Instructions You will compose a 400-500 word essay that includes five sample interview questions, the Team Member Interview Questions template*, and your answers to questions related to interviewing potential management job candidates. This must be an APA-formatted essay, double-spaced, with headings. Three outside research sources are required for this assignment. Please note, this paper uses full APA formatting (see below for details). Take the following steps to compose your essay: Develop five interview questions that will help you identify whether a candidate is suitable for a management position. To complete this task, use the Team Member Interview Questions template * Think about the types of responses you might get from the questions. What clues from those responses might you be able to identify to help determine the fit of the candidate? Consider past interviews in which you’ve participated, then answer each question: How did you prepare for the interview? Were you asked the types of questions you were expecting? Discuss. What was the most difficult question you were asked and why? If you were hired, did you feel the interview was representative of the position? Explain. What did you learn about yourself from the interview that you will use as you interview others? *Be sure to include the Team Member Interview Questions template in the Appendix of your essay and make reference to it in the body of your essay. ( attached )  APA Paper Format Instructions: Double-spaced, 1-inch margins, 11-point Calibri or 12-point Times New Roman font. Include a title page, abstract, headings, page numbers, and a references page. Include an appendix per APA-style guidelines and use in-text citations. Interview Questions for a team member position. Use this template to develop open-ended interview questions a team leader might use to start the interview conversation and probe for insights. Trait/Competency • • • • • • • • • • • Sample Interview Questions Employee Lifecycles and Insightful Interviewing Leaders determine which job applicants are the best ‘fit’ for a role in their respective company through the interviewing process, ultimately choosing the right person for the right position on their team. The employee lifecycle describes where any individual employee may be at a given point in their career. Insightful interviewing is used by leaders to determine how to pick, who to pick and what type of person is required in a specific job to execute and achieve company objectives. For each position, leaders must know which personal traits and characteristics are required; what skills are required to learn and develop in order to do the job well; and what added value the right person in the job brings to the company. The ’employee life cycle,’ sometimes called the ’employment life cycle,’ is a term that refers to the many activities in which an employee participates while working in a specific organization. Organizations and Human Resources Professionals typically view the employee life cycle in four distinct stages: 1. Planning for the Workforce 2. Selecting Workers 3. Maintaining the Workforce 4. Workforce Separation Most organizations have structured processes for all the stages in the employee life cycle starting with: • • • • • • • • • Sourcing and recruiting Application screening Hiring On-boarding Training Development Formal performance appraisals Progressive discipline Termination It is important for every leader at every level to know how these stages and processes for the employee life cycle are organized and executed. It is critical for a leader to especially know how to interview potential candidates or be able to gain enough insight to determine if the candidate is a good match for the job. Organizations save a great deal of expense and aggravation when they hire the right people that best match the job. Many organizations and leaders hire for attitude and find the right person who best fits the job using insightful interviewing. It begins with the leader’s agenda and knowing what has to be accomplished. Having designed a position profile, evaluated existing workforce competencies, and identified gaps in those competencies, the leader is prepared to look for the right match to fill the gaps in the workforce. Insightful interviewing (sometimes called behavioral interviewing) goes far beyond simply examining an application, a resume’, or the person’s experience. In order to gain insight as to whether the candidate has the capacity and talent and is a good fit for the job, the leader must engage in a meaningful conversation with the candidate, so that evidence of capability surfaces in the conversation. In this type of interview, the leader is looking for clues that the candidate can behave in a way that best matches the position profile. The structure and environment of this type of interview takes the form of an informal conversation in which the leader guides the conversation with open-ended questions to gain insight about the person’s interests, successes, challenges, and natural tendencies. The leader must prepare appropriate questions that match the position profile. Consider the traits/characteristics information from the Team Leader – Store Manager profile you have previously referenced. The Team Leader’s primary responsibility is to meet or exceed the store’s sales and profit plans. In order to do this, the following traits or characteristics are necessary: • • • • • • • • Sees the Big Picture – Has a comprehensive perspective. Is attuned to the current environment, but has a vision for the future. Plans and Executes Well – Creates an environment characterized by a clear sense of direction and common purpose, making sure that others are aware of and driven to achieve the company’s mission. Drives for Results – Intent on being successful in achieving results and meeting company objectives. Makes Good Decisions – Thinks practically and focuses on the here-and-now. Is driven to acquire new information and to gather complete, relevant data and draws valid conclusions from information. Is Optimistic – Sees people and responds to situations in a positive manner. Build Relationships – Connects with others and works to positively interact with them. Fosters Innovation – Actively pursues methods for improvement. Is flexible. Promotes creative and innovative thinking. Encourages taking calculated risks to achieve goals. Acts with Integrity – Consistently and confidently does ‘the right thing.’ Is professional at all times. Builds trust by communicating honestly and following through. The following competencies are also necessary: • • • • • Financial – Understands company financial strategy, P&L statements, store budgets, and the factors that drive profitability. Uses a systematic process for analyzing business, interprets data, draws conclusions, formulates and implements a response to impact financial results. Product/Merchandising – Understands merchandising strategies and processes; exhibits a high level of ability in evaluating product presentations to improve results. Reviews product advertising material set-up and interacts with management team to ensure presentation standards and visual directions are executed. Communicates corporate directives effectively and addresses all advertising changes quickly, to impact and drive business. Develops relationships with key partners to resolve product issues. Store Operations – Understands the system for the flow of products and inventory in and out of the store. Evaluates strengths and weaknesses and takes action to ensure resources are in place to support a superior customer experience. Customer Loyalty – Analyzes service results; develops and implements an action plan to improve loyalty scores. Sets service standards; role models service behaviors. Walks the floor to observe customer interactions; coaches others to inspire a service perspective. Interacts with employees daily to understand customer needs, product needs, and operational issues. Team Building – Selects, orients, trains, and develops store management staff to build and retain talent. Measures, observes, and coaches to drive for performance results. Counsels to address poor performance and resolves issues. Rewards and recognizes individual and team accomplishments. Becoming a great leader takes a lot of knowledge and expertise. Every interview situation is different and the leader may not have to ask every question to keep the interview conversation going. A leader understands that determining the criteria for the position and finding a candidate that fits those criteria is a first step. During the interview, the goal is to provide opportunities for the candidate to reveal and recount previous successes and challenges. The most important result from the interview is for the leader to have gained enough evidence to understand if the candidate is or is not the best match for the job. Trait/Competency • Sees the Big Picture • Plans and Executes Well • Drives for Results • Makes Good Decisions • Is Optimistic • Builds Relationships Sample Insightful Interview Questions 1. What are you most curious about when you think about the retail business? 2. Tell me what you have imagined that the retail business or a store could be or should be. 1. Tell me about a time that you simply had to make something happen. Describe the steps you took or the systems you used to get it done. 2. Think about a time when you had to carry out a task or execute a new initiative. What behaviors did you demonstrate that others could see? 1. Tell me the story about a time that you had to push yourself and others to achieve the planned goals and objectives. What did you do? 2. In what circumstances did you have to keep your eye on the ball every day and every hour of the day? What did you do? 1. Think about a time that you made a very good decision. Describe the process you used to help you get to that point. 2. Describe how you’ve handled making some tough decisions that you knew were the right decisions. 1. What have you done in the past with others to create a feeling of well being? 2. Tell me about a time that you had to build confidence, hopefulness and cheerfulness in others. What did you do? 1. Describe a time or situation where you had to build rapport with a new direct report or team of people. 2. Tell me about a time when you had to either repair or build a relationship with a difficult person. 3. Describe how you go about growing relationships with colleagues and peers in the workplace. • Fosters Innovation • Acts with Integrity • Financial • Product/Merchandising • Store Operations • Customer Loyalty • Team Building 1. Describe an environment that encouraged you think creatively or outside the box. 2. Tell me about a time that the situation prevented you from being more creative. 3. What has prevented you from trying new things or breaking free of tradition and practicality? 4. What have you done in the past that would cause others to say that you act with integrity? 5. How have you gone about building or rebuilding trust with your direct reports, peers, colleagues? 1. How have you gone about analyzing financial results? 2. What financial information has been most helpful to you in making decisions and taking actions for driving sales and profits? 1. How have you used product merchandising or advertising techniques to help drive store sales? 2. What aspects of merchandising/advertising are important for your team to know and use? 1. What aspects of store operations have you found to be the most difficult to execute, and why? 2. Explain how you have used store systems to positively influence customer service and satisfaction. 1. Tell me about a time that you positively influenced customer loyalty. What did you do and what impact did it have on both customers and members of your team? 2. Describe what you do every day that affects customer loyalty. 1. What have you experienced or seen that negatively affected a team? What was going on and what effect did it have on the team? 2. Describe a time that your team felt like they were a dream team. What did you do to influence team behavior and make it so strong? 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