The Interview. All short-listed applicants will be offered an interview. At the interview you may be required to bring with you original qualifications and/or tickets for viewing by the panel. The interview will consist of a series of questions based on the position requirements. You will have the opportunity to explain and expand on the information provided in your application. The selection panel’s task is to establish whether you possess the necessary skills, and attitudes to perform the duties and requirements of the position and in some cases have the potential to acquire these skills within a reasonable time period. Your task is to demonstrate to the selection panel on how well you meet the position requirements and to determine whether the position is suitable for you. Remember, the interview is a two way process. Therefore, as well as the interviewer asking questions, you may ask questions as well. Dependent upon the position, if you are selected for an interview and are required to attend in person, Council may pay for your return airfare (if applicable). Any other expenses associated with the interview will be borne at your expense. During the interview, it would be preferable if you could provide a firm commencement date should you be successful in obtaining this position. Preparing for your interview: • Carefully read the Position Description and in particular the position requirements and functions of the position; • List key issues relating to each criteria; • Think of likely questions, which would directly apply to the Position Description.
The Interview. The Agency shall ensure the interview is conducted by a suitably skilled and experienced employee who, with regard to the redeployee’s status, explains and discusses:
The Interview. You will find all sorts of people working within your placement company. They do many different kinds of jobs, not all of which may seem interesting to you. Try to find some people doing jobs that you think are interesting. Consult your placement supervisor regarding who among your choices would be best to interview and then SELECT TWO. Next, politely ask the people you have chosen if you might ask them a few questions for your interview. What is the purpose of this interview? You want to find out if someone enjoys his/her work and why. But, how do you conduct an interview? • Prepare your questions ahead of time. • Take the time to make notes of the answers. • Ask a follow-up question if you receive an incomplete or unclear answer. • Politely thank your interviewee for taking time from their busy day to speak with you. Take a look at the interview questions on the following pages. Ask these questions but also come up with THREE QUESTIONS of your own. Write down the answers in the spaces following the questions. You can do this first on separate scratch paper and then, at the end of the day, you can write them out neatly in this logbook. THE INTERVIEW (First introduce yourself, of course.) Name of the person you are interviewing/have interviewed: …………………………………………………………………………………. Job:…………………………………………………………………………………………………. Questions: Answers: What sort of work do you do? Why did you decide to go into this ………………………………………………………. ………………………………………………………. ………………………………………………………. line of work? ………………………………………………………. ………………………………………………………. ………………………………………………………. Which aspects of your work do you find the most interesting? ………………………………………………………. ………………………………………………………. ………………………………………………………. What are some of the less appealing aspects of your job? ……………………………………………………….. ……………………………………………………….. ………………………………………………………. Do you think your work is • Difficult? ………………………………………………………. • Tiring? • Varied enough? ………………………………………………………. ………………………………………………………. How many hours per week are you …………………………………………………….. scheduled to work? Do you sometimes/frequently put in overtime? …………………………………………………….. Are there opportunities for further …………………………………………………….. advancement within this company ? ……………………………………………………… ………………………………………………………. What sort of education or training is …………………………………………………… necessary for your position? How long did this study take ? ……………………………………………………. …………………………………………………… Do you think that you are well-paid for …………………………………………………… your work? ………………………………………...
The Interview. It is important to establish (1) that no nexus existed, and (2) that there was no reliance on a nexus by the issuing supervisor and concurring official when the case is being investigated at the earliest stages. Management advocates will invariably attempt to establish some post disciplinary nexus at arbitration--even though the issuing supervisor probably hadn't a clue as to what the nexus principle was--much less what nexus may have existed-- when the discipline was initiated and issued. Even if a management advocate can produce newspaper article after newspaper article stating the disciplined employee's name, Post Of- fice of employment, etc., at arbitration--if the issuing supervisor did not rely upon those arti- cles, then there was no nexus when the discipline was initiated and issued. However, without clear establishment of what the supervisor relied upon and what reasoning was behind the decision to discipline--through the interview--then management will testify at the arbitration hearing all about the nexus that is then claimed to be the reason the action was initiated. The interview is as important in a nexus case as it is in any element of due process and Just Cause. Some examples of the interview in a nexus case are as follows: Xx. Xxx'x conduct occurred off the clock? Xx. Xxx'x conduct occurred off the premises? Were you present when this alleged misconduct occurred? How did you find out about this misconduct? Did you read about Xx. Xxx in the newspaper? What newspaper? When? Do you have these articles? Did you hear about Xx. Xxx on the radio? What radio station? When? Do you have audio tapes of these reports? Did you see Xx. Xxx on television? What television station? When? Do you have videotapes of these reports? Did you receive customer complaints about Xx. Xxx'x continued employment? From whom? Names? In writing? When? Do you have these written customer complaints? Did Xx. Xxx make any arrangements for the sale (which occurred off the clock) while he was at work? What evidence do you have of such arrangements? Taped telephone calls? Taped conversations? You based this removal solely on Xx. Xxx'x behavior off the clock? What evidence did you rely upon connecting Xx. Xxx'x conduct to his postal job? We must limit management's ability to justify a discipline after the fact through establish- ment of a post disciplinary nexus. In this regard, the interview may be our only tool. THE ARBITRATORS Since the National...
The Interview. (1) Each Panel member to make notes on each candidate during/immediately following the interview.
The Interview. Power and Water shall ensure the interview is conducted by a suitably skilled and experienced employee who, with regard to the redeployee’s status, explains and discusses:
The Interview. The Contractor will put together a draft discussion guide following a set up meeting/call with the Authority, but the points below show a possible discussion flow for this project: Respondent/business background Challenges faced by the business at the moment Key business priorities Pension provision/knowledge Current attitudes to pension schemes Current provision Awareness of legislation Specific knowledge levels (spontaneous) Brief reveal of creative routes (likely lead with press as assume it will be more comprehensive, but could be online) Spontaneous take out Reaction to overall look/feel/tone What have they learnt? More considered reveal What do they pick up now that was missed previously? Likes/dislikes of creative approach – look/feel/tone Understanding – what is it trying to say? How clear is it in getting the message across? What would they do as a result? Differences by channel? Who do they think it’s aimed at? Why? Explore tone in more detail vs. the Authority tone of voice guidelines Share campaign objectives How well do they think it performs against these? Which channels do the job better than others? Why? What about taken as a whole? What improvements would they make to achieve these objectives? Put themselves in the Authority’s shoes – what would they do How can they/we make this campaign as good as it can be to achieve its aims?
The Interview. It is of the utmost importance to take an objective position in order to make the interview succeed. Stay calm and confident, it is after all a business conversation. Maintain an active but relaxed attitude and try to avoid twitches. Eye contact is important, but make sure not to stare. It is essential to listen carefully and to ask questions when necessary. Don't give in too quickly but remain reasonable. At the end of the conversation, it is important to go over the arrangements that have been made, so that both parties have a clear idea of what they are agreeing to. Make sure you receive all the agreements on paper, before you seal the deal.
The Interview. (a) The Agency will ensure the interview is conducted by a suitably skilled and experienced Employee who, with regard to the redeployee’s status, explains and discusses: ii. Sections 41, 42 and 43 of the PSEM Act and these procedures.
