VANDENBERG AFB CIVILIAN LEADERSHIP COUNCIL HIRING … · Hiring Guide for Selecting Officials 3...

Hiring Guide for Selecting Officials

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VANDENBERG AFB

CIVILIAN LEADERSHIP COUNCIL

HIRING GUIDE FOR SELECTING

OFFICIALS


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Contents Hiring Certificate Received ............................................................................................................. 3

Pre-Interview ................................................................................................................................... 3

Interview ......................................................................................................................................... 4

Suggested Interview Questions ....................................................................................................... 6

Figures

Figure 1 – Interview Formats .......................................................................................................... 4

Figure 2 – Sample Resume Scoring Matrix .................................................................................... 8

Figure 3 – Sample Interview Score Sheet ....................................................................................... 9

Figure 4 – Sample Scoring Spreadsheet ........................................................................................ 11

Figure 5 – Sample Consolidated Scoring Matrix .......................................................................... 12


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This guide is intended to help Vandenberg selecting/hiring officials conduct fair interviews

and fill their vacancies with the best candidates available. It will take officials from the point

that a hiring certificate is received through the interview process. Some items to consider

prior to scheduling and conducting interviews are listed below. None of these recommended

practices are mandatory for every hiring decision; they are provided only as tools to assist

you; however some positions are required to have a panel interview depending on grade.

Hiring Certificate Received

What to do

o Build a team of no more than 3 people total to review appropriate documents. o Log into your Selection Manager account for access to the hiring cert and resumes/

documents of candidates that submitted for hiring consideration.

o Extract appropriate documents for all candidates.

o Send appropriate documents along with a scoring matrix to all reviewers.

Consider sending the Position Description (PD) to reviewers as well.

Resume Scoring Matrix (Sample on Page 8)

o Review PD and consider what criteria may provide the most accurate portrayal of a

candidates qualities against what is desired for the new hire.

o Criteria to consider.

Time in highest grade.

Years of performing duties similar to PD duties.

Supervisory experience (if a supervisor position).

AF experience.

Diversity of experience (other branches of service/industry

experience/multiple bases/multiple MAJCOMs.

Years on base.

Education level.

PME.

Certifications/Licenses.

o Assign weighted points to each criteria based on importance.

o Have reviewers score each candidate and then consolidate scores. o Although scores can determine highest ranked candidate(s), reviewers may choose

to rank order candidates differently than scoring rank. If that is the case, there should be a full justification and discussion to ensure fairness.

o Combine resume scoring matrix with interview scoring matrix (Sample on Page 12) to arrive at an overall score and rank order.

Pre-Interview

Standardization

o Consistency is an essential element of a successful interview process. o Whatever you decide to do for one candidate, ensure you do the same for all other

candidates.


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If some candidates are in a different geographic location and cannot be

present for an in-person interview, phone interview all candidates.

o Ask each candidate the same questions provided in the same format and allow for

the same amount of preview time.

Consider sending questions to candidates 20 or 30 minutes prior to their

interview.

o Although standardization may not prevent non-selectee complaints, doing the

same thing for every candidate makes your interview process more defensible if

questioned.

Tools for making interview selections

o Review all available materials, including resumes.o Contact references: call current supervisor and at least one former supervisor to

assess past performance (this can be done before/after the interviews).

o Consider the use of a hiring panel including three or more people, equal or senior

to the advertised position. The panel should be a diverse group (with at least one

career civilian) to minimize bias. Panel members should screen records, be present

for all interviews along with populating the resume scoring matrix, and make

recommendations to the selecting official.

Panels are required when filling GS-14 and GS-15 vacancies, but may

also be used for other grade levels.

Interview

This guide focuses on a Structured Interview format vice a Hiring Manager Interview. Below are

some of the aspects of both:

Figure 1. Interview Formats


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Interview coverage for Structured Interview

o Structured interviews ideally focus on a small number (approximately 4 to 6) of

competencies.

o Highly specialized jobs or jobs at a high level (managerial, executive, etc.) may

likely cover more

Examples of Competencies

o Teamwork

o Oral Communication

o Interpersonal Skills

o Problem Solving

Examples of general competencies for leadership positions

o Influencing/Negotiating

o Leading Change

o Team Building

o Strategic Thinking

o Decision Making

Focus of the interview

o The interview should focus on the candidates' knowledge, skills, and professional

experiences that relate to the job for which they are applying.

o Interview questions should give candidates the opportunity to share how

they would complete job requirements based on their past successes.

Question preview

o Some people are very comfortable thinking on their feet and excel in interviewswhere they are unaware of what will be asked ahead of time. Other equallyskilled or qualified candidates may benefit from having some preparation time.Consider these individual differences when deciding whether to give candidates apreview of the questions.

o Some options for question previews include (1) emailing the questions to

candidates prior to the interview as discussed above or (2) for in-person

interviews, asking candidates to arrive 30 minutes prior to the interview and

supplying them a hard copy of the questions at that time.

Question format

o Those who process information visually may benefit from seeing the questions

rather than simply hearing them from the interviewer or hiring panel.

o Consider providing a written copy of the questions so the interviewee can follow

along and refer back to what was asked. Be sure to collect the copy of questions


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at the end of the interview to mitigate the possibility of giving an unfair advantage

to subsequent interviewees.

o Providing a written copy of questions may be especially important when asking

long, complex, or multiple-faceted questions.

Prohibited questions

o Do not ask about race, color, sex, religion, national origin, birthplace, age,

disability, or marital/family status.

o It is illegal to make hiring decisions based on the factors listed above, and it is

best to not allow related discussions during the interview. If a candidate begins

divulging personal details about these factors, promptly steer the interview back

to pertinent topics.

Interview considerations

o All interviewees get the same amount of time.

If an interviewee is late for an interview, consider the reasons before

deciding length of time for that interview.

o Limit the amount of questions based on time allotted for the interview

Five scenario/example-based questions needs roughly 30 minutes to

allow for any clarifying questions and interviewee to ask questions.

o At the end of asking questions, ask the interviewee if they have any questions

for the panel or would like to add anything else that may not have been covered

in the interview.

o Build a score sheet with the interview questions for each of the interviewers.

(Sample score sheet on Page 9)

Gather sheets for each candidate and add scores to scoring matrix

(Sample on Page 11)

Combine resume scores and interview scores on a consolidated

spreadsheet (Sample on Page 12)

Suggested Interview Questions

Suggested interview questions for candidates

o The following questions may assist you in determining the best qualified

candidates for filling your vacancies. Questions should be tailored to accurately

reflect the duty requirements of the position. Avoid Yes or No questions, allow

candidates the opportunity to provide more in-depth information about

themselves/their accomplishments. This helps in determining the best

candidate(s).

What are your greatest strengths?

What are the areas you most need to develop?

What experiences/insights/lessons learned would you bring to the team?

Provide an example of when you collected and analyzed data,

built slides summarizing your findings, and briefed results to leadership.

What makes a good leader? Give an example of a time you


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demonstrated these traits.

What makes a bad leader? Give an example from your career and tell

how you dealt with it

Give an example of when you accomplished a project that

exceeded your supervisor's expectations. How did he/she

respond?

What are your short-term and long-term goals?

What attracts you to this position at this time?

Customer service is very important in this position. Give an example of

a time you had an unhappy customer, and tell how you addressed the

situation. How did the customer respond?

In this job, we deal with change frequently. Describe your

experiences dealing with change and preparing a team for change.

Our environment is fast-paced and receives a great deal of high-level

attention. To succeed, you must be driven, able to handle multiple tasks

simultaneously, perform well under pressure, and bewilling to

demonstrate a commitment to service before self. What drives you and

how does this align with the environment just described?

Leadership is essential in this position. Describe your leadership style

and experiences. Tell us about your leadership philosophy, how you

motivate people, and how you deal with difficult employees.

This position involves managing workload and ensuring standards are

met. Describe your experience tracking and monitoring workload and

measuring/acheiving standards.

What makes you the right person for this position?

Suggested questions for current or former supervisors of candidates (written or oral).

Remember, not everyone may be comfortable answering questions, so please take that

into consideration prior to making any contact.

o How long did the individual work for you?o Please describe the individual's interpersonal skills with respect to customer

service, problem solving, working with diverse individuals, and dealing withdifficult people.

o Describe the individual's ability to organize, prioritize, and manage time.

o Did this individual demonstrate conscientiousness about time and attendance?

o What are two or three of the individual's strengths?

o What are some skills the individual could continue to develop?o Imagine we're playing a card game with only aces through 10s in the deck. I have

just drawn the card that best represents this individual. What card did I draw?Please explain your response.

o Would you hire this individual again?

o Would you recommend the individual for this position?

o Do you have any additional comments you would like to add?


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Figure 2. Sample Resume Scoring Matrix

Yrs With

Duties Similar

to Core Doc

Supervisory

Experience

Civ/Mil Grade

Appropriate

Experience

AF

Experience Diversity of Experience

Bases MAJCOMs

Education

Level PME Comments

Max Pts Available 20 20 10 10 10 10 10 10

Candidates Name 1-3 yrs = 10 pts

4-7 yrs = 15 pts

8+yrs = 20 pts

1-3 yrs = 10 pts

4-7 yrs = 15 pts

8+yrs = 20 pts

1-3 yrs = 5 pts

4-7 yrs = 7 pts

8+yrs = 10 pts

1-3 yrs = 5 pt

4-7 yrs = 7 pts

8+yrs = 10 pts

1 = 5 pts

2 = 7 pts

3+ = 10 pts

1 = 5 pts

2 = 7 pts

3+ = 10 pts

Assoc = 5 pts

Undergrad = 7 pts

Masters = 10 pts

BDE = 5 pt

IDE = 7 pts

SDE = 10 pts

Total

Score

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Figure 3. Sample Interview Score Sheet

Candidate: Board Member: Interview Date:

Interview Questions

Grade and Position 1. Insert Question

7 – 10 Points: Candidate able to provide extensive/substantial answer/response displaying broad

knowledge. (Feel free to insert reference(s) to the question to help interviewers score)

4 – 6 Points: Candidate able to provide average answer/response displaying ordinary level of

knowledge. (Feel free to insert reference(s) to the question to help interviewers score)

0 – 3 Points: Candidate able to provide below average answer/response displaying limited knowledge.

(Feel free to insert reference(s) to the question to help interviewers score)

2. Insert Question


knowledge.


knowledge.


3. Insert Question


knowledge.


knowledge.


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4. Insert Question


knowledge.


knowledge.


5. Insert Question


knowledge.


knowledge.


*Circle point range for each question and write in score next to the range, then total all scores and enter

below*

Overall Score


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Figure 4. Sample Interview Scoring Matrix

Interview Scoring

Question 1

Candidate

Name

Panel Member

1

Panel Panel Member Member

2 3

Total

Scores

Candidate 1

Candidate 2

Candidate 3

Question 2

Candidate

Name

Panel Member

1


2 3

Total

Scores

Candidate 1

Candidate 2

Candidate 3

Question 3

Candidate

Name

Panel Member

1


2 3

Total

Scores

Candidate 1

Candidate 2

Candidate 3

Question 4

Candidate

Name

Panel Member

1


2 3

Total

Scores

Candidate 1

Candidate 2

Candidate 3

Question 5

Candidate

Name

Panel Member

1


2 3

Total

Scores

Candidate 1

Candidate 2

Candidate 3

INTERVIEW SCORING MATRIX SCORE

SUMMARY

Total Points

Max = 50

Question

#1

Question Question Question

#2 #3 #4

Question

#5

CANDIDATE

NAME

Date

Interviewed 10

Total Points Available

10 10 10 10

Candidate 1

Candidate 2

Candidate 3


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Figure 5. Sample Consolidated Scoring Matrix

Yrs With

Duties Similar

to Core Doc

Supervisory

Experience

Civ/Mil Grade

Appropriate

Experience

AF

Experience Diversity of Experience

Bases MAJCOMs

Education

Level PME

Resume Total

Score

Interview

Total Score Total Score

Candidates Name 20 20 10 10 10 10 10 10 100 50 150

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