignment.
• How do you involve others in helping determine priorities? Give me some examples.
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28.
Quality Focus
Continually seeks to improve work processes, products and services. Sweats the details. Ensures that work is free from errors and is
accomplished safely; takes action to correct problems
Unsatisfactory
Effective
Exceptional
• Produces work that is below the
• Delivers work which meets the needs
• Produces work that is always among the best
quality standard; contains errors, and
of internal and external customers
usually requires rework
• May be careless and unconcerned for • Initiates action to correct problems or • Anticipates and takes action to avoid quality
quality results; conversely,
problems
notifies others of issues as appropriate
perfectionism may limit productivity
that impact work quality
• Doesn’t follow effective, accurate,
• Watches over job processes, tasks, and • Creates effective work processes and ways to
measure quality
and efficient work processes
work products to ensure freedom from
errors, omissions, or defects
• Doesn’t know, or doesn’t want to
• Leverages technology to positively
• Is in the forefront for using tools and
learn the tools and techniques to
techniques to improve work processes
impact quality
improve work processes
• May not listen to others about
• Is open to suggestions and
• Empowers others to design their own work
processes, lending assistance, if necessary
improving work design
experimentation
• Unaware of safety standards. May
• Understands and applies safety
• Creates an environment committed to
not follow safety procedures or report
upholding safety standards
standards. Reports and corrects safety
problems
problems
Behavioral Interview
Questions
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29 | P a g e
Have you ever left a job or company over a matter of ethics or values?
Tell me about a time when you had to manage a crisis situation.
As it pertains to you current position, do you have any current ideas or thoughts that might lead to successful innovations?
What do you consider your best innovation?
Tell me about a time when you organized and managed others on a complex task from start to finish.
Tell us about a time when you took responsibility for an error and were held personally accountable.
Sometimes it is essential that we break out of the routine, standardized way of doing things in order to complete the task. Give an
example of when you were able to successfully develop such a new approach.
• Have the jobs you held in the past required little attention, moderate attention, or a great deal of attention to detail? Give me an
example of a situation that illustrates this requirement.
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29.
Technical/Professional
Knowledge
Is professionally and technically accomplished to perform one’s job. Achieves an accomplished level of technical and professional skill
or knowledge in position-related areas; consistently staying abreast of current developments and trends in areas of expertise.
Unsatisfactory
Effective
Exceptional
• May be using out of date skills and
• Has the technical and professional
• A subject matter expert.Able to bridge
technologies
knowledge to do the job at a high
technical & professional knowledge with
level of accomplishment
personal, interpersonal, & managerial skills
• Lacks interest or experience in higher • Knowledgeable in best practices
• Can anticipate future consequences and
affecting his/her department or
trends accurately; is a go-to person for best
education or in one’s functional area
function
practices in his/her department or function
• Doesn’t learn new technical skills
• Willing and able to learn new skills
• Continuously experiments with & creates
willingly; may be a slow learner
and knowledge
new processes in order to be at the leading
edge of innovation in the workplace
• Is among the last to learn or adopt
• Does well in technical courses and
• Is sought out to explain or instruct in new
new technology; is not interested in
seminars affecting productivity; is
technology or business processes
eager to learn new things
learning new technologies
Behavioral Interview
Questions
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Could you give an example of steps you have undertaken to keep your skills current in your present job?
What’s coming next in your technical area? What or who’s at the leading edge?
What’s the latest new technical trick or skill you have learned and applied?
Tell me about a time when you became too hands-on and had to let go.
What’s the most significant improvement you have ever made to a work process?
Tell me about a time when you were an early adopter of some new technology.
Have you ever made a suggestion to improve a work flow that your supervisor accepted and implemented?
Tell me about a time when you moved into a job where the work processes/systems/work groups were delivering poor quality and had
to be fixed.
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30.
Values Diversity and
Equity
Demonstrates a commitment to equity and diversity in one’s work. Collaborates with and involves others with divergent viewpoints, as
well as diverse people and groups, contributing to developing an environment that is equitable, inclusive, respectful and cooperative.
Unsatisfactory
Effective
Exceptional
• Only works with people that he/she is • Works with others because of their
• Never shows an inappropriate preference for
comfortable with
talents and contributions, rather than
a single group of people; actively reaches out
personal attributes
to others
• Is not interested in differing
• Seeks out and uses ideas and talents
• Champions inclusiveness; involves others to
improve results and increase support
viewpoints and insights
from various sources and individuals
• May act inappropriately with those
different from him/her
• Doesn’t see the business value of
diversity; may ignore compliance
requirements
• May carry around negative and
demeaning stereotypes he/she has
trouble getting rid of
Behavioral Interview
Questions
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• Establishes relationships with and
learns more about people with
different characteristics, experience,
perspectives, and backgrounds
• Advocates the value of diversity to
others; takes actions to increase
diversity in the workplace; applies
diversity laws, regulations, and
organizational policies to own work
• Examines own biases and behaviors to
avoid stereotypical actions or
responses; plans and takes actions that
consider the diversity of those
involved or affected
• Creates effective teams that reflect the
spectrum of differences in the community
• Champions diversity; confronts inappropriate
behavior by others
• Continuously challenges own biases and
assumptions; knows personal strengths, and
weaknesses; is receptive to talking about
shortcomings
What is the most diverse team you have been a part of?
Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.
Tell us about a time when you had to adapt to a wide variety of people by accepting/understanding their perspective.
What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning?
What have you done to support diversity in your unit?
Tell us about a time when you had to adapt to a wide variety of people by
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