【實用文檔】WarehouseClerk-B

1、Coca Cola (Dong guan) 可口可樂(東莞)Interview GuideTarget Position: Date:Candidate: Interviewer B :Preparation Checklist1. Review application material, including resume(curriculum vita) and any application forms. Decide while jobs/experiences are most relevant to the target job.2. Prepare to conduct the K

2、ey Background Review.- Note any/experiences on which you are unclear or would like more information.- Note any gaps in employment.3. Prepare the Planned Behavioral Questions section.- Review the competency/skill definition and key actions.- Modify questions to better fit the candidate' s experie

3、nce.- Decide if the order of the questions should be changed; develop additionalquestions if necessary.4. Estimate the time needed to cover each section of the Interview Guide.Outline for Opening the Interview1. Greet the candidate, giving your name and position.2. Explain the interview s purpose:-

4、To acquaint interviewer and candidate.- To learn more about the candidate ' s background and experience.- To help the candidate understand the position and organization.3. Describe the interview plan:- Briefly review jobs/experiences.- Ask questions to get specific information about those jobs/e

5、xperience.- Provide information about position and organization.- Answer candidate ' s question about the position and organization.- Point out that you both will get information needed to make good decisions.- Indicate that you will be taking notes.4. Explain the job ' rstiessenctions and a

6、sk if the candidate can perform the essential functions with or without reasonable accommodation. (Required in the United States)5. Make the transition to the Key Background Review.Coca Cola (Dong guan) 可口可樂(東莞)Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major respons

7、ibilities/duties? Any change in responsibilities?What did/do you like best the position? What did/do you the least?Why did you (or why are you planning to) leave?CommunicationCoca Cola (Dong guan) 可口可樂(東莞)Key Background ReviewWork BackgroundJob/Experience: Date:What were/are your major responsibilit

8、ies/duties? Any change in responsibilities?What did/do you like best the position? What did/do you the least?Why did you (or why are you planning to) leave?CommunicationCoca Cola (Dong guan) 可口可樂(東莞)Providing Feedback: Objectively observing , analyzing, and sharing your perception of other people

9、9;s performance to reinforce or redirect behavior to improve performance and business results. Providing feedback that is timely, specific, behavioral , balanced, and constructive.Key Action:- Seeks opportunity for feedback- Describes the situation and behavior- Clarifies expectation and consequence

10、s- Makes suggestions and provides alternativeQuestions:1. How do you ensure that your feedback is constructive to the person receiving it? provide an example.2. How do you determine when feedback might be helpful to a co-worker? Tell me about a time you used this approach.SituationActionResultCommun

11、ication:Acting with Integrity : Providing FeedbacRating: Maintaining a commitment to honesty; models social, ethical,and organizational values; firmly adhering to codes of conduct and ethical principles.Coca Cola (Dong guan)可口可樂(東莞)Key Action:HonestyObey organizational rules and principlesMaintain a

12、 fairly and friendly attitudeQuestions:1. Often there are people in an organization who deserve more credit than they receive. Tell me about a time when this happened. What did you do?2. Tell me about a time when your manager/supervisor/ team leader asked you to do something that you didn't thin

13、k was appropriate. How did you respond?SituationActionResultCommunication:Acting with IntegrityRating:Initiative: Propensity for action to achieve grater results beyond what is required; being proactive; taking initiative.Key Actions:- Be proactiveCoca Cola (Dong guan) 可口可樂(東莞)- Generate ideas for i

14、mprovement- Take advantage of opportunities without being asked- Seek opportunities for self-improvement- Do more than requiredQuestions:1. Describe a situation in which you exceededhe line head expectations.Specifically, what did you do?InitiativeRating:SituationActionResultCommunication:Interview

15、Close2. Additional InformationIntroduce the buy-time question. " I ' m going to ask a question that I' d like yoito think about for a few minutes before answering. While you' re thinking, Ireview my notes to see if there is other information I need." The question isWhy should y

16、ou be considered for this position?Coca Cola (Dong guan)可口可樂(東莞)3. Review notesWhile the candidate is thinking about the question, review your notes to identify any area where more information is needed, or information needs clarification.4. Buy-time answerAsk for the candidate ' s answer to the

17、-bme question.5. Additional questionsAsk any additional questions based on the review of your notes.6. Position /Organization/LocationProvide information on position, organization, or location. If you are the last interview. Check the candidates understanding of these areas. (Note anything that appe

18、ars to match or conflict withthe candidate s state motivations and preferences.Coca Cola (Dong guan)可口可樂(東莞)Give candidate the opportunity to ask questions. (Note the questions asked here)7. End the interviewExplain next steps in selection process.Thanks the candidate for a productive interview.Post

19、-interview Instructions1. Identify complete STARs throughout the Interview Guide.2. Categorize STARs into appropriate competence/skill.3. Indicate whether each STAR is effective(+) or ineffective(-).Coca Cola (Dong guan)可口可樂(東莞)4. Consider the weight of each STAR according to its impact, recency, an

20、d similarity to the target job.5. Determine and record the rating the rating box (lower right corner ) for each competency/skill use the following system:E-Excel: The individual demonstrates well-developed expertise, and is considered highly skilled and influential in this competency or skill area;

21、Can provide expert advice, and train or develop others in this competency or skill area.P-Proficient: The individual has great knowledge and experience in this competency or skill area; well advanced; more than acceptable in this competency or skill area.C-Competent: The individual has requisite or

22、adequate ability in this competency or skill area; meets the criteria for successful performance in this competency or skill area.G-Gap: The individual is not fully competent in this area. The individual may have had limited or no opportunity to demonstrate this skill or competency, but there is eve

23、ry reason to believe that he/she will be able to sufficiently develop this skill or competency in a reasonable period of time, with guidance, practice, and/or reinforcement.V-Void: The individual is not fully competent in this area, and will not be able to sufficiently develop this competency in a r

24、easonable period of time.F or NF-Fit or Not a Fit: Use to assess Motivational Fit for job, Organization and/or LocationClarifying ratings:n: No opportunity to observe or assess.W: Weak/Want more data (for example, Cw); use when only STAR iscollected for a competency of skill area.Eh: To high. Ah ind

25、ividual detrimental to the individuals skill level is so extremely high that it could bes, teams, orpoerrgfoarnmizaanticoen.Post-interview Instructions6. Evaluate the applicant ' s behavior in the observable competencies/skill.- Review your notes and determines whether the applicant s behavior in eachcompetency ' s/skill ' s key actions was effective(+), neutral(0), or ineffective/absent(-).- Place a check mark in the appropriate box for each key actionCoca Cola (Dong guan)可口可樂(東莞)- Use the five-point scale from step5 to a rate the applicant ' s behavior in the foll