OPERATIONS MANUAL

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INTERVIEW CHECKLIST

INTERVIEWING GUIDELINES Always start the interview on the right foot be on time, keep to the time limits you have set and avoid interruptions. Keeping an applicants waiting can turn off the better candidate who can easily get a job elsewhere. Remember that even if you do not hire an individual, any contact with the public affects the Hotels image and may impact future business. Your first step during the interview should be to put the applicant at ease. Make sure that the physical surroundings are private and quiet. Distractions such as phone calls can interrupt the flow of communication, prolong the time of the interview, and damage the confidential atmosphere. It is important to establish a rapport with the applicant who is probably tense and anxious. Always take note of the following when conducting an interview: Ask the same questions of all applicants for a particular job. Conduct the interview privately, without interruptions. Allow plenty of time for questions and answers. Put the applicant at ease. Be polite and friendly. Ask open-ended questions, rather than questions requiring a yes or no response. Ask the questions with a conversational tone. The questions should be very concise and clear. Be a good listener, but maintain control of the interview. Describe the job accurately and enthusiastically. Provide specific information on hours, company rules, benefits, culture and philosophy of the Hotel. Do not make unauthorized commitments or authorized commitments you cant keep.

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INTERVIEW CHECKLIST (continued)

You may take notes during the interview and record the facts of the interview immediately after the interview is completed. Examine your objectivity. Be sure that you do not let your personal biases prejudice an applicants chances.

The following are list of suggested questions that you may use when interviewing an applicant. Since each candidate is different, the list should be viewed as basic guidelines, not as inflexible rules. A. Questions to Learn How the Applicant Regards Current or Past Position Would you tell me about your present (last) position? How would you describe a typical work day? What activities did you enjoy most at your last job? What do you consider the most critical elements in the successful performance of your present (last) position? What do you feel you do best? Why? What job functions are the most difficult for you? Why? What problems do you encounter on the job? Which frustrate you the most? Why? How do you deal with them? What was your greatest contribution in your present (past) position? How have you improved your position from the one you originally accepted? How have your previous jobs prepared you for more responsibility? What are the reasons you left your last job? To what extent do you feel your job progress in the past has been in keeping with your ability?

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B. Questions to Probe the Applicants Relationship with People How would you describe your supervisor? What do you feel are your supervisors greatest strengths? Why? Weaknesses? Why? In what ways has your superior supported your performance? For what kinds of things have you been praised? Criticized? How would you characterize your co-workers? What disagreements have you had with your co-workers? How would you describe your relationships with people in other departments? What kind of people do you enjoy working with? What kind do you find difficult? What do you consider essential in the management of people? What type of committees have you worked on? What did you contribute?

C. Questions to Explore Aspirations What is important to you in a job? What would you like to avoid? What do you want from this job that is lacking in your present (past) one? What position do you expect to hold five years from now? What are you doing to achieve your career goals? What are your salary expectations? On what do you base them?

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INTERVIEW CHECKLIST (continued)

D. Questions to Stimulate Self-Assessment As an employee, what do you consider your greatest strength? In what areas would you like most to improve? Why? What motivates you? Why did you select this particular field of work?

E. Questions to Determine How the Applicant Would Apply Skills, Experience and Knowledge to the Vacant Position What attracts you to the job for which you are applying? What do you believe qualifies you for this position? What elements of this job would be new to you? What additional training do you feel is required to achieve full proficiency?

ENDING THE INTERVIEW Set a time limit at the beginning. A half hour should be sufficient. Let the applicant know at the start when the interview must come to an end. By notifying the candidate of your schedule, you establish that you will be in control of the process. Give clues to the candidate to suggest that the interview is nearing its end. Some examples include: close your notebook and put down your pen; if you wear glasses, put them away; or look at your watch

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End on the appropriate note. What you should do at the end of the interview is a matter of how good the candidate appears to you. I the candidate is someone you definitely want to pursue further, make sure the person knows you are actively interested. If the person is a definite no, be polite but non-commital. Say, I have to further evaluate your application because I still have other candidates to see. If you qualify for the next interview / the position, we will give you a call. Otherwise, that means we have considered other applicants already. works well FOLLOW UP The better the candidate, the more they are likely to be in demand. When you have an opportunity to hire good people, take action. Do not delay the offer. If a candidate is right for the job, do not hesitate. Limit the number of decision makers. The more people involved in the hiring decision, the longer it is going to take to hire, and the greater the chances that the person eventually hired will be a compromised candidate. Set an early starting date. The longer time between the job offer and the starting date, the greater the risk of losing the prospective employee. You may allow other companies to come up with a better offer. Do not fall into the fist-one-interviewed trap. Surveys show that the first person interviewed for a job frequently does not get the job, even though this person may be the most qualified. What appears to be at work is a quirk in human nature, so do not let it cost you a good employee.