Interview Tips From Manitoba Hydro

the IntervIewProcess

Applying for a job at Manitoba Hydro

MANITOBA HYDRO © 2007

Thank you for your interest in developing your career through employment at Manitoba Hydro. This guide is intended to help prepare potential employees for the interview process. Manitoba Hydro uses Behavior Description Interviewing in the majority of interviews in order to evaluate potential candidates. This means that the candidates will be asked to provide examples from their past education, work, or life experiences that demonstrate the desired competencies identified as critical to the success of the Corporation. In addition, Manitoba Hydro is committed to the principles of Diversity and Employment Equity in the interview process to ensure that employment opportunities are based on fairness and to ensure a representative workforce.

If you are overwhelmed by the information in this guide, try to focus on the parts of the guide that apply to your situation. Use the Table of Contents to identify specific sections that are related to your situation.

Applying for a job can be intimidating and stressful at times. This guide will help to explain the interview process, as well as help you to become aware that the interview process can be an extremely valuable learning experience.

Again, thank you for your interest in Manitoba Hydro, and good luck!

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TABLE OF CONTENTS

sect�on I the resume 3What is a Resume? 3What is the Purpose of a Resume? 3How do I Start? 3What Categories should I include in a Resume? 4Styles of Resumes 5Tips on Preparing Resumes 7Four Examples of Resumes 8The Core and Leadership Competencies 16

sect�on II the cover Letter 45What is a Cover Letter? 45How should Cover Letters be Organized? 45Tips on Preparing a Cover Letter 45Two Examples of Cover Letters 47Action Verbs – Enhancing your Resume and Cover Letter 49The Resume and Cover Letter Checklist 51Further Reading 51

sect�on III Before the Interv�ew 53The Purpose of the Interview 53Advance Preparations for an Interview 53Types of Interviews 55Examples of Interview Questions 56Types of Behaviour Description Questions 59

sect�on Iv Dur�ng the Interv�ew 69Stages of the Employment Interview 69Tips for a Great Interview! 71Typical Pitfalls to Watch for During an Interview 72

sect�on v After the Interv�ew 73The Job Interview Review 73

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SECTION I

THE RESUME

What is a Resume?• A concise, employment directed biography.

• A summary of your career strengths and direction, personal data, educational background and training, professional experience, achievements and contributions.

• A self portrait, summing up and displaying you — in the best possible light.

What is the Purpose of a Resume?• To obtain a Selection Interview.

• To catch your reader’s interest and make them want to know more about you.

• To effectively advertise your work skills.

• To represent you in your absence and convey your image.

• To draw attention to your more significant accomplishments and contributions.

• To demonstrate your written communication skills.

• To provide an outline for an employment interview.

• To remind the interviewing supervisor of you after the interview.

How do I Start?Writing an effective resume is a process of gathering information together, choosing the information that is most relevant to the job you are seeking, selecting a resume format, putting a draft resume together, and editing your draft until it is as impressive as you can make it. Follow these 5 simple steps:

Step 1

• Gather facts about your employment and education history and do some work on identifying your skills and accomplishments. There are skill assessment exercises available which may be helpful.

• Create a “fact sheet” by listing the following facts about your employment and education history:

• Names, addresses and telephone numbers of former employers, dates of employment and names of supervisors;

• Job titles, job descriptions, a list of your skills and situations in which you have demonstrated those skills;

• Names and addresses of education/training institutions you have attended, the programs completed, major areas of study or training and any awards or recognition you have received;

• Volunteer experience, hobbies, other activities and memberships that show you have knowledge or experience related to the type of job you want, or show that you have positive characteristics such as personal initiative;

• Names, addresses and telephone numbers of your references if you are going to include them on your resume. This is optional and will be explained in further detail later in this guideline.

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Step 2

• Decide which qualifications you should emphasize for the type of job you are seeking.

Your strongest qualifications should be listed closest to the beginning of your resume.

Hint: Most experienced workers list work history first, then education and training. However, if you don’t have much experience that relates to the job you are seeking, you may choose to list your education and training first.

step 3

• Choose a resume format. There are basically three types of resume formats to choose from: Functional, Chronological and Combination. They will be explained in further detail later in this guideline.

Step 4

• Write a draft resume.

Step 5

• Edit, edit, edit. Then edit some more until your skills are represented as concisely and in the best light as possible. Use a minimum number of words, and avoid using abbreviations.

What Categories should I include in a Resume?Resumes usually contain the same categories of information but can differ in the way in which the information is presented. The main categories of information are:

1. Personal Data

2. Career Aims & Goals (optional)

3. Education

4. Experience

5. Extra Curricular Activities

6. References (optional)

1. Personal data.

Your full name, address, e-mail address, and a phone number where you can be reached during the day is placed at the top of the page. In the event you cannot be reached during business hours, include a phone number where messages may be left on your behalf. Information on age, sex, health, height, weight, marital status, dependants, religion or place of origin should not be provided. According to the Human Rights Act, this information is not relevant to an individual’s ability to do the job and discrimination on these grounds is illegal.

2. Career aims and goals.

You should have a career goal before you begin writing your resume. You should be able to describe the kind of work you are seeking and the skills you wish to use. It is optional to provide this information on your resume but be prepared with an answer should you be questioned about career goals during an interview.

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3. Education.

If you are currently in school or a recent graduate with minimal work experience, your educational history will be important. Generally, the more experience you have, the less you need to focus on this information. It is a personal decision as to whether you think your education or experience should be listed first. Beginning with the most recently attained educational standing, list the names of the institutions you attended, the types of courses or programs taken and area of specialization, degree or certificate achieved and any honours, scholarships or special awards. If you have completed a specific work-related high school program such as business education, you may also wish to include it. Company-sponsored training, professional development workshops, evening and correspondence courses should also be included. These indicate that you are interested in self development and in keeping your skills current.

4. Experience.

This information can be presented in several ways:

• Functional — Organizing your experience according to skills you have developed;

• Chronological — Listing experience gained from jobs (permanent, part-time and summer) in reverse chronological order beginning with the most recent job; or

• Combination — Showing both skills and chronological work experience.

Note: Each resume format has advantages and disadvantages. Purely functional resumes may be appropriate in some circumstances, but studies consistently reveal that most employers view them with suspicion. Most supervisors find functional style resumes difficult to follow, thus making recruitment difficult for them. Therefore, only chronological and combination formats are discussed further in this guideline.

Styles of ResumesChronological ResumeEmphasizes Work History

If you are looking for a better job in the same field, and your work history shows a steady and logical progression to positions of increasing responsibility, you may choose to outline your past experience in the chronological format. Instead of just listing off dates and positions held, you should provide a brief (keep description of earliest jobs very brief) but concise description of duties performed in each position. Focus not only on tasks performed but also on the skills required, the scope of your responsibility, any promotions or recognition given and results achieved. This is the most conservative approach but it can be very effective if you are well qualified for a particular position based on your past experience. It is also the easiest to write. Employers often prefer this format because it is most familiar to them and because it provides them with a very clear picture of your employment history and it is the easiest to follow.

ADVANTAGES DISADVANTAGES

Most widely used Easy to prepare Exposes drawbacks such as gaps in employment, frequent job changes, lack of related experience or lack of career progress

Highlights a steady employment record Hard to sell yourself when changing careers because it highlights most recent employment, not skills

Emphasizes growth and development in employment history

Logical flow makes it easy to read

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Combination ResumeEmphasizes both Experience and Skills

This approach is becoming more popular as it allows you to highlight skills you possess which match the job criteria and gives examples of how you have used those skills in past positions. It also allows you to list your places of employment, with dates, and a statement about each position as you desire, thus showing continuity of work.

ADVANTAGES DISADVANTAGES

Highlights most relevant skills, capabilities and accomplishments

Hard to prepare when you are not clear about your capabilities and accomplishments

Minimizes drawbacks such as gaps in employment and lack of directly related experience

Hard to prepare when you are re-entering job market or making a career change

Can be used when applying for a variety of different positions

Can be confusing to the reader if not well written

5. Extra‑curricular activities.

It is best to mention activities which relate to the job you are seeking. Activities that are not job related may also be appropriate as they may catch the attention of the employer and provide some insights into your personality. Include such things as memberships in organizations, involvement in community activities, participation in sports, and your interests and hobbies. This category should be kept brief.

6. References.

If supplying references on your Resume, include titles, business and telephone numbers. Choose your references carefully and consult the people you choose before using their names. Let them know the position you have applied for and the skills you would like to highlight. If they don’t feel comfortable about recommending your work, they cannot give you a strong recommendation. Ideally you should have three references from individuals who can comment on your abilities in areas of employment, education and character. It is also considered a good idea to give your references a copy of your resume and point out how your qualifications relate to the job you are seeking. The better informed your references are, the better prepared they are to answer questions when employers call them.

You can also specify on your resume that “references will be provided upon request”. In doing so, be sure to bring a typed list of your references, as described above, to all your interviews just in case the interviewer requests it.

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Tips on Preparing Resumes• Your resume should be short (not more than three pages), concisely worded, well organized and easy to

read.

• Emphasize your accomplishments and achievements. Never “undersell” yourself.

• Be honest. Do not exaggerate or misrepresent yourself — most supervisors check information.

• Place the most relevant information first — middle of first page at least. You must catch your readers interest in the first few seconds.

• Use words that are easily understood and match the wording used in the job bulletin.

• Be sure to include all relevant and important information in your resume or covering letter.

• It should be eye-catching and professional looking. To add to the clean, professional look use wide margins and leave lots of “white space”.

• It should be typed on 8½˝ x 11˝ good quality bond paper making sure there are no abbreviations, spelling or punctuation errors.

• Before you submit your resume, have someone read it over and make suggestions for improvements.

• Staple your resume only, do not place in a folder of any kind.

• Attach a cover letter to your resume.

On the following pages are examples of different resume styles.

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Example #1 — Chronological Resume

GLEN P CAMPBELL239 GATEWAY DRIVE

WINNIPEG, MANITOBA R3Y 1A7

PHONE: 123-4567 (home) 474-9999 (work)

SUMMARY OF SKILLS AND ABILITIES• Seven years experience in line trades with BC Hydro• Commended by supervisors for excellent work habits and proper use and care of tools and

equipment• Excellent verbal skills, deal effectively with customers and staff• Some experience in a leadership role as a leadhand• Some experience operating a bucket truck

EMPLOYMENT EXPERIENCEJourneyman Lineman, BC Hydro, (Operating Centre) January 1991 – Present− Construct customer service extensions, install meters, connect services and ensure that proper

voltages are supplied− Perform electrical inspections on residential classification buildings− Perform switching− Respond to emergency maintenance on overhead and underground distributionJourneyman Lineman, BC Hydro (Hot Line Tools, Mtce & Construction) June – December, 1990− Train in “Live Line Tool” work of all types on electrically energized lines, disconnecting devices and

apparatus − Locate, isolate and repair fault conditions on overhead lines including HVDC and 500 kV transmission

lines and apparatus Lineman Trainee BC Hydro 1987 – 1990− Complete Line Trades Training program

EDUCATIONCurrently enrolled in:

Certificate Program in Business Management Dalhousie University

Completed BC Hydro Journeyman Lineman 1990Apprenticeship ProgramGrade 12 Graduate Alexander Collegiate 1987 Vancouver, BC

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IN-HOUSE COURSESValid certificates held in the following:

WHMISSt John Ambulance First AidC P R

INTERESTS AND ACTIVITIESOutdoor sports, curling, snowmobiling, boating, fixing old cars

REFERENCESAvailable upon request

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Example #2 — Chronological Resume

LESLIE ROBINSON239 GATEWAY DRIVE


PHONE: 123-4567 (home) 474-1111 (work)

EXPERIENCEMay 1985 – Great-West Life Present Administration Clerk

− Provide administrative services to Marketing Department − Operating and provide counsel to Insurance Plan Development and External

Marketing Department− Provide assistance to all staff in application, interpretation and intent of all personnel

policies and procedures− Prepare and maintain vacation schedules and reports− Maintain all records of trainees, including transfers, appraisals, and reclassification− Process personnel requisitions, terminations, layoffs, Workers Compensation claims

and associated recommendations 1979 – 1985 Manitoba Wilderness Association Managerial Assistant

− contact for 100 instructors in the province: arranged and advertised courses, suggested and supplied resource materials

− interviewed prospective instructors, screened for instructor training program, issued certificates of achievement

− responded to inquiries from public, if necessary referred to appropriate contact− aided in the design and preparation of course materials− compiled and analyzed statistics for program based on number of instructors,

participants, and courses delivered− drafted statistics for annual report, Wilderness Recreation

1976 – 1979 Canadian Broadcasting Corporation Radio Technical Clerk

− edited pre-recorded programs and monitored broadcasts for quality control− conducted research for Manager of Radio Technical Operations− maintained technical library− compiled broadcast records

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EDUCATION1971 – 1974 Alexander High School University Entrance Diploma

PROFESSIONAL DEVELOPMENT COURSES1989 (5 days) Problem Solving & Decision Making University of Winnipeg1988 (1 day) Technical Writing Red River Collegiate1981 (12 week evening studies) Crisis Counselling Osborne House

INTERESTS AND ACTIVITIES1981 – Present Distress Centre – Volunteer Counsellor1977 – Present Toastmasters – Current member, past president Other interests Writing, outdoor sports, continuing education

REFERENCESMr John Doe, Coordinator Mr Jim Brown Manitoba Wilderness Association 225 Churchill Drive 112 Notre Dame Street Winnipeg, Manitoba Winnipeg, MB Phone: 253-0001 Phone: 284-7792Mrs Jane Smith, Broadcast Director Canadian Broadcasting Corporation 2300 Portage Avenue Winnipeg, Manitoba Phone: 786-7732

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Example #3 — Combination Resume

GLEN P CAMPBELL239 GATEWAY DRIVE


PHONE: 123-4567 (home) 474-9999 (work)

EDUCATION AND TRAINING• Completed BC Hydro’s Line Trades Training Program 1987 – 1990• Experience operating a bucket truck• Currently enrolled in Business Management with Dalhousie University Completed three (3) courses

to date• Valid certificates in WHMIS, C P R and St John Ambulance First Aid

EXPERIENCEJourneyman Lineman• Seven years experience in line trades with BC Hydro• Six months experience working with Hot Line Tools• Constructing customer service extensions, install meters, connect services and ensure proper

voltages are supplied• Performing electrical inspections on residential classification buildings• Performing switching• Responding to emergency maintenance on overhead and underground distribution lines• Locating, isolating and repairing fault conditions on overhead lines including HVDC and 500 kV

transmission lines and apparatus

Leadership• Experience working as a leadhand• Train in “Live Line Tool” work of all types on electrically energized lines, disconnecting devices and

apparatus• Commended by supervisors for excellent working habits including the proper care and use of tools

and equipment

Communication• Excellent written and verbal communication skills Experience in report writing • Deal effectively with both customers and staff

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WORK HISTORYJourneyman Lineman (January 1991 – Present) BC Hydro (Operating Centre)Journeyman Lineman (June – December 1990) BC Hydro (Hot Line Tools, Maintenance & Construction)Lineman Trainee (1987 – 1990) BC Hydro

INTERESTS AND ACTIVITIESOutdoor sports, curling, snowmobiling, boating, fixing old cars

REFERENCESAvailable upon request

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Example #4 – Combination Resume

LESLIE ROBINSON239 GATEWAY DRIVE


PHONE: 123-4567 (home) 474-1111 (work)

AREAS OF PROFICIENCY:

PUBLIC RELATIONS/COMMUNICATIONS− provided assistance to all Great-West Life staff in application, interpretation and intent of all

personnel policies and procedures− provided administrative services to Marketing Department and provided counsel to Insurance

Plan Development and External Marketing Department at Great-West Life − interviewed and screened 115 candidates for instructor training programs sponsored by

Manitoba Wilderness Association (M W A )− received Toastmasters award for best prepared speech− edited pre-recorded programs and monitored broadcasts for quality control− dealt with public over phone and in person

ORGANIZATION− maintained all records of Great-West Life trainees, including transfers, appraisals and

reclassification− maintained more efficient contact with M W A instructors through improvements to

organization of inventory and follow-up procedures− contact for 100 instructors in the province: arranged and advertised courses, and supplied

resource material upon request− aided in the design and preparation of course material− organized technical library for Radio Technical Operations Branch of the CBS− maintained inventory of resource material for M W A

COMPUTER KNOWLEDGE− prepared and maintained vacation schedule and reports − working knowledge of various computer programs including WordPerfect 5 1, Lotus 123 and

Focus− compiled and analyzed statistics for programs based on number of instructors, participants, and

course deliveries− drafted statistics for annual report− compiled broadcast records− conducted research for Manager of Radio Technical Operations− compiled a two day company sponsored course on Statistical Survey and Data− prepared and processed tax forms

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SUMMARY OF WORK EXPERIENCEMay 1985 – Present Great-West Life Administrative Clerk * provided administrative services to approximately 200 employees1979 – 1985 Manitoba Wilderness Association Managerial Assistant * commended by Coordinator for successfully managing program during his frequent and extended absences1976 – 1979 Canadian Broadcasting Corporation Radio Technical Clerk * some of the programs which I assisted in producing were broadcast nationally

EDUCATION AND PROFESSIONAL DEVELOPMENT1989 (5 days) Problem Solving & Decision Making University of Winnipeg1988 (1 day) Technical Writing Red River College1981(12 week evening studies) Crisis Counselling Osborne House1971 – 1974 Alexander High School, University Entrance Diploma (graduated from high school with highest marks in mathematics)

INTERESTS AND ACTIVITIES1981 – Present Distress Centre – Volunteer Counsellor1977 – Present Toastmasters – Current member, past president Other interests: writing, outdoor sports, continuing education

REFERENCESMs Susan Brown Administrative Officer Great-West Life 123 Osborne St Winnipeg, Manitoba Phone: 474-1111Mr John Doe Coordinator Manitoba Wilderness Association 112 Notre Dame Street Winnipeg, Manitoba Phone: 284-7792Mrs Jane Smith Broadcast Director Canadian Broadcasting Corporation 2300 Portage Avenue Winnipeg, Manitoba Phone: 786-7732

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The Core and Leadership CompetenciesManitoba Hydro has ten Core and three Leadership competencies that are related to positions and included into the qualifications for all positions, along with technical requirements. On the next few pages are the Core and Leadership competencies (called Competency Summary Sheets).

It is a good idea to integrate Manitoba Hydro’s Core and Leadership competencies into your resume whenever possible. Competencies are defined as a cluster of related knowledge, skills and attributes (e.g. values, traits, and motives) that relate to job performance. “Communication” is a competency, as well as “Team Player”. Along with you needing knowledge and skill to communicate well or be a good team player, you also need to have the personal attributes that go along with it, like being motivated to use the skills, value good communication and teamwork, etc.

To reflect competencies on a resume, you would need to show how your work experience demonstrates the qualities of the competencies. Most resumes capture the knowledge and expertise which only imply competencies. A resume that associates behaviour with results might read “Managed multiple assignments and projects over six-month period to customers satisfaction and within budget, demonstrating strong team leadership and achievement of results”.

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CORE COMPETENCY

ACHIEVING RESULTS*

Definition Using time and resources effectively to improve processes and achieve desired results.

Skill Level ISkill Level Descriptor

Follows established work routines to accomplish tasks

Skill Level IISkill Level Descriptor

Uses basic time management and quality tools to accomplish tasks more efficiently

Skill Level IIISkill Level Descriptor

Uses project management and process improvement methods to manage work and streamline processes

Skill Level IVSkill Level Descriptor

Manages strategic or high profile projects; creates and integrates corporate systems and continuous improvement initiatives to maximize business results

Key Behaviours

• Uses time, energy and available resources in an efficient manner

• Performs tasks according to procedures or instruction

• Stays focussed on task to meet established deadlines

• Brings work priority conflicts to the attention of a decision-maker

• Forwards information on obvious concerns with work processes

Key Behaviours

• Prioritizes work

• Successfully manages several activities simultaneously

• Creates work plans that identify who, what, and when

• Adjusts priorities with changing demands

• Uses basic time management tools effectively

• Identifies when to stop investing resources in a task

• Looks for ways to continually improve work methods

• Uses basic quality tools to improve job

Key Behaviours

• Monitors results through to successful completion

• Identifies and secures resources

• Creates project plans that identify key players, action steps and due dates

• Addresses potential problems and opportunities in action plans to protect or enhance the plan

• Uses quality tools to improve processes

• Allocates work and resources appropriately

Key Behaviours

• Manages strategic or high profile projects

• Ensures efforts and priorities are aligned with Corporate/Business Unit Strategy

• Establishes Corporate systems to collect information or monitor results

• Uses quality tools to optimize systems and improve organizational effectiveness

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Keeps current with new technical job-related information through observation or active inquiry


Demonstrates a commitment to personal learning and technical/professional development


Develops innovative ways of acquiring and transferring technical/professional knowledge


Generates new knowledge and develops concepts

Key Behaviours

• Recognizes new information relevant to own work

• Asks questions to obtain new information

• Stays up to date on current research and industry standards or best practices

• Acquires new skills by observing others

• Learns from past experience including mistakes

• Takes full advantage of opportunities to learn

Key Behaviours

• Develops awareness of personal learning styles

• Applies acquired knowledge quickly and appropriately on the job

• Improves skill through practice

• Modifies skill-related behaviour based on feedback

• Collaborates with colleagues to clarify and expand understanding

• Creates opportunities to share new knowledge with others

• Regularly conducts a self-assessment of technical/professional strengths and development needs

Key Behaviours

• Recognizes how prior knowledge and skills apply to complex or new circumstances

• Transfers acquired knowledge effectively as circumstances change

• Proactively seeks to use expertise in new circumstances

• Seeks to understand the learning process to accelerate own learning

• Develops innovative ways of applying technical/professional knowledge to handle new challenges

Key Behaviours

• Regularly seeks new insights in a wide variety of areas

• Actively experiments with new information

• Discovers or develops new theories or concepts

• Regularly exposes self to challenging learning situations

CORE COMPETENCY

AppLyING LEARNING* Definition Continuously acquiring and applying technical/professional knowledge

to enhance performance and growth.

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CORE COMPETENCY

BUILdING CUSTOMER RELATIONSDefinition Works to create customer-focussed service and solutions.Skill Level I

Skill Level Descriptor

Provides prompt and courteous service


Strives to create positive, memorable customer experiences


Initiates action that exceeds customer expectations


Creates an organizational environment that enables and fosters superior customer relations

Key Behaviours

• Identifies internal and external customers

• Treats customers in a friendly manner

• Provides opportunities for customers to describe their needs

• Clarifies the exact nature of customer issues or requests

• Delivers service in a timely manner

Key Behaviours

• Keeps customers up-dated on information of value to them

• Works cooperatively and flexibly with customers to meet their needs

• Allows customers to participate in decisions relevant to their needs, where possible

• Initiates action to effectively address customer needs, including the involvement of other resources

• Provides customer with feedback on actions taken/decisions made

Key Behaviours

• Follows up to ensure resolution even when customer has been referred elsewhere

• Solicits regular feedback from customers and adjusts services accordingly

• Works to establish long term customer relationships

• Identifies barriers to quality customer service

• Identifies ways to improve service to customers

• Reinforces positive customer service behaviours

Key Behaviours

• Studies trends and best practices related to customer service

• Incorporates customer and stakeholder needs in setting Corporate direction

• Initiates the identification of standards and behaviours for superior service

• Develops and facilitates the implementation of strategies to improve customer relations

• Ensures corporate reward systems reinforce quality customer service

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CORE COMPETENCY

BUILdING THE MARkETDefinition Demonstrating an understanding of the marketplace, business concepts and trends

in the industry; exploring and acting on opportunities to expand the business.


Develops familiarity with basic organizational products and services, and shares information on request


Promotes own products and services in the context of competitor and industry trends


Actively evaluates and supports the development of new markets, products and services


Establishes the framework for evaluating market opportunities; defines new strategic markets and directions in light of the global business environment

Key Behaviours

• Continually stays up to date on organizational product and service literature

• Provides current product and service information to customers on request

• Relies on readily available documents for awareness of own industry

• Forwards customer concerns or suggestions regarding products and services

Key Behaviours

• Familiarizes self with competitor product and service literature

• Actively promotes current and new products and services

• Can describe the marketplace (e.g. customer needs, and basic competitor and industry trends)

• Actively monitors customer satisfaction with products and services

• Recognizes and forwards potential new product and service opportunities

Key Behaviours

• Coordinates data gathering on marketplace activity

• Disseminates relevant marketplace information

• Identifies new markets for existing products and services

• Explores new product and service opportunities to determine feasibility

• Provides the processes and resources to support the new products and services

• Encourages others to identify new business opportunities

• Prepares a cost/benefit analysis on new or improved products and services

Key Behaviours

• Develops an understanding of both the utility business environment and the larger global environment

• Tracks relevant local and global trends and their impact on expanding the business

• Actively evaluates and develops new strategic markets and positions

• Develops strategic business alliances

• Develops systematic method to identify and screen new opportunities (e.g. business screening model)

• Develops strategies and/or systems to recognize and reward entrepreneurial initiatives

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CORE COMPETENCY

BUILdING TRUST* Definition Demonstrating integrity in all decisions, communications and actions;

modelling the values of the Corporate Operating Principles in the conduct of all business activities.


Acts honestly and fairly; complies with Operating Principles


Willingly and consistently manages own behaviour in light of Operating Principle values


Creates a climate that encourages the integration of Operating Principle values into all aspects of work life


Creates a principle-driven organization and sets the organizational tone

Key Behaviours

• Maintains appropriate confidentiality

• Takes ownership for own mistakes

• Focuses on the situation, not the person

• Acts in accordance with Operating Principles

• Treats others with respect

Key Behaviours

• Follows through on commitments made to others

• Anticipates and communicates why, if one cannot follow through on an agreement

• Communicates information clearly, openly and regularly

• Gives/shares appropriate credit

• Solicits feedback from others and adjusts own behaviour appropriately

• Appropriately discloses own work-related needs

Key Behaviours

• Empowers others by involving them in decisions that affect them

• Reinforces positive work behaviours

• Encourages respect for diversity

• Coaches others in aligning behaviour with values

• Advocates on behalf of employee concerns

• Holds others accountable for their behaviour in a respectful manner

Key Behaviours

• Defines guiding principles and behaviours

• Establishes organizational values

• Ensures strategic actions are aligned with values and Operating Principle

• Aligns Corporate structure and systems with the Operating Principles

• Makes principle-centred decisions

• Demonstrates congruence with the Operating Principles in personal actions

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CORE COMPETENCY

COMMUNICATIONDefinition Conveying a message in any form; interpreting and understanding

the expressions of others.


Relays factual information and requirements clearly to others


Seeks others’ input to identify and document facts and concerns; listens to ensure mutual understanding


Recognizes others’ communication needs, and adjusts own language and behaviours accordingly


Understands the organization’s internal and external communication needs; establishes plans and networks to optimize communication(s)

Key Behaviours

• Shares complete information

• Organizes information in a clear and logical manner

• Uses appropriate grammar and vocabulary

• Uses respectful tone

• Uses appropriate eye contact, gestures and other body language

Key Behaviours

• Regularly communicates relevant information

• Provides opportunity for others to speak

• Shows interest in others’ opinion

• Solicits others’ ideas

• Asks questions to clarify and confirm information to ensure common understanding

• Accurately summarizes key points

• Develops awareness of non-verbal language

Key Behaviours

• Identifies others’ communication needs

• Establishes basic communication plans

• Identifies own language and behaviour that impacts effective communication

• Demonstrates empathy by acknowledging others’ feelings and expressing an understanding of others’ situation

• Adjusts language and behaviours appropriate to needs and characteristics of individuals/audience

• Seeks to eliminate barriers to communication

• Responds to subtle cues which differ from the spoken word (e.g. personal agendas)

Key Behaviours

• Recognizes the structure of effective communication

• Establishes guidelines and standards for effective internal and external communications

• Develops communication plans for high profile initiatives

• Establishes formal lines of communication for self and others

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CORE COMPETENCY

CREATIVITy ANd INNOVATIONDefinition Originating and implementing new ways to accomplish goals and solve problems.


Demonstrates an interest in new ideas and approaches


Challenges existing approaches; actively seeks new ways of doing things


Nurtures creativity in others; facilitates the implementation of new ideas


Creates an organizational environment that fosters and supports innovation

Key Behaviours

• Recognizes new ways to accomplish tasks

• Bounces ideas off others

• Openly explores new ideas

• Displays curiosity and imagination

• Keeps abreast of new innovative approaches

Key Behaviours

• Regularly challenges traditional approaches

• Generates ideas and solutions that reflect thinking “outside the box”

• Experiments with new approaches

• Uses creative idea generating techniques

• Uses creative examples to facilitate understanding

Key Behaviours

• Encourages others to challenge traditional approaches

• Asks thought provoking questions to spark others’ creativity

• Helps others to implement innovative ideas

• Recognizes and rewards creative thinking and innovation

• Mentors others in creative thinking techniques

Key Behaviours

• Develops Corporate recognition programs for innovative ideas and solutions

• Removes systemic barriers to innovation in the organization

• Introduces organizational learning opportunities to develop creative thinking

• Provides resources to support innovation in the organization

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CORE COMPETENCY

EFFECTIVE dECISION MAkING Definition Committing to actions in a timely fashion after considering alternatives in light

of organizational goals, Operating Principles, resources and constraints.


Makes decisions in straight-forward situations in accordance with guidelines or commonly accepted practice


Determines a course of action by considering pertinent facts and assessing alternatives


Makes high impact or high risk decisions using sophisticated criteria and methods


Makes major strategic decisions after assessing the potential impact on all stakeholders; establishes the decision-making framework for the organization

Key Behaviours

• Asks appropriate questions to define the decision to be made

• Collects readily available information relative to the decision

• Makes decisions in accordance with established guidelines

• Makes independent decisions in straight-forward situations in a timely manner

• Takes ownership for own decisions

Key Behaviours

• Determines boundaries of personal decision- making authority

• Seeks advice as appropriate to make decisions

• Uses basic decision making tools

• Identifies familiar alternatives to address situation

• Evaluates decisions rationally using established criteria

• Makes appropriate independent decisions in non-routine situations

Key Behaviours

• Appropriately involves others in decisions to ensure complete information

• Assesses alternatives to maximize the “win” for all affected

• Aligns decisions with departmental business goals

• Uses more sophisticated decision making tools like Quality Management & Planning Tools

• Considers less traditional, more high risk options and the effect on the bigger picture or system

• Takes appropriate action in high risk situations

• Monitors impact and effectiveness of decision

Key Behaviours

• Makes high quality decisions on major strategic issues

• Identifies impact of decision on organization and stakeholders

• Aligns decisions with the Corporate Strategic Plan

• Defines decision-making principles for others

• Defines and expands others’ level of decision-making authority

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CORE COMPETENCY

FINANCIAL RESpONSIBILITyDefinition Demonstrating an understanding of financial principles and impact;

taking steps to contribute to financial goals and targets.


Performs work in a cost conscious manner


Understands cost implications; plans and manages daily work in a financially astute manner


Incorporates financial principles into operational decision-making; actively contributes to financial targets


Establishes financial framework and strategies for the corporation; monitors financial performance

Key Behaviours

• Recognizes relevant financial terminology

• Performs work in accordance with relevant financial guidelines

• Minimizes costs in performing daily work

• Uses corporate expense and credit accounts responsibly

Key Behaviours

• Recognizes the current costs of work processes

• Balances cost versus benefit in taking action or making cost related decisions

• Prepares accurate cost estimates and schedules

• Tracks costs and revenue, where appropriate

• Takes corrective action as required

Key Behaviours

• Develops accurate financial plans and budgets

• Identifies key financial levers (e.g. rate of return)

• Uses business case analysis models to evaluate alternatives

• Identifies implications of business decisions on the “bottom line”

• Relates plans and estimates to operating and capital budget

• Regularly evaluates work unit efficiency using financial indicators

Key Behaviours

• Designs financial policies

• Identifies corporate financial targets

• Identifies strategies to achieve financial targets

• Ensures systems are in place to monitor organizational financial performance

• Tracks organizational financial performance

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CORE COMPETENCY

TEAM pLAyERDefinition Participating actively and facilitating team effectiveness; taking actions

that respect the needs and contributions of others.


Participates cooperatively in team efforts


Actively contributes to team process and effectiveness


Proactively works to build teams and enhance team cohesiveness and goal achievement


Creates an organizational environment that enables and fosters the development of teams, partnerships and alliances

Key Behaviours

• Attends team meetings

• Arrives on time for meetings

• Allows others to talk without interruption

• Completes tasks as agreed

• Shares pertinent information and resources

• Supports group decisions

Key Behaviours

• Willingly contributes to others’ initiatives as workload permits

• Familiarizes self with principles of effective teamwork

• Actively participates in team activities

• Coordinates own activities with team activities

• Openly explores others’ ideas

• Shares own thoughts and feelings in response to ideas presented

• Speaks in support of group decisions

Key Behaviours

• Facilitates the development of team goals and terms of reference

• Fulfills a variety of team roles as required

• Encourages others to use their strengths and go beyond their comfort zone

• Takes steps to reach consensus and resolve conflict within team

• Takes action to remove obstacles and provide resources

• Provides constructive feedback on what is or is not working well

• Initiates ways to celebrate success with the team

Key Behaviours

• Develops guidelines for effective teams

• Ensures team’s goals are in line with corporate strategies

• Identifies appropriate terms of reference or boundaries for partnerships and alliances

• Develops collaborative relationships with external individuals and organizations

• Aligns corporate recognition with team work concepts

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LEADERShIP COMPETENCY

VISIONARy LEAdERSHIpDefinition Inspiring and guiding others towards a shared vision;

evoking commitment and enthusiasm in others.


Strives to make a positive impact on others


Builds others’ confidence and enthusiasm for their contribution to the organization


Builds commitment to a shared group vision aligned with corporate vision


Creates vision for the organization; inspires others to embrace the vision

Key Behaviours

• Familiarizes self with current motivational and influencing concepts

• Performs work in an enthusiastic manner

• Draws out the positive aspects of a situation

• Expresses hope for the future

• Builds enjoyment into daily activities

• Establishes rapport with others

• Shows genuine concern for whole person

Key Behaviours

• Identifies and enhances personal leadership style

• Seeks and considers others’ opinions

• Expresses confidence in others’ ability to make a meaningful contribution

• Collaborates with others in identifying their potential contribution to a shared vision

• Encourages others to follow-through with their contribution

• Celebrates individual’s contributions

• Advocates for others’ involvement in special projects/assignments

Key Behaviours

• Monitors commitment and enthusiasm and responds appropriately

• Continually communicates corporate vision in a positive manner

• Helps others understand the benefit of moving towards the corporate vision

• Involves others in understanding the group’s role in realizing the corporate vision

• Talks with excitement about group’s progress towards the shared vision

• Celebrates group’s contribution to shared vision

Key Behaviours

• Stays tuned-in to organizational commitment and enthusiasm and addresses gaps

• Pursues and embraces new insights that support the development of leadership excellence

• Formulates a clear and positive vision to guide the organization into the future

• Communicates the “big picture” of where the organization is going

• Talks with passion about achieving corporate vision

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BUILdING STRATEGIC pERFORMANCEDefinition Developing and translating organizational direction;

managing individual and organizational performance.


Manages others’ daily activities in line with established performance objectives and standards


Jointly translates group objectives into individual performance objectives; supports and manages performance


Translates Corporate goals and strategies into group objectives; initiates appropriate action in response to results


Develops Corporate goals and strategies; ensures appropriate systems are in place to conduct strategic/business planning and to measure results

Key Behaviours

• Familiarizes self with Corporate Strategic Plan

• Clearly articulates work objectives

• Identifies the contribution of current activity to larger goals

• Makes oneself available to address questions or concerns

• “Checks in” on progress of activities

• Adjusts daily priorities as required

• Promotes individual’s accountability for results

Key Behaviours

• Translates the group objectives into individual roles

• Solicits input to define realistic individual performance objectives and measures

• Provides resources necessary to accomplish work

• Regularly reviews objectives and results

• Provides resources to support individual’s development

• Takes corrective action to address performance gaps

Key Behaviours

• Develops an in-depth understanding of the CSP

• Explores the implications of CSP with staff

• Facilitates the development of the unit’s business plan

• Involves others in developing specific group objectives and measures

• Balances the need for organizational progress with the need for realistic objectives and goals

• Ensures resources are available to achieve group objectives

• Responds appropriately to group results

Key Behaviours

• Keeps abreast of global trends and current business thinking

• Interprets the implications of regulatory and business trends on the organization

• Defines the core business and identifies the strategic direction of the organization

• Ensures resources are available to achieve strategic direction

• Tracks organizational performance indicators

• Aligns performance and reward systems with strategic direction

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dEVELOpING COMpETENCy IN OTHERSDefinition Facilitating the development of individual

and organizational competency and potential.


Coaches others in developing mastery of individual skills or tasks


Mentors others in mastering their overall role or job function


Supports others in development of future potential; ensures others are developing to fill key organizational roles


Determines future organizational competency requirements; ensures these requirements will be met

Key Behaviours

• Studies how people learn and develop

• Explains and demonstrates how to perform a task

• Observes task performance and provides both affirming and constructive feedback

• Exercises patience and respect for the variations in individual development

• Determines amount of direction and support an individual requires

• Delegates tasks as appropriate

• Draws out others’ ideas on how to perform tasks

Key Behaviours

• Assesses others’ ability to manage a variety of tasks

• Challenges others with more complex tasks or projects as they are capable

• Assesses total skill requirements for a job or role

• Jointly creates a developmental plan for job mastery

• Provides support and guidance without removing responsibility for performance

• Empowers others with ownership for how job outcomes are achieved

Key Behaviours

• Assists others in identifying their career interests, potential and aptitudes

• Challenges others to realize their potential

• Plans developmental activities for learning and growth

• Identifies characteristics and competencies for key organizational roles

• Identifies competency gaps for key roles

• Develops organizational plans for filling competency gaps

Key Behaviours

• Interprets industry and/or organizational trends in light of their implications for current and future competency requirements

• Facilitates and/or develops plans to meet future competency requirements

• Commits organizational resources to human resource development

• Creates an organizational environment that encourages individuals to develop their full potential

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SECTION II

THE COVER LETTER

What is a Cover Letter?A cover letter is a business-like way to introduce yourself and your resume to the employer. No resume should be sent without a cover letter.

Cover letters are very beneficial when applying for a job. They “finish off ” the written presentation and can be helpful in highlighting your skills and accomplishments that are relevant to the position you are applying for.

Cover letters can also point out extra features that are not included in your resume.

The purpose of the cover letter is to communicate to the employer a specific personalized message about your potential value to the organization and to make them want to read your resume and bring you in for an interview.

How should Cover Letters be Organized?The cover letter typically consists of three parts: Introduction, Body and Closing.

Introduction — The beginning of your letter should capture the employer’s interest, identify the position for which you are applying or your career objective and describe your particular interest in the position.

Body — The body of your letter (1–3 paragraphs) should show that you understand the nature of the position by explaining how your qualifications relate to it. You should include examples of the skills and/or qualities from your resume that you believe make you a strong candidate. Do not repeat what is in your resume. Use this section as an opportunity to explain in detail how you think your experience can contribute to the organization.

Closing — Since your objective is to secure an interview, you want to establish a flow of action that produces an invitation to do so. Sincerely yours is a good way to close your letter. Never forget to sign and date it.

Tips on Preparing a Cover Letter• It should be brief, concise, neat and accurate. It should not exceed one page.

• Include a reference to the specific position you are applying for. If you are responding to an advertised position, please refer to the “Employment Circular” # that is stated in the advertisement.

• Tailor the letter to the requirements of the position. Be sure to create interest in yourself by communicating how your skills will be of value to the job and how the job will be of value to you. Provide examples of how your work experience demonstrates the behaviours of the core and leadership competencies.

• Summarize the reasons you are applying for the position and your most applicable qualifications.

• Use the language of the job bulletin. Every field has its own jargon and technology and your skills should be described in these terms.

• Do not be apologetic or negative.

• Use attention getting action verbs and adjectives when describing yourself and your qualifications. It will add flavour and arouse interest. A list of suggested action words is located on pages 49 and 51 of this guide.

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• Close the letter by asking for the opportunity for an interview to discuss your background in more detail. Mention that you are available at their convenience and give them a number where you can be reached during the day.

• Proof read as many times as possible. Check for spelling errors and do not rely on your spell check to identify errors. Read your letter backwards to catch your spelling errors and typos. Check for grammatical errors by reading your letter out loud from beginning to end. Nothing ruins a good first impression than work that appears carelessly done.

• The letter must be dated and signed.

Sample cover letters are provided on the following pages.

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Example #1 – Covering Letter

237 Gateway Drive Winnipeg, Manitoba R3Y 1A72006 03 01

Manitoba Hydro Employment and Placement Department P O Box 815 Winnipeg, Manitoba R3C 2P4

Dear Sir or Madam:

Please accept this letter and attached resume as my application for the position of Assistant District Operator

I have been a qualified Journeyman Lineman since 1989 and have experience working in the power industry, specifically BC Hydro I have worked in many areas, including the Operating Centre, Hot Line Tools, and Eastern Region Construction I have on occasion been a leadhand in charge of a crew I have an excellent work and safety record and work well with people

The position appears to be well suited to my qualifications and skills and I look forward to the opportunity of making a contribution to your Operating Centre

I would appreciate the opportunity for an interview to discuss my background with you in more detail I can be reached at (204) 555-2222

Yours truly,

[ sign here ]Glen P Campbell

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Example #2 – Covering Letter

239 Gateway Drive Winnipeg, Manitoba R3Y 1A6

October 29, 2006

Manitoba Hydro Employment and Placement Department P O Box 815 Winnipeg, Manitoba R3C 2P4

To Whom It May Concern:

In response to E C #01/0092 for an Administrative Clerk IV in the Business Department of Central Region, I am enclosing my resume for your consideration

I have worked as an Administrative Clerk in the Marketing Department at Great-West Life for seven years Through a combination of both work and volunteer experiences, I have developed skills in the areas of administration, verbal communication, organization and computation which seem essential for this position

I also have excellent computer skills with particular strengths in WordPerfect and Lotus 1-2-3

I will be happy to discuss my background with you in greater detail in a personal interview I can be reached at (204) 555-1111 or you can leave a message for me at (204) 222-1212

Sincerely,

[ sign here ]Leslie Robinson

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ACTION VERbS

ENHANCING yOUR RESUME ANd COVER LETTERWhen promoting yourself, you must state your skills, assets, experience, and accomplishments in an active voice which is in an easy and straightforward manner. The following is a sample list, create your own that reflects your skills.

Management Skills

administered

analyzed

assigned

attained

chaired

contracted

consolidated

co-ordinated

delegated

developed

directed

evaluated

executed

improved

increased

organized

planned

prioritized

produced

recommended

reviewed

scheduled

strengthened

supervised

Communication Skills

addressed

arbitrated

arranged

authored

corresponded

developed

directed

drafted

edited

enlisted

formulated

influenced

interpreted

lectured

mediated

moderated

motivated

negotiated

persuaded

promoted

publicized

recruited

translated

wrote

Research Skills

clarified

collected

critiqued

diagnosed

evaluated

examined

extracted

identified

inspected

interpreted

interviewed

investigated

organized

reviewed

summarized

surveyed

systematized

Technical Skills

assembled

built

calculated

computed

designed

devised

engineered

fabricated

maintained

operated

overhauled

programmed

remodelled

repaired

solved

trained

upgraded

Financial Skills

administered

allocated

analyzed

appraised

audited

balanced

budgeted

calculated

computed

developed

forecast

managed

marketed

planned

projected

researched

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Creative Skills

acted

conceptualized

created

designed

developed

directed

established

fashioned

founded

illustrated

instituted

integrated

invented

originated

performed

revitalized

shaped

Teaching Skills

adapted

advised

clarified

coached

communicated

co-ordinated

developed

enabled

encouraged

evaluated

explained

facilitated

guided

informed

initiated

instructed

stimulated

Clerical Skills

approved

arranged

catalogued

classified

collected

compiled

dispatched

executed

generated

implemented

inspected

monitored

operated

organized

prepared

processed

purchased

recorded

retrieved

screened

specified

systematized

tabulated

validated

Helping Skills

assisted

assessed

clarified

coached

counselled

demonstrated

diagnosed

educated

expedited

facilitated

familiarized

guided

referred

rehabilitated

represented

serviced

supported

tended

tutored

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The Resume and Cover Letter ChecklistOnce you have written your resume and cover letter, review them while keeping the following points in mind:

• Is any important information missing?

• Has all unnecessary information been eliminated?

• Is my objective clearly and simply stated?

• Are they both targeted to the employers needs?

• Have I made any spelling or grammatical mistakes? Have I avoided using abbreviations?

• Are statements strong and positive? Are there any points which still need improvement?

• Have I avoided exaggeration? Can I back up all statements with factual explanations in an interview?

• Have I avoided underselling my skills?

• Have I placed myself or anyone else in a negative light?

Further ReadingListed below are books available at your local library if you are interested in further information on Resume and Cover Letter writing:

Beatty, Richard; The Resume Kit. John Wiley & Sons Inc., NY 1991

Jackson, Tom; The Perfect Resume. Anchor Books, NY 1981

Yate, Martin John; Resumes that Knock ‘Em Dead. Bob Adams Inc., MA 1988

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SECTION III

BEFORE THE INTERVIEW

The Purpose of the InterviewAn interview is usually required prior to being awarded a position. The interview gives you and the supervisor an opportunity to explore your suitability for the position and provides information that enables the supervisor to select the best candidate. The interviewer wants to evaluate you to determine whether you have the competencies or qualifications, skills, attitude and attributes to perform the duties of the position. To sum it up, are you likely to be an asset to their department?

Our core and leadership competencies are reviewed by the selecting supervisor and are incorporated into the qualifications and the selection criteria for an advertised position. So both technical requirements and corporate competencies will form the criteria you can be evaluated on. This has always been the case in past interviewing, but we are now using a slightly more formalized approach.

What is a Competency? It simply is a cluster of related knowledge, skills and attributes (e.g. values, traits, motives) that correlate with performance. For example, “Communication” is a competency, as well as “Team Player”. You need knowledge and skill to communicate well or be a good team player, and you also need to have the personal attributes that go along with it (e.g. be motivated to use the skills, value good communication and team work, etc.). If you have the personal attributes required, then it is more likely that you’ll demonstrate the behaviours of a good communicator or team player. Please refer to pages 8–33 of this booklet for a description of Manitoba Hydro’s Core and Leadership Competencies.

A job interview will give the supervisor a chance to evaluate your qualifications, and provide you with an opportunity to sell yourself and WIN the job. In addition, it gives you a chance to evaluate the job with respect to your interests and goals. Is the job a good match for you? As you prepare for and actually participate in an interview, you should always keep that objective in mind.

Advance Preparations for an InterviewSo you have an interview… Now what?

Preparing in advance is the key to a good interview. It will also help you to evaluate whether the job opportunity will be a positive move for your career and if the work environment will fit with your preferred style of working.

7 Tips to Help Prepare you for an Interview

1. Research the position.

• Learn as much as you can about Manitoba Hydro, and the job you are applying for.

• Major products or services

• Organizational structure of the department

• Major competitors

• Review written information that relates to the job (e.g. Annual report, policies, legislation, brochures).

• If you can obtain a copy of the job description and/or an employment circular, review these extensively. Review the summary sheets (pages 8–33) for the competencies identified on the posting.

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• If you do not have access to a job description/employment circular, or you are applying for an unadvertised position, review the Competencies on pages 8–33 of this manual, and try to predict which of these would be most relevant to the position you are applying for.

• Ask who will be interviewing.

• Talk with people in similar jobs to learn more about current issues, job stresses and expectations.

2. Identify your areas of strength and weakness.

Most interviews will ask a question around “What are your strengths and weaknesses?” Describe your weaknesses as strengths. This is tricky. The interviewer probably wants to learn several things about you with this question, such as:

• Whether or not you are arrogant (“I really don’t think I have any weaknesses”) Do not boast that you are flawless.

• Whether you know yourself (“Well, I’ve never really thought about it”)

• What are you doing to improve your weaknesses?

Two ways to answer this type of question is to:

a. Explain that in overcoming a weakness you have learned something.

For example: There is a period in your career path that just doesn’t fit (i.e. selling cars between jobs as an accountant), you might say, “One weakness, which took me some time to overcome, was that I really wasn’t sure I wanted to be an accountant. I worked in car sales for 2 years because I couldn’t decide if I wanted accounting as my career. That experience taught me that I really didn’t want to sell products, and that I was much more challenged by the opportunity to solve clients problems.”

b. Pick a weakness that is really a strength or give a quality that is generally not that bad. Name a flaw and the steps you’ve taken to overcome it.

“One of my weaknesses is that I tend to be impatient with people who aren’t willing to pull their full weight and give 110%.”

“In the past I’ve been impatient to tackle many big projects at once. I’m still ambitious, however I prioritize so everything gets done in the right order.” Other suggested flaws to mention: being excessively organized and deadline-driven.

3. Rehearse your answers.

What competencies are listed in the qualification section of the job circular? These qualifications become a part of the selection criteria so there is an excellent chance that some questions will be asked on the competencies posted. Remember both the technical requirements and competencies will form the criteria you will be evaluated on.

What examples can you relay that demonstrate your ability in these competencies? Describe your accomplishments and how they apply to the position in a clear concise way. Think about your career goals in relation to this job and how you will respond to questions about your future plans. Don’t over-script your responses, make sure you leave room for spontaneity and creativity.

Practice your answers with a tape recorder or a friend.

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4. Prepare a list of questions.

Prepare a list of questions about the position to take to the interview. These questions often relate to training, supervision and career planning.

Here are a few questions that could work for you.

• What opportunities are there in this position for me to develop my skills?

• What are some of the challenges and opportunities of this position?

• What are the most important characteristics you are looking for in a candidate to satisfy this position?

• Could you describe the working environment?

• Where can I go from here, assuming I meet/exceed the job requirements?

• What is the history of the position? Why is it vacant?

5. Reread your resume and the job posting.

Become familiar with the job posting and feel comfortable that it’s a good match for your capabilities and interests. Be sure you are familiar with their terminology or business jargon. This will give you more confidence. The interviewer will likely want to expand on some information in your resume so be sure you can make the linkage from your resume to the position you are applying for.

6. Confirm time and location.

Ensure that you are aware of the exact time and location. Go ahead of time to ensure availability of parking and take ample time for travel. Be sure to bring with you the name and phone number of the person who will be interviewing you.

Arrive on time for the interview! Plan your schedule so you would arrive 10 to 15 minutes early.

7. Dress Professionally.

“Professional” can be interpreted in many ways these days. Whether the area style requires a suit or is laid back, make an effort to look presentable. Dress for the work environment. Manitoba Hydro employs a “business casual” dress code, however when attending the interview it is wise to err on the side of business attire.

Types of InterviewsBoard/Panel Interview

This type of interview involves two or more people conducting the interview taking turns asking the applicant groups of questions. This system can be advantageous because more than one person will rate your responses and develop impressions, eliminating the problem of individual preferences or prejudice. When feeling anxious, it is best to focus on the person asking each question. It is important to keep in mind that your responses will be evaluated by all panel members not only the one who is asking the question. Some background knowledge on each interviewer may be helpful.

Strategy for success. Direct you answer to the person who asked the question, but make eye contact with each of your interviewers.

One-on-One Interview

This type of interview involves you and one interviewer only. The content of the interview should be the same as a board/panel interview.

Strategy for success. Use positive body language. Be attentive, sit up straight and maintain good eye contact.

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Examples of Interview QuestionsThere are different types of interview questions that can be asked. Some may be open-ended, others may present a hypothetical situation and ask you to express how you’d deal with the situation, and another type is the Behaviour Description Question.

Open Ended/General Questions

The interview will often start and end with this type of question. Typically, there may be some open ended questions, which ask you to talk about yourself and your past experience or technical abilities.

• Tell me about yourself.

This open-ended question has no “right” or “wrong” answer. It merely is a way to “break the ice.” It doesn’t matter what you say but how you say it: with enthusiasm and passion. Talk about how you are excited about getting the opportunity to talk to them and how it meshes with your career goals. Or use the time to say something that is not on your resume and impress to them why you are an asset to their department. Keep your answer job related.

• Why are you interested in this position? Why did you apply? Why are you leaving your current job?

Many interviewers may be curious as to why you are looking for another job but make sure you keep your comments diplomatic. Never say anything directly negative about your present job like your boss is a tyrant or your co-workers are incompetent. Instead focus on things such as growth potential and skill development.

• What do you regard as your strengths in relation to this job? What are your weaknesses?

This is one of those slippery interview questions that can catch you off guard if you haven’t given it a little thought. Always turn this point into a positive! State a weakness and turn it into a positive by showing how you overcame the weakness. “In the past, it has been difficult for me to accept criticism from my peers. However, I have learned to value and solicit this input and it has improved my job performance.”

• What are some of things that motivate you?

• Do you prefer working with others or by yourself? Why?

• What kind of support would you need from your supervisor and colleagues in order to make your best contribution in this job?

These questions help the supervisor gauge how well you will fit the job opening.

• Tell me about any seminars or courses in your background that you think will be particularly relevant to this job.

• What are your future career plans?

Give a concrete goal, focusing on the responsibilities, not the title. Indicate that you hope to acquire sufficient knowledge within that time to make a positive contribution to the company.

• What do you know about our company?

They are checking your knowledge of Manitoba Hydro. Did you take the initiative and time to learn about the company before coming to the interview? If you did, this will be received very positively.

• Please describe the major responsibilities of your present position.

• What do you particularly enjoy about your present position? What do you like the least?

• What do you consider as one of your biggest accomplishments in your present job?

Give examples of ways in which you saved the company money, time, or developed an office procedure that improved efficiency.

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• When you have talked with your manager about your work performance,

• for what things have you been complimented?

• in what areas have you needed to make some improvement?

• How do others describe you?

Another way for the interviewer to see how you would fit into the work group. If you aren’t comfortable with this question talk to some people you have worked with and get them to describe you.

• Do you ever have to work extra hours in your current position? Under what circumstances and how often? How do you feel about overtime?

Are there any other aspects of your qualifications and background which have not covered that you feel are relevant to this position? If so, please tell me about them.

Do you have any questions to ask about this position?

Remember by asking questions you show interest in the job.

Situational or Hypothetical Questions

Job interviews may use a hypothetical or problem-solving approach to determine applicants’ analytical skills and critical thinking abilities. These “What if ” questions are presented in the form of a case example or problem situation. The candidates are asked to imagine themselves experiencing the situation, and are evaluated on how they would handle the situation presented. Below are some basic examples, however note that problem-solving scenarios can be more complex with specific technical information incorporated.

• How would you respond to an employee who accuses a fellow employee of theft?

• A customer complains that he was short-changed. The customer claims that he gave the clerk a $50 bill, whereas the clerk claims that he was given a $20 bill. What would you do?

• How would you handle a situation in which you felt a co-worker was not doing his fair share of the work?

• It’s 3 p.m. and you have a report due to your manager at 5 o’clock. Suddenly a major customer calls and says they have a crisis and need your immediate help. What do you do?

• You’re working the night shift at a plant when you discover smoke coming from one of the panels. What steps do you take, and in what order?

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Technical Questions

Some questions are straight tests of technical knowledge.

For example, you may be asked to identify certain components on a diagram, or list off the correct steps in fixing something. These questions will vary depending on the technical requirements of the job.

Behaviour Description QuestionsMost employers today use the Behaviour Description Interviewing technique. It focuses on experiences, behaviours, knowledge, skills and abilities that are job related. Behaviour Description Interviewing is based on the belief that past behaviour and performance predicts future behaviour and performance. It is also one of the best ways to evaluate people to see if they have the desired competencies required for success. You may find that this type of question comprises 50–75% of the interview.

Research has shown that past experience is the best predictor of future behaviour. So in this type of question, the interviewer will ask you for a specific example from your past (work or life experience) where you’ve had to do something (e.g. had to communicate well, or work in a team, etc.). You may be asked to relate a positive example, or an example where you had a difficult or challenging time. This gives the interviewer a full picture of your abilities.

What do Interviewers Evaluate in a Behaviour Description Interview?

They are looking for 3 types of skills: Content, Functional or Transferable, and Adaptive Skills.

• ContentSkills — Knowledge that is work specific such as computer programming, accounting, welding etc. expressed as nouns.

• FunctionalorTransferableSkills — Used with people, information or things such as organizing, managing, developing, communicating etc. expressed as verbs.

• AdaptiveSkills — Personal characteristics such as dependability, team player, self-directed, punctual etc. expressed as adjectives.

Probes.

In addition, the interviewer may probe for more specifics of details such as:

• What was the situation, what was the task you were setting out to do?

• What specifically did you do in the situation, what was your action? Here they may prompt you to express more what you did, not what others did. You should try to respond as “I...” instead of “We...”

• What was the result? Were you or others happy with the outcome? What specifically was the result? If relating a negative experience, describe what you learned from it.

• They may also ask you to identify when the example took place, or how often similar situations have happened in the past. This questioning is to identify recency and frequency, which simply means the more recent the behaviour or the more frequent the behaviour, the higher the chance the person will demonstrate that in the near future.

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“BE A STAR”Follow the s*t*A*r* method:

s – Situation t – Task A – Action r – Results achieved

When relating your example, tell them the situation you were in, the task you were performing, what actions you took and the end result.

If possible show how you identified the problem, identified possible solutions, selected the solution and implemented the solution. Don’t forget to mention what the positive outcomes were.

Helpful Hints in responding to behaviour description type of questions:

• Give yourself time to collect your thoughts before responding. The interviewers will expect this.

• Always listen carefully to the question. Ask for clarification if necessary and ensure you answer the question completely.

• Describe your answers in good detail. Describe what you did specifically and what your thoughts were. Be specific and related.

• Use “I” instead of “we” as much as possible. They are looking for what you did in the situation specifically, as they are evaluating you on the behaviours that you had demonstrated in the situation.

• Wherever possible, quantify your results. Numbers illustrate your level of authority and responsibility.

• If you can’t think of an example to relate (after sufficient thought), then ask the interviewer if you can return to that question later. Something may come to your mind later.

• Be aware that the interviewer may ask you for the name (a reference) of someone who has observed the example you relate. They may end up calling that person after the interview (with your permission), to verify the information you present.

Types of Behaviour Description QuestionsAdaptability: “Give me an example that would demonstrate your ability to adapt to a changing environment such as a recent restructuring or job redundancy. How did you cope with these changes?”

Initiative: “Describe a situation in which you recognized a potential problem as an opportunity. What did you do?”

Leadership: “Give me a specific example of something you did that helped build enthusiasm in others.”

Leadership: “Give me an example of a time you had to persuade other people to take action. What did you do and were you successful?”

To prepare for the interview, specifically the behaviour description component, it is helpful to prepare yourself by reviewing the competencies that are identified on the job posting and thinking of examples where you have demonstrated these things.

Listed on the next 6 pages are sample behaviour description questions related to our Competencies.

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Sample Behaviour Description QuestionsNotes:

• Some questions may have several parts. The interviewer will start with the first part of the question. Then, continue with the additional probes provided.

• Questions should be customized for the specific job and worded appropriate to the specific audience (e.g. Labourer versus Professional Engineer).

Core CompetenciesAchieving Results

It is not always easy to work effectively when you have a lot of interruptions. Tell me about a time when you worked effectively despite interruptions.

Think of a day when you had many things to do. How did you manage your time and activities?

Describe a situation in your last job where you could structure your own work schedule. What did you do?

Give me an example of an important goal you had to set and tell me about your progress in reaching that goal. How successful were you in accomplishing it?

Describe a situation from your previous experience that demonstrates your effectiveness in planning, organizing and carrying out a project.

Describe a situation in which attention to detail was very important. What did you do to focus your attention and minimize errors? How effective was it?

In this position, you often have to make an extra effort to meet deadlines. Tell me about extra effort you had to contribute in this type of situation. How did you feel about making this sacrifice?

Occasionally this job has discretionary time to fill. Please give me an example of a time when you made good use of discretionary time.

We all have days when we are less motivated to work than usual. Please tell me about a time when you found it hard to remain enthused and motivated in a work environment.

When you had to do a job that was particularly uninteresting, how did you deal with it.

Tell me about the best meeting you ever conducted.

Sometimes meeting deadlines can be difficult. Please tell me about a time you were challenged to meet a deadline.

Please describe a time you found it quite challenging to finish a project/task on time or manage a period of high demand.

Tell me about the last time you missed a deadline. What caused it?

It is important for this position to identify and implement improvement opportunities. I’d like you to describe a time you suggested a change in a procedure or some other aspect of your job that achieved good results.

Please tell me about a time you decided not to act on an improvement opportunity.

To be highly effective in this position you must routinely monitor your own work and sometimes the work of others. Please tell me about a significant oversight or error that you managed to detect while double-checking something.

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Sometimes in spite of our best efforts, errors occur. Please describe a time something slipped by you, resulting in a problem.

Give me an example of a time when you had to go above and beyond the call of duty in order to get a job done.

Please describe a high profile, strategic project that you have managed in the past. Explain what you did to ensure that the priorities remained aligned with the Corporate/Business Unit Strategic Plan. What were some of the major challenges you faced? What systems were used to collect and monitor results? Explain what you could have done to improve organizational effectiveness.

Applying Learning

The ability to learn, share and apply technical knowledge is an important part of this job. Please recall a time when you were required to learn a new technical skill in order to become more effective.

Thinking back over your recent job positions, in which job did you make good use of your problem-solving skills? At that position, please describe the specific technical challenge that brought out the best in your skills.

Tell me about the activities you’ve engaged in, in the last few years, to maintain/update your technical knowledge.

It can be difficult to learn new technical skills. Describe a situation when, through trial and error, you were able to adapt to a new technology. What did you do to master/or become comfortable with it?

This position requires you to be a leader in acquiring and transferring technical and professional knowledge to the work groups. Please describe a time when you were challenged in effectively acquiring and transferring knowledge to co-workers. What circumstances had changed or developed that required the use of innovation. How did your prior knowledge/experience help you?

In this position there are new and complex issues and technical challenges that you will face regularly. Some of these will be in areas that have never been addressed before. Please relate a situation where the information/knowledge required was not available, and you had to develop concepts/theories of your own to address the challenge. Where did you go to find insight to the problem? Were you able to use this information successfully? Were any papers published in technical/professional journals as a result?

Building Customer Relations

In our organization, we are committed to quality and encourage staff to exceed customer expectations. Please tell me about a time when you exceeded customer expectations and it had a positive impact for you or your organization.

When the workload is heavy, we are sometimes challenged to get a job done and still maintain quality. Please describe a time you may have regretted not paying enough attention to quality or to customer satisfaction.

Tell me about a time when you had a particularly challenging situation with a customer or co-worker that you were able to solve.

Tell me about a difficult client interaction you had to face. How did you prepare? How did you respond to the client’s concerns?

Staff who give assistance over the phone often have to deal with angry people. Tell me about an experience you had dealing with a difficult person. How was the situation resolved?

Tell me about the best arrangement you ever made with a customer. What did you do to enable this?

In this position, one needs to understand customers or co-workers needs. Please tell me about a time when probing beyond the obvious yielded the most rewarding results.

Trying to understand others needs can be very tough. Tell me about a time you were frustrated trying to discover what a customer/client needed or wanted from you. How was it resolved?

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In this position, Building Customer Relations goes beyond ‘working to create customer-focussed service and solutions’. You are responsible to see that an organizational environment exists that enables and fosters superior customer relations. Please tell me of a time when you were involved in a strategic customer relations issue. Describe your role? How were stakeholder and customer needs addressed? What ‘best practices’ concepts did you use? What changes were implemented as a result of this issue? How did you reward the key players?

Building the Market

It is important to recognize opportunities to provide new services/products for our customers. Give an example from your past experience where you identified opportunities to provide new services or features to existing customers or to attract new customers.

What experience have you had evaluating market opportunities and developing new products and services, or marketing plans?

In this position we often must establish strategic contacts to be effective. Tell me about a time when knowing the right people helped you to get a job done. What Industry contacts do you have currently that would assist you in this job?

Building and maintaining a network of contacts can be difficult. Please tell me about the time you needed a contact but did not have one. How did you go about establishing one?

What has been your involvement in defining new strategic markets or new marketing initiatives?

In this job you occasionally receive requests for information and services that we provide. Please tell me of a time where you were able to help someone with a request for information/service. Describe how you were able to provide answers — through available literature, asking other people.

Building Trust

Working effectively with co-workers is an important part of this job. Describe what actions that you have taken to develop an atmosphere of trust.

There are many times when we are required to support our co-worker’s efforts. Tell me about a time when you helped someone else solve a troublesome situation.

When was the last time you felt someone had violated your rights, and how did you deal with it?

Tell me about a time when you went outside the scope of your own job duties to help someone from another area.

Tell me about a time when you were most frustrated in your efforts to deal with a conflict between yourself and a co-worker.

Tell me about a time you objected to doing something on the basis of principle. How was the situation resolved?

Can you tell me about an experience in which you had to speak up and tell other people what you thought or felt, even though it was contrary to popular opinion?

Describe a situation in which others within your organization depended on you to get a job done when there were other demands being placed on you as well.

Please tell us about a situation where you have had to hold someone accountable for their actions and the steps you took to do so. How did you feel?

Developing a climate that encourages the integration of the operating principles into our environment is essential in this position. Can you tell us what steps that you have taken with the people that you presently work with to develop such a climate?

Give me an example of a time when you had to analyse another person, or a situation, carefully in order to be effective in guiding your action or decision.

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Describe a time when you communicated some difficult feelings to a supervisor. What happened?

In this position you are highly visible to every one in the corporation. It is of strategic importance that you demonstrate integrity in all activities you are involved with. You create a principle driven organization and set the tone for others to follow. Please describe a situation/endeavour that exemplifies how you made principle-centred decisions that demonstrated congruence with Operating Principles and Values.

Communication

Tell me about a time when your were required to make an important presentation and it went well. What do you attribute the success to?

Tell me about a time when you had to use your oral communication skills in order to get a point across that was important to you.

Describe the most significant written document, report, or presentation that you’ve completed.

Give me an example of a time when you were able to communicate successfully with another person, even when that individual may not have personally got along well with you.

Trying to understand the needs of others can be very difficult. Tell me about a time you were frustrated trying to discover what somebody needed or wanted from you.

What experience have you had with a miscommunication with a customer/fellow employee or supervisor and how did you solve the problem.

In this position you must be able to communicate effectively recognizing the need to plan and formalize networks with others. Communication is one of the strategic aspects of this position, and has organization wide impacts. You must have an understanding of the organization’s internal and external communication needs. Please relate a previous experience that exemplifies your ability to create formal communication strategies, plans and networks that would effectively meet the requirements of the corporation.

Creativity and Innovation

Tell me about an unusual or innovative way you resolved a complex interpersonal situation with (or between) others.

Describe the most creative work-related project you may have completed.

Can you give me an example of how you used your creativity to bring out the best in someone? (e.g. Innovative advice or clever way of motivating someone?)

Tell me about something you’ve done in your job that’s creative.

What is innovation as it relates to engineering, marketing, etc.? Describe your involvement in any innovative idea or design.

Tell me about a situation when you felt constrained by traditional means but would have preferred to use more entrepreneurial/innovative methods. What prevented you? What do you feel might have been a better solution?

In this position your jobs/tasks frequently require you to demonstrate interest in new ideas and approaches. This doesn’t mean circumventing safety or policy and procedures, but recognizing that there may be different ways to accomplish tasks. Please describe a situation where you were able to use a creative/innovative approach to accomplish a task.

In this position you are the catalyst for creating an organizational environment that fosters and supports creativity and innovation. Please describe a strategic endeavour that exemplifies your involvement and contributions.

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Effective Decision Making

Describe an example of when you have had to size up a problem and make a quick decision. What factors did you include in your assessment?

Give me an example of a time when you used your fact-finding skills to gain information needed to solve a problem; then tell me how you analysed the information and came to a decision.

Tell me about a specific occasion when you conformed to a policy even though you did not agree with it.

Tell me about a mistake you made in the workplace and what you learned from it.

Give me an example of a problem you faced on the job, and tell me how you solved it.

With reference to your recent work experience, give us an example of a decision you made that was significant and effective.

In your current/last position, what types of decisions do you make without consulting your boss?

Have you ever had to make a decision when no policy existed to cover it? Describe it.

Tell me about a time where you had a tough time making a decision. How did you deal with it?

Tell me about a time when you had to make a decision and all the facts were not available.

Can you describe a situation where you have had to use your judgement to correct an operational problem? How significant was the problem and what steps did you follow to ensure that the cause was correctly identified and that the resultant actions taken were the correct ones?

Tell me about a decision you made that resulted in an unfortunate outcome. Was the outcome predictable, in hindsight? What did you learn from the experience?

Please describe a situation from your previous work or volunteer experience that would exemplify a situation where you were making a strategic decision that had organization wide impacts. What changes were initiated? Who else was involved? Was this decision in the best interest of the organization?

Financial Responsibility

It is important to be efficient with money and monitor costs or even find ways to reduce costs. Give us an example where you made a positive impact on an organizations’ costs or revenues.

At one time or another, we are all required to work within financial guidelines. Give me an example of a time when you had to perform a specific task or project with limited funds. What process did you follow to arrive at your goal?

Catching major problems early can save a lot of money. Think about a time when you noticed warning signs of a problem that could have been costly if not detected. When did you first notice the problem and what action did you take to correct it?

Tell me about a time when you had a limited amount of money and you had to cut corners to keep expenses down.

Can you tell me about a project (personal or work) you were managing that experienced cost overruns? What factors contributed to the overrun? What steps did you take to mitigate the effects?

Describe a time when you were responsible for the financial framework of an organization. Please describe the complexity and size of the organizational budget? Describe how successful/unsuccessful you were in meeting the required financial performance? What strategies were used to track and monitor financial performance? What tools were used?

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Developing Competency in Others

Give me an example of how you identified a specific performance shortfall and how you proceeded to ensure the employee’s knowledge/skills were developed to an acceptable level.

Tell me about a time when you had to assign a specific project to one or more of your subordinates. How did you determine who should be assigned to that project?

Give me an example of how you developed a plan to meet future competency requirements.

What methods have you used in the past to motivate staff to achieve greater results, assume more responsibility or improve performance? What methods worked and what didn’t. Provide examples.

Can you tell me about a coaching situation you were involved in that didn’t work out as you had intended? What factors did you feel contributed to the lack of success? What, if anything, would you do differently in hindsight?

In a leadership role you are often required to develop individuals to their full potential. Tell me about a time when you had to coach someone in order to bring out the best in them.

Visionary Leadership

Tell me about your experience in providing training. Describe the process you would follow in establishing a training program.

As change occurs in the organization, different skills and abilities emerge as being essential for success in the new environment. Tell us about a time when you were able to identify these skills and attributes that would be required in the emerging business landscape. Describe the actions that you committed to, to ensure the needs were met. How successful was this endeavour? Describe what you have learned from this experience.

Tell me about a time you had to delegate responsibilities to staff. What factors did you consider when deciding what to delegate to them?

This position requires developing and dealing with partnerships and working with people over whom you have no control. Describe a similar circumstance you have been in, in the past. What techniques did you use to gain understanding, support and cooperation?

What specific actions/approaches have you used in previous jobs in order to ensure your presence positively impacted on your working relationships and the job environment?

Describe a situation when you’ve been instrumental in inspiring others to achieve a particular goal. What approaches did you use to achieve this (seek out input, identify other’s strengths, build other’s confidence, encourage, celebrate)? How successful were you? What would you do differently?

What do you feel is your greatest success as far as inspiring and harnessing the efforts/enthusiasm of others?

What methods have you used to motivate people to meet schedule requirements and achieve a team objective? How do you feel about pushing people to meet deadlines?

Please give us an example of when you’ve developed or helped develop goals or a future path for an organization (probe for number of people the success was impacted by, what steps interviewee took to ensure success, what were pitfalls, what was the outcome, what did interviewee learn?).

Can you tell us about a time you were unable to achieve a professional goal (deadline) due to having to rely on others? How did this make you feel?

This position is one of the senior leaders in our Division. Please tell us about your past experience as a leader. What did you find to be the most challenging aspects of leadership?

Tell us about how you have led a team in establishing and achieving unit objectives? What process did you use? How successful were you?

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Team Player

Think about an experience in which you worked on a project in a team. Describe it to me please. Probes: What was situation? Your role? How was work divided? What was team atmosphere? How did you feel about working in a team? What were difficulties? How did you feel about the results?

Tell me about a time you worked on a project but were not the leader. How did you contribute and how did you support the leader.

Think of a situation in which you were part of a team and another team player refused to pull his/her weight. Describe the situation. What did you do? What was the outcome?

In our organization, we expect employees to work cooperatively as team members. Please give me a positive example of working cooperatively as a team member to accomplish a goal. What specifically did you do to contribute to the success of the project or assignment?

What did you do in your last job to contribute toward a teamwork environment? Be specific.

Not every team runs smoothly. Tell me about a time you found it challenging to work as a member of a team. In hind sight, was there anything you could have done to facilitate a better process?

What exposure have you had representing your Department or Division on any committees or task forces? What was your specific involvement? What factors determined your level of involvement?

Describe your most recent group effort. Is there a particular role you find yourself drawn to when you work on a team?

Please describe a time when you played a key role fostering the development of teams/partnerships/alliances within an organization for the purpose of achieving a strategic or organization wide change.

Leadership CompetenciesBuilding Strategic Performance

What is your perception of the role of this position translating organizational direction into individual/group performance objectives? Tell me about a job experience when you had to accomplish this. What pitfalls did you encounter and how did you resolve them?

Give me an example of performance measures that you have defined to establish and achieve unit objectives. How effective did you find them to be?

Tell us about your experience in the development of your unit’s strategic business plan and what your contributions to it were?

Tell us about a time in which your role was to assist others in keeping their daily activities aligned with the established performance objectives and standards for your area of responsibility. Describe the behaviors you found key to your success.

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Job Specific CompetenciesAdaptability

Technicians must respond readily to changing priorities, work locations and circumstances. Describe a work-related situation where change had a significant impact on you personally. How did you deal with it?

Sometimes when we are in a job, we are assigned to work that is new and different. Tell me about a time when this happened to you, and even though the task was a difficult one, you were able to perform it effectively.

In our organization, this position must be able to adjust to shifting priorities. I would like to hear about a shift in priorities that you handled well.

Please tell me about a time you found it challenging to adapt to shifting priorities.

What have been major obstacles you’ve had to overcome in your last job? How did you deal with them?

Tell me about a time when an upper level decision or policy change held up your work.

Describe a time when you were faced with problems or stresses at work that tested your coping skills. What did you do?

Describe a time when you felt it was necessary to modify or change your actions in order to respond to a situation or the needs of another person.

Give an example of a time when you could not participate in a discussion or could not finish a task because you did not have enough information.

When was the last time you were asked to work on a weekend when you had already made plans? How did you feel about it?

Tell us about your involvement in an organization/area undergoing a significant change. Describe your role in detail. What did you do to promote and facilitate those changes?

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SECTION IV

dURING THE INTERVIEW

Stages of the Employment InterviewThe three stages of an Employment Interview are:

1. The Opening

2. The Interview

3. The Closing

The Opening

Your Goals:

• to form an initial impression of the interviewer

• to establish rapport with the interviewer

• to adjust your communication style to the preference of the interviewer

Interviewer Goals:

• to welcome you

• to form an initial impression of your interpersonal style and skills

• to establish rapport with you

• to move towards the business of the interview

The Interview

Competencies, Skills, Experience and Work Record:

Your Goals:

• to highlight your competencies, skills, qualifications and accomplishments

• to show that you are the best candidate for the job

• to relate this information to the job being discussed

• to support your claims

• to demonstrate that you have the ability to communicate well

• to demonstrate that you have the interpersonal skills to interact well with others

Interviewer Goals:

• to measure the level of your competencies, skills and knowledge

• to determine the relevance of your previous experience

• to evaluate inconsistencies on your record

• to judge how well you get along with others

• to judge your potential performance and fit

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Education/Technical Expertise:

Your Goals:

• to stress qualifications of direct relevance to the job

• to stress equivalent experience when education is lacking

Interviewer Goals:

• to determine the relevance of your education and experience

• to determine educational performance and test your decision making ability through your educational choices

• to evaluate depth of relevant knowledge and understanding obtained

Career Goals:

Your Goals:

• to show that you have a developed career plan

• to express your goals clearly and relate them to the job being discussed

Interviewer Goals:

• to assess your career goals (i.e. that you have career goals and are able to express them)

• to see what kind of motivation you would bring to the job

• to examine possible inconsistencies in your objectives

Personal:

Your Goals:

• to demonstrate personal fit with the organization

• to remain calm under the stress of the interview

• to emphasize other activities (extra-curricular) that demonstrate necessary qualities for this job

Interviewer Goals:

• to see how you handle yourself under stress

• to identify potential problems in your self management skills

Your Questions:

Your Goals:

• to demonstrate the scope of your knowledge about the organization and the position

• to demonstrate your interest in the job

• to get additional information about the job and working conditions

Interviewer Goals:

• to determine your interest in and knowledge of the position

• to make the position appear attractive to you

• to explain the work to be performed

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The Closing

Your Goals:

• to make sure that you have made all the points that were important for you to communicate to the interviewer

• to make a strong closing statement to conclude the interview

• to find out when you can expect to hear a decision on the outcome of the interview

Interviewer Goals:

• to make certain that all of the necessary information has been addressed

• to indicate to the candidate when to expect to hear a decision on the outcome of the interview

Tips for a Great Interview!• Think before you answer, pause and organize your thoughts. Behaviour description questions often

require you to pause and think of an example to relate. The interviewer will expect you to take some time to respond — it is not viewed as a negative thing to give yourself time to think.

• Yes and no answers are usually not sufficient — respond more fully — wherever possible back-up answers with examples.

• Ask for clarification if you do not understand a question or restate the question in your own words to ensure you have understood it.

• Pay attention to your non-verbal communication — try not to fidget, or act nervous.

• Try to look directly at the interviewer when responding.

• Keep yourself in a positive frame of mind. Be prepared to discuss job related topics.

• Let the interviewer set the pace of the interview.

• Answer truthfully.

• Maintain eye contact.

• SMILE.

• Never say anything negative about yourself or your current/previous managers.

• Be polite to everyone you meet there. They all count.

• Do not assume the interviewer knows how to elicit the information he/she is looking for.

• Shake hands with the interviewer and thank him/her for their time.

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Typical Pitfalls to Watch for During an InterviewThe process of effectively presenting yourself in employment interviews involves practice in behaviours that confirm you are the best candidate for the job and eliminating some of the classic blunders that can get in the way.

Interviewers list the following items as negatives when evaluating job candidates:

• Being late for the interview.

• Chewing gum.

• Rambling responses to questions; inability to express thoughts clearly and concisely.

• Talking in generalities instead of providing concrete examples in response to questions.

• Possessing a “know it all” attitude; not having a balanced view of one’s strengths and weaknesses.

• Displaying an attitude that suggests no enthusiasm or motivation for the job being offered and for past jobs.

• Offering criticism of one’s former employer and possessing a blaming attitude towards others and circumstances overall; lack of self responsibility.

• Demonstrating an overemphasis on salary and perks with only minimal interest in job content.

• Underselling one’s abilities and accomplishments and providing only brief responses to questions.

• Not making the effort to learn about the job requirements or the main activities of the work group prior to the interview.

• Feeling distracted due to extreme nervousness displayed by the candidate — poor eye contact, fidgeting, rigid posture, rocking motions, nail tapping, etc.

• Demonstrating poor listening skills.

• Interrupting when the interviewer is talking.

• Bringing up personal problems or irrelevant information.

• Demonstrating a poor tolerance for frustration, appearing annoyed by some of the questions, losing one’s temper during the interview.

• Making derogatory remarks about another candidate for the same job.

• Appearing to be very indecisive and lacking in problem solving or decision making capabilities.

• Mumbling or monotone voice.

• Demonstrating a lack of personal courtesy.

• Sharing information from previous employment experience that would be classified as confidential to the employer.

• Using poor grammar or swear words.

• Losing your composure if you do not know the answer to some questions.

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SECTION V

AFTER THE INTERVIEW

The Job Interview ReviewWell, you have had the interview. How did it go? How do you think you did?

• If a job offer is made, accept within the time frame specified. Be sure that agreement has been reached in terms of salary expectations and start date. If you are unsure about accepting the position ask yourself the following questions:

• Do you want the job?

• Does the position interest you? Are you willing to make the change?

• What are your impressions of the supervisor’s style? Does it fit with your preferred ways of working?

• Will the position provide an opportunity for continued skill development?

• Are the work demands, travel requirements, etc. acceptable given your lifestyle?

• If you are having a difficult time answering yes to any of the above questions:

• Make a mental or written list of what you would gain from moving to the new job and what you might lose. This might help you reach a decision.

• If you decide to turn down a job offer, be tactful and express appreciation for the offer and interest shown to you. This demonstrates good public relations and could prove useful in future contacts.

• If you were not the successful candidate for the job, request feedback from the interviewer(s) about your performance during the interview, ask for suggestions to improve your presentation and develop more skills to be more competitive for similar positions in the future. Treat the process as a positive learning experience. In fact, you may have been rated quite well, but not as well as the selected candidate.

You may want to ask yourself the following questions:

• Did you answer the interview questions in a manner that stressed your abilities, your willingness to work and your suitability for the position?

• Did you cover all the important points that you had planned in advance?

• Did you answer truthfully?

• Do you remember the questions you were asked and your responses? Write them down, especially those that proved difficult to answer so that you can rehearse them before other interviews.

• What could you improve on in future interviews?

Every interview is a learning experience. Use each interview as a building block for the next one.

You may go through many interviews before you connect with the right job.

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Interview Tips From Manitoba Hydro

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