Airport Manager: Behavioural Criteria and an Interview Package - Example

STUDENT NAME AND NUMBER: COURSE AND TITLE: HR competencies HRMT 19023 An interview package Abstract This interview packages entails a position of an Airport Manager. It gives a description of behavioural criteria and an interview package which is destined for 1 hour. The package will cover: 1. Behavioural criteria that will be assessed 2. Interviewer’s preparation information for the interview process 3. Interview guide 4. interview introduction and conclusion wording Table of content Abstract 2 1.0 Behavioural criteria 4 1.1 Interpersonal and communication capabilities 4 1.2 Team building and partnering 4 1.3 Creativity and innovation/ technology management 5 1.4 Problem solving and conflict management 5 1.5 Leading people 6 2.0 Interview preparation 6 2.1 Questions 6 2.2 Location 7 2.3 Advising candidates 7 2.4 Interview introduction 7 2.5 Interview conclusion 8 2.6 Non-verbal cues 9 3.0 Interview guide 9 3.1 Introduction 9 3.2 Review of experience 10 3.3 Behavioural questions 10 3.4 Final questions 13 3.5 Final note 13 4.0 References 14 5.0 Appendix 16 Position: Airport manager 1.0 Behavioural criteria 1.1 Interpersonal and communication capabilities The incumbent requires interpersonal skills as well as developed oral and written communication. The incumbent also needs the ability to consider and respond to the feelings, capabilities and needs of different people in various situations. Has the ability to make convincing and clear oral presentations, effective listening and clarification of information as needed. Has the ability to express ideas and facts in writing in an organised, clear and convincing manner. The demonstration of strong skills in communication and coordinating with others is important in every managerial position (Sackett & Lievens, 2008). The behaviours that will need assessment include style of communication both the strength of oral communication and written style which include treating individuals and groups with respect, facilitating open exchange of ideas. 1.2 Team building and partnering The incumbent requires inspiring, guiding and motivating of individuals and groups towards the accomplishment of goals. To develop as well as sustain cooperative relationships in the workplace with customers and employees, foster team spirit, commitment and trust. Has the ability to develop leadership in others through guiding, coaching, rewarding as well as mentoring. Has the ability to create and sustain the organisational culture that allows for high performance, shows a commitment of serving the public and influencing others towards accomplishment of the mission. Has the ability to build and network alliances, collaborate and finding a common ground with stakeholders. The behaviour indicators include demonstration of commitment to quality service of public through actions and statements, development of networks with individuals and groups, empowering others, motivating and inspiring employees, building open communication and trust as well as creating an environment that encourage cooperation (Carlopio, Andrewartha & Armstrong, 2005). 1.3 Creativity and innovation/ technology management The incumbent requires using cost-effective and efficient approaches in technology integration into the place of work as well as improving the effectiveness of the program. Has the ability to develop strategies by use of new technology in order to enhance making of decision. The incumbent needs to understand the impact of changes in technology on the firm. Has the ability to develop new sites in every situation as well as applying innovative solutions that will make the organisation improve. This is also in support of Tsai, Chen & Chiu (2005) who recognizes creativity and innovation as essential in demonstrating competencies in contemporary organisations. The behavioural indicators include developing innovative solutions, use of non-traditional approaches for improving effectiveness of the organisation and technology integration into the place of work. The skills required include innovative and creative thinking. 1.4 Problem solving and conflict management The incumbent requires identifying and taking steps for prevention of potential conditions that may lead to unpleasant confrontation. Has the ability to resolve and manage conflicts as well as disagreements within the workers in a constructive and positive manner in order to minimize any negative impact. The incumbent must requires the ability identify as well as analyse problems, to distinguish between information that is relevant from the irrelevant one in making logical decisions and provide solution to individual as well as organisational problems. The behaviour indicators include management of confrontations and conflicts in a constructive manner, addressing and seeking resolution for both formal and informal complaints from stakeholders, customers and employees. Recognizing and defining issues and problems, using analytical tools, qualitative as well as quantitative data in analysing and solving problems. Dipboye (2004) recognizes past behaviour roles, experience and skills in the same field as very important factors in recruitment of a competent incumbent. 1.5 Leading people The incumbent is able to create and implement strategies that maximize the potential of employees in meeting the organisational vision, goals and mission. Is able to understand and value the differences in individuals and teams in achievement of organisational goals. Has the ability to develop measures and rewards in order to guide people towards the achievement of goals, (Vickers, 2005). The assessment will focus on demonstration of leadership qualities; team work/building, honesty/ integrity and the power of diversity. 2.0 Interview preparation 2.1 Questions According to Tsai, Chen & Chiu (2005), interview questions are great determinants of the competency of the potential candidate. This is because the better the structuring of the questions, the more it is focused on the job description as well as previous experiences on the job. Development of open and clear questions which are standardized in order to create fairness a better understanding of what is relay required is also a key to a qualified candidate (Ellis, West, Ryan & Deshon, 2002). The questions should be agreed by the members of the panel and the candidates should has access to the criteria of selection, statement of duty as well as the questions in order allow the candidate to reflect on what is written and what is obtained orally from the interviewer and have a clear idea of what is required. This will put the candidate in hypothetical situation relevant to the incumbent position (Das, 2007). 2.2 Location A room that is out of disturbances is essential in ensuring that the interview process runs smoothly. Selection of a room with minimum or no interventions will improve the interaction between the panel and the interviewee (Carlopio, Andrewarth & Armstrong, 2005). However, Ulrich et al. (2007) adds that, prior to the beginning of the interview, a thorough check up is required in order to ensure that the arrangement is appropriate, the room is tidy and there are sufficient materials required for the process. 2.3 Advising candidates Das, (2007) point out that the management should ensure that it informs all the candidates in a sufficient time before the interview date. Information also includes the awareness of the location, a prior schedule on time, and any protocol to follow during the interviewing day. 2.4 Interview introduction This is one of the crucial steps of the process as it involves development of rapport with the interviewee to ensure that the candidate is at ease. In this step, the chairman of the panel, welcomes the interviewee, introduces him or herself, the panel members and their position in the organisation. The aim of this step is to help the candidate feel relaxed and get an overall idea of what will be covered (Barrick, Swider, & Stewart, 2010). The recommended introduction is as follows; Welcome and thank you for taking time to attend this interview for the position of the Airport Manager. I am Jason the Human Resource Manager and am going to introduce to you the other members of the panel. To my right hand is the Ellis, the CEO of our company, to my left is Angeline, the commercial manager. Can you please take a seat and have the interview questions, duty statement and the selection criteria which will guide you in this process. This process is meant to last for one hour and we will maintain a slow pace as we going through the questions as we document our observations. We want you to feel free and comfortable in this process. Please inform us when you are ready so that we can commence. 2.5 Interview conclusion This stage provides an opportunity for the interviewee to ask question on what which he or she feels would be important to be considered in regard the position. The interviewer will also have a chance to evaluate interviewee’s demonstration of initiative. The candidate is also informed about what will follow. It is also important to ensure that the interviewer closes the interview with a positive statement as this will be the last thing for the candidate to remember ones he or she leaves. The candidate should be thanked for his or her time (Klehe et al. 2008). The recommended conclusion is as follows; That marks the end our questioning. Do you feel that there is something you need to tell us that you feel it is important in regard to this position? The next process will be to contact your referees and meeting with the board to make recommendations about the appointment. While I will not commit to date, you will be provided with the feedback about the process after the decision is made. On behalf of the panel, I take this chance to thank you for your dedication to this process. I wish you success, thank you. 2.6 Non-verbal cues It is important for the interviewers to check on body movement, level of eye contact as well as facial expressions as they clarify the sufficiency of the candidate in giving his or her response (Das, 2007). 3.0 Interview guide 3.1 Introduction Name of the candidate: Name of panel members: Relevant experience Introducing the candidate and confirming of the interview process Welcome the candidate Introduce the members of the panel Explain what the process will cover Restate the requirements for a successful candidate Ask if the interviewee has a question before the process commences 3.2 Review of experience Can you describe to us an experience that proved to you that you are a capable manager? In your own view, what was most interesting part in your role as a manager? Tell us about an instance that you initiated a project. Was it successful? Why was the initiative important to your organisation? (Taylor & Small, 2002). 3.3 Behavioural questions Interpersonal and communication capabilities Key actions Communicates with clarity Writes clearly Communicates with different groups effectively Good listening skills 1. Can you describe a process of consultation that you have been in control and how did your interpersonal skill contribute to the process? 2. Describe a situation that successfully used persuasion to convince people to do things your way. At what level were these people you were persuading? Team building and partnering Key actions Ability to network and build alliances Ability to collaborate with employees Ability to motivate groups and individuals Guiding employees towards achievement of goals 3. Can you describe to us a situation that you experienced poor group work? How did you handle it? 4. Tell us of a time when you were able to recognize employees for the work they performed. What did you do? 5. What methods do you use to ensure that you value employees for their contributions? (Taylor & Small, 2002). Creativity and innovation/ technology management Key actions Demonstration of innovative solutions use of non-traditional approaches for improving effectiveness Demonstrate creative thinking. 6. Can you tell us about a situation that you had to make quick changes in the department or team priorities? How did this change affect you? 7. In your current position, what were your short-term and long-term goals? For how long did you set these goals? Did you achieve them? Problem solving and conflict management Key actions ability to identify and recognize conflicts and disagreements ability to resolve and manage conflicts in a constructive manner ability to make constructive decision under different situations ability to incorporate stakeholders, customers and employees in solving problem 8. Can you describe to us a situation that you were required to think quickly in order to free yourself from a difficult situation? How did you do it? Did you succeed? 9. Give us an example that you communicated successfully with other people even if you felt that your perspectives were not valued 10. Describe to us a situation when you facilitated creative solving of problem between employees (Ellis, West, Ryan & Deshon, 2002). Leading people Key actions demonstration of leadership qualities; honesty integrity and the power of diversity 11. What are effective qualities of leadership do you think are important? Have you demonstrated them in your current position? Ask the candidate to nominate two referees (one of them must be the employee’s current manager) Current manager Referee Name: Current position: Duration of supervision Name: Current position Duration of supervision 3.4 Final questions Do you have something that you really feel that is important for this position and we did not ask you? Do you have any question for the panel? 3.5 Final note Confirm with the interview the time frame for the process of selection and advice him or her how he or she will be informed about the outcome. Thank the candidate for his or her time (Klehe et al. 2008). 4.0 References Barrick, MR, Swider, BW, & Stewart, GL 2010, ‘Initial evaluations in the interview: Relationships with subsequent interviewer evaluations and employment offers’, Journal of Applied Psychology, vol. 95, no. 6, pp. 1163-1172. Carlopio, J, Andrewartha, G, & Armstrong, H 2005, Developing management skills: A comprehensive guide for leaders, Prentice Hall: Freches Forrest. Das, H 2007, Recruitment, selection and deployment of human resources. Toronto, On: Pearson prentice Hall. Dipboye, RL 2004, ‘The selection/recruitment interview: core processes and contexts’, in A. Evers, N. Anderson, & O. Voskuijl (Eds.), The Blackwell handbook of personnel selection, Blackwell, Oxford, England. Ellis, PJ, West, BJ, Ryan, AM & Deshon, RP 2002, ‘The use of impression management tactics in structured interviews: a function of question type?’ Journal of Applied Psychology, vol. 87, pp. 1200-1208. Klehe, U-C, K¨onig CJ, Richter GM, Kleinmann M & Melchers KG 2008, ‘Transparency in structured interviews: consequences for construct and criterion-related validity’, Human Performance, vol. 21, pp.107–137. Sackett, PR & Lievens, F 2008, ‘Personnel selection’, Annual Review of Psychology, vol. 59, pp. 419–450 Taylor, PJ & Small, B 2002, ‘Asking applicants what they would do versus what they did do: a meta-analytic comparison of situational and past behaviour employment interview questions’, Journal of Occupational and Organizational Psychology, vol. 75, pp. 277–294. Tsai, WC, Chen, CC, & Chiu, SF 2005, ‘Exploring boundaries of the effectd of applicant impression management tactics in job interviews’, Journal of Management, vol. 31, pp. 108-125 Vickers, MR 2005, ‘Business ethics and the HR role: Past, present and future’, Human resource planning, vol. 28, no. 1, pp. 26-32 5.0 Appendix Australian Air Exporters (AaE) AaE delivers every type of air cargo across Australia and around the globe Applications are sort for a suitably qualified as well as a highly motivated people who like to be considered for the position of airport manager. Duties 1. Managing and supervising the overall staff performance in the department 2. Achieve business vision, goals and objectives 3. Working out compensation and rewards 4. Responsible for the increase and growth of earnings and finances of the department 5. Identify problems and provide alternatives for the course of action. Desired A master degree in business administration, bachelor of commerce or related field with a minimum experience of four years The applicants will be assessed against specific criteria of selection. Applicants should address these criteria during application. They should also include qualifications and experience as well as two (2) referees. Applications should be forwarded to: HR manager Australian Air Exporters (AaE) Mail: AaErecruitment@info.com.au. Read More