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Question
Leo,

My name is Adam and I am a 34 yr old looking to make a career change. I will be graduating in May with a BA in Human Resource Management and need some help on how to break into this field. I would like to work in recruiting or employee development but honestly would take anything to get my foot in the door. To be honest, I am starting to feel negative about my prospects of landing a job. Finding an internship has proven to be harder than anticipated and any job posting is looking for atleast 2-5 years experience. Im starting to think getting a degree was a mistake as alot of people in the field dont even have one, or their degree is in something different. On top of all this, I am finding it difficult to even get someone to help me. My work history is mainly in manufacturing with some human services so my work related experience doesnt help much. What should I do? What would you do in my situation? Any help or advice would be greatly appreciated. Thanks, Adam

Answer
ADAM,
NO  NEED TO  GET  DISAPPOINTED.
THIS  ONLY  MEANS YOU  HAVE  TO  WORK   HARDER.

With your  current  background,
You  can  seek lower  end  of  the jobs

-in the  retail   sector
-human  services  organization
-health  services  organization
-fed ex  type  service  organization
-recruitment  agency [ business development]
Etc.

Take any  position,  without  worrying  about  paypacket.

Once you get  a  job, join  online  postgraduate   courses   in  HR
Top Online MBA  Business Schools.

American Sentinel University

Capella University ***************************

DeVry University *********************************

Ellis College of New York Institute of Technology

Florida Metropolitan University

Grand Canyon University

Grantham University

Jones International University

Kaplan University ************************

Keller Graduate School of Management of DeVry University ************

Kennedy-Western University

Regis University Online

Saint Leo University

South University

Strayer University

Thunderbird - The Garvin School of International Management

Tulane

University of Phoenix Online ************

Walden University

Western International University

Westwood College

THE   ONES  WITH  THE   ASTERICK  MARK,  ARE THE  BETTER  ONES.

==========================================
MY   SUGGESTION
-take  an  aptitude  test.

-contact  career  consultant  and  do an  aptitude  test  .
get  a second  opinion   of  your  interest.

WHAT  IS  YOUR  REAL  INTEREST?

Unless  you  have  genuine interest  in  people / their problems/
their situations etc, it  could be  a  dry  subject.

HR  covers  subjects  like

-human  psychology
-human  relations
-recruitment / selection
-induction
-orientation
-training
-management development
-compensation  development
-performance  appraisals
-performance  management
-career  planning
-coaching
-counsellinges
-staff  amenities  planning
-event  management
-succession  planning
-safety  management
-staff communication
etc


The  questions   are  centered  around  
-personal  interest
-career  interest/ why
-subject interest
-career  plan
-career  goal
etc

============================================

NOW  THESE  ARE    HRM  PROCESSES  

-CONDUCTING  HR  AUDITING
-DEVELOPING  HR  BUDGET
-DEVELOPING  Strategic  HRM  Planning
-DEVELOPING HR Strategies and Policies.

-MANAGING   change management.
-PREPARING  Competency-based HR  PRACTICES
-DEVELOPING  Knowledge management
=============================
DEVELOPMENT  OF

-Job analysis
-job Role/
-Job Description.
-Job specifications
-Job enrichment
-Job  rotation
=========================
RECRUITMENT/ SELECTION

-recruitment
-selection
-induction
-orientation
===========================
ORGANIZATIONAL BEHAVIOR  PROGRAMS
-employee  engagement  
-motivation
-organization  culture
-organization  development
==============================

ORGANIZATION
-org. designing
-org. structuring
-org. development
-job / role  structuring
=====================================
HUMAN RESOURCING
-HR planning
-manpower  planning
-succession  planning
-talent management
=============================
PERFORMANCE  MANAGEMENT
-performance appraisals
-performance  managing  the  processes.
================================
HR  DEVELOPMENT
-org. learning
-training
-education
-development
-Training  evaluation
-e learning
-management  development
-career planning /development.
=============================
COMPENSATION /  BENEFITS    MANAGEMENT
-job  evaluation
-managing  COMPENSATION    process
-administration  of   PAYROLL/ SALARY/WAGES
-benefits like  medical/insurence  etc
==============================
EMPLOYEE  RELATIONS
-organization  communications
-employee  communications.
-staff  amenities
=================================
HEALTH AND  SAFETY.
-OHS
=================================
HUMAN RESOURCE  INFORMATION SYSTEM.

==============================================
You should  be  able to develop  the  management

-policies
-procedures
-process
for each  of  these  elements.
You  need  to  determine  the  2/3   subject  areas  and  work  on  it
as  your  career  plan.  
EXAMPLE-- it  could  be
========================
-recruitment / selection
-induction
-orientation
=======================
-training
-management development
==========================
-performance  appraisal
-performance  management
-succession  planning
-talent  management
-career  planning
=========================
etc etc
IN  THIS  WAY,  YOU  NEED

-be  aware  of  all topics
-but  specialise  a  select  group  of  subjects
in  which  you can  build  your  expertise.
----------------------------------------------------@@@@@@@@@@@@@@@@@@@@@@@@@@@@@

FROM   YOUR  BRIEF [ EDUCATION/ WORK  EXPERIENCE]

I  THINK  YOU   ARE  LEANING  TOWARDS

HUMAN  RESOURCE   DEVELOPMENT
-org. learning
-training
-education
-development
-Training  evaluation
-e learning
-management  development
-career planning /development.
-KNOWLEDGE  MANAGEMENT.

IF   WE  ADD  TO  THE  ABOVE

HUMAN RESOURCING
-HR planning
-manpower  planning
-succession  planning
-talent management
=============================
PERFORMANCE  MANAGEMENT
-performance appraisals
-performance  managing  the  processes.
================================
YOU  HAVE  A  MARVELOUS  CAREER  SCOPE/ BRIGHT  FUTURE.

ISTD   course  is  a  good start  for  a career  in  training and  development.
INSTRUCTIONAL   DESIGN   is  a  module  in  ISTD  TRAINING/  DEVELOPMENT.   
It  is   a  very  specialized  field  and   a narrow  field.
There  are  specialsts   who  work  on  INSTRUCTIONAL  DESIGN
full  time.

It  is only  a  small  part  of   TOTAL  HR.
==========================================================

HERE ARE  SOME  USEFUL  BOOKS  AND  SOME   HR  WEBSITES.

HRM  BOOKS


HUMAN  RESOURCE  MANAGEMENT PRACTICE
BY  MICHAEL ARMSTRONG
KOGAN  PAGE  PUBL.
---------------------------------------------------------------------------------
MANAGEMENT  DEVELOPMENT THROUGH TRAINING
BY CHARLES E WATSON
ADDISON-WESLEY PUBL.
-------------------------------------------------------------------------------
THE ACTION CENTRED LEADER
BY J ADAIR
McGRAW HILL PUBL.
--------------------------------------------------------------------------
INTERVENTION  THEORY AND METHOD
BY  C  AVGYRIS
ADDISON-WESLEY PUBL.
--------------------------------------------------------------------------
ORGANIZATIONAL  CHANGE
BY  C  AVGYRIS
ADDISON-WESLEY PUBL.
---------------------------------------------------------------------------
REWARD  MANAGEMENT
BY ARMSTRONG M / MURLIS H
KOGAN  PAGE  PUBL.
----------------------------------------------------------------------------
THE  JOB EVELUATION  HANDBOOK
BY  ARMSTRONG M , CUMMINS A, HASTINGS S, WOOD W
--------------------------------------------------------------------------------
ORGANIZATIONAL  DEVELOPMENT
BY BECKHARD R
ADDISON -WESLEY  PUBL.
--------------------------------------------------------------------------------
ONE  MINUTE  MANAGER
BY  KEN BLANCHARD
---------------------------------------------------------------------------
HUMAN CAPITAL
BY DAVENPORT  TO
JOSSEY - BASS PUBL.
----------------------------------------------------------------------------------
STRATEGIC  HR  MANAGEMENT
BY  MABEY C  / SALAMAN G
BLACKWELL  PUBL.
----------------------------------------------------------------------------
CAREER DEVELOPMENT  IN FLAT STRUCTURE

MOTIVATING  PEOPLE IN  LEAN  ORGANIZATION

BOTH BY  HOLBECHE L
BUTTERSWORTH  PUBL.
-------------------------------------------------------------------------

HUMAN  RESOURCES

THE  MOST  USEFUL  SITE

WWW.CITEHR.COM
[ free membership]




www.shrm.org
[ society  of   hrm]



www.alltheweb.com
[ cv  - applications  for  jobs ]

www.curriculum_vitae.com

www.workforce.com
[ no. of  employees ]

www.allbusiness.com
[ employee policy ]


www.hr.com

www.hrvilage.com

www.hrmguide.co.uk

www.hrmguide.net

www.nbs.ntu.ac.uk/dept/hrm/hrm_link.htm

www.hrnext.com

www.vault.com

www.exult.com

www.administaff.com

www.walker.com

www.oiworldwide.com

www.hrdivision.com

www.humanresources.about.com



www.workforce.com
[people  position ]


www.jobdescription.com

www.hr-guide.com

www.job-analysis.net

www.hrzone.com











I have listed some of the areas the   RECRUITER  would  focus on.
In  addition  to  regulations  tests  like personality tests  etc ,  
the  recruiter  would  be  looking  at
-professionalism
-competences
-handling/ managing issues/situations.
-managing/handling of  HR  PROJECTS
-EXPERIENCE   in  planning/ processes
-managing  HR  CONTRIBUTIONS
-your knowledge of  HR  techniques/tools
-upkeep/update  of  HR  KNOWLEDGE  MANAGEMENT.
ETC
===============================================  
FOCUS  ON  CORE  HR  FUNCTIONS/STANDARDS.
Recruitment/selection
Environmental issues
Computing/IT
Counselling/welfare
International personnel management
Retention/promotion/appraisal
Health and safety
Employee communication
Equal opportunities
Change management
Pay and benefits
Training and development
Strategic management
Discipline and grievance
Industrial relations
Employment law
WORK CONDITIONS/POLICIES
CHANGE  MANAGEMEMENT
CRISIS  MANAGEMENT/SECURITY
===========================================
SOME  OF  THE  HR  skill and knowledge requirements
INTERNATIONALLY.

I. Personal
I.1 Communication
I.2 Decision making
and problem solving
I.3 Business acumen
I.4 Credibility and
professionalism
I.5 Leadership
I.6 Relationship
management
I.7 Adaptability


II. Organisational
II.1 Knowledge of
the environment
II.2 Knowledge of
the industry/sector
II.3 Knowledge of
the organisation
II.4 Impact
assessment
II.5 The HR
department as a part
of the organisation

III. Managerial
III.1 Management of
self
III.2 Management of
people
III.3 Management of
resources
III.4 Management of
operations, including
outsourcing
III.5 Management of
information
III.6 Change
management

IV. Functional
IV.1 HR planning
and staffing
IV.2 Performance
management and
development
IV.3 Employee and
labour relations
IV.4 Compensation
and benefits
IV.5 Health, safety,
welfare and security
IV.6 Systems and
information
management
IV.7 Organisational
design and
development
=================================================================
FOCUS  IS  ON   THE  COMPETENCIES REQUIRED FOR  A
SUCCESSFUL   HR  MANAGER?

The  suggested  competencies  are

-initative

-personal  effectiveness

-human  relations  handling  skills

-leadership  skills

-professional  knowledge of  HR

-adding  value  through  people development

-continuing  learning

-strategic  thinking  capability

-influencing
-negotiating  skills

-interpersonal  skills

-business / culture  awareness

-service  delivery

-communication [ oral/ written ]

-presentation
ETC
===============================================================
HUMAN  RESOURCE  MANAGERS  ARE ASSESSED  IN  THE   FOLLOWING
AREAS   DEPENDING  ON  THE  PLACE  THEY  ARE LIKELY  TO  BE
APPOINTED. EXAMPLE --USA  OR  MIDDLE  EAST  OR ASIA   ETC.

-how  would  you  manage  the Equity compensation,
-how  would  you  handle  merit pay,
-how  would  handle the healthcare benefits
- how would you manage  COBRA.[usa]
-how would you manage , at   the  workplace  ,Discrimination.
-how  would  you develop  personnel policies,
-your  experience  with  HR manuals  
-your  experience  with  employee handbooks.
-how would you manage  Job analysis & personality research.
-how would you handle  Employee motivation.
 -how would you manage   Continuing education.
-FLSA.[ usa]
-FMLA.[usa]  
-how  would  you  manage  Telecommuting program guidance.
-how  would  you  handle Salary surveys.
-how  would  you   handle  Labor issues.
-how  would  you  handle  Alternative staffing.
-how  would  you  manage  Independent contractors.
-how  would  you  handle  Blended staffing.
-how  would  you  manage  Temp workers.
-how would  you  manage  Foreign nationals.
-how  would  you  handle Recruiting, hiring and termination issues.
-how  would  you  conduct  Employee background checks.
-how  would  you  manage  Layoff
-how  would  you  manage  learning  and development.
-how  would  you  handle -- Addressing worker performance.
-how  would  you  conduct/ manage  360 degree feedback.
-how  would  you  manage Disasters (all)
-how  would  you  manage  General Management (all) Property -
-how  would  you  conduct  Emergency Plans.
-how  would   you  manage  OSHA (all) Regulations - ADA, EEOC, DOL, NLRB, OSHA, MSHA, US Codes.
-how  would  you  manage  Safety Mgt (all) Security - Background Checks, Bomb Threats,
-how  would  you  manage  Counter-Terrorism, Personal Protection, , Violence.
-how  would  you  manage , as more  women are  entering  the  workforce.

-how  would  you  manage  different  amenities  at the  workplace.

-how  would  you  manage as more  women with children  are entering  the  workforce.

-how would  you manage the  needs of   different  facilities at the  workplace.

-how  would   you  handle  equal  emplyment  opportunites  laws

-how  would   you  handle  equal  pay/ awards

-how  would   you  handle anti  discrimination laws

-how  would   you  manage  outsourcing  of   products/ services
==============================================
HOW  DID  YOU  MANAGE OR  CONDUCT
-HR SCORECARD
-HR AUDIT
-HR METRICS
-HR BRANDING
-HR MARKETING  [ internally ]
-HR  KPI
-HR  ACCOUNTING
-HR NUMERICALS
ETC.
===============================================
WHAT  IS   YOUR  EXPERIENCE   IN   CONDUCTING  & MANAGING
COULD  YOU  PLEASE  EXPLAIN , BRIEFLY,  YOUR  APPROACH
-HR  PLANNING
-MANPOWER  PLANNING
-HR  STRATEGIC  PLANNING
-SUCCESSION  PLANNING
-CAREER  PLANNING
-TALENT  PLANNING/RETENTION / MANAGEMENT
-HR  DEVELOPMENT
-DEVELOPING  LEARNING & DEVELOPMENT  BUDGET
====================================================
HOW WOULD  YOU  DESCRIBE    YOUR  EXPERIENCE  IN
-MANAGING  DIVERSITY  AT  WORKPLACE
-MANAGING   THE CHANGES  IN  ORGANIZATION  STRUCTURE
-ALIGNING  HRM  WITH CORPORATE  OBJECTIVES /  STRATEGIES.
-CREATING/ MANAGING  HR  DELIVERABLES.
-HR CONTRIBUTION  TO THE COMPANY'S  COMPETITIVENESS.
-AUDITING   YOUR  OWN  HR DEPARTMENT.

================================================
CAN YOU  BRIEFLY   EXPLAIN  
-HOW/WHAT  HR CAN  CONTRIBUTE  IN  MERGERS.
-HOW/WHAT  HR CAN  CONTRIBUTE  IN  ACQUISITIONS.
-WHAT  HR  SYSTEMS  HAVE  YOU SET  UP
-WHAT  INTERVENTIONIST  ROLE   HAVE  YOU  PLAYED
-HOW  WOULD  YOU SET UP/MARKET  GREENFIELD  SITES  IN  HR.
-HOW/WHAT  HR CAN  MAKE  CONTRIBUTION  TO THE  COMPANY'S
  KNOWLEDGE  MANAGEMENT.
-HOW  WOULD  YOU GO ABOUT WITH HR-SET UP  IN AN  ORGANIZATION.
==============================================================
WHAT  ARE  THE   Compendium of Current Tools and
  Techniques ,  YOU  ARE  COMPETENT  IN  APPLYING
ON THE  JOB.

*360 degree Evaluations
*After action Reviews
*Alternative Dispute Resolution
*Benchmarking
*Best Practices
*Boundarylessness
*Breakthrough Action Teams
 *Centralization
*Chaos Theory and the New Science
*Competitive Advantage
*Contingent Work Force
*Corporate Culture
 *Crisis Management
*Cross functional Teams
 *Cycle Time
 *Deming System
 *Dialogue Group
 *Diversity
 *Downsizing/Demassing
 *Economic Value Added
 *Employment Contracts
 *Empowerment
 *Enlightened Leadership
 *Entrepreneurship
 *Environmental Marketing
 *Excellence
 *Future Search
 *Gain Sharing/ESOPs
  *Healthy Companies
  *High Performance organizations
  *Horizontal Organization
  *Impression Management
 *Intelligent Organization
 *Intrapreneurship
 *IS09000
 *Japanese Management
 *Job Enlargement/job Enrichment
 *Just in Time/ just in Case
  *Lateral Thinking/Out of the Box Thinking
 *Laws and Principles: Murphy/Parkinson/Peter
 *Lean Production/Lean and Mean
 *Management by Objectives
 *Management by Walking Around
 *Management/Leadership Coaching/Mentoring
 *Managerial Grid
 *Mass Customization
 *Matrix Management
 *Micro managing
 *Myers Briggs
  *Networking (Personal Strategy and Structure/Information flow)
 *New Paradigm Business
 *One Minute Manager
 *Open Book Management
 *Organizational Transformation
 *Outplacement/Purgatory
 *Outsourcing
  *Outbound
  *Participative Management
  *Pay  For  Performance
 *Peer Appraisals/Review
  *Peer Mediation/Peer Intervention Teams
 *Principle centered Leadership
 *Quality
 *Quality Circles
 *Quality of Worklife
 *Quick Response/Rapid Deployment Teams
 *Reengineering
 *Reinventing the Corporation
 *Reinventing Government
  *Restructuring
  *Results driven Quality
  *Right Brain Thinking
  *Rightsizing
 *Scientific Management
*Self development Group
*Self managing Work Teams
*Servant Leadership
*Seven Habits
*Situational Leadership
*Skunkworks
*Social Responsibility
*Spirituality in Organizations
*Stakeholder Issues
*Strategic Alliances
*Stretch Goals
*Sun Tzu
*Sustainability
*Synergy
*Systems Thinking
*T Groups
*Theory X/Y
*Theory Z
*Third Wave/Fourth Wave Organization
*Trickle Down Technology
*Transformational Leadership
*Virtual Organization
*Visions/Missions/Values
*Wellness
*Workout
*Workplace Community
*Zero based Budgeting

IF  YOU  ARE  PICKING  UP  A  JOB.

Review these typical interview questions and think about how you would answer them. Read
the questions listed; you will also find some strategy suggestions with it.

1. Tell me about yourself:
The most often asked question in interviews. You need to have a short statement prepared
in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items
unless instructed otherwise. Talk about things you have done and jobs you have held that
relate to the position you are interviewing for. Start with the item farthest back and work up
to the present.

2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with
management and never speak ill of supervisors, co-workers or the organization. If you do,
you will be the one looking bad. Keep smiling and talk about leaving for a positive reason
such as an opportunity, a chance to do something special or other forward-looking reasons.

3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have
specific experience, get as close as you can.

4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have
set goals, and you have met some and are on track to achieve the others.

5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a
paraphrase will work. Jill Clark, a co-worker at Smith Company, always said I was the
hardest workers she had ever known. It is as powerful as Jill having said it at the interview
herself.

6. What do you know about this organization?
This question is one reason to do some research on the organization before the interview.
Find out where they have been and where they are going. What are the current issues and
who are the major players?

7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can
be mentioned as positive self-improvement. Have some good ones handy to mention.

8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what
you can do for this organization. Anything else is a distraction.

9. Why do you want to work for this organization?
This may take some thought and certainly, should be based on the research you have done
on the organization. Sincerity is extremely important here and will easily be sensed. Relate
it to your long-term career goals.

10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer
even though they asked about friends not relatives. Be careful to mention a friend only if
they are well thought of.

11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do
not answer it. Instead, say something like, That's a tough question. Can you tell me the
range for this position? In most cases, the interviewer, taken off guard, will tell you. If not,
say that it can depend on the details of the job. Then give a wide range.

12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you
often perform for the good of the team rather than for yourself are good evidence of your
team attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.

13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: I'd like it to be a long time. Or
As long as we both feel I'm doing a good job.

14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you like to fire people. At the
same time, you will do it when it is the right thing to do. When it comes to the organization
versus the individual who has created a harmful situation, you will protect the organization.
Remember firing is not the same as layoff or reduction in force.

15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here. Do you have strong
feelings that the job gets done? Yes. That's the type of answer that works best here. Short
and positive, showing a benefit to the organization.

16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do
not say yes if you do not mean it.

17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief and avoid saying negative things
about the people or organization involved.

18. Explain how you would be an asset to this organization
You should be anxious for this question. It gives you a chance to highlight your best points
as they relate to the position being discussed. Give a little advance thought to this
relationship.

19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other
candidates to make a comparison.

20. Tell me about a suggestion you have made
Have a good one ready. Be sure and use a suggestion that was accepted and was then
considered successful. One related to the type of work applied for is a real plus.

21. What irritates you about co-workers?
This is a trap question. Think real hard but fail to come up with anything that irritates you.
A short statement that you seem to get along with folks is great.

22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:
Your ability to prioritize, Your problem-solving skills, Your ability to work under pressure,
Your ability to focus on projects, Your professional expertise, Your leadership skills, Your
positive attitude .

23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like:
A job where I love the work, like the people, can contribute and can't wait to get to work.

24. Why do you think you would do well at this job?
Give several reasons and include skills, experience and interest.

25. What are you looking for in a job?
See answer # 23

26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get
you to object. Minor objections will label you as a whiner.

27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.

28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities:
Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise, Initiative, Patience,
Hard work, Creativity, Problem solver

29. Tell me about a problem you had with a supervisor
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and
tell about a problem with a former boss, you may well below the interview right there. Stay
positive and develop a poor memory about any trouble with a supervisor.

30. What has disappointed you about a job?
Don't get trivial or negative. Safe areas are few but can include:
Not enough of a challenge. You were laid off in a reduction Company did not win a contract,
which would have given you more responsibility.

31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates
to the type of position applied for.

32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more
than this one.

33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:
Challenge, Achievement, Recognition

34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.

35. How would you know you were successful on this job?
Several ways are good measures:
You set high standards for yourself and meet them. Your outcomes are a success.Your boss
tell you that you are successful

36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a
chance it may come up. Do not say yes just to get the job if the real answer is no. This can
create a lot of problems later on in your career. Be honest at this point and save yourself
future grief.

37. Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and
philosophical implications. Just say yes.

38. Describe your management style.
Try to avoid labels. Some of the more common labels, like progressive, salesman or
consensus, can have several meanings or descriptions depending on which management
expert you listen to. The situational style is safe, because it says you will manage according
to the situation, instead of one size fits all.

39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it small, well
intentioned mistake with a positive lesson learned. An example would be working too far
ahead of colleagues on a project and thus throwing coordination off.

40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal
any personal areas of concern here. Let them do their own discovery on your bad points. Do
not hand it to them.

41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.

42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.

43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up: Then,
point out (if true) that you are a hard working quick learner.

44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to
subordinates and holder of high standards. All bosses think they have these traits.

45. Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute
you settled.

46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.

47. Describe your work ethic.
Emphasize benefits to the organization. Things like, determination to get the job done and
work hard but enjoy your work are good.

48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no
negative feelings.

49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.

50. Do you have any questions for me?
Always have some questions prepared. Questions prepared where you will be an asset to
the organization are good. How soon will I be able to be productive? and What type of
projects will I be able to assist on? are examples.

===========================================
SOME  OF  THE  HR  TOOLS
YOU   SHOULD  FINE  TUNE  YOUR  COMPETENCES.
THESE  ARE  CRITICAL   FOR  ANY  INDUSTRIES.

  Strategic HRM
  Talent Acquisition and People Flows
  Performance Management
  Learning and Development (Including Knowledge Management)
  Compensation, Reward and Recognition
  Talent Development, Engagement and Retention
  Employee Advocacy and Relations (Includes Employee Engagement)
  Industrial Relations
  HR and Social Media
  Diversity
  Executive Coaching and Leadership
  Human Capital Standards and Analytics
  HUMAN  RESOURCE  DEVELOPMENT
  KNOWLEDGE   MANAGEMENT.


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Human Resources

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Leo Lingham

Expertise

human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.

Experience

18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development

PLUS

24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Organizations
Principal---BESTBUSICON Pty Ltd

Education/Credentials
MASTERS IN SCIENCE

MASTERS IN BUSINESS ADMINSTRATION

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