Employee Engagement Activities Ideas
Please find the attached PDF file for team building games for employees.
1. The I’s Have It !
Objectives:
To illustrate how we tend to be more self-centered than we may have thought, and to demonstrate the importance of focusing on the other person.
Procedure:
After a discussion on inter-personal skills or any aspect of communication, casually mention that many of us forget about focusing on others and instead become somewhat self-centered, albeit not in a conscious way. With this in mind, ask the participants to find a partner and for the next 2 minutes, they will be allowed to talk about anything in the world they want to discuss. There is, however, one rule – THEY CANNOT USE THE WORD ‘I’. They can do anything else they want; they just can’t say I. After 2 minutes, call time out & lead the discussion.
Discussion Questions:
• How many of you were able to talk for those 2 minutes without using the pronoun ‘I’?
• Why do so many of us have difficulty avoiding the use of ‘I’ in conversation?
• How do you feel when talking to (listening to) someone who starts every sentence with I?
• How can we phrase our communications to better focus on the other person?
• If you did not use the word ‘I’, what strategies did you use to avoid it? Could you do those things more often in your work (or social) environment?
Materials: –
Time: 3-5 minutes
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2. Does a Straight beat a Flush?
Objectives:
To stimulate a higher level of member participation in whole group discussions.
Procedure:
Some groups are reluctant to get involved in open discussions, specially if they are first time trainees, face a complex or threatening issue, or don’t feel comfortable with the trainer yet. You can break the ice quickly, and stimulate broader (even competitive) group participation in response to your questions by simply following this method. Inform the group that they will have the opportunity to play one hand of poker at the end of each instruction module (or the end of the day). The person with the best overall poker hand will win some prize. One card will be given to each person every time they make a meaningful contribution to the discussion. Liberally reward participants with randomly drawn cards as they engage in discussion. Clarify the winning order of poker hands, and identify the best 5 card hand in the group.
Discussion Questions:
• What Impact did this technique have on your participation?
• Did this aid or interfere with your learning of the course material?
Materials: 2 or more decks of cards (depending on total number of participants & length of discussion)
Time: 5 minutes (to assess the best hands)
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3. Who am I? Who is he/she?
Objectives:
To provide the trainer with a wide variety of information about group members/ participants, to provide a format for information sharing among members of an extended seminar, course or work group.
Procedure:
Identify the group members who will spending significant time together. Send a copy of the form to all prospective participants in advance, explaining that the information maybe shared with their colleagues. Request its return by a specified date prior to the begining of the training. If possible, reproduce complete sets of the completed forms and distribute to participants prior to their arrival. encourage participants, at the begining of their time together, to seek out different partners during coffee breaks, lunches, dinners, etc. to explore common interests and probe interesting perspectives.
Discussion Questions:
• What did others say that you admired? What comments/ items attracted your curiosity?
• How did others’ answers make you reflect on your own? Have you subsequently changed any of your perspectives?
Materials: Copies of blank forms; sets of completed forms for each participant.
Time: –
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Who am I?
Name:
Job Title:
Best thing about my job:
Worst job I ever had:
Most important lesson I’ve learned:
How my friends describe me:
How I would describe myself:
How I spend my leisure time:
My favorite heroes/ heroines:
If money were no limitation, I’d probably:
The achievement I feel proudest of:
Favorite advice I give to others:
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4. How sharp are you?
Objectives:
To encourage partipants to read carefully, and to search for “hidden wrinkles” that distinguish simplistic answers; to simulate participants to be alert to tiny details and assumptions that hold the key to success.
Procedure:
Present the “How sharp are you” quiz to them, allowing a very tight time limit (3 minutes). Before you present the correct answers to them, ask them how many had the incorrect answer for each question. Then present the answers to them and lead the discussion.
Discussion Questions:
• What factors caused you to err?
• How might those factors affect your work performance?
• What can you do to control such factors?
Materials: Handouts of questions.
Time: 10-15 minutes
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How sharp are you?
1. Being very tired, a child went to bed at 7:00 o’clock at night. The child had a morning piano lesson, and therefore set the morning alarm clock to ring at 8:45. How many hours and minutes of sleep could the child get?
2. Some months like October have 31 days. Only February has precisely 28 (except in a leap year). How many months have 30 days?
3. A farmer had 18 pigs and all but 7 died. How many were left?
4. Divide 50 by 1/3 and add 7. What is the answer?
5. What four words appear on every denomination of US currency?
6. If a physician gave you 5 pills and told you to take 1 every half hour, how long would your supply last?
7. If you had only one match and entered a cold, dimly lit room where there was a kerosene lamp, an oil heater and a wood burning stove, which would you light first?
8. Two women play checkers. They play 5 games without a draw game and each woman wins the same number of games. How can this be?
9. What word is mispelled in this test?
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Answers:
1. 1 hour and 45 minutes
2. 11 months (all except February)
3. 7 pigs
4. 157
5. United States of America or IN God we trust
6. 2 hours
7. The match
8. They are not playing each other
9. Mispelled is misspelled
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5. Know Your Customer
Objectives:
To stimulate participants to use their brains; to serve as an ice-breaker exercise or warm-up; to accent the ‘wealth’ that exists in customers if participants will just look for it.
Procedure:
Identify a key word that is relevant to your training program or central theme of the workshop or presentation. An example could be the usage of word “Customer” for illustration. Indicate to the group that their task, working alone, is to identify as many legitimate words as they can from the letters available to them, using each only once. Ask them to make two predictions – the number of words they can individually identify, and the word score of the highest producer. Then give them a tight time limit (E.G. 5 minutes) and set them loose on the task.
Discussion Questions:
• How many words did you predict you’d find? How does your own performance expectation compare to the expectations others held for themselves?
• Did you exceed your expectations, or fall short? Why?
• How many words did you predict could be found? How does this compare to the actual total?
• How do you explain the actual results?
• What does this exercise illustrate to you? (Are “Customers” a rich source of information?
Materials: An appropriate word
Time: 5-10 minutes
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“Customer”
us
ore
or
ort
use
user
rest
rut
rot
rote
rose
cot
cost
cote
come
comer
comes
course
cut
cur
core
corset
court
sum
some
sore
sot
sour
set
tomes
tome
tore
more
to
me
must
mouse
met
tour
most
toes
costumer
custom
costume
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6. Give me a hand!
Objectives:
To project participants’ future successes by applying concepts learned at real world jobs.
Procedure:
Towards the end of the session, tell participants they are about to take an imaginary journey one year hence. Ask them to close their eyes and visualize that they are all right back in this very room for a VIP Awards Banquet. The winners are being recognized for skills and concepts learned and successfully applied over the past year (since attending this programme). Each participant will receive grand prize, and their acceptance speech will detail the things they did this last year to win the award. Ask them to open their eyes and write out 2-3 paragraphs of important elements that they will use in that acceptance speech. Call on several volunteers – as time permits – to hear their speeches. Ask the groups to applaud wildly after each of the presentations. If you wish, you may also go to a speciality paper products store and pick up a supply of inexpensive “Grand Prize” ribbons to distribute to the “Winners”.
Discussion Questions:
• What are the central themes (topics) that received multiple mention in the acceptance speeches?
• What is the significance of the variety of items that were mentioned?
• How many of you will commit, right now, to write a letter one year form today indicating your actual use of items from this workshop?
Materials:
Time: 10-15 minutes
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7. I’m gonna write myself a letter
Objectives:
To provide a formal method of follow up and self contracting for behaviour change following a skills oriented workshop
Procedure:
Towards the closing time of your full day (or longer) workshop, distribute copies of the form to each participant. Tell the group that you realize that a lot of material has been covered during the past day of so and you need their help to facilitate transfer of the training to their jobs. give them sufficient time to fill out the form, and then distribute blank envelopes which the participants will address to themselves. have the participants insert the form in their own envelopes, seal them and pass them on to you. place postage on the envelope and mail them to the participants about 2-3 weeks after the programme.
Discussion Questions:
• What impact will writing these contracts have on you and on your behaviour?
• How many think that you will be successful in doing the things that you told yourself that you would do?
• What kinds of barriers would make it difficult or even prevent you from carrying out your promise?
Materials: Forms, envelopes and stamps
Time: 5-10 minutes
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Letter:
TO:
FROM:
SUBJECT:
CONTRACT WITH MYSELF
DATE:
The most important or significant ideas I have learned/ thought/ heard/ while at this seminar are:
As a result of these ideas, I intend to do the following things within the next 30 days:
By doing these things I will achieve the following results:
NOTE :
CHANGE THESE QUESTIONS TO MORE ACCURATELY FIT THE CONTENT OF THE RESPECTIVE WORKSHOP AS NECESSARY
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8. Its time to say goodbye
Objectives:
To close a training programme of a full day or more in a sharing way by giving/soliciting positive feedback
Procedure:
Use this at the very end of the training programme. Announce to the group that even as this experience is coming to an end, you note there have been many solid friendships built over the last days. As the facilitator you have also gained and learned from them, and you want to give some honest and sincere feedback to them. (NOTE: this requires that you have been observant and probably taken good notes on each participant). you would also appreciate receiving some comments from them (about either you or others) if they feel so inclined. As an example you may say to the first person, ” Mary you have given to me and the group your fine sense of humour and have helped make this programme a fun one. Or “Bill you have given to me and the group a great perspective by sharing your vast experience”. Encourage their feedback to you as well. For example someone might offer “Sue, you have given some much needed encouragement”. NOTE: Although the first few comments to you may come slowly, allow them plenty of time to comment. once the group sees that you seriously want their feedback, they tend to open up with sincere comments. allow sufficient time for this before the scheduled closing time. how many feel comfortable soliciting feedback?
Discussion Questions:
• What kinds of barriers would make it difficult or even prevent you from carrying out your promise?
• How many regularly give out positive feedback?
Materials: –
Time: 15-30 minutes
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9. The Top 10 : Managerial Time Wasters
Objectives:
To provide a light hearted opportunity for individuals or groups to test their knowledge of current business research regarding time-wasters
Procedure:
This can be used either as a quick break during a concentrated training session, or as a device to draw trainees’ attention back to the training session following a refreshment break. Ask the group to identify the 10 most significant ways in which a manager’s time is wasted. Answers can be solicited either individually (in open discussion) until all 10 correct answers appear, or individual ‘quizzes’ can be distributed and unofficially scored by exchanging papers. “Prizes” can be awarded to those who are most successful in generating the answers, either because they have a high score, or because they have come up with the “missing link” – the difficult tenth item. Group competition works particularly well, with a tight time limit. In this way, no one feels embarrassed for not knowing any of the 10 items.
Discussion Questions:
• How did you know the answers?
• What helps us to retain information such as this?
• Why might we block data such as this from our permanent brain storage?
• How does this exercise demonstrate the merits of collective effort?
• What ideas do you have for using time more effectively?
Materials: Master list
Time: 5-10 minutes
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TIME WASTERS
1
Crises
2
Telephone Calls
3
Poor planning
4
Attempting to do too much
5
Drop-in visitors
6
Poor delegation
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Personal disorganization
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Lack of self-discipline
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Inability to say ‘no’
10
Procrastination
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10. The Top 10 : Reasons why people get fired
Objectives:
To provide a light hearted opportunity for individuals or groups to test their knowledge of current business facts.
Procedure:
This can be used either as a quick break during a concentrated training session, or as a device to draw trainees’ attention back to the training session following a refreshment break. Ask the group to identify the 10 most important reasons why people get fired from work. Answers can be solicited either individually (in open discussion) until all 10 correct answers appear, or individual ‘quizzes’ can be distributed and unofficially scored by exchanging papers. “Prizes” can be awarded to those who are most successful in generating the answers, either because they have a high score, or because they have come up with the “missing link” – the difficult tenth item. Group competition works particularly well, with a tight time limit. In this way, no one feels embarrassed for not knowing any of the 10 items.
Discussion Questions:
• How did you know the answers?
Materials: Master list
Time: 5-10 minutes
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Firing
1
Poor fit with the corporate culture
2
Over-selling one’s qualifications
3
Bad chemistry with the boss
4
Rigidity (clinging to old experiences)
5
Lack of necessary job skills
6
Victim of a power play
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Refusal to conform to unspoken rules
8
Failing to be a team player
9
Business cutbacks (plus mergers)
10
Poor judgement
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11. SELL UNTO YOUR METTLE
SELL UNTO YOUR METTLE is a market simulation game, wherein the participants are subjected to real time bargaining, as in the real world. For this bargaining, they must have something to sell. So, this game starts with the strategic buying of the raw materials, goes on to their conversion into the finished products, and finally, the products are sold in the market. However, if some product is not conducive to the demands of the market, it should be modified and customized as per the need of the hour. This exercise brings about the hard-selling skills present in an individual, and showcases them while an individual is working in a team. This game can be played even in large groups; however, all the components of the exercise will have to be modified as per the requirements of the group size.
To start with, think of the easiest object one can craft using paper. Some of the examples could be Boat and Cap. Let us take Boat as our object.
Now, think of all the things that can beautify, or enhance the quality of the boats that can be made. Some of these could be pencils, pens, sketch pens, scissors, glue, adhesive tape, and of course, various qualities and quantities of paper. These would also be required for the game, in sufficient quantities. After these are acquired, decide on some price for each of the objects. An indicative list could be:
Object
Quantity
Price
Sketch Pen
1 No.
Re. 1
Tape
1 No.
Re. 1
Glue
1 Tube
Rs. 2
Paper sheet
1 No.
Re. 1
Scale
1 No.
Rs. 2
Scissors
1 Pair
Rs. 4
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Next, divide the participants in groups of, say, 6 persons each, and also allocate certain amount to be given to each of the groups. We can decide an amount, say, Rs. 15 to be given to each group at the start of the game. The groups can use this money to buy resources from the co-ordinator. It is in the interest of the groups not to exhaust all their money in the initial stages only, so that they can do transactions for the resources later in the game, as per the demand in the market.
The game begins. Each of the groups’ participants meet and discuss the strategy they should adopt. Some of the groups start buying resources from the coordinator immediately. They might be following a strategy of mass production or early-mover advantage. Some other groups may still be discussing over the resources they should buy. Still some other groups might have started the reconnaissance survey to identify the needs of the customer.
Each group normally divides itself into various SSGs (Self Service Groups) to undertake various tasks. In such a scenario, one of the SSG’s of a group looks after raw materials, another goes for purchases, a third one looks after the production department, a fourth one looking after marketing, a fifth one going for after-sales service, and so on.
After all the groups have initially done their purchases of the raw material, the resource bank (the co-ordinator) can change the prices of the resources, as per the demand in the market, or the fluctuations expected in the times to come.
The groups start making the products, and side-by-side, they may also start operating the marketing and selling functions. In case of shortage of some resource, the groups can either go to the co-ordinator for buying more
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of the resources, or they can also seek trading of the resources amongst themselves at reasonable price. Most of the times, it comes down to the good old Barter trading system in this stage of the game, where the groups start exchanging their resources for certain period of time. It brings about the human mentality, which we have inherited from our forefathers who used to do barter trade as the first form of marketing.
When the agents of various groups are trying to sell their boats to the customers (who in this case are the coordinators, preferably some marketing department officials), the customers may quote any price for the boat they have been offered. The agents need to show the special features of their products in order to persuade the customers to buy their products. They may also give some incentives to enhance their sales. The incentives could be in the form of a small boat that could be given free with the big one, or some customized design as per the requirements of the customer.
Another noteworthy point can be the sale of products from one group to another. If an agent of a group sees that another agent is not able to market or target the product properly, he can offer a price to the other agent for his boat, and can try his own marketing skills in selling that particular boat.
After some considerable time, the coordinator can call time out, and the game comes to an end. At the end of it, the group with maximum amount of cash is declared the winner. There could be other ways as well to identify the winner. One of them could be valuation of all semi-finished goods of all the groups. The resources can also be evaluated based on their market value.
At the end of the session, some of the successful and relatively unsuccessful groups can be called over to explain the strategies they
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adopted, or did not adopt. All in all, this game proves to be a worthwhile experience for all the participants.
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Click Here To Download Employee Engagement Activities
Categories: HR Tags: Activities, Employee, Engagement
HR Interview questions
I have Attached HR Interview questions
General Guidelines in Answering Interview Questions
Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you’ll do much better. Remember also that it’s difficult for the interviewer as well.
In general, be upbeat and positive. Never be negative.
Rehearse your answers and time them. Never talk for more than 2 minutes straight.
Don’t try to memorize answers word for word. Use the answers shown here as a guide only, and don’t be afraid to include your own thoughts and words. To help you remember key concepts, jot down and review a few key words for each answer. Rehearse your answers frequently, and they will come to you naturally in interviews.
As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is what we call: “The Greatest Executive Job Finding Secret.” And that is…
Find out what people want, than show them how you can help them get it.
Find out what an employer wants most in his or her ideal candidate, then show how you meet those qualifications.
In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before you know what to emphasize in your answers, you must find out what the buyer is buying… what he is looking for. And the best way to do that is to ask a few questions yourself.
You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out your qualifications, you must get some idea of what the employer wants most. Once you know what he wants, you can then present your qualifications as the perfect “key” that fits the “lock” of that position.
1. Other important interview strategies:
2. Turn weaknesses into strengths (You’ll see how to do this in a few moments.)
3. Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.
As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, but to sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic, “can do” people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.
Be honest…never lie.
Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don’t be like the 95% of humanity who say they will follow up on something, but never do.
1. Tell me about yourself.
TRAPS:
Beware, about 80% of all interviews begin with this “innocent” question. Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters.
BEST ANSWER:
Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting.
So, before you answer this or any question it’s imperative that you try to uncover your interviewer’s greatest need, want, problem or goal.
To do so, make you take these two steps:
* Do all the homework you can before the interview to uncover this person’s wants and needs (not the generalized needs of the industry or company)
* As early as you can in the interview, ask for a more complete description of what the position entails. You might say: “I have a number of accomplishments I’d like to tell you about, but I want to make the best use of our time together and talk directly to your needs. To help me do, that, could you tell me more about the most important priorities of this position? All I know is what I (heard from the recruiter, read in the classified ad, etc.)”
Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even more. Surprisingly, it’s usually this second or third question that unearths what the interviewer is most looking for.
You might ask simply, “And in addition to that?…” or, “Is there anything else you see as essential to success in this position?:
This process will not feel easy or natural at first, because it is easier simply to answer questions, but only if you uncover the employer’s wants and needs will your answers make the most sense. Practice asking these key questions before giving your answers, the process will feel more natural and you will be light years ahead of the other job candidates you’re competing with.
After uncovering what the employer is looking for, describe why the needs of this job bear striking parallels to tasks you’ve succeeded at before. Be sure to illustrate with specific examples of your responsibilities and especially your achievements, all of which are geared to present yourself as a perfect match for the needs he has just described.
2. What are your greatest strengths?
TRAPS:
This question seems like a softball lob, but be prepared. You don’t want to come across as egotistical or arrogant. Neither is this a time to be humble.
BEST ANSWER:
You know that your key strategy is to first uncover your interviewer’s greatest wants and needs before you answer questions. And from Question 1, you know how to do this.
Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements.
You should, have this list of your greatest strengths and corresponding examples from your achievements so well committed to memory that you can recite them cold after being shaken awake at 2:30AM.
Then, once you uncover your interviewer’s greatest wants and needs, you can choose those achievements from your list that best match up.
As a general guideline, the 10 most desirable traits that all employers love to see in their employees are:
1. A proven track record as an achiever…especially if your achievements match up with the employer’s greatest wants and needs.
2. Intelligence…management “savvy”.
3. Honesty…integrity…a decent human being.
4. Good fit with corporate culture…someone to feel comfortable with…a team player who meshes well with interviewer’s team.
5. Likeability…positive attitude…sense of humor.
6. Good communication skills.
7. Dedication…willingness to walk the extra mile to achieve excellence.
8. Definiteness of purpose…clear goals.
9. Enthusiasm…high level of motivation.
10. Confident…healthy…a leader.
3. What are your greatest weaknesses?
TRAPS:
Beware – this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an “A” for honesty, but an “F” for the interview.
PASSABLE ANSWER:
Disguise a strength as a weakness.
Example: “I sometimes push my people too hard. I like to work with a sense of urgency and everyone is not always on the same wavelength.”
Drawback: This strategy is better than admitting a flaw, but it’s so widely used, it is transparent to any experienced interviewer.
BEST ANSWER:
(and another reason it’s so important to get a thorough description of your interviewer’s needs before you answer questions): Assure the interviewer that you can think of nothing that would stand in the way of your performing in this position with excellence. Then, quickly review you strongest qualifications.
Example: “Nobody’s perfect, but based on what you’ve told me about this position, I believe I’ d make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well? Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.”
Alternate strategy (if you don’t yet know enough about the position to talk about such a perfect fit):
Instead of confessing a weakness, describe what you like most and like least, making sure that what you like most matches up with the most important qualification for success in the position, and what you like least is not essential.
Example: Let’s say you’re applying for a teaching position. “If given a choice, I like to spend as much time as possible in front of my prospects selling, as opposed to shuffling paperwork back at the office. Of course, I long ago learned the importance of filing paperwork properly, and I do it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager, this should be music to his ears.)
4. Tell me about something you did – or failed to do – that you now feel a little ashamed of.
TRAPS:
There are some questions your interviewer has no business asking, and this is one. But while you may feel like answering, “none of your business,” naturally you can’t. Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet.
Some unprepared candidates, flustered by this question, unburden themselves of guilt from their personal life or career, perhaps expressing regrets regarding a parent, spouse, child, etc. All such answers can be disastrous.
BEST ANSWER:
As with faults and weaknesses, never confess a regret. But don’t seem as if you’re stonewalling either.
Best strategy: Say you harbor no regrets, then add a principle or habit you practice regularly for healthy human relations.
Example: Pause for reflection, as if the question never occurred to you. Then say, “You know, I really can’t think of anything.” (Pause again, then add): “I would add that as a general management principle, I’ve found that the best way to avoid regrets is to avoid causing them in the first place. I practice one habit that helps me a great deal in this regard. At the end of each day, I mentally review the day’s events and conversations to take a second look at the people and developments I’m involved with and do a double check of what they’re likely to be feeling. Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a five minute chat in someone’s office to make sure we’re clear on things…whatever.”
“I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime. I’ve found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they’re striving for excellence rather than brooding over slights or regrets.”
5. Why are you leaving (or did you leave) this position?
TRAPS:
Never badmouth your previous industry, company, board, boss, staff, employees or customers. This rule is inviolable: never be negative. Any mud you hurl will only soil your suit.
Especially avoid words like “personality clash”, “didn’t get along”, or others which cast a shadow on your competence, integrity, or temperament.
BEST ANSWER:
(If you have a job presently)
If you’re not yet 100% committed to leaving your present post, don’t be afraid to say so. Since you have a job, you are in a stronger position than someone who does not. But don’t be coy either. State honestly what you’d be hoping to find in a new spot. Of course, as stated often before, you answer will all the stronger if you have already uncovered what this position is all about and you match your desires to it.
(If you do not presently have a job.)
Never lie about having been fired. It’s unethical – and too easily checked. But do try to deflect the reason from you personally. If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better.
But you should also do something totally unnatural that will demonstrate consummate professionalism. Even if it hurts , describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself.
Your stature will rise immensely and, most important of all, you will show you are healed from the wounds inflicted by the firing. You will enhance your image as first-class management material and stand head and shoulders above the legions of firing victims who, at the slightest provocation, zip open their shirts to expose their battle scars and decry the unfairness of it all.
For all prior positions:
Make sure you’ve prepared a brief reason for leaving. Best reasons: more money, opportunity, responsibility or growth.
6. The “Silent Treatment”
TRAPS:
Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview. Thank goodness most interviewers don’t employ it. It’s normally used by those determined to see how you respond under stress. Here’s how it works:
You answer an interviewer’s question and then, instead of asking another, he just stares at you in a deafening silence.
You wait, growing a bit uneasy, and there he sits, silent as Mt. Rushmore, as if he doesn’t believe what you’ve just said, or perhaps making you feel that you’ve unwittingly violated some cardinal rule of interview etiquette.
When you get this silent treatment after answering a particularly difficult question , such as “tell me about your weaknesses”, its intimidating effect can be most disquieting, even to polished job hunters.
Most unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortable silences as an invitation to clear up the previous answer which has obviously caused some problem. And that’s what they do – ramble on, sputtering more and more information, sometimes irrelevant and often damaging, because they are suddenly playing the role of someone who’s goofed and is now trying to recoup. But since the candidate doesn’t know where or how he goofed, he just keeps talking, showing how flustered and confused he is by the interviewer’s unmovable silence.
BEST ANSWER:
Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated. If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, “Is there anything else I can fill in on that point?” That’s all there is to it.
Whatever you do, don’t let the Silent Treatment intimidate you into talking a blue streak, because you could easily talk yourself out of the position.
7. Why should I hire you?
TRAPS:
Believe it or not, this is a killer question because so many candidates are unprepared for it. If you stammer or adlib you’ve blown it.
BEST ANSWER:
By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions. If you know the employer’s greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.
Whether your interviewer asks you this question explicitly or not, this is the most important question of your interview because he must answer this question favorably in is own mind before you will be hired. So help him out! Walk through each of the position’s requirements as you understand them, and follow each with a reason why you meet that requirement so well.
Example: “As I understand your needs, you are first and foremost looking for someone who can manage the sales and marketing of your book publishing division. As you’ve said you need someone with a strong background in trade book sales. This is where I’ve spent almost all of my career, so I’ve chalked up 18 years of experience exactly in this area. I believe that I know the right contacts, methods, principles, and successful management techniques as well as any person can in our industry.”
“You also need someone who can expand your book distribution channels. In my prior post, my innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I’m confident I can do the same for you.”
“You need someone to give a new shot in the arm to your mail order sales, someone who knows how to sell in space and direct mail media. Here, too, I believe I have exactly the experience you need. In the last five years, I’ve increased our mail order book sales from $600,000 to $2,800,000, and now we’re the country’s second leading marketer of scientific and medical books by mail.” Etc., etc., etc.,
Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown that runs up your score. IT is your best opportunity to outsell your competition.
8. Aren’t you overqualified for this position?
TRAPS:
The employer may be concerned that you’ll grow dissatisfied and leave.
BEST ANSWER:
As with any objection, don’t view this as a sign of imminent defeat. It’s an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks.
Example: “I recognize the job market for what it is – a marketplace. Like any marketplace, it’s subject to the laws of supply and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very tight. I understand and accept that.”
“I also believe that there could be very positive benefits for both of us in this match.”
“Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster than someone who’d have to be brought along more slowly.”
“There’s also the value of all the training and years of experience that other companies have invested tens of thousands of dollars to give me. You’d be getting all the value of that without having to pay an extra dime for it. With someone who has yet to acquire that experience, he’d have to gain it on your nickel.”
“I could also help you in many things they don’t teach at the Harvard Business School. For example…(how to hire, train, motivate, etc.) When it comes to knowing how to work well with people and getting the most out of them, there’s just no substitute for what you learn over many years of front-line experience. You company would gain all this, too.”
“From my side, there are strong benefits, as well. Right now, I am unemployed. I want to work, very much, and the position you have here is exactly what I love to do and am best at. I’ll be happy doing this work and that’s what matters most to me, a lot more that money or title.”
“Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a permanent spot at this point in my career. I also know that if I perform this job with excellence, other opportunities cannot help but open up for me right here. In time, I’ll find many other ways to help this company and in so doing, help myself. I really am looking to make a long-term commitment.”
NOTE: The main concern behind the “overqualified” question is that you will leave your new employer as soon as something better comes your way. Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him that you’re looking to stay for the long-term will help you overcome this objection.
9. Where do you see yourself five years from now?
TRAPS:
One reason interviewers ask this question is to see if you’re settling for this position, using it merely as a stopover until something better comes along. Or they could be trying to gauge your level of ambition. If you’re too specific, i.e., naming the promotions you someday hope to win, you’ll sound presumptuous. If you’re too vague, you’ll seem rudderless.
BEST ANSWER:
Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves.
Example: “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me. It’s always been that way in my career, and I’m confident I’ll have similar opportunities here.”
10. Describe your ideal company, location and job.
TRAPS:
This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand.
BEST ANSWER:
The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.
Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.
This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities.
If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas.
11. Why do you want to work at our company?
TRAPS:
This question tests whether you’ve done any homework about the firm. If you haven’t, you lose. If you have, you win big.
BEST ANSWER:
This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any interview.
Best sources for researching your target company: annual reports, the corporate newsletter, contacts you know at the company or its suppliers, advertisements, articles about the company in the trade press.
12. What are your career options right now?
TRAPS:
The interviewer is trying to find out, “How desperate are you?”
BEST ANSWER:
Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working, describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for something more (challenge, money, responsibility, etc.). Also mention that you’re seriously exploring opportunities with one or two other firms.
If you’re not working, you can talk about other employment possibilities you’re actually exploring. But do this with a light touch, speaking only in general terms. You don’t want to seem manipulative or coy.
13. Why have you been out of work so long?
TRAPS:
A tough question if you’ve been on the beach a long time. You don’t want to seem like damaged goods.
BEST ANSWER:
You want to emphasize factors which have prolonged your job search by your own choice.
Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”
“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial services, manufacturing, advertising, etc.) industry.”
“So between my being selective and the companies in our industry downsizing, the process has taken time. But in the end, I’m convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well worthwhile for both the company that hires me and myself.
14. Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…
TRAPS:
Skillfull interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position. DON’T
BEST ANSWER:
Remember the rule: Never be negative. Stress only the good points, no matter how charmingly you’re invited to be critical.
Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and whether you’ll criticize him behind his back if pressed to do so by someone in this own company. This question is your opportunity to demonstrate your loyalty to those you work with.
15. What good books have you read lately?
TRAPS:
As in all matters of your interview, never fake familiarity you don’t have. Yet you don’t want to seem like a dullard who hasn’t read a book since Tom Sawyer.
BEST ANSWER:
Unless you’re up for a position in academia or as book critic for The New York Times, you’re not expected to be a literary lion. But it wouldn’t hurt to have read a handful of the most recent and influential books in your profession and on management.
Consider it part of the work of your job search to read up on a few of these leading books. But make sure they are quality books that reflect favorably upon you, nothing that could even remotely be considered superficial. Finally, add a recently published bestselling work of fiction by a world-class author and you’ll pass this question with flying colors.
16. Tell me about a situation when your work was criticized.
TRAPS:
This is a tough question because it’s a more clever and subtle way to get you to admit to a weakness. You can’t dodge it by pretending you’ve never been criticized. Everybody has been. Yet it can be quite damaging to start admitting potential faults and failures that you’d just as soon leave buried.
This question is also intended to probe how well you accept criticism and direction.
BEST ANSWER:
Begin by emphasizing the extremely positive feedback you’ve gotten throughout your career and (if it’s true) that your performance reviews have been uniformly excellent.
Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor.
If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance. Add that you’ve learned from this, too, and over the past several years/months, it’s no longer an area of concern because you now make it a regular practice to…etc.
Another way to answer this question would be to describe your intention to broaden your master of an area of growing importance in your field. For example, this might be a computer program you’ve been meaning to sit down and learn… a new management technique you’ve read about…or perhaps attending a seminar on some cutting-edge branch of your profession.
Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to your already impressive knowledge base.
17. What are your outside interests?
TRAPS:
You want to be a well-rounded, not a drone. But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties.
BEST ANSWER:
Try to gauge how this company’s culture would look upon your favorite outside activities and be guided accordingly.
You can also use this question to shatter any stereotypes that could limit your chances. If you’re over 50, for example, describe your activities that demonstrate physical stamina. If you’re young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity.
But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.
18. The “Fatal Flaw” question
TRAPS:
If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc.
A fatal flaw question can be deadly, but usually only if you respond by being overly defensive.
BEST ANSWER:
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They’re part and parcel of the buyer’s anxiety. The key is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…
Whenever you come up against a fatal flaw question:
* Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes the buyer’s anxiety.)
* Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.
* Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.
Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place. You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.
Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.
19. How do you feel about reporting to a younger person (minority, woman, etc)?
TRAPS:
It’s a shame that some interviewers feel the need to ask this question, but many understand the reality that prejudices still exist among some job candidates, and it’s better to try to flush them out beforehand.
The trap here is that in today’s politically sensitized environment, even a well-intentioned answer can result in planting your foot neatly in your mouth. Avoid anything which smacks of a patronizing or an insensitive attitude, such as “I think they make terrific bosses” or “Hey, some of my best friends are…”
Of course, since almost anyone with an IQ above room temperature will at least try to steadfastly affirm the right answer here, your interviewer will be judging your sincerity most of all. “Do you really feel that way?” is what he or she will be wondering.
So you must make your answer believable and not just automatic. If the firm is wise enough to have promoted peopled on the basis of ability alone, they’re likely quite proud of it, and prefer to hire others who will wholeheartedly share their strong sense of fair play.
BEST ANSWER:
You greatly admire a company that hires and promotes on merit alone and you couldn’t agree more with that philosophy. The age (gender, race, etc.) of the person you report to would certainly make no difference to you.
Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That’s the best type of work environment you can hope to find.
20. On confidential matters…
TRAPS:
When an interviewer presses you to reveal confidential information about a present or former employer, you may feel it’s a no-win situation. If you cooperate, you could be judged untrustworthy. If you don’t, you may irritate the interviewer and seem obstinate, uncooperative or overly suspicious.
BEST ANSWER:
Your interviewer may press you for this information for two reasons.
First, many companies use interviews to research the competition. It’s a perfect set-up. Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc.
Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.
What to do? The answer here is easy. Never reveal anything truly confidential about a present or former employer. By all means, explain your reticence diplomatically. For example, “I certainly want to be as open as I can about that. But I also wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be able to trust any of your key people when talking with a competitor…”
And certainly you can allude to your finest achievements in specific ways that don’t reveal the combination to the company safe.
But be guided by the golden rule. If you were the owner of your present company, would you feel it ethically wrong for the information to be given to your competitors? If so, steadfastly refuse to reveal it.
Remember that this question pits your desire to be cooperative against your integrity. Faced with any such choice, always choose integrity. It is a far more valuable commodity than whatever information the company may pry from you. Moreover, once you surrender the information, your stock goes down. They will surely lose respect for you.
One President we know always presses candidates unmercifully for confidential information. If he doesn’t get it, he grows visibly annoyed, relentlessly inquisitive, It’s all an act. He couldn’t care less about the information. This is his way of testing the candidate’s moral fiber. Only those who hold fast are hired.
21. Would you lie for the company?
TRAPS:
This another question that pits two values against one another, in this case loyalty against integrity.
BEST ANSWER:
Try to avoid choosing between two values, giving a positive statement which covers all bases instead.
Example: “I would never do anything to hurt the company..”
If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.
22. Looking back, what would you do differently in your life?
TRAPS:
This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance.
You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided.
Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work.
BEST ANSWER:
Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.
Example: “It’s been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I wouldn’t change a thing.”
23. Could you have done better in your last job?
TRAPS:
This is no time for true confessions of major or even minor problems.
BEST ANSWER:
Again never be negative.
Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can’t think of anything of major consequence.”
(If more explanation seems necessary)
Describer a situation that didn’t suffer because of you but from external conditions beyond your control.
For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it. And we did learn from it…”
24. Can you work under pressure?
TRAPS:
An easy question, but you want to make your answer believable.
BEST ANSWER:
Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)
25. What makes you angry?
TRAPS:
You don’t want to come across either as a hothead or a wimp.
BEST ANSWER:
Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done about the company and its style can help in your choice of words.
Examples: If you are a reserved person and/or the corporate culture is coolly professional:
“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what’s expected, getting people’s commitment to those goals, and then following up continuously to check progress.”
“If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and follow up, someone isn’t getting the job done, I’ll want to know why. If there’s no good reason, then I’ll get impatient and angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state.”
If you are feisty by nature and/or the position calls for a tough straw boss.
“You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don’t pull their own weight, who are negative, people who lie…etc.”
26. Why aren’t you earning more money at this stage of your career?
TRAPS:
You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.
BEST ANSWER:
You like to make money, but other factors are even more important.
Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.
(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.
27. Who has inspired you in your life and why?
TRAPS:
The two traps here are unpreparedness and irrelevance. If you grope for an answer, it seems you’ve never been inspired. If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company.
BEST ANSWER:
Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who has been your mentor.
Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.
28. What was the toughest decision you ever had to make?
TRAPS:
Giving an unprepared or irrelevant answer.
BEST ANSWER:
Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.
29. Tell me about the most boring job you’ve ever had.
TRAPS:
You give a very memorable description of a very boring job. Result? You become associated with this boring job in the interviewer’s mind.
BEST ANSWER:
You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut.
Example: “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held. I’ve always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you’re bored, it’s probably because you’re not challenging yourself to tackle those problems right under your nose.”
30. Have you been absent from work more than a few days in any previous position?
TRAPS:
If you’ve had a problem, you can’t lie. You could easily be found out. Yet admitting an attendance problem could raise many flags.
BEST ANSWER:
If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.
Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.
If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it’s cause has been corrected.
To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career. Furthermore, I believe, consistent attendance is important because…” (Pick up the rest of the answer as outlined above.).
31. What changes would you make if you came on board?
TRAPS:
Watch out! This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired.
Reason: No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operation’s strengths, weaknesses key people, financial condition, methods of operation, etc. If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip.
Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider. No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody’s been for years.
BEST ANSWER:
You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.
Example: “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way. I’d like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and what could be improved.
“From what you’ve told me so far, the areas of greatest concern to you are…” (name them. Then do two things. First, ask if these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).
32. I’m concerned that you don’t have as much experience as we’d like in…
TRAPS:
This could be a make-or-break question. The interviewer mostly likes what he sees, but has doubts over one key area. If you can assure him on this point, the job may be yours.
BEST ANSWER:
This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area.
Before going into any interview, try to identify the weakest aspects of your candidacy from this company’s point of view. Then prepare the best answer you possible can to shore up your defenses.
To get past this question with flying colors, you are going to rely on your master strategy of uncovering the employer’s greatest wants and needs and then matching them with your strengths. Since you already know how to do this from Question 1, you are in a much stronger position.
More specifically, when the interviewer poses as objection like this, you should…
* Agree on the importance of this qualification.
* Explain that your strength may be indeed be greater than your resume indicates because…
* When this strength is added to your other strengths, it’s really your combination of qualifications that’s most important.
Then review the areas of your greatest strengths that match up most favorably with the company’s most urgently-felt wants and needs.
This is powerful way to handle this question for two reasons. First, you’re giving your interviewer more ammunition in the area of his concern. But more importantly, you’re shifting his focus away from this one, isolated area and putting it on the unique combination of strengths you offer, strengths which tie in perfectly with his greatest wants.
33. How do you feel about working nights and weekends?
TRAPS:
Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want?
BEST ANSWER:
First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.
If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the norm for your best people here?”
If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.
Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable, say so, but phrase your response positively.
Example: “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think you’ll find me one of the most productive people here.
I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would win.”
34. Are you willing to relocate or travel?
TRAPS:
Answer with a flat “no” and you may slam the door shut on this opportunity. But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?
BEST ANSWER:
First find out where you may have to relocate and how much travel may be involved. Then respond to the question.
If there’s no problem, say so enthusiastically.
If you do have a reservation, there are two schools of thought on how to handle it.
One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.
Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.
The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.
The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.
If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.
35. Do you have the stomach to fire people? Have you had experience firing many people?
TRAPS:
This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door. Why? Because its real intent is not just to see if you’ve got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many. Also, if you fire so often, you could be a tyrant.
So don’t rise to the bait by boasting how many you’ve fired, unless you’ve prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament.
BEST ANSWER:
Describe the rational and sensible management process you follow in both hiring and firing.
Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I’ve found you don’t have to fire very often.
“So with me, firing is a last resort. But when it’s got to be done, it’s got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there’s no other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their ways.”
36. Why have you had so many jobs?
TRAPS:
Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others.
BEST ANSWER:
First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job hopper.
Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of an overall pattern of growth and career destination.
Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to conditions beyond your control.
Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.
If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path. At this stage in your career, you’re certainly much more interested in the best long-term opportunity.
You might also cite the job(s) where you stayed the longest and describe that this type of situation is what you’re looking for now.
37. What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.
TRAPS:
These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture.
The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you’re coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company).
The most frequent mistake executives make in answering is simply not being prepared (seeming as if they’ve never giving any of this a though.)…or in phrasing an answer best suited to their prior organization’s culture instead of the hiring company’s.
BEST ANSWER:
Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm’s role, etc.
Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory.
Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.
38. What would you say to your boss if he’s crazy about an idea, but you think it stinks?
TRAPS:
This is another question that pits two values, in this case loyalty and honesty, against one another.
BEST ANSWER:
Remember the rule stated earlier: In any conflict between values, always choose integrity.
Example: I believe that when evaluating anything, it’s important to emphasize the positive. What do I like about this idea?”
“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”
“After all, the most important thing I owe my boss is honesty. If he can’t count on me for that, then everything else I may do or say could be questionable in his eyes.”
“But I also want to express my thoughts in a constructive way. So my goal in this case would be to see if my boss and I could make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have about it.”
“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it work as best it can.”
39. How could you have improved your career progress?
TRAPS:
This is another variation on the question, “If you could, how would you live your life over?” Remember, you’re not going to fall for any such invitations to rewrite person history. You can’t win if you do.
BEST ANSWER:
You’re generally quite happy with your career progress. Maybe, if you had known something earlier in life (impossible to know at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your last job), you might have moved in a certain direction sooner.
But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you harbor no regrets.
40. What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?
TRAPS:
This question and other hypothetical ones test your sense of human relations and how you might handle office politics.
BEST ANSWER:
Try to gauge the political style of the firm and be guided accordingly. In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance.
Example: “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution. If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don’t.”
40.1 POSSIBLE FOLLOW-UP QUESTION: And what would you do if he still did not change his ways?
ANSWER:
“One thing I wouldn’t do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent. I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.”
“I might add that I’ve never yet come across a situation that couldn’t be resolved by harnessing others in a determined, constructive effort.”
41. You’ve been with your firm a long time. Won’t it be hard switching to a new company?
TRAPS:
Your interviewer is worried that this old dog will find it hard to learn new tricks.
BEST ANSWER:
To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm. It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered.
As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.
To further assure the interviewer, describe the similarities between the new position and your prior one. Explain that you should be quite comfortable working there, since their needs and your skills make a perfect match.
42. May I contact your present employer for a reference?
TRAPS:
If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something?
BEST ANSWER:
Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.
Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.
43. Give me an example of your creativity (analytical skill…managing ability, etc.)
TRAPS:
The worst offense here is simply being unprepared. Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc.
BEST ANSWER:
Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue.
If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage.
44. Where could you use some improvement?
TRAPS:
Another tricky way to get you to admit weaknesses. Don’t fall for it.
BEST ANSWER:
Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fully over the next six months.
45. What do you worry about?
TRAPS:
Admit to worrying and you could sound like a loser. Saying you never worry doesn’t sound credible.
BEST ANSWER:
Redefine the word ‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning over in my mind anything that seems to be keeping me from achieving those goals, until I find a solution. That’s part of my tenacity, I suppose.”
46. How many hours a week do you normally work?
TRAPS:
You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.
BEST ANSWER:
If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled.
If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.
47. What’s the most difficult part of being a (job title)?
TRAPS:
Unless you phrase your answer properly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak.
BEST ANSWER:
First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be specific about those results.
Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager. I feel this is one area where I excel.”
“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly, the exceptional results you’ve achieved.).
48. The “Hypothetical Problem”
TRAPS:
Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?” Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.
BEST ANSWER:
Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.
Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.
49. What was the toughest challenge you’ve ever faced?
TRAPS:
Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career.
BEST ANSWER:
This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:
* A quality most important to the job at hand; or
* A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence, intelligence, etc.
50. Have you consider starting your own business?
TRAPS:
If you say “yes” and elaborate enthusiastically, you could be perceived as a loose cannon in a larger company, too entrepreneurial to make a good team player…or someone who had to settle for the corporate life because you couldn’t make a go of your own business.
Also too much enthusiasm in answering “yes” could rouse the paranoia of a small company indicating that you may plan to go out on your own soon, perhaps taking some key accounts or trade secrets with you.
On the other hand, if you answer “no, never” you could be perceived as a security-minded drone who never dreamed a big dream.
BEST ANSWER:Again it’s best to:
* Gauge this company’s corporate culture before answering and…
* Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open).
In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations. That’s where I have excelled and where I want to be.”
If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization. Sounds like the perfect environment to you.
In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future.
The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt.
Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position, the more believable you can make your case.
51. What are your goals?
TRAPS:
Not having any…or having only vague generalities, not highly specific goals.
BEST ANSWER:
Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so much). They like to hire in kind.
If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.
Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).
Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.
52. What do you for when you hire people?
TRAPS:
Being unprepared for the question.
BEST ANSWER:
Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any position.
* Can the person do the work (qualifications)?
* Will the person do the work (motivation)?
* Will the person fit in (“our kind of team player”)?
53. Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).
TRAPS:
Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill. Be ready.
BEST ANSWER:
Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.”
If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle. Here’s how:
“Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d first get to know everything I could about it, all its features and benefits.”
“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way to do that is by asking some questions. May I ask you a few questions?”
Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one? And in addition to that? Any other reason? Anything else?”
“And would you want such a stapler to be reliable?…Hold a good supply of staples?” (Ask more questions that point to the features this stapler has.)
Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for.
Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.”
NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about selling, he may give you a standing ovation.
54. “The Salary Question” – How much money do you want?
TRAPS:
May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.
BEST ANSWER:
For maximum salary negotiating power, remember these five guidelines:
* Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger.
* If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”
* The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this position pay?”
* Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.
* Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.
55. The Illegal Question
TRAPS:
Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job. You can’t even be asked about arrests, though you can be asked about convictions.
BEST ANSWER:
Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions.
You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had.
Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church.
Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without answering the question itself.
Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons…
Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every right to change your plans later. Get the job first and then enjoy all your options.)
Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.
56. The “Secret” Illegal Question
TRAPS:
Much more frequent than the Illegal question (see Question 55) is the secret illegal question. It’s secret because it’s asked only in the interviewer’s mind. Since it’s not even expressed to you, you have no way to respond to it, and it can there be most damaging.
Example: You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.
Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with someone like this?” But the interviewer never raises such questions because they’re illegal. So what can you do?
BEST ANSWER:
Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it. More than likely, he is going to come up with his own answer. So you might as well help him out.
How? Well, you obviously can’t respond to an illegal question if he hasn’t even asked. This may well offend him. And there’s always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.
So you can’t address “secret” illegal questions head-on. But what you can do is make sure there’s enough counterbalancing information to more than reassure him that there’s no problem in the area he may be doubtful about.
For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk. You know your condition has never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or ability to travel. Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle them well.
So, too, if you’re in any different from what passes for “normal”. Make sure, without in any way seeming defensive about yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken concern your interviewer may have.
57. What was the toughest part of your last job?
TRAPS:
This is slightly different from the question raised earlier, “What’s the most difficult part of being a (job title…)” because this asks what you personally have found most difficult in your last position. This question is more difficult to redefine into something positive. Your interviewer will assume that whatever you found toughest may give you a problem in your new position.
BEST ANSWER:
State that there was nothing in your prior position that you found overly difficult, and let your answer go at that. If pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are unimportant to the position at hand.
58. How do you define success…and how do you measure up to your own definition?
TRAPS:
Seems like an obvious enough question. Yet many executives, unprepared for it, fumble the ball.
BEST ANSWER:
Give a well-accepted definition of success that leads right into your own stellar collection of achievements.
Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”
“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)
59. “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?
TRAPS:
Obviously, these and other “opinion” questions should never be asked. Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news. If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer.
BEST ANSWER:
In all of these instances, just remember the tale about student and the wise old rabbi. The scene is a seminary, where an overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death. But no matter how hard he presses, the wise old rabbi will only answer each difficult question with a question of his own.
In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?” To which the rabbi responds, “And why not?”
If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented. It throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you time to think of your answer or, even better, your next question!
In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to dissipate any pressure to give your opinion. But if your interviewer again presses you for an opinion, you can ask another question.
Or you could assert a generality that almost everyone would agree with. For example, if your interviewer is complaining about politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it hard to find any politicians I like these days.”
(Of course, your best question of all may be whether you want to work for someone opinionated.)
60. If you won $10 million lottery, would you still work?
TRAPS:
Your totally honest response might be, “Hell, no, are you serious?” That might be so, but any answer which shows you as fleeing work if given the chance could make you seem lazy. On the other hand, if you answer, “Oh, I’d want to keep doing exactly what I am doing, only doing it for your firm,” you could easily inspire your interviewer to silently mutter to himself, “Yeah, sure. Gimme a break.”
BEST ANSWER:
This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do. Your best answer will focus on your positive feelings.
Example: “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful work are essential to a happy, productive life. After all, if money alone bought happiness, then all rich people would be all happy, and that’s not true.
“I love the work I do, and I think I’d always want to be involved in my career in some fashion. Winning the lottery would make it more fun because it would mean having more flexibility, more options…who knows?”
“Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me, meaning good old reliable hard work and a desire to achieve. I think those qualities have built many more fortunes that all the lotteries put together.”
61. Looking back on your last position, have you done your best work?
TRAPS:
Tricky question. Answer “absolutely” and it can seem like your best work is behind you. Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all.
BEST ANSWER:
To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors. Then, recap those factors, highlighting your strongest qualifications.
62. Why should I hire you from the outside when I could promote someone from within?
TRAPS:
This question isn’t as aggressive as it sounds. It represents the interviewer’s own dilemma over this common problem. He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter.
BEST ANSWER:
Help him see the qualifications that only you can offer.
Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside.
“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”
63. Tell me something negative you’ve heard about our company…
TRAPS:
This is a common fishing expedition to see what the industry grapevine may be saying about the company. But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm. It can only hurt your chances and sidetrack the interviewer from getting sold on you.
BEST ANSWER:
Just remember the rule – never be negative – and you’ll handle this one just fine.
64. On a scale of one to ten, rate me as an interviewer.
TRAPS:
Give a perfect “10,” and you’ll seem too easy to please. Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you.
BEST ANSWER:
Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your positivism.
However, don’t give a numerical rating. Simply praise whatever interview style he’s been using.
If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”
If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.”
In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.
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HR Interview questions for Generalist HR Job
I have Attached HR Interview questions for Generalist HR Job
General Guidelines in Answering Interview Questions
Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you’ll do much better. Remember also that it’s difficult for the interviewer as well.
In general, be upbeat and positive. Never be negative.
Rehearse your answers and time them. Never talk for more than 2 minutes straight.
Don’t try to memorize answers word for word. Use the answers shown here as a guide only, and don’t be afraid to include your own thoughts and words. To help you remember key concepts, jot down and review a few key words for each answer. Rehearse your answers frequently, and they will come to you naturally in interviews.
As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is what we call: “The Greatest Executive Job Finding Secret.” And that is…
Find out what people want, than show them how you can help them get it.
Find out what an employer wants most in his or her ideal candidate, then show how you meet those qualifications.
In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before you know what to emphasize in your answers, you must find out what the buyer is buying… what he is looking for. And the best way to do that is to ask a few questions yourself.
You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out your qualifications, you must get some idea of what the employer wants most. Once you know what he wants, you can then present your qualifications as the perfect “key” that fits the “lock” of that position.
1. Other important interview strategies:
2. Turn weaknesses into strengths (You’ll see how to do this in a few moments.)
3. Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.
As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, but to sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic, “can do” people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.
Be honest…never lie.
Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don’t be like the 95% of humanity who say they will follow up on something, but never do.
1. Tell me about yourself.
TRAPS:
Beware, about 80% of all interviews begin with this “innocent” question. Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters.
BEST ANSWER:
Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting.
So, before you answer this or any question it’s imperative that you try to uncover your interviewer’s greatest need, want, problem or goal.
To do so, make you take these two steps:
* Do all the homework you can before the interview to uncover this person’s wants and needs (not the generalized needs of the industry or company)
* As early as you can in the interview, ask for a more complete description of what the position entails. You might say: “I have a number of accomplishments I’d like to tell you about, but I want to make the best use of our time together and talk directly to your needs. To help me do, that, could you tell me more about the most important priorities of this position? All I know is what I (heard from the recruiter, read in the classified ad, etc.)”
Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even more. Surprisingly, it’s usually this second or third question that unearths what the interviewer is most looking for.
You might ask simply, “And in addition to that?…” or, “Is there anything else you see as essential to success in this position?:
This process will not feel easy or natural at first, because it is easier simply to answer questions, but only if you uncover the employer’s wants and needs will your answers make the most sense. Practice asking these key questions before giving your answers, the process will feel more natural and you will be light years ahead of the other job candidates you’re competing with.
After uncovering what the employer is looking for, describe why the needs of this job bear striking parallels to tasks you’ve succeeded at before. Be sure to illustrate with specific examples of your responsibilities and especially your achievements, all of which are geared to present yourself as a perfect match for the needs he has just described.
2. What are your greatest strengths?
TRAPS:
This question seems like a softball lob, but be prepared. You don’t want to come across as egotistical or arrogant. Neither is this a time to be humble.
BEST ANSWER:
You know that your key strategy is to first uncover your interviewer’s greatest wants and needs before you answer questions. And from Question 1, you know how to do this.
Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements.
You should, have this list of your greatest strengths and corresponding examples from your achievements so well committed to memory that you can recite them cold after being shaken awake at 2:30AM.
Then, once you uncover your interviewer’s greatest wants and needs, you can choose those achievements from your list that best match up.
As a general guideline, the 10 most desirable traits that all employers love to see in their employees are:
1. A proven track record as an achiever…especially if your achievements match up with the employer’s greatest wants and needs.
2. Intelligence…management “savvy”.
3. Honesty…integrity…a decent human being.
4. Good fit with corporate culture…someone to feel comfortable with…a team player who meshes well with interviewer’s team.
5. Likeability…positive attitude…sense of humor.
6. Good communication skills.
7. Dedication…willingness to walk the extra mile to achieve excellence.
8. Definiteness of purpose…clear goals.
9. Enthusiasm…high level of motivation.
10. Confident…healthy…a leader.
3. What are your greatest weaknesses?
TRAPS:
Beware – this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an “A” for honesty, but an “F” for the interview.
PASSABLE ANSWER:
Disguise a strength as a weakness.
Example: “I sometimes push my people too hard. I like to work with a sense of urgency and everyone is not always on the same wavelength.”
Drawback: This strategy is better than admitting a flaw, but it’s so widely used, it is transparent to any experienced interviewer.
BEST ANSWER:
(and another reason it’s so important to get a thorough description of your interviewer’s needs before you answer questions): Assure the interviewer that you can think of nothing that would stand in the way of your performing in this position with excellence. Then, quickly review you strongest qualifications.
Example: “Nobody’s perfect, but based on what you’ve told me about this position, I believe I’ d make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well? Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.”
Alternate strategy (if you don’t yet know enough about the position to talk about such a perfect fit):
Instead of confessing a weakness, describe what you like most and like least, making sure that what you like most matches up with the most important qualification for success in the position, and what you like least is not essential.
Example: Let’s say you’re applying for a teaching position. “If given a choice, I like to spend as much time as possible in front of my prospects selling, as opposed to shuffling paperwork back at the office. Of course, I long ago learned the importance of filing paperwork properly, and I do it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager, this should be music to his ears.)
4. Tell me about something you did – or failed to do – that you now feel a little ashamed of.
TRAPS:
There are some questions your interviewer has no business asking, and this is one. But while you may feel like answering, “none of your business,” naturally you can’t. Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet.
Some unprepared candidates, flustered by this question, unburden themselves of guilt from their personal life or career, perhaps expressing regrets regarding a parent, spouse, child, etc. All such answers can be disastrous.
BEST ANSWER:
As with faults and weaknesses, never confess a regret. But don’t seem as if you’re stonewalling either.
Best strategy: Say you harbor no regrets, then add a principle or habit you practice regularly for healthy human relations.
Example: Pause for reflection, as if the question never occurred to you. Then say, “You know, I really can’t think of anything.” (Pause again, then add): “I would add that as a general management principle, I’ve found that the best way to avoid regrets is to avoid causing them in the first place. I practice one habit that helps me a great deal in this regard. At the end of each day, I mentally review the day’s events and conversations to take a second look at the people and developments I’m involved with and do a double check of what they’re likely to be feeling. Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a five minute chat in someone’s office to make sure we’re clear on things…whatever.”
“I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime. I’ve found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they’re striving for excellence rather than brooding over slights or regrets.”
5. Why are you leaving (or did you leave) this position?
TRAPS:
Never badmouth your previous industry, company, board, boss, staff, employees or customers. This rule is inviolable: never be negative. Any mud you hurl will only soil your suit.
Especially avoid words like “personality clash”, “didn’t get along”, or others which cast a shadow on your competence, integrity, or temperament.
BEST ANSWER:
(If you have a job presently)
If you’re not yet 100% committed to leaving your present post, don’t be afraid to say so. Since you have a job, you are in a stronger position than someone who does not. But don’t be coy either. State honestly what you’d be hoping to find in a new spot. Of course, as stated often before, you answer will all the stronger if you have already uncovered what this position is all about and you match your desires to it.
(If you do not presently have a job.)
Never lie about having been fired. It’s unethical – and too easily checked. But do try to deflect the reason from you personally. If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better.
But you should also do something totally unnatural that will demonstrate consummate professionalism. Even if it hurts , describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself.
Your stature will rise immensely and, most important of all, you will show you are healed from the wounds inflicted by the firing. You will enhance your image as first-class management material and stand head and shoulders above the legions of firing victims who, at the slightest provocation, zip open their shirts to expose their battle scars and decry the unfairness of it all.
For all prior positions:
Make sure you’ve prepared a brief reason for leaving. Best reasons: more money, opportunity, responsibility or growth.
6. The “Silent Treatment”
TRAPS:
Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview. Thank goodness most interviewers don’t employ it. It’s normally used by those determined to see how you respond under stress. Here’s how it works:
You answer an interviewer’s question and then, instead of asking another, he just stares at you in a deafening silence.
You wait, growing a bit uneasy, and there he sits, silent as Mt. Rushmore, as if he doesn’t believe what you’ve just said, or perhaps making you feel that you’ve unwittingly violated some cardinal rule of interview etiquette.
When you get this silent treatment after answering a particularly difficult question , such as “tell me about your weaknesses”, its intimidating effect can be most disquieting, even to polished job hunters.
Most unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortable silences as an invitation to clear up the previous answer which has obviously caused some problem. And that’s what they do – ramble on, sputtering more and more information, sometimes irrelevant and often damaging, because they are suddenly playing the role of someone who’s goofed and is now trying to recoup. But since the candidate doesn’t know where or how he goofed, he just keeps talking, showing how flustered and confused he is by the interviewer’s unmovable silence.
BEST ANSWER:
Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated. If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, “Is there anything else I can fill in on that point?” That’s all there is to it.
Whatever you do, don’t let the Silent Treatment intimidate you into talking a blue streak, because you could easily talk yourself out of the position.
7. Why should I hire you?
TRAPS:
Believe it or not, this is a killer question because so many candidates are unprepared for it. If you stammer or adlib you’ve blown it.
BEST ANSWER:
By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions. If you know the employer’s greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.
Whether your interviewer asks you this question explicitly or not, this is the most important question of your interview because he must answer this question favorably in is own mind before you will be hired. So help him out! Walk through each of the position’s requirements as you understand them, and follow each with a reason why you meet that requirement so well.
Example: “As I understand your needs, you are first and foremost looking for someone who can manage the sales and marketing of your book publishing division. As you’ve said you need someone with a strong background in trade book sales. This is where I’ve spent almost all of my career, so I’ve chalked up 18 years of experience exactly in this area. I believe that I know the right contacts, methods, principles, and successful management techniques as well as any person can in our industry.”
“You also need someone who can expand your book distribution channels. In my prior post, my innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I’m confident I can do the same for you.”
“You need someone to give a new shot in the arm to your mail order sales, someone who knows how to sell in space and direct mail media. Here, too, I believe I have exactly the experience you need. In the last five years, I’ve increased our mail order book sales from $600,000 to $2,800,000, and now we’re the country’s second leading marketer of scientific and medical books by mail.” Etc., etc., etc.,
Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown that runs up your score. IT is your best opportunity to outsell your competition.
8. Aren’t you overqualified for this position?
TRAPS:
The employer may be concerned that you’ll grow dissatisfied and leave.
BEST ANSWER:
As with any objection, don’t view this as a sign of imminent defeat. It’s an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks.
Example: “I recognize the job market for what it is – a marketplace. Like any marketplace, it’s subject to the laws of supply and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very tight. I understand and accept that.”
“I also believe that there could be very positive benefits for both of us in this match.”
“Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster than someone who’d have to be brought along more slowly.”
“There’s also the value of all the training and years of experience that other companies have invested tens of thousands of dollars to give me. You’d be getting all the value of that without having to pay an extra dime for it. With someone who has yet to acquire that experience, he’d have to gain it on your nickel.”
“I could also help you in many things they don’t teach at the Harvard Business School. For example…(how to hire, train, motivate, etc.) When it comes to knowing how to work well with people and getting the most out of them, there’s just no substitute for what you learn over many years of front-line experience. You company would gain all this, too.”
“From my side, there are strong benefits, as well. Right now, I am unemployed. I want to work, very much, and the position you have here is exactly what I love to do and am best at. I’ll be happy doing this work and that’s what matters most to me, a lot more that money or title.”
“Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a permanent spot at this point in my career. I also know that if I perform this job with excellence, other opportunities cannot help but open up for me right here. In time, I’ll find many other ways to help this company and in so doing, help myself. I really am looking to make a long-term commitment.”
NOTE: The main concern behind the “overqualified” question is that you will leave your new employer as soon as something better comes your way. Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him that you’re looking to stay for the long-term will help you overcome this objection.
9. Where do you see yourself five years from now?
TRAPS:
One reason interviewers ask this question is to see if you’re settling for this position, using it merely as a stopover until something better comes along. Or they could be trying to gauge your level of ambition. If you’re too specific, i.e., naming the promotions you someday hope to win, you’ll sound presumptuous. If you’re too vague, you’ll seem rudderless.
BEST ANSWER:
Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves.
Example: “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me. It’s always been that way in my career, and I’m confident I’ll have similar opportunities here.”
10. Describe your ideal company, location and job.
TRAPS:
This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand.
BEST ANSWER:
The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.
Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.
This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities.
If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas.
11. Why do you want to work at our company?
TRAPS:
This question tests whether you’ve done any homework about the firm. If you haven’t, you lose. If you have, you win big.
BEST ANSWER:
This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any interview.
Best sources for researching your target company: annual reports, the corporate newsletter, contacts you know at the company or its suppliers, advertisements, articles about the company in the trade press.
12. What are your career options right now?
TRAPS:
The interviewer is trying to find out, “How desperate are you?”
BEST ANSWER:
Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working, describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for something more (challenge, money, responsibility, etc.). Also mention that you’re seriously exploring opportunities with one or two other firms.
If you’re not working, you can talk about other employment possibilities you’re actually exploring. But do this with a light touch, speaking only in general terms. You don’t want to seem manipulative or coy.
13. Why have you been out of work so long?
TRAPS:
A tough question if you’ve been on the beach a long time. You don’t want to seem like damaged goods.
BEST ANSWER:
You want to emphasize factors which have prolonged your job search by your own choice.
Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”
“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial services, manufacturing, advertising, etc.) industry.”
“So between my being selective and the companies in our industry downsizing, the process has taken time. But in the end, I’m convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well worthwhile for both the company that hires me and myself.
14. Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…
TRAPS:
Skillfull interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position. DON’T
BEST ANSWER:
Remember the rule: Never be negative. Stress only the good points, no matter how charmingly you’re invited to be critical.
Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and whether you’ll criticize him behind his back if pressed to do so by someone in this own company. This question is your opportunity to demonstrate your loyalty to those you work with.
15. What good books have you read lately?
TRAPS:
As in all matters of your interview, never fake familiarity you don’t have. Yet you don’t want to seem like a dullard who hasn’t read a book since Tom Sawyer.
BEST ANSWER:
Unless you’re up for a position in academia or as book critic for The New York Times, you’re not expected to be a literary lion. But it wouldn’t hurt to have read a handful of the most recent and influential books in your profession and on management.
Consider it part of the work of your job search to read up on a few of these leading books. But make sure they are quality books that reflect favorably upon you, nothing that could even remotely be considered superficial. Finally, add a recently published bestselling work of fiction by a world-class author and you’ll pass this question with flying colors.
16. Tell me about a situation when your work was criticized.
TRAPS:
This is a tough question because it’s a more clever and subtle way to get you to admit to a weakness. You can’t dodge it by pretending you’ve never been criticized. Everybody has been. Yet it can be quite damaging to start admitting potential faults and failures that you’d just as soon leave buried.
This question is also intended to probe how well you accept criticism and direction.
BEST ANSWER:
Begin by emphasizing the extremely positive feedback you’ve gotten throughout your career and (if it’s true) that your performance reviews have been uniformly excellent.
Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor.
If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance. Add that you’ve learned from this, too, and over the past several years/months, it’s no longer an area of concern because you now make it a regular practice to…etc.
Another way to answer this question would be to describe your intention to broaden your master of an area of growing importance in your field. For example, this might be a computer program you’ve been meaning to sit down and learn… a new management technique you’ve read about…or perhaps attending a seminar on some cutting-edge branch of your profession.
Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to your already impressive knowledge base.
17. What are your outside interests?
TRAPS:
You want to be a well-rounded, not a drone. But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties.
BEST ANSWER:
Try to gauge how this company’s culture would look upon your favorite outside activities and be guided accordingly.
You can also use this question to shatter any stereotypes that could limit your chances. If you’re over 50, for example, describe your activities that demonstrate physical stamina. If you’re young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity.
But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.
18. The “Fatal Flaw” question
TRAPS:
If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc.
A fatal flaw question can be deadly, but usually only if you respond by being overly defensive.
BEST ANSWER:
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They’re part and parcel of the buyer’s anxiety. The key is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…
Whenever you come up against a fatal flaw question:
* Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes the buyer’s anxiety.)
* Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.
* Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.
Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place. You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.
Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.
19. How do you feel about reporting to a younger person (minority, woman, etc)?
TRAPS:
It’s a shame that some interviewers feel the need to ask this question, but many understand the reality that prejudices still exist among some job candidates, and it’s better to try to flush them out beforehand.
The trap here is that in today’s politically sensitized environment, even a well-intentioned answer can result in planting your foot neatly in your mouth. Avoid anything which smacks of a patronizing or an insensitive attitude, such as “I think they make terrific bosses” or “Hey, some of my best friends are…”
Of course, since almost anyone with an IQ above room temperature will at least try to steadfastly affirm the right answer here, your interviewer will be judging your sincerity most of all. “Do you really feel that way?” is what he or she will be wondering.
So you must make your answer believable and not just automatic. If the firm is wise enough to have promoted peopled on the basis of ability alone, they’re likely quite proud of it, and prefer to hire others who will wholeheartedly share their strong sense of fair play.
BEST ANSWER:
You greatly admire a company that hires and promotes on merit alone and you couldn’t agree more with that philosophy. The age (gender, race, etc.) of the person you report to would certainly make no difference to you.
Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That’s the best type of work environment you can hope to find.
20. On confidential matters…
TRAPS:
When an interviewer presses you to reveal confidential information about a present or former employer, you may feel it’s a no-win situation. If you cooperate, you could be judged untrustworthy. If you don’t, you may irritate the interviewer and seem obstinate, uncooperative or overly suspicious.
BEST ANSWER:
Your interviewer may press you for this information for two reasons.
First, many companies use interviews to research the competition. It’s a perfect set-up. Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc.
Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.
What to do? The answer here is easy. Never reveal anything truly confidential about a present or former employer. By all means, explain your reticence diplomatically. For example, “I certainly want to be as open as I can about that. But I also wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be able to trust any of your key people when talking with a competitor…”
And certainly you can allude to your finest achievements in specific ways that don’t reveal the combination to the company safe.
But be guided by the golden rule. If you were the owner of your present company, would you feel it ethically wrong for the information to be given to your competitors? If so, steadfastly refuse to reveal it.
Remember that this question pits your desire to be cooperative against your integrity. Faced with any such choice, always choose integrity. It is a far more valuable commodity than whatever information the company may pry from you. Moreover, once you surrender the information, your stock goes down. They will surely lose respect for you.
One President we know always presses candidates unmercifully for confidential information. If he doesn’t get it, he grows visibly annoyed, relentlessly inquisitive, It’s all an act. He couldn’t care less about the information. This is his way of testing the candidate’s moral fiber. Only those who hold fast are hired.
21. Would you lie for the company?
TRAPS:
This another question that pits two values against one another, in this case loyalty against integrity.
BEST ANSWER:
Try to avoid choosing between two values, giving a positive statement which covers all bases instead.
Example: “I would never do anything to hurt the company..”
If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.
22. Looking back, what would you do differently in your life?
TRAPS:
This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance.
You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided.
Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work.
BEST ANSWER:
Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.
Example: “It’s been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I wouldn’t change a thing.”
23. Could you have done better in your last job?
TRAPS:
This is no time for true confessions of major or even minor problems.
BEST ANSWER:
Again never be negative.
Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can’t think of anything of major consequence.”
(If more explanation seems necessary)
Describer a situation that didn’t suffer because of you but from external conditions beyond your control.
For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it. And we did learn from it…”
24. Can you work under pressure?
TRAPS:
An easy question, but you want to make your answer believable.
BEST ANSWER:
Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)
25. What makes you angry?
TRAPS:
You don’t want to come across either as a hothead or a wimp.
BEST ANSWER:
Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done about the company and its style can help in your choice of words.
Examples: If you are a reserved person and/or the corporate culture is coolly professional:
“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what’s expected, getting people’s commitment to those goals, and then following up continuously to check progress.”
“If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and follow up, someone isn’t getting the job done, I’ll want to know why. If there’s no good reason, then I’ll get impatient and angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state.”
If you are feisty by nature and/or the position calls for a tough straw boss.
“You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don’t pull their own weight, who are negative, people who lie…etc.”
26. Why aren’t you earning more money at this stage of your career?
TRAPS:
You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.
BEST ANSWER:
You like to make money, but other factors are even more important.
Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.
(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.
27. Who has inspired you in your life and why?
TRAPS:
The two traps here are unpreparedness and irrelevance. If you grope for an answer, it seems you’ve never been inspired. If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company.
BEST ANSWER:
Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who has been your mentor.
Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.
28. What was the toughest decision you ever had to make?
TRAPS:
Giving an unprepared or irrelevant answer.
BEST ANSWER:
Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.
29. Tell me about the most boring job you’ve ever had.
TRAPS:
You give a very memorable description of a very boring job. Result? You become associated with this boring job in the interviewer’s mind.
BEST ANSWER:
You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut.
Example: “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held. I’ve always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you’re bored, it’s probably because you’re not challenging yourself to tackle those problems right under your nose.”
30. Have you been absent from work more than a few days in any previous position?
TRAPS:
If you’ve had a problem, you can’t lie. You could easily be found out. Yet admitting an attendance problem could raise many flags.
BEST ANSWER:
If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.
Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.
If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it’s cause has been corrected.
To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career. Furthermore, I believe, consistent attendance is important because…” (Pick up the rest of the answer as outlined above.).
31. What changes would you make if you came on board?
TRAPS:
Watch out! This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired.
Reason: No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operation’s strengths, weaknesses key people, financial condition, methods of operation, etc. If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip.
Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider. No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody’s been for years.
BEST ANSWER:
You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.
Example: “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way. I’d like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and what could be improved.
“From what you’ve told me so far, the areas of greatest concern to you are…” (name them. Then do two things. First, ask if these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).
32. I’m concerned that you don’t have as much experience as we’d like in…
TRAPS:
This could be a make-or-break question. The interviewer mostly likes what he sees, but has doubts over one key area. If you can assure him on this point, the job may be yours.
BEST ANSWER:
This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area.
Before going into any interview, try to identify the weakest aspects of your candidacy from this company’s point of view. Then prepare the best answer you possible can to shore up your defenses.
To get past this question with flying colors, you are going to rely on your master strategy of uncovering the employer’s greatest wants and needs and then matching them with your strengths. Since you already know how to do this from Question 1, you are in a much stronger position.
More specifically, when the interviewer poses as objection like this, you should…
* Agree on the importance of this qualification.
* Explain that your strength may be indeed be greater than your resume indicates because…
* When this strength is added to your other strengths, it’s really your combination of qualifications that’s most important.
Then review the areas of your greatest strengths that match up most favorably with the company’s most urgently-felt wants and needs.
This is powerful way to handle this question for two reasons. First, you’re giving your interviewer more ammunition in the area of his concern. But more importantly, you’re shifting his focus away from this one, isolated area and putting it on the unique combination of strengths you offer, strengths which tie in perfectly with his greatest wants.
33. How do you feel about working nights and weekends?
TRAPS:
Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want?
BEST ANSWER:
First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.
If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the norm for your best people here?”
If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.
Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable, say so, but phrase your response positively.
Example: “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think you’ll find me one of the most productive people here.
I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would win.”
34. Are you willing to relocate or travel?
TRAPS:
Answer with a flat “no” and you may slam the door shut on this opportunity. But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?
BEST ANSWER:
First find out where you may have to relocate and how much travel may be involved. Then respond to the question.
If there’s no problem, say so enthusiastically.
If you do have a reservation, there are two schools of thought on how to handle it.
One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.
Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.
The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.
The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.
If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.
35. Do you have the stomach to fire people? Have you had experience firing many people?
TRAPS:
This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door. Why? Because its real intent is not just to see if you’ve got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many. Also, if you fire so often, you could be a tyrant.
So don’t rise to the bait by boasting how many you’ve fired, unless you’ve prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament.
BEST ANSWER:
Describe the rational and sensible management process you follow in both hiring and firing.
Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I’ve found you don’t have to fire very often.
“So with me, firing is a last resort. But when it’s got to be done, it’s got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there’s no other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their ways.”
36. Why have you had so many jobs?
TRAPS:
Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others.
BEST ANSWER:
First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job hopper.
Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of an overall pattern of growth and career destination.
Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to conditions beyond your control.
Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.
If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path. At this stage in your career, you’re certainly much more interested in the best long-term opportunity.
You might also cite the job(s) where you stayed the longest and describe that this type of situation is what you’re looking for now.
37. What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.
TRAPS:
These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture.
The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you’re coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company).
The most frequent mistake executives make in answering is simply not being prepared (seeming as if they’ve never giving any of this a though.)…or in phrasing an answer best suited to their prior organization’s culture instead of the hiring company’s.
BEST ANSWER:
Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm’s role, etc.
Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory.
Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.
38. What would you say to your boss if he’s crazy about an idea, but you think it stinks?
TRAPS:
This is another question that pits two values, in this case loyalty and honesty, against one another.
BEST ANSWER:
Remember the rule stated earlier: In any conflict between values, always choose integrity.
Example: I believe that when evaluating anything, it’s important to emphasize the positive. What do I like about this idea?”
“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”
“After all, the most important thing I owe my boss is honesty. If he can’t count on me for that, then everything else I may do or say could be questionable in his eyes.”
“But I also want to express my thoughts in a constructive way. So my goal in this case would be to see if my boss and I could make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have about it.”
“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it work as best it can.”
39. How could you have improved your career progress?
TRAPS:
This is another variation on the question, “If you could, how would you live your life over?” Remember, you’re not going to fall for any such invitations to rewrite person history. You can’t win if you do.
BEST ANSWER:
You’re generally quite happy with your career progress. Maybe, if you had known something earlier in life (impossible to know at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your last job), you might have moved in a certain direction sooner.
But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you harbor no regrets.
40. What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?
TRAPS:
This question and other hypothetical ones test your sense of human relations and how you might handle office politics.
BEST ANSWER:
Try to gauge the political style of the firm and be guided accordingly. In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance.
Example: “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution. If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don’t.”
40.1 POSSIBLE FOLLOW-UP QUESTION: And what would you do if he still did not change his ways?
ANSWER:
“One thing I wouldn’t do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent. I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.”
“I might add that I’ve never yet come across a situation that couldn’t be resolved by harnessing others in a determined, constructive effort.”
41. You’ve been with your firm a long time. Won’t it be hard switching to a new company?
TRAPS:
Your interviewer is worried that this old dog will find it hard to learn new tricks.
BEST ANSWER:
To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm. It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered.
As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.
To further assure the interviewer, describe the similarities between the new position and your prior one. Explain that you should be quite comfortable working there, since their needs and your skills make a perfect match.
42. May I contact your present employer for a reference?
TRAPS:
If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something?
BEST ANSWER:
Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.
Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.
43. Give me an example of your creativity (analytical skill…managing ability, etc.)
TRAPS:
The worst offense here is simply being unprepared. Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc.
BEST ANSWER:
Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue.
If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage.
44. Where could you use some improvement?
TRAPS:
Another tricky way to get you to admit weaknesses. Don’t fall for it.
BEST ANSWER:
Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fully over the next six months.
45. What do you worry about?
TRAPS:
Admit to worrying and you could sound like a loser. Saying you never worry doesn’t sound credible.
BEST ANSWER:
Redefine the word ‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning over in my mind anything that seems to be keeping me from achieving those goals, until I find a solution. That’s part of my tenacity, I suppose.”
46. How many hours a week do you normally work?
TRAPS:
You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.
BEST ANSWER:
If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled.
If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.
47. What’s the most difficult part of being a (job title)?
TRAPS:
Unless you phrase your answer properly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak.
BEST ANSWER:
First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be specific about those results.
Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager. I feel this is one area where I excel.”
“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly, the exceptional results you’ve achieved.).
48. The “Hypothetical Problem”
TRAPS:
Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?” Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.
BEST ANSWER:
Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.
Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.
49. What was the toughest challenge you’ve ever faced?
TRAPS:
Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career.
BEST ANSWER:
This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:
* A quality most important to the job at hand; or
* A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence, intelligence, etc.
50. Have you consider starting your own business?
TRAPS:
If you say “yes” and elaborate enthusiastically, you could be perceived as a loose cannon in a larger company, too entrepreneurial to make a good team player…or someone who had to settle for the corporate life because you couldn’t make a go of your own business.
Also too much enthusiasm in answering “yes” could rouse the paranoia of a small company indicating that you may plan to go out on your own soon, perhaps taking some key accounts or trade secrets with you.
On the other hand, if you answer “no, never” you could be perceived as a security-minded drone who never dreamed a big dream.
BEST ANSWER:Again it’s best to:
* Gauge this company’s corporate culture before answering and…
* Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open).
In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations. That’s where I have excelled and where I want to be.”
If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization. Sounds like the perfect environment to you.
In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future.
The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt.
Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position, the more believable you can make your case.
51. What are your goals?
TRAPS:
Not having any…or having only vague generalities, not highly specific goals.
BEST ANSWER:
Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so much). They like to hire in kind.
If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.
Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).
Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.
52. What do you for when you hire people?
TRAPS:
Being unprepared for the question.
BEST ANSWER:
Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any position.
* Can the person do the work (qualifications)?
* Will the person do the work (motivation)?
* Will the person fit in (“our kind of team player”)?
53. Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).
TRAPS:
Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill. Be ready.
BEST ANSWER:
Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.”
If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle. Here’s how:
“Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d first get to know everything I could about it, all its features and benefits.”
“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way to do that is by asking some questions. May I ask you a few questions?”
Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one? And in addition to that? Any other reason? Anything else?”
“And would you want such a stapler to be reliable?…Hold a good supply of staples?” (Ask more questions that point to the features this stapler has.)
Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for.
Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.”
NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about selling, he may give you a standing ovation.
54. “The Salary Question” – How much money do you want?
TRAPS:
May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.
BEST ANSWER:
For maximum salary negotiating power, remember these five guidelines:
* Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger.
* If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”
* The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this position pay?”
* Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.
* Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.
55. The Illegal Question
TRAPS:
Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job. You can’t even be asked about arrests, though you can be asked about convictions.
BEST ANSWER:
Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions.
You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had.
Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church.
Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without answering the question itself.
Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons…
Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every right to change your plans later. Get the job first and then enjoy all your options.)
Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.
56. The “Secret” Illegal Question
TRAPS:
Much more frequent than the Illegal question (see Question 55) is the secret illegal question. It’s secret because it’s asked only in the interviewer’s mind. Since it’s not even expressed to you, you have no way to respond to it, and it can there be most damaging.
Example: You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.
Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with someone like this?” But the interviewer never raises such questions because they’re illegal. So what can you do?
BEST ANSWER:
Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it. More than likely, he is going to come up with his own answer. So you might as well help him out.
How? Well, you obviously can’t respond to an illegal question if he hasn’t even asked. This may well offend him. And there’s always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.
So you can’t address “secret” illegal questions head-on. But what you can do is make sure there’s enough counterbalancing information to more than reassure him that there’s no problem in the area he may be doubtful about.
For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk. You know your condition has never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or ability to travel. Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle them well.
So, too, if you’re in any different from what passes for “normal”. Make sure, without in any way seeming defensive about yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken concern your interviewer may have.
57. What was the toughest part of your last job?
TRAPS:
This is slightly different from the question raised earlier, “What’s the most difficult part of being a (job title…)” because this asks what you personally have found most difficult in your last position. This question is more difficult to redefine into something positive. Your interviewer will assume that whatever you found toughest may give you a problem in your new position.
BEST ANSWER:
State that there was nothing in your prior position that you found overly difficult, and let your answer go at that. If pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are unimportant to the position at hand.
58. How do you define success…and how do you measure up to your own definition?
TRAPS:
Seems like an obvious enough question. Yet many executives, unprepared for it, fumble the ball.
BEST ANSWER:
Give a well-accepted definition of success that leads right into your own stellar collection of achievements.
Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”
“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)
59. “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?
TRAPS:
Obviously, these and other “opinion” questions should never be asked. Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news. If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer.
BEST ANSWER:
In all of these instances, just remember the tale about student and the wise old rabbi. The scene is a seminary, where an overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death. But no matter how hard he presses, the wise old rabbi will only answer each difficult question with a question of his own.
In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?” To which the rabbi responds, “And why not?”
If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented. It throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you time to think of your answer or, even better, your next question!
In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to dissipate any pressure to give your opinion. But if your interviewer again presses you for an opinion, you can ask another question.
Or you could assert a generality that almost everyone would agree with. For example, if your interviewer is complaining about politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it hard to find any politicians I like these days.”
(Of course, your best question of all may be whether you want to work for someone opinionated.)
60. If you won $10 million lottery, would you still work?
TRAPS:
Your totally honest response might be, “Hell, no, are you serious?” That might be so, but any answer which shows you as fleeing work if given the chance could make you seem lazy. On the other hand, if you answer, “Oh, I’d want to keep doing exactly what I am doing, only doing it for your firm,” you could easily inspire your interviewer to silently mutter to himself, “Yeah, sure. Gimme a break.”
BEST ANSWER:
This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do. Your best answer will focus on your positive feelings.
Example: “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful work are essential to a happy, productive life. After all, if money alone bought happiness, then all rich people would be all happy, and that’s not true.
“I love the work I do, and I think I’d always want to be involved in my career in some fashion. Winning the lottery would make it more fun because it would mean having more flexibility, more options…who knows?”
“Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me, meaning good old reliable hard work and a desire to achieve. I think those qualities have built many more fortunes that all the lotteries put together.”
61. Looking back on your last position, have you done your best work?
TRAPS:
Tricky question. Answer “absolutely” and it can seem like your best work is behind you. Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all.
BEST ANSWER:
To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors. Then, recap those factors, highlighting your strongest qualifications.
62. Why should I hire you from the outside when I could promote someone from within?
TRAPS:
This question isn’t as aggressive as it sounds. It represents the interviewer’s own dilemma over this common problem. He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter.
BEST ANSWER:
Help him see the qualifications that only you can offer.
Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside.
“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”
63. Tell me something negative you’ve heard about our company…
TRAPS:
This is a common fishing expedition to see what the industry grapevine may be saying about the company. But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm. It can only hurt your chances and sidetrack the interviewer from getting sold on you.
BEST ANSWER:
Just remember the rule – never be negative – and you’ll handle this one just fine.
64. On a scale of one to ten, rate me as an interviewer.
TRAPS:
Give a perfect “10,” and you’ll seem too easy to please. Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you.
BEST ANSWER:
Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your positivism.
However, don’t give a numerical rating. Simply praise whatever interview style he’s been using.
If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”
If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.”
In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.
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HR Interview questions for Generalist HR Job
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General Guidelines in Answering Interview Questions
Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you’ll do much better. Remember also that it’s difficult for the interviewer as well.
In general, be upbeat and positive. Never be negative.
Rehearse your answers and time them. Never talk for more than 2 minutes straight.
Don’t try to memorize answers word for word. Use the answers shown here as a guide only, and don’t be afraid to include your own thoughts and words. To help you remember key concepts, jot down and review a few key words for each answer. Rehearse your answers frequently, and they will come to you naturally in interviews.
As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is what we call: “The Greatest Executive Job Finding Secret.” And that is…
Find out what people want, than show them how you can help them get it.
Find out what an employer wants most in his or her ideal candidate, then show how you meet those qualifications.
In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before you know what to emphasize in your answers, you must find out what the buyer is buying… what he is looking for. And the best way to do that is to ask a few questions yourself.
You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out your qualifications, you must get some idea of what the employer wants most. Once you know what he wants, you can then present your qualifications as the perfect “key” that fits the “lock” of that position.
1. Other important interview strategies:
2. Turn weaknesses into strengths (You’ll see how to do this in a few moments.)
3. Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.
As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, but to sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic, “can do” people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.
Be honest…never lie.
Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don’t be like the 95% of humanity who say they will follow up on something, but never do.
1. Tell me about yourself.
TRAPS:
Beware, about 80% of all interviews begin with this “innocent” question. Many candidates, unprepared for the question, skewer themselves by rambling, recapping their life story, delving into ancient work history or personal matters.
BEST ANSWER:
Start with the present and tell why you are well qualified for the position. Remember that the key to all successful interviewing is to match your qualifications to what the interviewer is looking for. In other words you must sell what the buyer is buying. This is the single most important strategy in job hunting.
So, before you answer this or any question it’s imperative that you try to uncover your interviewer’s greatest need, want, problem or goal.
To do so, make you take these two steps:
* Do all the homework you can before the interview to uncover this person’s wants and needs (not the generalized needs of the industry or company)
* As early as you can in the interview, ask for a more complete description of what the position entails. You might say: “I have a number of accomplishments I’d like to tell you about, but I want to make the best use of our time together and talk directly to your needs. To help me do, that, could you tell me more about the most important priorities of this position? All I know is what I (heard from the recruiter, read in the classified ad, etc.)”
Then, ALWAYS follow-up with a second and possibly, third question, to draw out his needs even more. Surprisingly, it’s usually this second or third question that unearths what the interviewer is most looking for.
You might ask simply, “And in addition to that?…” or, “Is there anything else you see as essential to success in this position?:
This process will not feel easy or natural at first, because it is easier simply to answer questions, but only if you uncover the employer’s wants and needs will your answers make the most sense. Practice asking these key questions before giving your answers, the process will feel more natural and you will be light years ahead of the other job candidates you’re competing with.
After uncovering what the employer is looking for, describe why the needs of this job bear striking parallels to tasks you’ve succeeded at before. Be sure to illustrate with specific examples of your responsibilities and especially your achievements, all of which are geared to present yourself as a perfect match for the needs he has just described.
2. What are your greatest strengths?
TRAPS:
This question seems like a softball lob, but be prepared. You don’t want to come across as egotistical or arrogant. Neither is this a time to be humble.
BEST ANSWER:
You know that your key strategy is to first uncover your interviewer’s greatest wants and needs before you answer questions. And from Question 1, you know how to do this.
Prior to any interview, you should have a list mentally prepared of your greatest strengths. You should also have, a specific example or two, which illustrates each strength, an example chosen from your most recent and most impressive achievements.
You should, have this list of your greatest strengths and corresponding examples from your achievements so well committed to memory that you can recite them cold after being shaken awake at 2:30AM.
Then, once you uncover your interviewer’s greatest wants and needs, you can choose those achievements from your list that best match up.
As a general guideline, the 10 most desirable traits that all employers love to see in their employees are:
1. A proven track record as an achiever…especially if your achievements match up with the employer’s greatest wants and needs.
2. Intelligence…management “savvy”.
3. Honesty…integrity…a decent human being.
4. Good fit with corporate culture…someone to feel comfortable with…a team player who meshes well with interviewer’s team.
5. Likeability…positive attitude…sense of humor.
6. Good communication skills.
7. Dedication…willingness to walk the extra mile to achieve excellence.
8. Definiteness of purpose…clear goals.
9. Enthusiasm…high level of motivation.
10. Confident…healthy…a leader.
3. What are your greatest weaknesses?
TRAPS:
Beware – this is an eliminator question, designed to shorten the candidate list. Any admission of a weakness or fault will earn you an “A” for honesty, but an “F” for the interview.
PASSABLE ANSWER:
Disguise a strength as a weakness.
Example: “I sometimes push my people too hard. I like to work with a sense of urgency and everyone is not always on the same wavelength.”
Drawback: This strategy is better than admitting a flaw, but it’s so widely used, it is transparent to any experienced interviewer.
BEST ANSWER:
(and another reason it’s so important to get a thorough description of your interviewer’s needs before you answer questions): Assure the interviewer that you can think of nothing that would stand in the way of your performing in this position with excellence. Then, quickly review you strongest qualifications.
Example: “Nobody’s perfect, but based on what you’ve told me about this position, I believe I’ d make an outstanding match. I know that when I hire people, I look for two things most of all. Do they have the qualifications to do the job well, and the motivation to do it well? Everything in my background shows I have both the qualifications and a strong desire to achieve excellence in whatever I take on. So I can say in all honesty that I see nothing that would cause you even a small concern about my ability or my strong desire to perform this job with excellence.”
Alternate strategy (if you don’t yet know enough about the position to talk about such a perfect fit):
Instead of confessing a weakness, describe what you like most and like least, making sure that what you like most matches up with the most important qualification for success in the position, and what you like least is not essential.
Example: Let’s say you’re applying for a teaching position. “If given a choice, I like to spend as much time as possible in front of my prospects selling, as opposed to shuffling paperwork back at the office. Of course, I long ago learned the importance of filing paperwork properly, and I do it conscientiously. But what I really love to do is sell (if your interviewer were a sales manager, this should be music to his ears.)
4. Tell me about something you did – or failed to do – that you now feel a little ashamed of.
TRAPS:
There are some questions your interviewer has no business asking, and this is one. But while you may feel like answering, “none of your business,” naturally you can’t. Some interviewers ask this question on the chance you admit to something, but if not, at least they’ll see how you think on your feet.
Some unprepared candidates, flustered by this question, unburden themselves of guilt from their personal life or career, perhaps expressing regrets regarding a parent, spouse, child, etc. All such answers can be disastrous.
BEST ANSWER:
As with faults and weaknesses, never confess a regret. But don’t seem as if you’re stonewalling either.
Best strategy: Say you harbor no regrets, then add a principle or habit you practice regularly for healthy human relations.
Example: Pause for reflection, as if the question never occurred to you. Then say, “You know, I really can’t think of anything.” (Pause again, then add): “I would add that as a general management principle, I’ve found that the best way to avoid regrets is to avoid causing them in the first place. I practice one habit that helps me a great deal in this regard. At the end of each day, I mentally review the day’s events and conversations to take a second look at the people and developments I’m involved with and do a double check of what they’re likely to be feeling. Sometimes I’ll see things that do need more follow-up, whether a pat on the back, or maybe a five minute chat in someone’s office to make sure we’re clear on things…whatever.”
“I also like to make each person feel like a member of an elite team, like the Boston Celtics or LA Lakers in their prime. I’ve found that if you let each team member know you expect excellence in their performance…if you work hard to set an example yourself…and if you let people know you appreciate and respect their feelings, you wind up with a highly motivated group, a team that’s having fun at work because they’re striving for excellence rather than brooding over slights or regrets.”
5. Why are you leaving (or did you leave) this position?
TRAPS:
Never badmouth your previous industry, company, board, boss, staff, employees or customers. This rule is inviolable: never be negative. Any mud you hurl will only soil your suit.
Especially avoid words like “personality clash”, “didn’t get along”, or others which cast a shadow on your competence, integrity, or temperament.
BEST ANSWER:
(If you have a job presently)
If you’re not yet 100% committed to leaving your present post, don’t be afraid to say so. Since you have a job, you are in a stronger position than someone who does not. But don’t be coy either. State honestly what you’d be hoping to find in a new spot. Of course, as stated often before, you answer will all the stronger if you have already uncovered what this position is all about and you match your desires to it.
(If you do not presently have a job.)
Never lie about having been fired. It’s unethical – and too easily checked. But do try to deflect the reason from you personally. If your firing was the result of a takeover, merger, division wide layoff, etc., so much the better.
But you should also do something totally unnatural that will demonstrate consummate professionalism. Even if it hurts , describe your own firing – candidly, succinctly and without a trace of bitterness – from the company’s point-of-view, indicating that you could understand why it happened and you might have made the same decision yourself.
Your stature will rise immensely and, most important of all, you will show you are healed from the wounds inflicted by the firing. You will enhance your image as first-class management material and stand head and shoulders above the legions of firing victims who, at the slightest provocation, zip open their shirts to expose their battle scars and decry the unfairness of it all.
For all prior positions:
Make sure you’ve prepared a brief reason for leaving. Best reasons: more money, opportunity, responsibility or growth.
6. The “Silent Treatment”
TRAPS:
Beware – if you are unprepared for this question, you will probably not handle it right and possibly blow the interview. Thank goodness most interviewers don’t employ it. It’s normally used by those determined to see how you respond under stress. Here’s how it works:
You answer an interviewer’s question and then, instead of asking another, he just stares at you in a deafening silence.
You wait, growing a bit uneasy, and there he sits, silent as Mt. Rushmore, as if he doesn’t believe what you’ve just said, or perhaps making you feel that you’ve unwittingly violated some cardinal rule of interview etiquette.
When you get this silent treatment after answering a particularly difficult question , such as “tell me about your weaknesses”, its intimidating effect can be most disquieting, even to polished job hunters.
Most unprepared candidates rush in to fill the void of silence, viewing prolonged, uncomfortable silences as an invitation to clear up the previous answer which has obviously caused some problem. And that’s what they do – ramble on, sputtering more and more information, sometimes irrelevant and often damaging, because they are suddenly playing the role of someone who’s goofed and is now trying to recoup. But since the candidate doesn’t know where or how he goofed, he just keeps talking, showing how flustered and confused he is by the interviewer’s unmovable silence.
BEST ANSWER:
Like a primitive tribal mask, the Silent Treatment loses all it power to frighten you once you refuse to be intimidated. If your interviewer pulls it, keep quiet yourself for a while and then ask, with sincere politeness and not a trace of sarcasm, “Is there anything else I can fill in on that point?” That’s all there is to it.
Whatever you do, don’t let the Silent Treatment intimidate you into talking a blue streak, because you could easily talk yourself out of the position.
7. Why should I hire you?
TRAPS:
Believe it or not, this is a killer question because so many candidates are unprepared for it. If you stammer or adlib you’ve blown it.
BEST ANSWER:
By now you can see how critical it is to apply the overall strategy of uncovering the employer’s needs before you answer questions. If you know the employer’s greatest needs and desires, this question will give you a big leg up over other candidates because you will give him better reasons for hiring you than anyone else is likely to…reasons tied directly to his needs.
Whether your interviewer asks you this question explicitly or not, this is the most important question of your interview because he must answer this question favorably in is own mind before you will be hired. So help him out! Walk through each of the position’s requirements as you understand them, and follow each with a reason why you meet that requirement so well.
Example: “As I understand your needs, you are first and foremost looking for someone who can manage the sales and marketing of your book publishing division. As you’ve said you need someone with a strong background in trade book sales. This is where I’ve spent almost all of my career, so I’ve chalked up 18 years of experience exactly in this area. I believe that I know the right contacts, methods, principles, and successful management techniques as well as any person can in our industry.”
“You also need someone who can expand your book distribution channels. In my prior post, my innovative promotional ideas doubled, then tripled, the number of outlets selling our books. I’m confident I can do the same for you.”
“You need someone to give a new shot in the arm to your mail order sales, someone who knows how to sell in space and direct mail media. Here, too, I believe I have exactly the experience you need. In the last five years, I’ve increased our mail order book sales from $600,000 to $2,800,000, and now we’re the country’s second leading marketer of scientific and medical books by mail.” Etc., etc., etc.,
Every one of these selling “couplets” (his need matched by your qualifications) is a touchdown that runs up your score. IT is your best opportunity to outsell your competition.
8. Aren’t you overqualified for this position?
TRAPS:
The employer may be concerned that you’ll grow dissatisfied and leave.
BEST ANSWER:
As with any objection, don’t view this as a sign of imminent defeat. It’s an invitation to teach the interviewer a new way to think about this situation, seeing advantages instead of drawbacks.
Example: “I recognize the job market for what it is – a marketplace. Like any marketplace, it’s subject to the laws of supply and demand. So ‘overqualified’ can be a relative term, depending on how tight the job market is. And right now, it’s very tight. I understand and accept that.”
“I also believe that there could be very positive benefits for both of us in this match.”
“Because of my unusually strong experience in ________________ , I could start to contribute right away, perhaps much faster than someone who’d have to be brought along more slowly.”
“There’s also the value of all the training and years of experience that other companies have invested tens of thousands of dollars to give me. You’d be getting all the value of that without having to pay an extra dime for it. With someone who has yet to acquire that experience, he’d have to gain it on your nickel.”
“I could also help you in many things they don’t teach at the Harvard Business School. For example…(how to hire, train, motivate, etc.) When it comes to knowing how to work well with people and getting the most out of them, there’s just no substitute for what you learn over many years of front-line experience. You company would gain all this, too.”
“From my side, there are strong benefits, as well. Right now, I am unemployed. I want to work, very much, and the position you have here is exactly what I love to do and am best at. I’ll be happy doing this work and that’s what matters most to me, a lot more that money or title.”
“Most important, I’m looking to make a long term commitment in my career now. I’ve had enough of job-hunting and want a permanent spot at this point in my career. I also know that if I perform this job with excellence, other opportunities cannot help but open up for me right here. In time, I’ll find many other ways to help this company and in so doing, help myself. I really am looking to make a long-term commitment.”
NOTE: The main concern behind the “overqualified” question is that you will leave your new employer as soon as something better comes your way. Anything you can say to demonstrate the sincerity of your commitment to the employer and reassure him that you’re looking to stay for the long-term will help you overcome this objection.
9. Where do you see yourself five years from now?
TRAPS:
One reason interviewers ask this question is to see if you’re settling for this position, using it merely as a stopover until something better comes along. Or they could be trying to gauge your level of ambition. If you’re too specific, i.e., naming the promotions you someday hope to win, you’ll sound presumptuous. If you’re too vague, you’ll seem rudderless.
BEST ANSWER:
Reassure your interviewer that you’re looking to make a long-term commitment…that this position entails exactly what you’re looking to do and what you do extremely well. As for your future, you believe that if you perform each job at hand with excellence, future opportunities will take care of themselves.
Example: “I am definitely interested in making a long-term commitment to my next position. Judging by what you’ve told me about this position, it’s exactly what I’m looking for and what I am very well qualified to do. In terms of my future career path, I’m confident that if I do my work with excellence, opportunities will inevitable open up for me. It’s always been that way in my career, and I’m confident I’ll have similar opportunities here.”
10. Describe your ideal company, location and job.
TRAPS:
This is often asked by an experienced interviewer who thinks you may be overqualified, but knows better than to show his hand by posing his objection directly. So he’ll use this question instead, which often gets a candidate to reveal that, indeed, he or she is looking for something other than the position at hand.
BEST ANSWER:
The only right answer is to describe what this company is offering, being sure to make your answer believable with specific reasons, stated with sincerity, why each quality represented by this opportunity is attractive to you.
Remember that if you’re coming from a company that’s the leader in its field or from a glamorous or much admired company, industry, city or position, your interviewer and his company may well have an “Avis” complex. That is, they may feel a bit defensive about being “second best” to the place you’re coming from, worried that you may consider them bush league.
This anxiety could well be there even though you’ve done nothing to inspire it. You must go out of your way to assuage such anxiety, even if it’s not expressed, by putting their virtues high on the list of exactly what you’re looking for, providing credible reason for wanting these qualities.
If you do not express genuine enthusiasm for the firm, its culture, location, industry, etc., you may fail to answer this “Avis” complex objection and, as a result, leave the interviewer suspecting that a hot shot like you, coming from a Fortune 500 company in New York, just wouldn’t be happy at an unknown manufacturer based in Topeka, Kansas.
11. Why do you want to work at our company?
TRAPS:
This question tests whether you’ve done any homework about the firm. If you haven’t, you lose. If you have, you win big.
BEST ANSWER:
This question is your opportunity to hit the ball out of the park, thanks to the in-depth research you should do before any interview.
Best sources for researching your target company: annual reports, the corporate newsletter, contacts you know at the company or its suppliers, advertisements, articles about the company in the trade press.
12. What are your career options right now?
TRAPS:
The interviewer is trying to find out, “How desperate are you?”
BEST ANSWER:
Prepare for this question by thinking of how you can position yourself as a desired commodity. If you are still working, describe the possibilities at your present firm and why, though you’re greatly appreciated there, you’re looking for something more (challenge, money, responsibility, etc.). Also mention that you’re seriously exploring opportunities with one or two other firms.
If you’re not working, you can talk about other employment possibilities you’re actually exploring. But do this with a light touch, speaking only in general terms. You don’t want to seem manipulative or coy.
13. Why have you been out of work so long?
TRAPS:
A tough question if you’ve been on the beach a long time. You don’t want to seem like damaged goods.
BEST ANSWER:
You want to emphasize factors which have prolonged your job search by your own choice.
Example: “After my job was terminated, I made a conscious decision not to jump on the first opportunities to come along. In my life, I’ve found out that you can always turn a negative into a positive IF you try hard enough. This is what I determined to do. I decided to take whatever time I needed to think through what I do best, what I most want to do, where I’d like to do it…and then identify those companies that could offer such an opportunity.”
“Also, in all honesty, you have to factor in the recession (consolidation, stabilization, etc.) in the (banking, financial services, manufacturing, advertising, etc.) industry.”
“So between my being selective and the companies in our industry downsizing, the process has taken time. But in the end, I’m convinced that when I do find the right match, all that careful evaluation from both sides of the desk will have been well worthwhile for both the company that hires me and myself.
14. Tell me honestly about the strong points and weak points of your boss (company, management team, etc.)…
TRAPS:
Skillfull interviewers sometimes make it almost irresistible to open up and air a little dirty laundry from your previous position. DON’T
BEST ANSWER:
Remember the rule: Never be negative. Stress only the good points, no matter how charmingly you’re invited to be critical.
Your interviewer doesn’t care a whit about your previous boss. He wants to find out how loyal and positive you are, and whether you’ll criticize him behind his back if pressed to do so by someone in this own company. This question is your opportunity to demonstrate your loyalty to those you work with.
15. What good books have you read lately?
TRAPS:
As in all matters of your interview, never fake familiarity you don’t have. Yet you don’t want to seem like a dullard who hasn’t read a book since Tom Sawyer.
BEST ANSWER:
Unless you’re up for a position in academia or as book critic for The New York Times, you’re not expected to be a literary lion. But it wouldn’t hurt to have read a handful of the most recent and influential books in your profession and on management.
Consider it part of the work of your job search to read up on a few of these leading books. But make sure they are quality books that reflect favorably upon you, nothing that could even remotely be considered superficial. Finally, add a recently published bestselling work of fiction by a world-class author and you’ll pass this question with flying colors.
16. Tell me about a situation when your work was criticized.
TRAPS:
This is a tough question because it’s a more clever and subtle way to get you to admit to a weakness. You can’t dodge it by pretending you’ve never been criticized. Everybody has been. Yet it can be quite damaging to start admitting potential faults and failures that you’d just as soon leave buried.
This question is also intended to probe how well you accept criticism and direction.
BEST ANSWER:
Begin by emphasizing the extremely positive feedback you’ve gotten throughout your career and (if it’s true) that your performance reviews have been uniformly excellent.
Of course, no one is perfect and you always welcome suggestions on how to improve your performance. Then, give an example of a not-too-damaging learning experience from early in your career and relate the ways this lesson has since helped you. This demonstrates that you learned from the experience and the lesson is now one of the strongest breastplates in your suit of armor.
If you are pressed for a criticism from a recent position, choose something fairly trivial that in no way is essential to your successful performance. Add that you’ve learned from this, too, and over the past several years/months, it’s no longer an area of concern because you now make it a regular practice to…etc.
Another way to answer this question would be to describe your intention to broaden your master of an area of growing importance in your field. For example, this might be a computer program you’ve been meaning to sit down and learn… a new management technique you’ve read about…or perhaps attending a seminar on some cutting-edge branch of your profession.
Again, the key is to focus on something not essential to your brilliant performance but which adds yet another dimension to your already impressive knowledge base.
17. What are your outside interests?
TRAPS:
You want to be a well-rounded, not a drone. But your potential employer would be even more turned off if he suspects that your heavy extracurricular load will interfere with your commitment to your work duties.
BEST ANSWER:
Try to gauge how this company’s culture would look upon your favorite outside activities and be guided accordingly.
You can also use this question to shatter any stereotypes that could limit your chances. If you’re over 50, for example, describe your activities that demonstrate physical stamina. If you’re young, mention an activity that connotes wisdom and institutional trust, such as serving on the board of a popular charity.
But above all, remember that your employer is hiring your for what you can do for him, not your family, yourself or outside organizations, no matter how admirable those activities may be.
18. The “Fatal Flaw” question
TRAPS:
If an interviewer has read your resume carefully, he may try to zero in on a “fatal flaw” of your candidacy, perhaps that you don’t have a college degree…you’ve been out of the job market for some time…you never earned your CPA, etc.
A fatal flaw question can be deadly, but usually only if you respond by being overly defensive.
BEST ANSWER:
As every master salesperson knows, you will encounter objections (whether stated or merely thought) in every sale. They’re part and parcel of the buyer’s anxiety. The key is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…
Whenever you come up against a fatal flaw question:
* Be completely honest, open and straightforward about admitting the shortcoming. (Showing you have nothing to hide diminishes the buyer’s anxiety.)
* Do not apologize or try to explain it away. You know that this supposed flaw is nothing to be concerned about, and this is the attitude you want your interviewer to adopt as well.
* Add that as desirable as such a qualification might be, its lack has made you work all the harder throughout your career and has not prevented you from compiling an outstanding tack record of achievements. You might even give examples of how, through a relentless commitment to excellence, you have consistently outperformed those who do have this qualification.
Of course, the ultimate way to handle “fatal flaw” questions is to prevent them from arising in the first place. You will do that by following the master strategy described in Question 1, i.e., uncovering the employers needs and them matching your qualifications to those needs.
Once you’ve gotten the employer to start talking about his most urgently-felt wants and goals for the position, and then help him see in step-by-step fashion how perfectly your background and achievements match up with those needs, you’re going to have one very enthusiastic interviewer on your hands, one who is no longer looking for “fatal flaws”.
19. How do you feel about reporting to a younger person (minority, woman, etc)?
TRAPS:
It’s a shame that some interviewers feel the need to ask this question, but many understand the reality that prejudices still exist among some job candidates, and it’s better to try to flush them out beforehand.
The trap here is that in today’s politically sensitized environment, even a well-intentioned answer can result in planting your foot neatly in your mouth. Avoid anything which smacks of a patronizing or an insensitive attitude, such as “I think they make terrific bosses” or “Hey, some of my best friends are…”
Of course, since almost anyone with an IQ above room temperature will at least try to steadfastly affirm the right answer here, your interviewer will be judging your sincerity most of all. “Do you really feel that way?” is what he or she will be wondering.
So you must make your answer believable and not just automatic. If the firm is wise enough to have promoted peopled on the basis of ability alone, they’re likely quite proud of it, and prefer to hire others who will wholeheartedly share their strong sense of fair play.
BEST ANSWER:
You greatly admire a company that hires and promotes on merit alone and you couldn’t agree more with that philosophy. The age (gender, race, etc.) of the person you report to would certainly make no difference to you.
Whoever has that position has obviously earned it and knows their job well. Both the person and the position are fully deserving of respect. You believe that all people in a company, from the receptionist to the Chairman, work best when their abilities, efforts and feelings are respected and rewarded fairly, and that includes you. That’s the best type of work environment you can hope to find.
20. On confidential matters…
TRAPS:
When an interviewer presses you to reveal confidential information about a present or former employer, you may feel it’s a no-win situation. If you cooperate, you could be judged untrustworthy. If you don’t, you may irritate the interviewer and seem obstinate, uncooperative or overly suspicious.
BEST ANSWER:
Your interviewer may press you for this information for two reasons.
First, many companies use interviews to research the competition. It’s a perfect set-up. Here in their own lair, is an insider from the enemy camp who can reveal prized information on the competition’s plans, research, financial condition, etc.
Second, the company may be testing your integrity to see if you can be cajoled or bullied into revealing confidential data.
What to do? The answer here is easy. Never reveal anything truly confidential about a present or former employer. By all means, explain your reticence diplomatically. For example, “I certainly want to be as open as I can about that. But I also wish to respect the rights of those who have trusted me with their most sensitive information, just as you would hope to be able to trust any of your key people when talking with a competitor…”
And certainly you can allude to your finest achievements in specific ways that don’t reveal the combination to the company safe.
But be guided by the golden rule. If you were the owner of your present company, would you feel it ethically wrong for the information to be given to your competitors? If so, steadfastly refuse to reveal it.
Remember that this question pits your desire to be cooperative against your integrity. Faced with any such choice, always choose integrity. It is a far more valuable commodity than whatever information the company may pry from you. Moreover, once you surrender the information, your stock goes down. They will surely lose respect for you.
One President we know always presses candidates unmercifully for confidential information. If he doesn’t get it, he grows visibly annoyed, relentlessly inquisitive, It’s all an act. He couldn’t care less about the information. This is his way of testing the candidate’s moral fiber. Only those who hold fast are hired.
21. Would you lie for the company?
TRAPS:
This another question that pits two values against one another, in this case loyalty against integrity.
BEST ANSWER:
Try to avoid choosing between two values, giving a positive statement which covers all bases instead.
Example: “I would never do anything to hurt the company..”
If aggressively pressed to choose between two competing values, always choose personal integrity. It is the most prized of all values.
22. Looking back, what would you do differently in your life?
TRAPS:
This question is usually asked to uncover any life-influencing mistakes, regrets, disappointments or problems that may continue to affect your personality and performance.
You do not want to give the interviewer anything negative to remember you by, such as some great personal or career disappointment, even long ago, that you wish could have been avoided.
Nor do you wish to give any answer which may hint that your whole heart and soul will not be in your work.
BEST ANSWER:
Indicate that you are a happy, fulfilled, optimistic person and that, in general, you wouldn’t change a thing.
Example: “It’s been a good life, rich in learning and experience, and the best it yet to come. Every experience in life is a lesson it its own way. I wouldn’t change a thing.”
23. Could you have done better in your last job?
TRAPS:
This is no time for true confessions of major or even minor problems.
BEST ANSWER:
Again never be negative.
Example: “I suppose with the benefit of hindsight you can always find things to do better, of course, but off the top of my head, I can’t think of anything of major consequence.”
(If more explanation seems necessary)
Describer a situation that didn’t suffer because of you but from external conditions beyond your control.
For example, describe the disappointment you felt with a test campaign, new product launch, merger, etc., which looked promising at first, but led to underwhelming results. “I wish we could have known at the start what we later found out (about the economy turning, the marketplace changing, etc.), but since we couldn’t, we just had to go for it. And we did learn from it…”
24. Can you work under pressure?
TRAPS:
An easy question, but you want to make your answer believable.
BEST ANSWER:
Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)
25. What makes you angry?
TRAPS:
You don’t want to come across either as a hothead or a wimp.
BEST ANSWER:
Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done about the company and its style can help in your choice of words.
Examples: If you are a reserved person and/or the corporate culture is coolly professional:
“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what’s expected, getting people’s commitment to those goals, and then following up continuously to check progress.”
“If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and follow up, someone isn’t getting the job done, I’ll want to know why. If there’s no good reason, then I’ll get impatient and angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state.”
If you are feisty by nature and/or the position calls for a tough straw boss.
“You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don’t pull their own weight, who are negative, people who lie…etc.”
26. Why aren’t you earning more money at this stage of your career?
TRAPS:
You don’t want to give the impression that money is not important to you, yet you want to explain why your salary may be a little below industry standards.
BEST ANSWER:
You like to make money, but other factors are even more important.
Example: “Making money is very important to me, and one reason I’m here is because I’m looking to make more. Throughout my career, what’s been even more important to me is doing work I really like to do at the kind of company I like and respect.
(Then be prepared to be specific about what your ideal position and company would be like, matching them as closely as possible to the opportunity at hand.
27. Who has inspired you in your life and why?
TRAPS:
The two traps here are unpreparedness and irrelevance. If you grope for an answer, it seems you’ve never been inspired. If you ramble about your high school basketball coach, you’ve wasted an opportunity to present qualities of great value to the company.
BEST ANSWER:
Have a few heroes in mind, from your mental “Board of Directors” – Leaders in your industry, from history or anyone else who has been your mentor.
Be prepared to give examples of how their words, actions or teachings have helped inspire your achievements. As always, prepare an answer which highlights qualities that would be highly valuable in the position you are seeking.
28. What was the toughest decision you ever had to make?
TRAPS:
Giving an unprepared or irrelevant answer.
BEST ANSWER:
Be prepared with a good example, explaining why the decision was difficult…the process you followed in reaching it…the courageous or effective way you carried it out…and the beneficial results.
29. Tell me about the most boring job you’ve ever had.
TRAPS:
You give a very memorable description of a very boring job. Result? You become associated with this boring job in the interviewer’s mind.
BEST ANSWER:
You have never allowed yourself to grow bored with a job and you can’t understand it when others let themselves fall into that rut.
Example: “Perhaps I’ve been fortunate, but that I’ve never found myself bored with any job I have ever held. I’ve always enjoyed hard work. As with actors who feel there are no small parts, I also believe that in every company or department there are exciting challenges and intriguing problems crying out for energetic and enthusiastic solutions. If you’re bored, it’s probably because you’re not challenging yourself to tackle those problems right under your nose.”
30. Have you been absent from work more than a few days in any previous position?
TRAPS:
If you’ve had a problem, you can’t lie. You could easily be found out. Yet admitting an attendance problem could raise many flags.
BEST ANSWER:
If you have had no problem, emphasize your excellent and consistent attendance record throughout your career.
Also describe how important you believe such consistent attendance is for a key executive…why it’s up to you to set an example of dedication…and why there’s just no substitute for being there with your people to keep the operation running smoothly, answer questions and handle problems and crises as they arise.
If you do have a past attendance problem, you want to minimize it, making it clear that it was an exceptional circumstance and that it’s cause has been corrected.
To do this, give the same answer as above but preface it with something like, “Other that being out last year (or whenever) because of (your reason, which is now in the past), I have never had a problem and have enjoyed an excellent attendance record throughout my career. Furthermore, I believe, consistent attendance is important because…” (Pick up the rest of the answer as outlined above.).
31. What changes would you make if you came on board?
TRAPS:
Watch out! This question can derail your candidacy faster than a bomb on the tracks – and just as you are about to be hired.
Reason: No matter how bright you are, you cannot know the right actions to take in a position before you settle in and get to know the operation’s strengths, weaknesses key people, financial condition, methods of operation, etc. If you lunge at this temptingly baited question, you will probably be seen as someone who shoots from the hip.
Moreover, no matter how comfortable you may feel with your interviewer, you are still an outsider. No one, including your interviewer, likes to think that a know-it-all outsider is going to come in, turn the place upside down and with sweeping, grand gestures, promptly demonstrate what jerks everybody’s been for years.
BEST ANSWER:
You, of course, will want to take a good hard look at everything the company is doing before making any recommendations.
Example: “Well, I wouldn’t be a very good doctor if I gave my diagnosis before the examination. Should you hire me, as I hope you will, I’d want to take a good hard look at everything you’re doing and understand why it’s being done that way. I’d like to have in-depth meetings with you and the other key people to get a deeper grasp of what you feel you’re doing right and what could be improved.
“From what you’ve told me so far, the areas of greatest concern to you are…” (name them. Then do two things. First, ask if these are in fact his major concerns. If so then reaffirm how your experience in meeting similar needs elsewhere might prove very helpful).
32. I’m concerned that you don’t have as much experience as we’d like in…
TRAPS:
This could be a make-or-break question. The interviewer mostly likes what he sees, but has doubts over one key area. If you can assure him on this point, the job may be yours.
BEST ANSWER:
This question is related to “The Fatal Flaw” (Question 18), but here the concern is not that you are totally missing some qualifications, such as CPA certification, but rather that your experience is light in one area.
Before going into any interview, try to identify the weakest aspects of your candidacy from this company’s point of view. Then prepare the best answer you possible can to shore up your defenses.
To get past this question with flying colors, you are going to rely on your master strategy of uncovering the employer’s greatest wants and needs and then matching them with your strengths. Since you already know how to do this from Question 1, you are in a much stronger position.
More specifically, when the interviewer poses as objection like this, you should…
* Agree on the importance of this qualification.
* Explain that your strength may be indeed be greater than your resume indicates because…
* When this strength is added to your other strengths, it’s really your combination of qualifications that’s most important.
Then review the areas of your greatest strengths that match up most favorably with the company’s most urgently-felt wants and needs.
This is powerful way to handle this question for two reasons. First, you’re giving your interviewer more ammunition in the area of his concern. But more importantly, you’re shifting his focus away from this one, isolated area and putting it on the unique combination of strengths you offer, strengths which tie in perfectly with his greatest wants.
33. How do you feel about working nights and weekends?
TRAPS:
Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want?
BEST ANSWER:
First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.
If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the norm for your best people here?”
If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.
Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable, say so, but phrase your response positively.
Example: “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think you’ll find me one of the most productive people here.
I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would win.”
34. Are you willing to relocate or travel?
TRAPS:
Answer with a flat “no” and you may slam the door shut on this opportunity. But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?
BEST ANSWER:
First find out where you may have to relocate and how much travel may be involved. Then respond to the question.
If there’s no problem, say so enthusiastically.
If you do have a reservation, there are two schools of thought on how to handle it.
One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.
Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.
The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.
The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.
If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.
35. Do you have the stomach to fire people? Have you had experience firing many people?
TRAPS:
This “innocent” question could be a trap door which sends you down a chute and lands you in a heap of dust outside the front door. Why? Because its real intent is not just to see if you’ve got the stomach to fire, but also to uncover poor judgment in hiring which has caused you to fire so many. Also, if you fire so often, you could be a tyrant.
So don’t rise to the bait by boasting how many you’ve fired, unless you’ve prepared to explain why it was beyond your control, and not the result of your poor hiring procedures or foul temperament.
BEST ANSWER:
Describe the rational and sensible management process you follow in both hiring and firing.
Example: “My whole management approach is to hire the best people I can find, train them thoroughly and well, get them excited and proud to be part of our team, and then work with them to achieve our goals together. If you do all of that right, especially hiring the right people, I’ve found you don’t have to fire very often.
“So with me, firing is a last resort. But when it’s got to be done, it’s got to be done, and the faster and cleaner, the better. A poor employee can wreak terrible damage in undermining the morale of an entire team of good people. When there’s no other way, I’ve found it’s better for all concerned to act decisively in getting rid of offenders who won’t change their ways.”
36. Why have you had so many jobs?
TRAPS:
Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others.
BEST ANSWER:
First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years.
Example: Instead of showing three positions this way:
6/1982 – 3/1983, Position A;
4/1983 – 12/1983, Position B;
1/1984 – 8/1987, Position C;
…it would be better to show simply:
1982 – 1983, Position A;
1984 – 1987 Position C.
In other words, you would drop Position B altogether. Notice what a difference this makes in reducing your image as a job hopper.
Once in front of the interviewer and this question comes up, you must try to reassure him. Describe each position as part of an overall pattern of growth and career destination.
Be careful not to blame other people for your frequent changes. But you can and should attribute certain changes to conditions beyond your control.
Example: Thanks to an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a good, upward career move before your department came under the axe of the new owners.
If possible, also show that your job changes were more frequent in your younger days, while you were establishing yourself, rounding out your skills and looking for the right career path. At this stage in your career, you’re certainly much more interested in the best long-term opportunity.
You might also cite the job(s) where you stayed the longest and describe that this type of situation is what you’re looking for now.
37. What do you see as the proper role/mission of…
…a good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.
TRAPS:
These and other “proper role” questions are designed to test your understanding of your place in the bigger picture of your department, company, community and profession….as well as the proper role each of these entities should play in its bigger picture.
The question is most frequently asked by the most thoughtful individuals and companies…or by those concerned that you’re coming from a place with a radically different corporate culture (such as from a big government bureaucracy to an aggressive small company).
The most frequent mistake executives make in answering is simply not being prepared (seeming as if they’ve never giving any of this a though.)…or in phrasing an answer best suited to their prior organization’s culture instead of the hiring company’s.
BEST ANSWER:
Think of the most essential ingredients of success for each category above – your job title, your role as manager, your firm’s role, etc.
Identify at least three but no more than six qualities you feel are most important to success in each role. Then commit your response to memory.
Here, again, the more information you’ve already drawn out about the greatest wants and needs of the interviewer, and the more homework you’ve done to identify the culture of the firm, the more on-target your answer will be.
38. What would you say to your boss if he’s crazy about an idea, but you think it stinks?
TRAPS:
This is another question that pits two values, in this case loyalty and honesty, against one another.
BEST ANSWER:
Remember the rule stated earlier: In any conflict between values, always choose integrity.
Example: I believe that when evaluating anything, it’s important to emphasize the positive. What do I like about this idea?”
“Then, if you have reservations, I certainly want to point them out, as specifically, objectively and factually as I can.”
“After all, the most important thing I owe my boss is honesty. If he can’t count on me for that, then everything else I may do or say could be questionable in his eyes.”
“But I also want to express my thoughts in a constructive way. So my goal in this case would be to see if my boss and I could make his idea even stronger and more appealing, so that it effectively overcomes any initial reservation I or others may have about it.”
“Of course, if he overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and enthusiastic support to make it work as best it can.”
39. How could you have improved your career progress?
TRAPS:
This is another variation on the question, “If you could, how would you live your life over?” Remember, you’re not going to fall for any such invitations to rewrite person history. You can’t win if you do.
BEST ANSWER:
You’re generally quite happy with your career progress. Maybe, if you had known something earlier in life (impossible to know at the time, such as the booming growth in a branch in your industry…or the corporate downsizing that would phase out your last job), you might have moved in a certain direction sooner.
But all things considered, you take responsibility for where you are, how you’ve gotten there, where you are going…and you harbor no regrets.
40. What would you do if a fellow executive on your own corporate level wasn’t pulling his/her weight…and this was hurting your department?
TRAPS:
This question and other hypothetical ones test your sense of human relations and how you might handle office politics.
BEST ANSWER:
Try to gauge the political style of the firm and be guided accordingly. In general, fall back on universal principles of effective human relations – which in the end, embody the way you would like to be treated in a similar circumstance.
Example: “Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution. If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don’t.”
40.1 POSSIBLE FOLLOW-UP QUESTION: And what would you do if he still did not change his ways?
ANSWER:
“One thing I wouldn’t do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent. I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation.”
“I might add that I’ve never yet come across a situation that couldn’t be resolved by harnessing others in a determined, constructive effort.”
41. You’ve been with your firm a long time. Won’t it be hard switching to a new company?
TRAPS:
Your interviewer is worried that this old dog will find it hard to learn new tricks.
BEST ANSWER:
To overcome this objection, you must point to the many ways you have grown and adapted to changing conditions at your present firm. It has not been a static situation. Highlight the different responsibilities you’ve held, the wide array of new situations you’ve faced and conquered.
As a result, you’ve learned to adapt quickly to whatever is thrown at you, and you thrive on the stimulation of new challenges.
To further assure the interviewer, describe the similarities between the new position and your prior one. Explain that you should be quite comfortable working there, since their needs and your skills make a perfect match.
42. May I contact your present employer for a reference?
TRAPS:
If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something?
BEST ANSWER:
Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.
Example: “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.
43. Give me an example of your creativity (analytical skill…managing ability, etc.)
TRAPS:
The worst offense here is simply being unprepared. Your hesitation may seem as if you’re having a hard time remembering the last time you were creative, analytical, etc.
BEST ANSWER:
Remember from Question 2 that you should commit to memory a list of your greatest and most recent achievements, ever ready on the tip of your tongue.
If you have such a list, it’s easy to present any of your achievements in light of the quality the interviewer is asking about. For example, the smashing success you orchestrated at last year’s trade show could be used as an example of creativity, or analytical ability, or your ability to manage.
44. Where could you use some improvement?
TRAPS:
Another tricky way to get you to admit weaknesses. Don’t fall for it.
BEST ANSWER:
Keep this answer, like all your answers, positive. A good way to answer this question is to identify a cutting-edge branch of your profession (one that’s not essential to your employer’s needs) as an area you’re very excited about and want to explore more fully over the next six months.
45. What do you worry about?
TRAPS:
Admit to worrying and you could sound like a loser. Saying you never worry doesn’t sound credible.
BEST ANSWER:
Redefine the word ‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t call it worry, but I am a strongly goal-oriented person. So I keep turning over in my mind anything that seems to be keeping me from achieving those goals, until I find a solution. That’s part of my tenacity, I suppose.”
46. How many hours a week do you normally work?
TRAPS:
You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.
BEST ANSWER:
If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled.
If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.
47. What’s the most difficult part of being a (job title)?
TRAPS:
Unless you phrase your answer properly, your interviewer may conclude that whatever you identify as “difficult” is where you are weak.
BEST ANSWER:
First, redefine “difficult” to be “challenging” which is more positive. Then, identify an area everyone in your profession considers challenging and in which you excel. Describe the process you follow that enables you to get splendid results…and be specific about those results.
Example: “I think every sales manager finds it challenging to motivate the troops in a recession. But that’s probably the strongest test of a top sales manager. I feel this is one area where I excel.”
“When I see the first sign that sales may slip or that sales force motivation is flagging because of a downturn in the economy, here’s the plan I put into action immediately…” (followed by a description of each step in the process…and most importantly, the exceptional results you’ve achieved.).
48. The “Hypothetical Problem”
TRAPS:
Sometimes an interviewer will describe a difficult situation and ask, “How would you handle this?” Since it is virtually impossible to have all the facts in front of you from such a short presentation, don’t fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.
BEST ANSWER:
Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.
Remember, in all such, “What would you do?” questions, always describe your process or working methods, and you’ll never go wrong.
49. What was the toughest challenge you’ve ever faced?
TRAPS:
Being unprepared or citing an example from so early in your life that it doesn’t score many points for you at this stage of your career.
BEST ANSWER:
This is an easy question if you’re prepared. Have a recent example ready that demonstrates either:
* A quality most important to the job at hand; or
* A quality that is always in demand, such as leadership, initiative, managerial skill, persuasiveness, courage, persistence, intelligence, etc.
50. Have you consider starting your own business?
TRAPS:
If you say “yes” and elaborate enthusiastically, you could be perceived as a loose cannon in a larger company, too entrepreneurial to make a good team player…or someone who had to settle for the corporate life because you couldn’t make a go of your own business.
Also too much enthusiasm in answering “yes” could rouse the paranoia of a small company indicating that you may plan to go out on your own soon, perhaps taking some key accounts or trade secrets with you.
On the other hand, if you answer “no, never” you could be perceived as a security-minded drone who never dreamed a big dream.
BEST ANSWER:Again it’s best to:
* Gauge this company’s corporate culture before answering and…
* Be honest (which doesn’t mean you have to vividly share your fantasy of the franchise or bed-and-breakfast you someday plan to open).
In general, if the corporate culture is that of a large, formal, military-style structure, minimize any indication that you’d love to have your own business. You might say, “Oh, I may have given it a thought once or twice, but my whole career has been in larger organizations. That’s where I have excelled and where I want to be.”
If the corporate culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then emphasize that in a firm like this, you can virtually get the best of all worlds, the excitement of seeing your own ideas and plans take shape…combined with the resources and stability of a well-established organization. Sounds like the perfect environment to you.
In any case, no matter what the corporate culture, be sure to indicate that any desires about running your own show are part of your past, not your present or future.
The last thing you want to project is an image of either a dreamer who failed and is now settling for the corporate cocoon…or the restless maverick who will fly out the door with key accounts, contacts and trade secrets under his arms just as soon as his bankroll has gotten rebuilt.
Always remember: Match what you want with what the position offers. The more information you’ve uncovered about the position, the more believable you can make your case.
51. What are your goals?
TRAPS:
Not having any…or having only vague generalities, not highly specific goals.
BEST ANSWER:
Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so much). They like to hire in kind.
If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.
Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).
Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.
52. What do you for when you hire people?
TRAPS:
Being unprepared for the question.
BEST ANSWER:
Speak your own thoughts here, but for the best answer weave them around the three most important qualifications for any position.
* Can the person do the work (qualifications)?
* Will the person do the work (motivation)?
* Will the person fit in (“our kind of team player”)?
53. Sell me this stapler…(this pencil…this clock…or some other object on interviewer’s desk).
TRAPS:
Some interviewers, especially business owners and hard-changing executives in marketing-driven companies, feel that good salesmanship is essential for any key position and ask for an instant demonstration of your skill. Be ready.
BEST ANSWER:
Of course, you already know the most important secret of all great salesmanship – “find out what people want, then show them how to get it.”
If your interviewer picks up his stapler and asks, “sell this to me,” you are going to demonstrate this proven master principle. Here’s how:
“Well, a good salesman must know both his product and his prospect before he sells anything. If I were selling this, I’d first get to know everything I could about it, all its features and benefits.”
“Then, if my goal were to sell it you, I would do some research on how you might use a fine stapler like this. The best way to do that is by asking some questions. May I ask you a few questions?”
Then ask a few questions such as, “Just out of curiosity, if you didn’t already have a stapler like this, why would you want one? And in addition to that? Any other reason? Anything else?”
“And would you want such a stapler to be reliable?…Hold a good supply of staples?” (Ask more questions that point to the features this stapler has.)
Once you’ve asked these questions, make your presentation citing all the features and benefits of this stapler and why it’s exactly what the interviewer just told you he’s looking for.
Then close with, “Just out of curiosity, what would you consider a reasonable price for a quality stapler like this…a stapler you could have right now and would (then repeat all the problems the stapler would solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a deal.”
NOTE: If your interviewer tests you by fighting every step of the way, denying that he even wants such an item, don’t fight him. Take the product away from him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that there’s no way you’d ever want this stapler. As you well know, the first rule of the most productive salespeople in any field is to meet the needs of people who really need and want our products, and it just wastes everyone’s time if we try to force it on those who don’t. And I certainly wouldn’t want to waste your time. But we sell many items. Is there any product on this desk you would very much like to own…just one item?” When he points something out, repeat the process above. If he knows anything about selling, he may give you a standing ovation.
54. “The Salary Question” – How much money do you want?
TRAPS:
May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.
BEST ANSWER:
For maximum salary negotiating power, remember these five guidelines:
* Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger.
* If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”
* The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this position pay?”
* Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.
* Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.
55. The Illegal Question
TRAPS:
Illegal questions include any regarding your age…number and ages of your children or other dependents…marital status…maiden name…religion…political affiliation…ancestry…national origin…birthplace…naturalization of your parents, spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless any of the above are directly related to your performance of the job. You can’t even be asked about arrests, though you can be asked about convictions.
BEST ANSWER:
Under the ever-present threat of lawsuits, most interviewers are well aware of these taboos. Yet you may encounter, usually on a second or third interview, a senior executive who doesn’t interview much and forgets he can’t ask such questions.
You can handle an illegal question in several ways. First, you can assert your legal right not to answer. But this will frighten or embarrass your interviewer and destroy any rapport you had.
Second, you could swallow your concerns over privacy and answer the question straight forwardly if you feel the answer could help you. For example, your interviewer, a devout Baptist, recognizes you from church and mentions it. Here, you could gain by talking about your church.
Third, if you don’t want your privacy invaded, you can diplomatically answer the concern behind the question without answering the question itself.
Example: If you are over 50 and are asked, “How old are you?” you can answer with a friendly, smiling question of your own on whether there’s a concern that your age my affect your performance. Follow this up by reassuring the interviewer that there’s nothing in this job you can’t do and, in fact, your age and experience are the most important advantages you offer the employer for the following reasons…
Another example: If asked, “Do you plan to have children?” you could answer, “I am wholeheartedly dedicated to my career“, perhaps adding, “I have no plans regarding children.” (You needn’t fear you’ve pledged eternal childlessness. You have every right to change your plans later. Get the job first and then enjoy all your options.)
Most importantly, remember that illegal questions arise from fear that you won’t perform well. The best answer of all is to get the job and perform brilliantly. All concerns and fears will then varnish, replaced by respect and appreciation for your work.
56. The “Secret” Illegal Question
TRAPS:
Much more frequent than the Illegal question (see Question 55) is the secret illegal question. It’s secret because it’s asked only in the interviewer’s mind. Since it’s not even expressed to you, you have no way to respond to it, and it can there be most damaging.
Example: You’re physically challenged, or a single mother returning to your professional career, or over 50, or a member of an ethnic minority, or fit any of a dozen other categories that do not strictly conform to the majority in a given company.
Your interviewer wonders, “Is this person really able to handle the job?”…”Is he or she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with someone like this?” But the interviewer never raises such questions because they’re illegal. So what can you do?
BEST ANSWER:
Remember that just because the interviewer doesn’t ask an illegal question doesn’t mean he doesn’t have it. More than likely, he is going to come up with his own answer. So you might as well help him out.
How? Well, you obviously can’t respond to an illegal question if he hasn’t even asked. This may well offend him. And there’s always the chance he wasn’t even concerned about the issue until you brought it up, and only then begins to wonder.
So you can’t address “secret” illegal questions head-on. But what you can do is make sure there’s enough counterbalancing information to more than reassure him that there’s no problem in the area he may be doubtful about.
For example, let’s say you’re a sales rep who had polio as a child and you need a cane to walk. You know your condition has never impeded your performance, yet you’re concerned that your interviewer may secretly be wondering about your stamina or ability to travel. Well, make sure that you hit these abilities very hard, leaving no doubt about your capacity to handle them well.
So, too, if you’re in any different from what passes for “normal”. Make sure, without in any way seeming defensive about yourself that you mention strengths, accomplishments, preferences and affiliations that strongly counterbalance any unspoken concern your interviewer may have.
57. What was the toughest part of your last job?
TRAPS:
This is slightly different from the question raised earlier, “What’s the most difficult part of being a (job title…)” because this asks what you personally have found most difficult in your last position. This question is more difficult to redefine into something positive. Your interviewer will assume that whatever you found toughest may give you a problem in your new position.
BEST ANSWER:
State that there was nothing in your prior position that you found overly difficult, and let your answer go at that. If pressed to expand your answer, you could describe the aspects of the position you enjoyed more than others, making sure that you express maximum enjoyment for those tasks most important to the open position, and you enjoyed least those tasks that are unimportant to the position at hand.
58. How do you define success…and how do you measure up to your own definition?
TRAPS:
Seems like an obvious enough question. Yet many executives, unprepared for it, fumble the ball.
BEST ANSWER:
Give a well-accepted definition of success that leads right into your own stellar collection of achievements.
Example: “The best definition I’ve come across is that success is the progressive realization of a worthy goal.”
“As to how I would measure up to that definition, I would consider myself both successful and fortunate…”(Then summarize your career goals and how your achievements have indeed represented a progressive path toward realization of your goals.)
59. “The Opinion Question” – What do you think about …Abortion…The President…The Death Penalty…(or any other controversial subject)?
TRAPS:
Obviously, these and other “opinion” questions should never be asked. Sometimes they come up over a combination dinner/interview when the interviewer has had a drink or two, is feeling relaxed, and is spouting off about something that bugged him in today’s news. If you give your opinion and it’s the opposite of his, you won’t change his opinions, but you could easily lose the job offer.
BEST ANSWER:
In all of these instances, just remember the tale about student and the wise old rabbi. The scene is a seminary, where an overly serious student is pressing the rabbi to answer the ultimate questions of suffering, life and death. But no matter how hard he presses, the wise old rabbi will only answer each difficult question with a question of his own.
In exasperation, the seminary student demands, “Why, rabbi, do you always answer a question with another question?” To which the rabbi responds, “And why not?”
If you are ever uncomfortable with any question, asking a question in return is the greatest escape hatch ever invented. It throws the onus back on the other person, sidetracks the discussion from going into an area of risk to you, and gives you time to think of your answer or, even better, your next question!
In response to any of the “opinion” questions cited above, merely responding, “Why do you ask?” will usually be enough to dissipate any pressure to give your opinion. But if your interviewer again presses you for an opinion, you can ask another question.
Or you could assert a generality that almost everyone would agree with. For example, if your interviewer is complaining about politicians then suddenly turns to you and asks if you’re a Republican or Democrat, you could respond by saying, “Actually, I’m finding it hard to find any politicians I like these days.”
(Of course, your best question of all may be whether you want to work for someone opinionated.)
60. If you won $10 million lottery, would you still work?
TRAPS:
Your totally honest response might be, “Hell, no, are you serious?” That might be so, but any answer which shows you as fleeing work if given the chance could make you seem lazy. On the other hand, if you answer, “Oh, I’d want to keep doing exactly what I am doing, only doing it for your firm,” you could easily inspire your interviewer to silently mutter to himself, “Yeah, sure. Gimme a break.”
BEST ANSWER:
This type of question is aimed at getting at your bedrock attitude about work and how you feel about what you do. Your best answer will focus on your positive feelings.
Example: “After I floated down from cloud nine, I think I would still hold my basic belief that achievement and purposeful work are essential to a happy, productive life. After all, if money alone bought happiness, then all rich people would be all happy, and that’s not true.
“I love the work I do, and I think I’d always want to be involved in my career in some fashion. Winning the lottery would make it more fun because it would mean having more flexibility, more options…who knows?”
“Of course, since I can’t count on winning, I’d just as soon create my own destiny by sticking with what’s worked for me, meaning good old reliable hard work and a desire to achieve. I think those qualities have built many more fortunes that all the lotteries put together.”
61. Looking back on your last position, have you done your best work?
TRAPS:
Tricky question. Answer “absolutely” and it can seem like your best work is behind you. Answer, “no, my best work is ahead of me,” and it can seem as if you didn’t give it your all.
BEST ANSWER:
To cover both possible paths this question can take, your answer should state that you always try to do your best, and the best of your career is right now. Like an athlete at the top of his game, you are just hitting your career stride thanks to several factors. Then, recap those factors, highlighting your strongest qualifications.
62. Why should I hire you from the outside when I could promote someone from within?
TRAPS:
This question isn’t as aggressive as it sounds. It represents the interviewer’s own dilemma over this common problem. He’s probably leaning toward you already and for reassurance, wants to hear what you have to say on the matter.
BEST ANSWER:
Help him see the qualifications that only you can offer.
Example: “In general, I think it’s a good policy to hire from within – to look outside probably means you’re not completely comfortable choosing someone from inside.
“Naturally, you want this department to be as strong as it possibly can be, so you want the strongest candidate. I feel that I can fill that bill because…(then recap your strongest qualifications that match up with his greatest needs).”
63. Tell me something negative you’ve heard about our company…
TRAPS:
This is a common fishing expedition to see what the industry grapevine may be saying about the company. But it’s also a trap because as an outsider, you never want to be the bearer of unflattering news or gossip about the firm. It can only hurt your chances and sidetrack the interviewer from getting sold on you.
BEST ANSWER:
Just remember the rule – never be negative – and you’ll handle this one just fine.
64. On a scale of one to ten, rate me as an interviewer.
TRAPS:
Give a perfect “10,” and you’ll seem too easy to please. Give anything less than a perfect 10, and he could press you as to where you’re being critical, and that road leads downhill for you.
BEST ANSWER:
Once again, never be negative. The interviewer will only resent criticism coming from you. This is the time to show your positivism.
However, don’t give a numerical rating. Simply praise whatever interview style he’s been using.
If he’s been tough, say “You have been thorough and tough-minded, the very qualities needed to conduct a good interview.”
If he’s been methodical, say, “You have been very methodical and analytical, and I’m sure that approach results in excellent hires for your firm.”
In other words, pay him a sincere compliment that he can believe because it’s anchored in the behavior you’ve just seen.
Click Here To Download HR Interview questions for Generalist HR Job
Categories: HR Tags: HR Interview Questions
HR manual and HR policy
I Have Attached HR manual and HR policy
N.K.Minda Group of Industries
HRM Policy Manual
Copy No. :
Revision No. : 04
Effective Date : 01.04.2006
Next Review Date : 01.04.2007
FOREWARD
This manual intends to keep employees abreast with the HRM policies and practices. Though the attempt has been made to cover and elaborate all possible factors, however, it is not conclusion.
This Manual supersedes all earlier amendments or changes communicated from time to time.
Any amendment or new thing that may arise from time to time shall be processed and communicated to all concerned for additions / deletions. Broadly, all are expected to follow this strictly and exceptional circumstances demanding any deviation may be taken up with appropriate authority, supported by due justification.
**********
INDEX
|
S.No. |
Policy Name |
Policy No. |
Page No. |
|
1 |
Amendment Record |
— |
5 |
|
2 |
Distribution List |
— |
6 |
|
3 |
Mission |
— |
7 |
|
4 |
Vision |
— |
8 |
|
5 |
Organisation Values |
— |
9-10 |
|
6 |
Quality Policy |
— |
11 |
|
7 |
Environment Policy |
— |
12 |
|
8 |
Safety Policy |
— |
13 |
|
9 |
Material Policy |
— |
14 |
|
|
RECRUITMENT POLICIES |
|
|
|
10 |
Contract Operators and Contractor |
06 |
28 |
|
11 |
Functional/ Organisation Structure |
07 |
29-30 |
|
12 |
Mentoring |
68 |
129-131 |
|
13 |
Performance Evaluation of New Entrants |
08 |
31 |
|
14 |
Probation / Assessment / Confirmation |
05 |
26-27 |
|
15 |
Recruitment – Operators |
03 |
23-24 |
|
16 |
Recruitment – Staff |
02 |
18-22 |
|
17 |
Recruitment – Temporary Operators |
04 |
25 |
|
18 |
Recruitment of Trainees – Staff |
01 |
16-17 |
|
19 |
Re-induction/ Re-recruitment Policy |
63 |
122-123 |
|
|
ADMINISTRATIVE POLICIES |
|
|
|
20 |
Attendance Procedure – Operators |
10 |
35-36 |
|
21 |
Attendance Procedure – Staff |
09 |
33-34 |
|
22 |
Cash Security System |
70 |
133-134 |
|
23 |
Checking the incidence of disloyalty to company |
35 |
73 |
|
24 |
Compensatory Off |
15 |
47 |
|
25 |
Delegation of Authority |
39 |
77 |
|
26 |
Employee Provident Fund Scheme |
21 |
53 |
|
27 |
Employee State Insurance Scheme |
22 |
54 |
|
28 |
Exit Interview |
42 |
81 |
|
29 |
Efficiency Loss Compensation |
23 |
55 |
|
30 |
Factory visit of Visitors |
37 |
75 |
|
31 |
Furniture Policy |
38 |
76 |
|
32 |
Gifts received from outside party |
34 |
72 |
|
33 |
Grievance Handling System & Procedures |
36 |
74 |
|
34 |
House Taken for Rent / Lease |
29 |
63-64 |
|
35 |
HRM Function |
65 |
125-126 |
|
36 |
Late Sitting for Staff |
14 |
46 |
|
37 |
Leave Cards |
13 |
45 |
|
38 |
Leave Policy for Operators |
12 |
41-44 |
|
39 |
Leave Policy for Staff (including Trainees) |
11 |
37-40 |
|
40 |
LTA & Procedure for payments |
19 |
51 |
|
41 |
Mail System |
32 |
67-68 |
|
42 |
Medical Reimbursement |
20 |
52 |
|
43 |
Minimum Wages |
17 |
49 |
|
44 |
Payment of Gratuity |
43 |
82 |
|
45 |
Permanent Item Issue |
31 |
66 |
|
46 |
Personal Files Maintenance |
16 |
48 |
|
47 |
Residential Telephone |
30 |
65 |
|
48 |
Salary / Wage Distribution |
18 |
50 |
|
49 |
Security System |
33 |
69-71 |
|
50 |
Separation Procedure |
41 |
79-80 |
|
51 |
Shift Operation |
24 |
56 |
|
52 |
Superannuation Policy (level IX & above) |
75 |
139 |
|
53 |
Transfer Policy |
40 |
78 |
|
S.No. |
Policy Name |
Policy No. |
Page No. |
|
54 |
Travelling Norms – Inland |
25 |
57-59 |
|
55 |
Travelling Norms – Overseas |
26 |
60 |
|
56 |
Visiting Cards |
27 |
61 |
|
57 |
Whistle Blower Policy |
28 |
62 |
|
|
TRAINING POLICY |
|
|
|
58 |
Service Agreement for Foreign Training |
45 |
87-88 |
|
59 |
Training System |
44 |
84-86 |
|
|
PERFORMANCE APPRAISAL POLICY |
|
|
|
60 |
Job Rotation Policy |
69 |
132 |
|
61 |
Performance Appraisal of Staff |
46 |
90-92 |
|
62 |
Promotion Policy for Staff |
47 |
93-94 |
|
63 |
Performance Appraisal, Increments & Promotion of Operators |
48 |
95-96 |
|
|
WELFARE POLICIES |
|
|
|
64 |
Accident Insurance Policy |
57 |
114 |
|
65 |
Adarshnidhi – Death Relief Scheme |
58 |
115 |
|
66 |
Annual Day Celebration |
61 |
119-120 |
|
67 |
Canteen Policy ( As applicable) |
66 |
127 |
|
68 |
Car Scheme for Level VII & Above |
49 |
98-101 |
|
69 |
Credit Card ( Level IX & above ) |
74 |
138 |
|
70 |
Departmental Get Together |
59 |
116 |
|
71 |
Diwali – Gifts, Sweets and Bonus |
60 |
117-118 |
|
72 |
Executive Health Checkup |
73 |
137 |
|
73 |
Family Planning Incentive |
55 |
110-111 |
|
74 |
Festival Celebration |
62 |
121 |
|
75 |
Festival Holidays |
52 |
106 |
|
76 |
Lap Top Policy |
71 |
135 |
|
77 |
Loan & Advances |
51 |
104-105 |
|
78 |
Marriage Gift |
64 |
124 |
|
79 |
Mediclaim Policy |
56 |
112-113 |
|
80 |
Mobile Policy |
54 |
109 |
|
81 |
New Year Diary |
67 |
128 |
|
82 |
Open House |
72 |
136 |
|
83 |
Uniform |
53 |
107-108 |
|
84 |
Vehicle Loan Interest Reimbursement Scheme |
50 |
102-103 |
|
|
IMPORTANT DECISIONS TAKEN DURING HRM POLICY REVIEW |
— |
140 |
|
|
ANNEXURES |
|
|
|
85 |
Annexure List |
|
141-143 |
|
86 |
Annexures |
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********
AMENDMENTS RECORD
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S.N. |
Policy No. |
Amendment Summary |
Effective Date |
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********
DISTRIBUTION LIST
This Manual is a controlled document and copies are issued to the following persons. They are responsible for it’s maintenance and circulation.
|
Copy No. |
Unit |
Designation of Holder |
|
1 |
Corporate Office | Managing Director |
|
2 |
Corporate Office | Corporate Head |
|
3 |
Corporate Office | Corporate Business Head |
|
4 |
Corporate Office | Head – Group HRM |
|
5 |
Corporate Office | Head – Corporate Finance |
|
6 |
Design Center | SBU Head |
|
7 |
FMAL Division | SBU Head |
|
8 |
FMAL Division | Head – HRM |
|
9 |
FMAL Division | Head – Accounts |
|
10 |
Lighting Division | SBU Head |
|
11 |
Lighting Division | Head – HRM |
|
12 |
Lighting Division | Head – Accounts |
|
13 |
Lighting Division ( Pune ) | Head-Operation |
|
14 |
Lighting Division ( Manesar ) | Head-Operation |
|
15 |
MFAL Division | SBU Head |
|
16 |
MFAL Division | Div. Head |
|
17 |
MFAL Division | Head – HRM |
|
18 |
MFAL Division | Head – Accounts |
|
19 |
Minda Impco Ltd. | SBU Head |
|
20 |
Minda Impco Ltd. | Head – HRM |
|
21 |
Minda Impco Ltd. | Head – Accounts |
|
22 |
Minda Investment Ltd. | Head – HRM |
|
23 |
Mindarika Pvt. Ltd. | SBU Head |
|
24 |
Mindarika Pvt. Ltd. | Head – HRM |
|
25 |
Mindarika Pvt. Ltd. | Head – Accounts |
|
26 |
Mindarika Pvt. Ltd. ( Pune ) | Head-Operation |
|
27 |
Mindarika Pvt. Ltd. ( Pune ) | Head – HRM |
|
28 |
PT. Minda ASEAN Automotive | SBU Head |
|
29 |
PT. Minda ASEAN Automotive | Head – HRM |
|
30 |
PT. Minda ASEAN Automotive | Head – Accounts |
|
31 |
Switch – Aurangabad | Head-Operation |
|
32 |
Switch – Hosur | Head – Operation |
|
33 |
Switch Division – Delhi | Div. Head |
|
34 |
Switch Division – Delhi | Head – HRM |
|
35 |
Switch Division – Gurgaon | SBU Head |
|
36 |
Switch Division – Gurgaon | Head – HRM |
|
37 |
Switch Division – Gurgaon | Head – Accounts |
|
38 |
Switch Division – Pune | Div. Head |
|
39 |
Switch Division – Pune | Head – HRM |
|
40 |
Switch Division – Pune | Head – Accounts |
|
|
This Manual may be borrowed and referred by other concerned Employees as and when required. This Manual can not be reprinted or copied without the written permission of Corporate HRM.
********
Mission
To continually enhance
Stakeholders’ value
through global competitiveness
while contributing to society
********
VISION
Unit |
Vision |
By Year |
| Group | § Group Sales (turnover) to be Rs.1000 Crores
§ To achieve: 25% of total turnover in 5 years through export § Our Company be pioneer and be global benchmark in QPCDSM and Technology
|
2007-08
2007-08
2009-10 |
| MIL ( 2W SW) | TO BE GLOBAL LEADER (i.e. No.-1)
§ Business expansion § Manufacturing excellence § World class product § Cost management § People excellence § Business support initiatives |
2007-08 |
| MRPL (4W SW) | To be the most preferred supplier for its customers :
§ To continue leadership in domestic OEM and enhance market share to more than 50%. § To achieve 3.4ppm levels for customer receipt, line and warranty claims. § To be the pioneers for new technology switches, to maximize product range and be a solutions provider to non-Japanese customers in India § To be the global supplier of TRJ for 15% of their outsourcing requirements § To capture 15% global market share of plunger and panel switches by being the lowest cost producer in the world § To achieve sales of Rs.300 Crores |
2007-08
|
| Horn | Domestic Market :
Global Market :
|
2007-08
|
| Lighting |
|
2005-06 |
| Minda Impco |
|
2005 2007 2007 |
********
ORGANISATION VALUES
CUSTOMER IS SUPREME
- We strive to understand and anticipate customer needs and exceed their expectations.
- We are committed to offer innovative and value added solutions to our customers.
- We always ask “How can we serve our customers best?”.
LIVE QUALITY
- We nurture Quality as an attitude at MINDA.
- We are quality driven and apply a “Quality Minded Approach To Everything We Do.”
- We are passionate about Quality and its continuous improvement through teamwork.
ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3 Ps. (People, Processes and Products)
- We demonstrate leadership by advancing new technologies, innovative manufacturing techniques, enhanced customer service, inspired management, and the application of best practices throughout our organization.
- We aggressively pursue new business, and determined to add value for our customers with ingenuity, have a determination and a positive approach to every task, have a ‘can-do’ spirit, and a restless determination to continually improve and excel.
- We utilize our ability to combine strength with speed in responding enthusiastically to every new opportunity and every new challenge.
- We encourage and inspire learning amongst our people.
RESPECT FOR INDIVIDUAL
- We passionately believe that people are the most valued assets of our company, and that they are essential participants with a shared responsibility in fulfilling our mission.
- We trust, inspire, and empower our people to set and achieve high expectations, standards and challenging goals.
- We treat all people with dignity and courtesy.
- We strive to support mutually beneficial and enduring relationships with our stakeholders.
RESPECT FOR WORK-PLACE ETHICS
- We work smartly with passion, integrity, conviction and commitment.
- We work in teams with a shared purpose and value individual ability and diversity as essential to promote harmony and open communication. Each of us succeeds individually … when we, as a team, achieve success.
- We respect and adhere to company policies, systems and procedures
- We will be well-informed and respect the regulations, rules, and compliance issues that apply to our businesses around the world.
- We respect the values and cultures of the communities in which we operate.
********
QUALITY POLICY
Quality to be accorded high priority to ensure market competitiveness and to enable supply of cost effective products to the customers.
This shall be reflected by our commitments, actions, products and services to our internal & external customers.
For this, we shall create an environment to encourage all our employees and suppliers to prevent defects and strive for excellence.
********
ENVIRONMENTAL POLICY
As a responsible corporate citizen, Minda is committed to the cause of conservation of the environment and has made environmental protection a priority through:
- Continually improving environmental performance of our processes & products and ensuring prevention of pollution at each stage.
- Strictly complying with the applicable environmental legislations & standards.
- Ensuring effective use of resources in the areas of energy, fuels, oils, paints, chemicals, water, etc.
- Reducing and recycling waste and packaging materials.
- Encouraging the usage of environment-friendly technologies to aid elimination of hazardous materials.
- Promoting the cause of environmental preservation amongst employees & other stakeholders by inculcating sensitivity to the environmental concerns.
We shall communicate this policy to all our employees and would make it available to all interested parties and general public.
********
SAFETY POLICY
As a good corporate citizen, Minda group is committed to Safety & Health of its employees and concerned persons who may be affected by its operation.
To achieve this commitment, it is our policy to:
- Integrate Safety & Health measures in all our activities.
- Comply with all applicable legal and other requirements to which the Organization subscribes.
- Promote Safety & Health awareness amongst employees, suppliers and contractors, customers and dealers.
- Continually improve the Safety performance through precautions besides participation and training of all employees.
The Safety policy shall be communicated to all employees and made available to all interested parties and to the public.
********
MATERIAL POLICY
- To develop and nurture a minimum number of high quality vendors in each category, who by way of high productivity and low PPM level, maintain a high level of cost competitiveness.
- To encourage “ Direct on Line Suppliers” and there by maintain low inventories, and
- To continuously improve the manufacturing flexibility, with the help of Just-in-time techniques like Kanban system in order to meet customer requirements in shortest possible time.
********
I
RECRUITMENT
POLICIES
RECRUITMENT OF TRAINEES – STAFF
(POLICY NO. 01)
01.01 PURPOSE
0.1.01.1 This policy has been laid down to recruit qualified fresh manpower and to equip them fully to discharge their functions and fulfill the objectives of the Organization.
01.02 SCOPE
01.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
01.03 POLICY
01.03.1 With the perspective to have qualified manpower in various operating areas, it is desirable to recruit fresh qualified persons at various functions in the Company as trainee. Fundamentally, any person, who does not have experience and is willing to join the company in the capacity of trainee, can be considered for placement in this category. The interview and selection process shall be the same as applicable to relevant levels as the case may be.
01.03.2 While appointing trainees, it should be specifically judged that only those candidates are considered for employment who wants to make a long career in the Organization. The career plan as well as the salary structure should be discussed with them and it should be told to them that performance is the only criteria for their growth and if their performance is good, growth shall flow automatically.
01.03.3 The offer letter issued to the trainee at the time of selection is as per “Annexure – 01”.
01.03.4 Training period of trainees shall be one year. They will be issued an Appointment Letter (Annexure – 03). After completion of one year training only those trainees will be confirmed, who will get “Good & Above” rating during performance review (Annexure – 02).
01.04 Graduate Engineer Trainee / Engineer Trainee / Diploma Engineer Trainee have one year training period. This training period will be divided into two segments of 4 months and 8 months duration. After confirmation, no probation and will be treated as regular employees.
01.04.1 Corp. HRM to obtain performance report of each trainee for each phase of training (Annexure – 04) from the departmental coordinators of various units. After successful completion of their one year’s training the confirmation letter ( Annexure-5) will be issued to individuals.
01.04.2 Induction training (4 months) : During first 1.5 months they will be exposed to various departments like Design, Tool Room, Production Engineering, Vendor Development, Quality Assurance, Production and inputs on 5-S, Kaizen, TPS, Quality Circles, Waste Management, 3-M, etc. After general training of around 1.5 months they will be given specific projects by the HRM Heads for a duration of 2.5 months.
01.04.3 All campus trainees to be placed in Assembly or Part Production after completion of their 4 months induction period, with specific responsibilities to improve Productivity and Quality. Presentation to be given on improvement initiatives completed by trainees to MMC at the end of the year. This is the last phase of training, it is expected that by the time 8 months i.e. training period is over, trainee would have become a regular member of the team of that department.
01.06 For the recruitment of trainees, we shall identify and patronize selected institutes where we would go regularly for campus recruitment. Better rapport can be gradually developed with these institutes by offering summer placements and introducing scholarships/trophies in these institutes.
01.07 Trainees during the period of training shall be entitled to normal statutory benefits as the respective enactment may require to comply with (PF, ESI, etc.)
01.08 Trainees shall be entitled for leaves as per the leave policy for staff.
01.09 Stipend rate for trainees will be decided by Corporate HRM from time to time.
********
RECRUITMENT – STAFF
(POLICY NO. 02)
02.01 PURPOSE
02.01.1 To streamline the procedure of the recruitment in the group.
02.02 SCOPE
02.02.1 This policy is applicable to all the units of N.K.MINDA Group.
02.03 POLICY
02.03.1 MINDA is a running organization and adequate manpower is in position in all departments. Therefore, as a policy we should plan recruitment of fresh qualified people at certain defined induction levels only. Except for few critical / specialized positions, as a policy, we should restrict recruitment of experienced persons. Advantages of this policy are :
a) Fresh qualified persons can be groomed / trained to match with the Organizational culture and requirements.
b) Except for initial two to three years, such induction helps in keeping the wage bill under control.
c) Existing employees feel motivated – don’t have the threat of senior positions being grabbed by outsiders.
d) Creativity in the organization increases with regular infusion of young blood in the Organization.
e) Average age of employees in the Organization remains under control.
02.04 Based on the turnover data of employees, we shall plan recruitment as combination of fresh pass outs and also experienced persons.
02.05 For Level VII & above vacancies, atleast 33% & not more than 50% of vacancies to be filled in from outside and balance vacancies to be filled in from within the organization i.e. through intra-department, inter-department, inter-unit, transfer and through promotions during performance appraisal process.
02.06 HRM Head can sign the offer letter & appointment letter upto Level – VI. Level VII & above will be signed by SBU Head. Responsibility of recruitment & transfer up to Divisional Head level lies with Unit HRM. For Business Head and new projects’ recruitment & transfer is the responsibility of Corporate HRM.
02.06.1 Whenever there is any recruitment upto Divisional Head, unit HRM to get manpower requisition (Annexure – 06) approved from SBU Head and will sent it to Corporate HRM for approval. SBU Head can approve vacancy against replacement. Any new vacancy has to be approved by MD only.
02.06.2 Unit HRM to plan and execute recruitment according to the requirement.
02.06.3 Job Description should be made before sending manpower requisition
for approval.
02.07 INDUCTION NORMS
Following norms have been fixed to facilitate recruitment against vacancies
for experienced positions.
The table gives the details of the minimum qualifications requirement :
|
PARTICULARS |
LEVEL IV |
LEVEL V |
| I TECHNICAL AREAS
|
|
|
| i. Production
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| ii. PPC
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| iii. Stores |
Diploma/B.Com |
Diploma/B.Com with 3 yrs exp. |
| iv. Maintenance
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| v. Purchase
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| vi. Vendor Development
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| vii. Q.C. & Q.A.
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| viii. Design |
Diploma |
Degree / Diploma with 3 yrs exp. |
| ix. Production Engg.
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| x. Tool Room
|
Diploma |
Degree / Diploma with 3 yrs exp. |
| II. MARKETING & SALES |
Diploma |
Degree/MBA/Dip. with 3 yrs exp. |
| III. ACCOUNTS & FINANCE |
M.Com./ B. Com. |
CA / ICWA/CS / MBA OR M.Com/B.Com with 3 yrs exp. |
| IV. HRM |
Graduate + Dip. P.M. & I.R./HRM |
MBA / MSW/LLB OR PGD with 3 yrs exp. |
| V. SYSTEMS |
Graduate+Dip. In Computers |
MCA/Degree OR Dip. with 3 yrs exp. |
| VI. RECEPTIONISTS
|
Graduate |
— |
| VII. STENOGRAPHERS |
Graduate+Dip. In Secy. Practice |
— |
02.08 RECRUITMENT PROCEDURE
02.08.1 For recruitment of regular employees the Selection Committee shall consist of at least three members. Composition & procedure for various levels is given below:
LEVEL IV & V
a. Representative from department where vacancy exist not below Level VI.
b. One more technical / relevant person, not below Level VI.
c. HRM Representative.
Unit HRM will take an aptitude & technical test of the candidate prior to the interview (as per the procedure )
The committee will test the suitability of the candidate and award marks in the interview evaluation form (Annexure – 07), which will decide the ranking. Short listed candidates will be finally interviewed and approved by the SBU Head.
LEVEL VI & VII
a. Concerned HOD where vacancy exists. He can along with him bring, if
necessary, another technical / relevant person, not below Level VII.
b. Concerned SBU Head
As mentioned above, committee will award marks in the interview
evaluation form for Level – VI(Annexure – 07) and for Level–VII (Annexure – 08) to decide ranking. The short listed candidate will be finally interviewed and approved by SBU Head.
LEVEL VIII & IX
Committee for first round of interview would be HOD, SBU Head & Head HRM.
Selection committee shall check the suitability of the candidate as per the interview evaluation criteria (Annexure – 08). The short listed candidate will be evaluated independently by outside consultant and thereafter meeting with M.D. However, salary will be finalized by Head HRM.
LEVEL X AND ABOVE
Special Selection Board will be formed in consultation with MD. Selection committee shall check the suitability of the candidate as per the interview evaluation criteria (Annexure – 09)
02.08.1.1 For recruitment of Head & above level, candidates to be interviewed by
MSG (Management Services Group).
02.08.2 After selection of incumbent an offer letter (Annexure – 10) will be given.
02.08.3 Before offering employment to the candidate, compensation part should be discussed in detail with him. Salary break-up should be prepared (Annexure – 11) and it should have signature of both Head HRM and the candidate. He should be clearly told about his CTC (Cost to Company), which includes car cost, premium of mediclaim and accident insurance, bonus, health check up, mobile phone, residence telephone etc. as applicable to the level of candidate.
02.08.4 On joining, each employee will be issued Appointment Letter (Annexure – 12 A to E).
02.08.5 HRM will make efforts to fill the vacancy in the shortest possible time. However, efforts of recruitment shall be planned with following lead time:
Level IV & V 1 – 2 months
Level VI & VII 2 – 3 months
Level VIII & above 3 – 4 months
2.09 REFERENCE CHECKING
02.09.1 Reference checking shall be done for all the new joinees in staff category.
02.09.2 For level VII and above confidential reference checking (without affecting his/her present employment) will be done by respective HRM before giving offer letter to the selected candidate.
02.09.3 Reference checking upto level VIII from previous employer to be done after joining of the selected candidate as under :-
02.09.4 Letter (Annexure – 13) will be sent to all those references mentioned in the profile by the candidate.
02.09.5 If no reply is received within 15 days, a reminder will be sent (Annexure – 14).
02.09.6 Antecedents as well as the salary particulars will also be verified from the last employer by sending a letter (Annexure – 15).
02.09.7 If no reply is received within 15 days, a reminder will be sent (Annexure – 16).
02.09.8 If the service with the last employer is less than one year, then antecedence shall be verified form the previous employer (last but one).
02.09.9 Any employee giving wrong declaration about the experience, qualification, salary, etc. will be viewed seriously and his services may be terminated.
02.10 INDUCTION TRAINING
02.10.1 It is mandatory that any employee recruited will have to first undergo induction training before he / she is posted to the parent department. The inputs during induction training will include following:
a. Familiarity with organization structure
b. Familiarity with the job-responsibilities / function of his / her parent department
c. Familiarity with the HRM Policies.
d. Familiarity with products.
e. Familiarity with QS/ISO procedure.
Class Room induction for new joinees to be done within the unit. Induction training to cover compulsory class room training for all new joinees for one day on Group’s Vision, Values, Policies, Practices, Processes, Expectations etc. Meeting of all new joinees with SBU Head at the end of one day training. For Head and above, new joinees to meet MD for half an hour during first 15 days of joining.
02.10.2 On joining, HRM to give Welcome Docket to each new joinee.
02.10.3 Unit HRM will ensure induction training is given as per the induction check list (Annexure – 17) and the employee shall report to various HODs with format showing details of induction training. Format to be kept in the personal file of the employee (Annexure 18).
For first six months, HRM Head to meet all new joinees and take / give feed back twice in a month and SBU Head once a month irrespective of designation.
Corporate HRM to meet new joinees in all units during first three months of their joining.
02.10.4 After completion of induction training, new joinee to give an induction report about his induction and marks to be given as per the induction check list (Annexure 19) by self, superior, reviewer (SBU Head) and HRM.
02.10.5 Feedback from new Joinees, after 6 months will be taken by Unit HRM.
02.11 GENERAL POINTS RELATED TO RECRUITMENT
02.11.1 Ex. Minda Huf / Minda Wire Links / Minda Instruments / Ancillaries / other group company employees can be considered for employment, if one year has lapsed.
02.11.2 In case of a new recruitment a person who has any direct blood relation in any of the unit would not be considered. In case such recruitment is done, it should have written approval of MD and direct relation not to work in the same unit.
02.11.2.1 LIST OF DIRECT BLOOD RELATIONS IS AS UNDER:
Father
Mother
Wife/husband
Brother
Sister
Son
Daughter
Brother’s wife
Sister’s husband
Son’s wife
Daughter’s husband
2.12 T. A. Rules for attending the Interviews
2.12.1 The company is required to reimburse the travel expenses to the candidates who come for interview as per the Inland Travelling norms of Employees. This will be reimbursed for travelling only, against submission of Proofs/ Tickets.
********
RECRUITMENT – OPERATORS
(POLICY NO. 03)
03.01 PURPOSE
03.01.1 To streamline the procedure of the operator’s recruitment in the Group.
03.02 SCOPE
03.02.1 This policy is applicable to all the units of N.K.MINDA Group.
03.03 POLICY
03.03.1 Respective Unit HRM dept. to plan recruitment as per following guidelines:
03.03.1.1 QUALIFICATION:
a Minimum qualification for female operators be 10th class
b Minimum qualification for male operators should be 10th class preferably ITI in the relevant trade. Preference should be given to those who have done apprenticeship training after passing ITI.
c. Diploma Engineer can be taken at a Level – III A as operating members.
03.03.1.2 For assembly, preferably unmarried female operator should be recruited & they have to undergo colour blindness test and hand movement test to ascertain their suitability.
03.04 PROCEDURE
03.04.1 Concerned department will forward the requirement of manpower to HRM duly approved by Head – Manufacturing. HRM will check the requirement against Manpower Budget.
03.04.2 HRM will arrange for Bio-Data from its own data bank or other sources. As far as possible, operator should be recruited through reference of one of our existing employee, who would assure his/her conduct and past record and will give declaration in the format (Annexure – 20)
03.04.3 All categories of operator to undergo written aptitude and technical test. After completion of the test the candidate will be interviewed by departmental head.
03.04.4 Candidates, who successfully clear the first round of written test & interview, will undergo practical skill test. For skill test, skill machine should be used. Practice is allowed to the candidate for operation of machine for ten minutes. The skill machine should be designed to test ones concentration, coordination of eyes & hands.
03.04.5 Candidate who clears the skill test should be called for final interview by selection committee. Selection committee to consist of concerned Departmental Head alongwith HRM Head. Finally, recruitment to be approved by the SBU Head.
03.04.6 An appointment letters will be issued to all operators while joining( Annexure “58”). The period of probation will be of 6 months. The need to extend the probationary period beyond 6 months can only arise in the case of an average or mediocre performer who needs to be given “another chance”. Department Head may extend the probationary period up to the maximum of three months for two times.
03.04.7 This committee will award marks to decide ranking (Annexure – 21) All recruitment will be subject to clearing test, which will basically give report on Color Blindness and Eye sight of the candidate. This test to be completed before joining the duties.
03.05 ANTECEDENT VERIFICATION
03.05.1 In case of experienced person, antecedent verification to be done from
previous employer. In case of fresher i.e. having no experience, Name of two references mentioned in the bio-data form to give an undertaking / declaration.
Verification from ex-employer / character certificate from references must be completed. This will be the responsibility of the Unit HRM.
03.06 GENERAL POINTS RELATED TO RECRUITMENT
03.06.1 Ex. Minda Huf / Minda Wire Links / Minda Instruments / Ancillaries / other group company employees can be considered for employment, if one year has lapsed.
03.06.2 In case of a new recruitment person who has any direct blood relation in any of the unit would not be considered. In case such recruitment is done, it should have the written approval of the MD and direct relation not to work in the same unit.
03.06.2.1 LIST OF DIRECT BLOOD RELATIONS IS AS UNDER:
Father
Mother
Wife/husband
Brother
Sister
Son
Daughter
Brother’s wife
Sister’s husband
Son’s wife
Daughter’s husband
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RECRUITMENT – TEMPORARY OPERATORS
(POLICY NO. 04)
04.01 PURPOSE
04.01.1 To stream line the procedure of recruitment of Temporary operators.
04.02 SCOPE
04.02.1 This policy is applicable to all the units of N.K.MINDA Group.
04.03 POLICY
04.03.01 For filling the sanctioned vacancy of the operators in any unit, the operators may initially be kept on trial for a period of six months only. (Preferably operator should be appointed with reference of our existing employees)
04.03.02 During this period the operators should be judged in detail from all angels. All the records / formalities be completed for “Temporary Operators” as is being done for regular operators.
04.03.02.1 The applications for Temporary employment may be obtained in Hindi (Annexure – 22), preferably written by the concerned person. For temporary operators appointment letter for fixed term to be given (Annexure “59”).
04.03.02.2 These “Temporary Operators” will be entitled to EL / CL / SL as applicable to regular operators. I.e. EL – 15, CL – 7, SL (If no ESI) – 7.
04.03.02.03 During 6 months, their performance shall be judged for confirmation decision at the end of the 6 months. Salary for the Temporary operators will be finalized at the time of increments in the month of April every year.
04.03.02.4 These “Temporary Operators” will also be entitled to ESI & P.F. as
applicable to regular employees.
04.03.02.5 Temporary Employees will be provided canteen/ bus facility as provided to permanent employees.
04.03.02.6 Bonus will be given to temporary as per Bonus act.
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PROBATION/ASSESSMENT/CONFIRMATION
(POLICY NO. 05)
05.01 PROBATION
05.01.1 Period of probation :
For Member and Leader Level, the period of probation will be 6 months. The need to extend the probationary period beyond 6 months can only arise in the case of an average or mediocre performer who needs to be given “another chance”. Department Head may extend the probationary period up to the maximum of three months at a time. For Head & above there will be no probation period.
05.01.2 NOTICE PERIOD : For all probationary appointment the notice period should be 15 days on either side.
05.01.3 TERMINATION OF SERVICES DURING THE PROBATIONARY PERIOD : Performer who are not up to the mark must be dealt with care and concern such that genuinely put in efforts are come up.
05.01.03.1 According to judicial rulings, since the probationary period is specified by the Company, in fairness the probationer must be tried out for the full probationary period.
Termination during the period of probation is legally contestable.
Please note, therefore, that if any unit wish to terminate a probationary appointment earlier than the normal 6 months, there must be a good reason to justify this and a mere “opinion” will not be legally acceptable. A factual case must be made out to show that the services of the probationer are unsuitable or against the interests of the company and this must be recorded in the person’s file as documentary evidence.
Should you have any doubt as to the suitability of a person at the time of recruitment, you may initially take him on a temporary basis and later put him on probation if he proves to be suitable.
05.02 ASSESSMENT
05.02.1 All probationary staff will be assessed as per the assessment form (Annexure 23)
05.02.2 Rating and weakness etc. to be shared with employee.
05.03 CONFIRMATION
05.03.1 No person shall be confirmed in service until his performance has been reviewed and assessed in accordance with the assessment criteria.
05.03.2 No person will be confirmed in service unless it is shown that he fulfills the requirements of the job. In the long run interests of the Company, it is better to face short-term shortages of manpower than to build up inventories of human deadwood.
05.03.3 Employees who are confirmed, may be issued confirmation letter (Annexure – 24) and employees whose probation period is to be extended, extension letter may be issued (Annexure – 25).
05.04 NOTICE PERIOD
05.04.1 For Member and Leader, it is one month on either side. However, for appointments in category of Head & above employees, the notice period is three months.
05.05 RESPONSIBILITY
05.05.1 The HRM Department shall be responsible for this activity. They have to put up the case of the employee whose confirmation is due to the Department / SBU head and after getting their comments, accordingly release the confirmation / extension order with the Signature of HRM Head.
******
CONTRACT OPERATORS AND CONTRACTOR
(POLICY NO. 06)
06.01 PURPOSE
06.01.1 To define the contract operators and contractor.
06.02 SCOPE
06.02.1 The policy is applicable to all the units of N.K.MINDA group.
06.03 POLICY
06.03.1 Contractor Manpower to be engaged as per Contract Labour Act.
06.03.2 However, following points to be checked :
06.03.2.1 Valid registration number of the contractor from labour department.
06.03.2.2 Engage contractors who are included in registration.
06.03.2.3 The Contractor should have valid Registration license, under Contract Labour Act, PF Act, ESI Act.
06.03.2.4 There must be a valid agreement between the Employer and the contractor.
06.03.3 Contractor payment on piece rate basis through cheque. Every month HRM has to check whether the Contractor has made the payment to his people and has filed the statutory return. No bill will be paid without attaching PF, ESI, etc. deposit challans of last month payment.
06.03.4 Contractor employee will not be given Bus facility.
06.03.5 During Diwali, employees through contractor will be given sweets
only.
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FUNCTIONAL /ORGANISATION STRUCTURE
(POLICY NO. 07)
07.01 PURPOSE
07.01.1 To attract & retain better talents it is decided to have a flatter organization which in turn gives more emphasis on functions / sub functions than conventional designation hierarchy.
07.02 SCOPE
07.02.1 The policy is applicable to all the units of N.K.MINDA group.
07.03 POLICY
07.03.1 By introducing this concept, attempt is made to make organization flatter and therefore, now, we have only 5 functional designations like, Business Head, Divisional head, Head, Leader & Member.
07.03.2 By mere Functional Designation it is not binding that all HOD’s or Leaders or Members are in the same level which automatically establishes the importance of function rather than level.
07.03.3 There may be cases where the Member is reporting to the Leader though they are in the same level.
07.03.4 There may also be cases where the Head is reporting to the Head though they are in the same level due to Corporate / Unit Functional Structure.
07.03.5 Again there may be some cases where the Member is reporting to another Member, who is the senior most but can not be classified as a Leader
07.03.6 In case of Secretary, Company Secretary or Receptionist, we have not given them the functional designation being a staff function.
07.03.7 There is also a possibility that during organizational restructuring a person’s functional designation might change from Head to leader or Leader to Member or vice versa depending on the function in which he is working.
07.03.8 The following table shows the possible relationships amongst various Levels and Designations.
|
DESIGNATIONS |
LEVELS
|
| BUSINESS HEAD | IX, X, XI,XII |
| DIVISIONAL HEAD | VIII, IX,X,XI |
| HEAD (DEPARTMENT) | VII, VIII,IX,X |
| LEADER (DEPARTMENT) | V, VI, VII,VIII |
| MEMBER (DEPARTMENT) | IV, V, VI |
07.04 PROMOTION
07.04.1 In case of promotion, we will simply write about the level elevation but the functional designation may remain unaltered if concerned person is handling the same function in similar role.
07.05 Organization Structures: At the time of budget, organization structure with job roles / responsibilities clearly defined must be submitted and approved by MD. Not to be changed during the year. In case change is unavoidable, follow the following sequence :
Unit HRM SBU Corp. HRM SJ/VKJ/NKM
(To be approved by atleast two)
*****
PERFORMANCE EVALUATION OF NEW ENTRANTS
(POLICY NO. 08)
08.01 PURPOSE
08.01.1 To give feedback to the new member of our family about his performance.
08.02 SCOPE
08.02.1 This policy is applicable to all the units of N.K.MINDA Group & applicable to Head & above new joinees.
08.03 PROCEDURE
08.03.1 It is the responsibility of the organization to ensure that new entrant get merged with the working and culture of the Organization. Then only he/she will be able to give his / her best.
08.03.2 For this, a feedback on the performance of new entrant to be taken from the superior, colleague and subordinate in a specified form (Annexure – 26).
08.03.3 After filling the form the same should be forwarded to the Head HRM. It is required that confidentiality should be maintained. Therefore, people should give their feedback in an objective manner.
08.03.4 Such feed back should be discussed with the new joinee so that he / she becomes aware of his / her short comings, if any and can plan corrective action.
*****
II
ADMINISTRATIVE
POLICIES
ATTENDANCE PROCEDURE AND SYSTEM – STAFF
(POLICY NO. 09)
09.01 PURPOSE
09.01.1 To streamline and regulate the attendance of all the employees in the company.
09.02 SCOPE
09.02.1 This policy is applicable to all the units of N.K.MINDA Group.
09.03 PROCEDURE
09.03.1 Attendance for all categories of staff irrespective of level would be through a formal procedure in the Muster Roll Register or card punching system, as applicable. All employees are expected to sign this Muster Roll Register/ Punch card before reaching their work place in the morning while entering the office itself.
09.04 LATE COMING
09.04.1 Employees reporting after 9 am (or other designated time) shall make an entry in a Late Coming Register at the gate mentioning therein the time and date of their arrival and should initial against their names.
09.04.2 This register shall be made available by the security to any staff entering the company after the morning bell is rung.
09.04.3 At the end of the month while preparing the Pay Roll, the HRM Department shall reconcile data from this register.
09.04.4 Employees coming after 9.00 a.m.(or other designated time) will also sign in the attendance register.
09.04.5 In case units are having punching card system, late coming record will automatically be available in system. Hence employees coming late need not sign in the late coming register.
09.04.6 Late comings four times in a month up to the maximum of ½ (half) an hour is permitted. Any late coming beyond four times in a month will be treated as absence for which ½ day leave will be deducted if due, otherwise salary will be deducted. This norm is only a guideline and does not entitle a staff member to have a right to come late.
09.04.7 It is the responsibility of the staff to have their attendance complete to earn salary for that month.
09.05 LATE REPORTING ON DUTY ON ACCOUNT OF O.D.
09.05.1 Any employee going on official duty outside shall get permission from his immediate superior mentioning the dates on which he will be out and get it authorized by his sanctioning authority and submit to HRM Department for attendance purpose.
09.05.2 Persons going on duty to local places shall write on the movement board displayed in front of the Receptionist so as to keep the Receptionist updated about where about of the out going employee. HRM Department can check for his record purpose, the same date from the register the morning. However, persons proceeding on duty during the course of day after having entered on the board, will also sign on the employee outgoing register with details.
09.05.3 Employees proceeding on duty within city will try to reach their places of work back if the work is completed before the close of working hours and this opportunity should not be converted for reducing working hours.
09.05.4 As and when the employee comes back to the office, it is his responsibility to fill up time of returning in the Employee Out Going register as well as to wipe off his name from the movement board before proceeding to his work place.
09.05.5 Employee going out during the working hours for whatever purpose, is also required to complete his particulars in the Employee Out Going Register lying with the security at the gate.
09.05.6 Making an entry on the board or in the Employee Out Going Register does not substitute for the required practice of keeping the immediate superior informed before leaving the work place.
09.05.7 The employee should give OD (for going out for official job/out of station duty/or on duty to other units for whole day) slip to the HRM Department on prescribed format on the previous working day duly signed by his/her immediate superior.
09.05.8 If, due to some reason, the employee is not able to give OD slip on previous day he should give OD slip duly approved immediately, when he reports on duty.
09.05.9 Employees, who are out for whole day for official work, need not sign in the Muster Roll / need not punch their card.
09.05.10 The HRM Department shall mark with red ink as (/ ) if the employee does not report for duty up to 9.30 am and no OD / Leave application duly sanctioned has been received. The concerned employee whosoever is on leave (Casual Leave/Sick Leave/Earn Leave/OD) shall get his / her leave / OD slip, whichever is applicable, sanctioned and submit the same on the very next day or before processing payroll, otherwise he / she will be marked absent.
09.05.11 If an employee has reported on duty and does not get his leave / OD Slip sanctioned either very next or before processing of payroll for that month, shall be marked absent.
09.05.12 It is expected that all kinds of leaves should have a prior approval in writing from the appropriate authorities.
09.05.13 It is the responsibility of the employee to get his leave sanctioned from the authorized person and submits the same to HRM Department.
09.05.14 The HRM Department shall treat all absence from duty unless authorized leave / OD slip is obtained within time frame as mentioned above.
09.06 SHORT LEAVE
09.06.1 Employees can go up to two hours for each occasion up to 2 times in a month any time during the day after getting due sanction from his immediate superior. This is not an entitlement or right to take short leaves every month.
******
ATTENDANCE PROCEDURE AND SYSTEM-OPERATORS
(POLICY NO. 10)
10.01 PURPOSE
10.01.1 To streamline the system of attendance of operators
10.02 SCOPE
10.02.1 This policy is applicable to all the units of the N.K.MINDA group.
10.03 PROCEDURE
10.03.1 Attendance for operators will be maintained through the Attendance Cards/ Punching card system.
10.03.2 Each operator will be allotted the attendance/ Punch card.
10.03.3 In case of attendance card system, there shall be two attendance card boards on which “IN” and “OUT” will be painted. These card boards should be fixed near the security gate.
10.03.4 Each Operator shall be allotted separate pouch duly numbered where these cards shall have to be placed.
10.03.5 While entering the factory in the morning before the start of the work i.e. 9.00 a.m. (or other designated time) each operator is required to pick up his card from the “OUT BOARD” and place it in the “IN BOARD” after making an initial in the respective column of attendance card. Likewise, while going out of the plant at the close of the work, the operator is required to place his/her card in the “OUT BOARD” and while doing so he/she should also check whether his/her attendance for the day worked has been marked by the HRM Department in the respective column of the attendance card.
10.03.6 At 5.30 p.m. (or other designated time), the HRM Department should mark “P” in the both columns of the cards lying in the BOARD, if operator is present. He should also mark present in the Muster Roll of the operators.
10.03.7 The Security Guard will circle the date in the Attendance card with red color ink for those operators entering the premises after 9.00 am (or other designated time) and there after shall give it to the operator to place it in the “IN BOARD”.
10.03.8 It is also the responsibility of the Security Guard to check that as and when the fourth occasion of such late comings in a month arises to refuse entry for such operator who are late at the fourth occasion and there after.
10.03.9 It is also the responsibility of the HRM Department to ensure that the Security Guard is following this system strictly. No operator shall be allowed to enter the premises who so ever is late after 30 minutes.
10.03.10 At 9.30 a.m. the Security Guard will lock all card board and allow only the HRM Department to collect the cards from the board for making attendance and keeping the cards back.
10.03.11 Operator coming in the night shift shall, however, adopt the same procedure while entering the unit but at the time of exit they will give their cards to the Security Guard and will not place it on the OUT BOARD.
10.03.12 As mentioned above, HRM Department shall mark the attendance of the concerned operator in the card as well as in the Muster Roll on the same day after counter checking the work allotment register maintained at the shop floor.
10.03.13 The HRM Department shall initial the work allotment register on daily basis and put the date on the bottom of the attendance register.Any discrepancy identified during this process should be highlighted on the same day to the Production In-charge as well as security man and corrective action be taken. Likewise he would mark the attendance card for night shift purpose in the similar process.
10.03.14 It is the responsibility of the HRM Department that they should make all possible efforts and encourage the operator to sort out the queries raised by the operator on account of any discrepancy in the attendance.
10.03.15 It is also the responsibility of the HRM Department to have surprise check that the attendance is initialed by the concerned operator and not by proxy.
10.03.16 It is the responsibility of the HRM Department that while preparing the Pay Roll , they will reconcile the data of the attendance card and the muster roll at the end of the month.
10.03.17 In case units are having punching card system all employees are required to punch their card. The same procedure as of staff attendance i.e. explained in the Policy No. 09 will be followed.
10.04 SHORT LEAVE
10.04.1 Employees can go up to two hours for each occasion up to 2 times in a month any time during the day after getting due sanction from his immediate superior. This is not an entitlement or right to take short leaves every month.
10.05 ON DUTY PROCEDURE
10.05.1 Any operator going out on duty is required to get his Gate Pass approved by getting the signature on the same from the authorized signatory.
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LEAVE POLICY FOR STAFF (INCLUDING TRAINEES)
(POLICY NO. 11)
11.01 PURPOSE
11.01.1 To define the Company’s policy on leave entitlement and availment for all the employees.
11.01.2 To enable employees to take rest/recover in case of illness.
11.01.3 To enable employees to take leave in case of emergency/personal reasons.
11.01.4 To enable employees to take vacations.
11.02 SCOPE
11.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
11.03 POLICY
11.03.1 All leave entitlements coincide with and determined for the CALENDER YEAR from 1st January to 31st December.
11.03.2 Employees joining/leaving at any point during this period would get pro-rata leaves.
11.03.3 Individual employee leave record shall be maintained by the HRM Department.
11.04 ENTITLEMENT
11.04.1 CAUSAL LEAVE (C.L.)
11.04.1.1 All the employees shall be entitled for 7 days Casual Leaves (CL) in a calendar year.
11.04.1.2 Employees joining between 1st January to 15th January shall be eligible for full entitlement of Casual Leaves for that year.
11.04.1.3 Employees joining after the 15th January , will be credited C.L. as follows.
| MONTH OF JOINING | CL ENTITLEMENT FOR THE YEAR
|
| JANUARY (16th to 31st) | 6.0 DAYS |
| FEBRUARY | 6.0 DAYS |
| MARCH | 5.5 DAYS |
| APRIL | 5.0 DAYS |
| MAY | 4.5 DAYS |
| JUNE | 4.0 DAYS |
| JULY | 3.5 DAYS |
| AUGUST | 3.0 DAYS |
| SEPTEMBER | 2.5 DAYS |
| OCTOBER | 2.0 DAYS |
| NOVEMBER | 1.5 DAYS |
| DECEMBER (1st to 15th Dec.) | 1.0 DAY |
| DECEMBER (16th to 31st Dec.) | NIL |
11.04.1.4 CL not availed during the year will not laps. Balance CL will be clubbed with EL.
11.04.1.5 In case of new joinee CL can not be availed unless it is earned (i.e. CL earned in the 1st month can be availed from 2nd month onwards).
11.04.1.6 CL can not be clubbed with any other type of leave.
11.04.1.7 Maximum of 3 days CL can be availed in one spell.
11.04.1.8 CL can be applied at any time but not less than 0.5 days.
11.04.1.9 All holidays/weekly off falling in between a spell of CL shall not be counted as CL.
11.04.1.10 Holidays/weekly off days can be suffixed or prefixed to a spell of CL.
11.04.1.11 No encashment of CL is permissible.
11.04.1.12 CL should be applied atleast 24 hours in advance in writing. However, in case of extreme circumstances when person is unable to apply for CL in advance, leave card duly approved by superior for the same must be given immediately on resuming duty.
11.04.2 SICK LEAVE (S.L.)
11.04.2.1 All employees including trainees, excluding employees covered under ESI shall be entitled to 7 days of SL in a year. Employees joining any time during the leave year will have pro-rata SL for that year of joining as per the details given above similar to CL.
11.04.2.2 SL can be accumulated upto a maximum of 21 days.
11.04.2.3 Any accumulation beyond prescribed limit will lapse automatically.
11.04.2.4 SL can not be clubbed with CL.
11.04.2.5 All holidays/weekly off days falling in between a spell of SL shall be counted as SL.
11.04.2.6 No encashment of SL is permissible.
11.04.2.7 Any employee falling sick shall arrange to send information to his superior at the earliest but not later than 24 hours of his absence on account of SL and to apply for the same in writing immediately on resuming duty.
11.04.2.8 In case of sickness for more than 3 days, concerned employee must produce a medical certificate either from a Doctor or from a Registered Medical Practitioner.
11.04.2.9 On account of increment or by any other reason, if employee come out of the preview of ESI, shall immediately be eligible for Sick Leave on pro-rata basis.
11.04.3 EARNED LEAVE (E.L.)
11.04.3.1 An employee is eligible for Earned Leaves if he/she fulfill the condition of attendance of 240 days in a year.
11.04.3.2 For calculating 240 days attendance actual days worked + earned leaves availed during the year to be considered.
11.04.3.3 Where an employee fulfills the condition of 240 days (as mentioned above ) but has remained absent or on leave without pay, such an employee shall be deprived of Earned Leave on pro-rata basis, as per following table :-
|
NO. OF DAYS (ABSENT/LWP) |
DAYS BY WHICH EL TO BE REDUCED |
|
Upto 7 days |
0 |
|
8-14 |
1 |
|
15-22 |
2 |
|
23-29 |
3 |
|
30-37 |
4 |
|
38-45 |
5 |
|
46-51 |
6 |
11.04.3.4 In case of new joinee, during first year, EL will be calculated on pro-rata basis and also the condition in last para will be applied.
11.04.3.5 All staff members shall be entitled to 26 days EL in a calendar year.
11.04.3.6 EL would be credited to the individual employee’s account only after completion of one year of his service (one year service means having worked for 240 days or more days in the previous year). For the purpose of computing 240 days, period of LWP, unauthorized absence, all period of legal lockout, strike and closures, inclusive of intervening, succeeding and preceding Sundays and holidays shall be excluded, however, sanctioned leave can be counted as working days.
11.04.3.7 Employees joining during leave year shall be credited EL in the next year on pro-rata basis. Similarly employees leaving the service shall be given a credit of EL on pro-rata basis.
11.04.3.8 EL can be clubbed with SL on account of special circumstance like illness/death in the family. This power rests only with Head of the Department & above category of employees.
11.04.3.9 EL can not be availed for more than 4 times in a year and must not be of less than 1 day, weekly off days falling within EL period will not be counted as EL. However, those employees, who are covered under ESI and not eligible for S.L. can avail E.L. upto 6 times maximum. EL can be accumulated upto a maximum of 3 years of an employee’s leave entitlement i.e. 78 leaves.
11.04.3.10 100% of EL over and above 78 days lying credit to the individual employee’s account on first day of the year i.e. as on January 01, shall be encashed and payment shall be made by 31st March of every year during the employment. The Basic salary as on 31st December shall be the basis for the encashment of EL.
Example :
| Balance EL as on 31st Dec. |
70 |
| EL credited on 1st Jan. |
26 |
| Total EL as on 1st Jan. |
96 |
| No. of EL over & above 78 days |
18 |
| 100% of EL over & above 78 days |
18 |
| Encashable EL |
18 |
11.04.3.11 At the time of resignation, retrenchment, termination or dismissal encashment of EL up to a maximum of 78 days is permissible for staff. The last drawn basic salary shall be the basis for the encashment of EL.
11.04.3.12 For availing EL, an employee would be required to apply in writing atleast 7 days before the date on which employee wishes the leaves to commence.
11.04.3.13 For availing LTA, employee has to avail minimum of 5 days EL.
11.04.3.14 All encashment of leave will be subject to PF Deduction as per Employee Provident Fund Act. Along with Employer’s share (which will be born by the company), this amount will be deposited with Employee Provident Fund Organisation.
11.05 GENERAL POINTS
11.05.1 All employees have been allotted a leave card which shall be retained / maintained by the HRM Department.
11.05.2 An employees availing leave shall obtain his leave card from the HRM Department, shall fill up the respective column for getting his leave sanctioned and forward the same to the sanctioning authority.
11.05.3 All the leaves shall be sanctioned by immediate superior.
11.05.4 Once leave card has been issued, it is the responsibility of the concerned employee to ensure that it is returned back to HRM Department. The HRM Department shall see that the leave card is received back within 24 hours of its issue.
11.05.5 An employee who is in the first year of service may be granted an advance EL to the maximum of 10 days with the approval of Head of the department & above category of employees, only in case of genuine need found satisfactory by the Department Head. However, this shall become adjustable against the next year EL and recoverable if the employee leaves the company before the completion of one year of service.
11.05.6 Employee going on leave, not having any leave to his credit, should apply for LWP and get it approved otherwise such leave will be treated as absenteeism.
11.05.7 Permanent employees, who are required to serve 90 days of notice on leaving the service, may adjust 30 days EL against the notice period with the approval of the SBU Head.
11.05.8 Any deviation to the above policy shall have to be approved by Level IX and above category of employees.
11.05.9 Compensatory Off upto Member can be approved by Head & above and such type of leave shall be treated as present.
******
LEAVE POLICY FOR OPERATORS
(POLICY NO. 12)
12.01 PURPOSE
12.01.1 To define the Company’s policy on leave entitlement and availment for all the operators.
12.01.2 To enable operators to take rest/recover in case of illness.
12.01.3 To enable operators to take leave in case of emergency/personal reasons.
12.01.4 To enable operators to take vacations.
12.02 SCOPE
12.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
12.03 POLICY
12.03.1 All leave entitlements coincide with and determined for the CALENDER YEAR from 1st January to 31st December.
12.03.2 Operators joining/leaving at any point during this period would get pro-rata leave.
12.03.3 Individual operator’s leave record shall be maintained by the HRM Department.
12.04 ENTITLEMENT
12.04.1 CAUSAL LEAVE
12.04.1.1 All the operators shall be entitled for 7 days Casual Leaves (CL) in a calendar year.
12.04.1.2 Operators joining between 1st January to 15th January shall be eligible for full entitlement of Casual Leaves for that year.
12.04.1.3 Operators joining after 15th January , will be credited CL entitlement as follows.
|
MONTH OF JOINING |
CL ENTITLEMENT OF THE YEAR |
| JANUARY (16th to 31st) | 6.0 DAYS |
| FEBRUARY | 6.0 DAYS |
| MARCH | 5.5 DAYS |
| APRIL | 5.0 DAYS |
| MAY | 4.5 DAYS |
| JUNE | 4.0 DAYS |
| JULY | 3.5 DAYS |
| AUGUST | 3.0 DAYS |
| SEPTEMBER | 2.5 DAYS |
| OCTOBER | 2.0 DAYS |
| NOVEMBER | 1.5 DAYS |
| DECEMBER (1st to 15th Dec.) | 1.0 DAY |
| DECEMBER (16th to 31st Dec.) | NIL |
12.04.1.4 CL not availed during the year cannot be accumulated with subsequent year and the unavailed CL shall automatically get encashed and payment will be made alongwith the wages in the subsequent year (i.e. in the month of February every year.) The Basic Salary as on 31st December shall be the basis for encashment of CL.
12.04.1.5 CL can not be clubbed with any other type of leaves.
12.04.1.6 Maximum of 3 days CL can be availed in one spell.
12.04.1.7 Not less than 0.5 day CL can be applied at any time
12.04.1.8 All holidays/weekly off falling in between a spell of CL shall not be counted as CL.
12.04.1.9 Holidays/weekly off days, however, can be suffixed or prefixed to a spell of CL.
12.04.1.10 CL should be applied atleast 24 hours in advance in writing. However, in case of extreme circumstances when person is unable to apply for CL in advance, leave card duly approved by superior for the same must be given immediately on resuming duty.
12.04.2 SICK LEAVE
12.04.2.1 All employees excluding employees covered under ESI shall be entitled to 7 days of SL in a year. Employees joining any time during the leave year will have pro-rata SL for that year of joining as per the details given above similar to CL.
12.04.2.2 SL can be accumulated upto a maximum of 21 days.
12.04.2.3 Any accumulation beyond prescribed will lapse automatically.
12.04.2.4 SL can not be clubbed with CL.
12.04.2.5 All holidays/weekly off days falling in between a spell of SL shall be counted as SL.
12.04.2.6 No encashment of SL is permissible.
12.04.2.7 Any employee falling sick shall arrange to send information to his superior at the earliest but not later than 24 hours of his absence on account of SL and to apply for the same in writing immediately on resuming duty.
12.04.2.8 In case of sickness for more than 3 days, concerned employee must produce a medical certificate either from a Doctor or from a Registered Medical Practitioner.
12.04.2.9 On account of increment or by any other reason, if they come out of the preview of ESI, shall immediately be eligible for Sick Leave on pro-rata basis.
12.04.3 EARNED LEAVE
12.04.3.1 All operators, who have worked for a period of 240 days or more in a calendar year shall be allowed EL in the subsequent year at the rate of 1 day for every 20 days worked as per the factory’s act 1947. For computing 240 days, actual working days + Earned Leaves availed shall be considered.
12.04.3.2 EL can be accumulated upto 30 days and the EL in excess of 30 days lying to his credit shall be encashed and payment shall be made to him along with his wages payable in the month of February of the subsequent year.
12.04.3.3 EL can not be clubbed with CL.
12.04.3.4 There is no time restriction for availing EL in a year, but it should not be less than 1 day for each duration/spell.
12.04.3.5 Operators joining during leave year shall be credited EL in the next year on pro-rata basis. Similarly employees leaving the service shall be given a credit of EL on pro-rata basis.
12.04.3.6 Weekly off days/ holidays falling within the leave period will not be counted as EL.
12.04.3.7 For availing EL, an operator would be required to apply in writing atleast 7 days before the date on which operator wishes the leave to commence.
12.05 GENERAL POINTS
12.05.1 All operators have been allotted a leave card which shall be retained / maintained by the HRM Department.
12.05.2 Operators availing leave shall obtain his leave card form the HRM Department, shall fill up the respective column for getting his leave sanctioned and forward the same to the sanctioning authority.
12.05.3 All the leaves shall be sanctioned by immediate superior.
12.05.4 Once leave card has been issued, it is the responsibility of the concerned employee to ensure that it is returned back to HRM Department. The HRM Department shall see that the leave card is received back within 24 hours of its issue.
12.05.5 HRM Department is required to mark leave (CL/SL/LWP/EL) in the Attendance Register with the approved leave that they have received from the person concerned.
12.05.6 Every Department should give its consolidated next year leave plan by 15th January every year.
12.05.7 Operators going on leave, not having any leave to his / her credit should apply for LWP and get it approved otherwise such leave will be treated as absenteeism.
12.05.8 Any deviation to the above policy shall have to be approved by Head of the department and above category of employees.
12.05.9 As and when the CL/EL is encashed to operators, Basic and HRA are to be included.
12.05.10 There is no scheme to sanction maternity benefit or maternity leave to any of the employee except to those who are covered under Employee State Insurance Act and the rules framed there under and entitled to the same under the above said act.
******
LEAVE CARDS
(POLICY NO. 13)
13.01 PURPOSE
13.01.1 To streamline the system of maintaining leave cards of employees.
13.02 SCOPE
13.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
13.03 PROCEDURE
13.03.1 The company has provided leave cards (Annexure – 27) to each employee.
13.03.2 For each employee a separate card will be prepared.
13.03.3 Leave availed by any employee shall be entered in the leave card as per the leave policy of the Company.
13.03.4 Any employee availing the leave shall obtain the leave card from the HRM Department and get his leave sanctioned from the sanctioning authority as per the policy of the company and shall return the same to HRM Department.
13.03.5 Leave card should be filled in and maintained very neatly.
13.03.6 While preparing the monthly salary, leave card should be checked, the leave without pay or leave with pay be calculated and salary be paid accordingly.
13.03.7 Every year a new leave card will be issued and the balance should be carried forward in the new leave card and old leave card should be filed in the respective Personal File.
13.03.8 The maintenance, checking, verification and issuing the new leave card will be responsibility of Unit HRM Department.
******
LATE SITTING FOR STAFF
(POLICY NO. 14)
14.01 Staff sitting late after closing office hours shall be served tea and snacks as per the following policy :
14.01.1 Staff sitting late upto 6.30 p.m. will be entitled to only tea and no snacks will be served.
14.01.2 Staff sitting late from 6.30 p.m. to 9.30 p.m., tea + snacks will be provided costing not more than Rs.15 /-.
14.01.3 Staff sitting beyond 9.30 p.m. shall get fixed meal allowance of Rs. 60/- for level IV to VII.
14.01.4 Staff staying late beyond 07.30 p.m. shall also be entitled to actual conveyance expenses from office to residence as per the Travelling norms, if the company conveyance is not available.
*******
COMPENSATORY OFF
(POLICY NO. 15)
15.01 PURPOSE
15.01.1 To compensate the employees coming at works on Off days / Holidays.
15.02 SCOPE
15.02.1 This policy is applicable for all employees of Level IV to Level VI of all the units of N.K.Minda Group.
15.03 POLICY
15.03.1 All Level IV to Level VI employee shall be entitled for Compensatory Off. However compensatory off for higher levels is allowed at the discretion of SBU Head.
15.03.2 Employees of Level IV to Level VI working on Off days / Holidays shall be entitled to compensatory off at the discretion of the their department Head.
15.03.3 Employees coming to office on Off days / holidays will enter their name in the “Employee Outgoing Register” kept at the Security gate.
15.03.4 Employees will maintain their record of compensatory off on the reverse side of the Leave Cards.
15.03.5 On receipt of Leave Card, HRM department will check the “Employee Outgoing Register” for verification of working hours.
15.03.6 Compensatory off should be availed within 1 month from the date of approval. If not availed within the time period of 1 month, the compensatory off shall automatically be lapsed.
15.03.7 For applying compensatory off, employee should have worked for minimum six hours on any Off day / holiday.
15.03.8 Accumulation of working hours, spent on different days is not permissible.
15.03.9 Any deviation in the above can be done by SBU Head only at his sole discretion.
*******
PERSONAL FILES MAINTENANCE
(POLICY NO. 16)
16.01 PURPOSE
16.01.1 To streamline the system of maintaining personal files of employees.
16.02 SCOPE
16.02.1 This policy is applicable to all the units of N.K.MINDA group.
16.03 PROCEDURE
16.03.1 There will be a separate personal file for each employee and the documents be prepared as per the check list, Annexure – 28 A will be used for Operator files and Annexure – 28 B for staff.
16.03.2 All personal files of the employees shall be kept in the unit as follows:
16.03.2.1 All operators files shall be in the charge of HRM Department.
16.03.2.2 All personal files up to VI shall be under the charge of Unit HRM Department and personal files of level VII & VIII shall be under the charge of SBU Head.
16.03.2.3 All files of Level – IX and above shall remain with Corporate HRM. However, for those, who are reporting to MD, the files will be kept with MD’s Office.
********
MINIMUM WAGES
(POLICY NO. 17)
17.01 ENTITLEMENT
17.01.1 No regular employee shall be paid less than the minimum wage.
17.01.2 Regular employees shall be paid minimum wages as applicable in each state.
17.02 MINIMUM WAGE
17.02.1 The minimum wages applicable to the different states in India are applicable.
17.02.2 It is the responsibility of the HRM Heads to have Up-to-date information of the minimum wage applicable to the employees working under their units.
17.02.3 The impact of minimum wages changes to be incorporated during Appraisal and increment.
*******
SALARY/WAGES DISTRIBUTION
(POLICY NO. 18)
18.01 PURPOSE
18.01.1 This procedure has been laid down to streamline the system of distribution of the salary/wages in the various Units.
18.02 SCOPE
18.02.1 This procedure is applicable to all the Units of the N.K.MINDA Group.
18.03 PROCEDURE
18.03.1 The following procedure is laid down for distributing the salary /wages.
18.03.2.1 All operators will get their wages by cash/ bank transfer on 1st of every month. Each Operators has to write authorization letter to Company for the transfer of Wages in their bank account (Annexure-61).The same letter will be filed in personal files of operators.
18.03.3 All staff will get their salary through bank transfer, where this facility is not available the process will be as follows.
18.03.3.1 All staff members, who are designated in level – IV & above, will get their salary by cheques and cheques will be issued to them on 1st of every month. The HRM Department will complete the salary /wages register by 27th of every month duly authenticated by HRM head and will hand over to Accounts Department on the same day so that Accounts Department can prepare the cheques in time.
18.03.4 All Employees will get their salary slips along with the salary / wages.
18.03.5 In case of holiday, weekly off on the above-mentioned date, the salary will be distributed a day before the date of holiday.
*******
LTA AND PROCEDURE FOR PAYMENTS
(POLICY NO. 19)
19.01 PURPOES
19.01.1 To streamline the procedure of availing LTA and its payments.
19.02 SCOPE
19.02.1 This policy is applicable to all the units of N.K.MINDA group.
19.03 ENTITLEMENT
19.03.1 As per salary structure decided by Corporate HRM from time to time.
19.04 POLICY
19.04.1 LTA year shall be from 1st January to 31st December.
19.04.2 LTA to be paid to employees as soon as his LTA becomes due for the entire period.
19.04.3 Leave Travel Assistance (LTA) shall be paid in the form of reimbursement.
19.04.4 Employees must take atleast 5 days EL to apply for LTA.
19.04.5 LTA can be claimed only once in a year subject to prevailing IT rules.
19.04.6 Approving authority for any level of Employees will be Head of the Department while routing through F & A department.
19.04.7 For staff getting promoted /leaving the service shall be entitled to LTA on pro-rata basis.
19.04.8 In case employee leaves, LTA dues shall be paid along with the settlement as “ex-gratia” since LTA procedure would become non-applicable.
19.04.9 80% of LTA due amount can be taken as advance against LTA.
19.04.10 There will not be any deduction of LTA entitlement on account of sickness/illness (upto 3 months).
********
MEDICAL REIMBURSEMENT
(POLICY NO. 20)
20.01 PURPOSE
20.01.1 To streamline the system of medical reimbursement
20.02 SCOPE
20.02.1 This policy is applicable to all the units of N.K.MINDA group
20.03 POLICY & ENTITLEMENT
20.03.1 Level wise entitlement as per the salary structure, decided by Corporate HRM from time to time for the treatment of self and dependent family members.
20.04 RULES
20.04.1 Employees can claim a medical reimbursement either monthly, quarterly, ½ yearly or annually on submission of medical bills.
20.04.2 An eligible employee shall have to submit the medical bills.
20.04.3 Employees joining/leaving during the month shall be eligible for medical reimbursement on pro-rata basis for the number of days worked in that particular month.
20.04.4 There will not be any deduction of medical entitlement on account of their remaining absent for a long period on account of sickness/illness.
20.04.5 In case of amendment in the ESI Act and should such benefit connected to any of the above level, the above benefit will stand withdrawn.
20.04.6 If any employee gets promoted to the next level will be eligible for medical as applicable to his/her new level from the date of promotion.
*******
EMPLOYEES PROVIDENT FUND SCHEME
(POLICY NO. 21)
21.01 Employee will be covered under the Employee’s PF and Miscellaneous Provisions Act 1952 and Employee’s Family Pension Scheme, 1971 and the rules framed there under.
21.01.1 Employee’s contribution i.e. 12% of the basic salary which will be deducted from employee’s salary as well as the employer’s contribution i.e. 12% of the basic salary shall be deposited in the individual’s P.F. account as per the above said Act.
21.01.2 All employees shall be covered under the act from the very first day of joining the Organisation.
*******
EMPLOYEES STATE INSURANCE SCHEME
(POLICY NO. 22)
22.01 Employees will be covered under ESI as per ESI Act 1948. The eligibility criteria will be effective as per the salary limit notified by ESIC.
22.02 The employer’s contribution is 4.75% of the salary and employee’s contribution towards ESI is 1.75% of the salary as per the above said Act.
*******
EFFICIENCY LOSS COMPENSATION
(POLICY NO. 23)
23.01 All possible efforts should be made to discourage overtime.
23.02 There is no Efficiency Loss Compensation for staff and drivers. However, Efficiency Loss Compensation will be paid to security Guards over and above 8 hrs of job and also Efficiency Loss Compensation shall be paid for working on off days.
23.03 Operators may only be allowed to work on Efficiency Loss Compensation to compensate the loss of hours on account of absence/leave or to increase the productivity over and above the level fixed by the time and motion study to have the optimum level of productivity.
23.04 The departmental head shall take decision, whom-so-ever he wants to allow to work on ot / night duty.
23.05 Two separate lists will be prepared by him. The first copy of this be sent to Security Guard for checking and the second copy to be sent to HRM for calculation purpose.
23.06 During the Efficiency Loss Compensation period, HRM person, production supervisor, quality supervisor, one duty manager( not below Level VI) must be available. 20:1 Operator: Staff ratio has to be maintained.
23.07 Female operators can do Efficiency Loss Compensation only upto 7.30 p.m.
23.08 Efficiency Loss Compensation should be allowed for only those operators who are on regular basis. There should not be any Efficiency Loss Compensation for any other category.
23.09 An Efficiency Loss Compensation register shall be maintained as per the factory’s Act and the rules framed there under.
23.10 The payment of the Efficiency Loss Compensation shall be prepared on or before the 3rd of every month to be passed as per “AUTHORITY LIMITS ” and Efficiency Loss Compensation payment shall be released by 07th of every month.
23.11 The calculation for the computation of Efficiency Loss Compensation payment shall be explained in person.
23.12 UNDER NO CIRCUMSTANCES THE NO. OF HOURS OF EFFICIENCY LOSS COMPENSATION SHOULD BE MORE THAN 50 IN A QUARTER FOR EACH OPERATOR.
23.13 The Efficiency Loss Compensation payment shall also attract the provisions of ESI Act.
23.14 ESI contribution on account of Efficiency Loss Compensation (employer/employee’s share) will be paid by the company.
23.15 The Efficiency Loss Compensation registers shall always be in the lock and key with the Head of the HRM Department.
23.16 Operator detained for extended night shift shall be entitled for dinner allowance of Rs.25.00. But this should be rare. If used frequently it will be considered as negative point.
*******
SHIFT OPERATION
(POLICY NO. 24)
24.01 The Units may have two & three shift operations. Following steps may be taken to have operations in each shift.
24.01.1 The shift timings shall be as follows.
3 Shift Timing : 06.00 AM – 02.30 PM
02.00 PM – 10.30 PM
10.00 PM – 06.30 AM
2 Shift Timing : 09.00 AM – 05.30 PM
09.00 PM – 05.30 AM
General shift 08.45 AM – 05.45 PM (Wherever 2nd Saturday is Off)
09.00AM -05.30 PM (Wherever 2nd Saturday is working)
24.01.2 If any unit is running extra shift, one person each from HRM, Production & Quality will be available. 20 : 1 ratio of Operator: Staff to be maintained.
24.02 Shift in-charge for each shift should be identified (not below Level VI) who will be the overall in-charge of the shift.
24.03 There will be a separate attendance register for each shift.
24.04 A shift wise register should be maintained which will be filled in by the each shift in-charge giving the details about the requirement needed/ any other communication which he intends to make to the SBU Head or the information which the shift in-charge wants to highlight.
24.05 Shift In-charge should also have an adequate imprest for emergency need which SBU Head will define.
24.06 First Aid Box must have the required medicines in each shift. The telephone numbers and addresses of the Doctors to be contacted for emergency need should also be available.
24.07 Proper lighting arrangement inside and outside the building.
24.08 Shift rotation can be done on weekly basis and the list of the operators/members and other staff required to come in each shift should be prepared and displayed on the Notice Board well in advance i.e. 7 days before.
24.09 As per the Labour Laws we are required to give atleast 21 days advance notice for starting the shift.
24.10 Regarding the other labour formalities to be completed like permission to be obtained from Labour Department or any other special records to be kept in each shift etc.. Unit HRM to ensure the legal compliance under the Laws.
24.11 Female employees not to be called in the second/ third shift.
*******
TRAVELLING NORMS ( INLAND )
(POLICY NO. 25)
25.01 PURPOSE
25.01.1 To streamline travelling rules.
25.02 SCOPE
25.02.1 These rules shall be applicable to all the units of N.K.MINDA Group.
25.03 PROCEDURE
25.03.1 DAYS FOR THE COMPUTATION OF D.A.
25.03.1.1 For computation of daily allowance, days will be calculated on the
Following basis :
5 – 7 hours – Half Day
8 – 24 hours – Full Day
25.03.2 DA
25.03.2.1 To meet the boarding and lodging expenses, this allowance is provided
to employees while on tour from their respective units.
25.03.2.2 Daily Allowance is a flat allowance when the employee makes his own arrangements for boarding and lodging and supports for expenses are not to be provided alongwith expense claim statement. Alternatively employees can stay in a paid accommodation (i.e. Hotel, Guest house, Rest house, Circuit house etc.) where the amount to be spent for boarding and lodging and amount to be allowable cannot exceed the specified amount mentioned against every category of employee at every location as specified in (Annexure – 29).
25.03.3 CATEGORY OF TOWNS
25.03.3.1 Towns have been categorized on the basis of their respective cost of living as given in the (Annexure – 29).
25.03.4 EXPLANATION TO “ANNEXURE – 29”
25.03.4.1 The following explanations are being given for the purpose of understanding the rules in its true sense:
25.03.4.2 In case of local conveyance the complete details of travelling ( i.e. indicating the names of places from—to ) is to be furnished.
25.03.4.3 DA has been fixed during the journey period as indicated in “Annexure-29”
25.03.4.4 10% of DA can be claimed without any supporting document, at all levels, subject to a maximum of Rs.100/- per day but within the overall limits to cover the incidental charges like tips etc. Lodging & DA would be clubbed together for entitlements at all levels.
25.03.4.5 No liquor will be permitted
25.03.4.6 All miscellaneous expenses would have to be approved by Departmental Head on the basis of supporting provided or otherwise depending upon the circumstances.
25.03.4.7 Level I to III employees will get their expenses (i.e. DA) without producing any documents / bills etc.
25.03.4.8 If the airfare is more than train fare at a maximum of 20%, HOD is authorized to sanction the same.
25.03.4.9 Domestic Air Travel : Tickets should be booked in discounted fare. Wherever full fare is paid, should be approved by SBU Head.
25.03.5 The ticket will be booked by the HRM department atleast 5 days in advance from the imprest allotted to individual employees for official trip. The ticket will be booked as per category of the employees or as asked by the concerned person who is going on tour but it should not exceed the limit as given in the “Annexure 29”.
25.03.6 The HRM department is responsible for booking the Air as well as the Train tickets.
25.03.7 The concerned official will hand over the air/train booking slip duly approved by competent authority to HRM department who in turn will make the payment to travel agent.
25.03.8 The Accounts department will make payment immediately as an imprest to the concerned person and adjust the same on submission of the travel expenses bills.
25.03.9 The Accounts department will make payment by cheque to the travel agency in respect of air booking.
25.03.10 In the event of any cancellation, not availing the ticket or any other reason the individual will immediately inform the Accounts department who shall raise a debit note to the travel agency and route it to the HRM department.
25.03.11 The amount for booking train tickets will be provided to the HRM department by the individual concerned. The bill in respect of train bookings will be handed over to the concerned person alongwith the ticket. The concerned person will claim the same alongwith his travel expenses.
25.03.12 IMPREST : When the employee concerned shall go on a tour, he will get an imprest, provided he has cleared all other earlier imprest taken for travel which is approved by his immediate superior
25.03.13 SUBMISSION OF BILLS : After returning from the tour, the employee concern must submit his claim within 4 days by filling a travel expense statement and all the supporting documents will be attached with the travel expense statement. Accounts department has to ensure that the settlement of bills/imprest is done before payment of his salary.
25.03.14 The following daily allowance has been fixed for traveling in the adjoining towns / cities viz. Faridabad, Ghaziabad, Gurgaon, etc. and beyond but return on same day and exceeding 6 hours journey, DA will be admissible without supporting document :
Level Amount
IV TO VI Rs. 60/-
I TO III Rs. 40/-
25.03.15 No Daily allowance to be claimed if this visit is to any of the N.K.Minda Group Unit.
25.03.16 Local Conveyance : The following rates per kilometer depending upon categories of vehicle, for local conveyance have been decided :
Car – Rs. 4.50 Per km. ( Level V & VI )
Scooter/ Motorcycle – Rs. 2.25 Per km. ( Level IV to VI )
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TRAVELLING NORMS ( OVERSEAS)
(POLICY NO. 26)
26.01 All proposals for foreign travel should have prior written approval of SBU Head, in the annexure 43 (A&B).
26.02 Table given below gives the details of entitlement :
| DESIGNATION/LEVEL |
LODGING (HOTEL) US $ |
DA(A) US $ |
DA(B) US $ |
DA(A+B)=C US $ |
MODE OF TRAVEL |
| DIR. / M.D. |
———UNCLASSIFIED——— |
BUSINESS CLASS |
|||
| LEVEL X & ABOVE |
150 |
70 |
30 |
100 |
BUSINESS CLASS |
| LEVEL VII/VIII/IX |
100 |
42 |
18 |
60 |
ECONOMY CLASS |
| OTHERS |
75 |
35 |
15 |
50 |
ECONOMY CLASS
|
26.03 Above rates are applicable for Japan, USA, European Countries, Korea, Singapore, Hong Kong, Taiwan, China, South Africa, Indonesia and Thailand.
26.04 For countries other than mentioned above, 60% of the above tariff will be the entitlement
26.05 Lodging (Hotel) charges can be claimed on actuals, duly supported by bills, subject to the maximum of limits specified above.
26.06 All expenses other than Hotel, i.e. food, local conveyance etc. are to be met out of DA. Figures given under column DA (C) are total entitlement of DA and the figures mentioned under column DA (B) is 30% of the total entitlements of DA, which can be claimed without any supporting documents/bills. Upto 70% of total DA can be claimed with supporting bills. D.A. will be calculated for the actual stay in the foreign land. Partial DA will be calculated as per inland travel norms. Telephone, fax expenses can be claimed by producing cash receipts.
26.07 Ticket should be full fare in both economy and business class but whenever programme is fixed in advance, it should be made excursion. Airport tax will be borne by the company.
26.08 Whenever boarding and lodging is already paid or is free or is incurred by foreign company, 30% of total DA can be claimed to meet various out of pocket expenses.
26.09 Before leaving for Foreign country, a proposal to be prepare by Unit concerned giving all particulars regarding the Foreign visit, details about employees to be sent for approval of SBU Head as per “Annexure – 43(A&B)” , atleast 7 days in advance.
26.10 In case of any deviation for expenses, the same can be approved by SBU Head as per his Authority limits.
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VISITING CARDS
(POLICY NO. 27)
27.01 The company has standardized the visiting cards, the size of cards shall be as follows :
LENGTH : 90 MM
WIDTH : 52 MM
BORDER : 05 MM ( IN MINDA COLOUR)
27.02 ENTITLEMENT :
27.02.1 All the visiting cards will be get printed as per the size mentioned above
27.02.2 All Level V and above category of employees shall be entitled to have the visiting card in the company’s standardized prescribed design at the cost of the company.
27.02.3 In few of the cases Level IV may also be required to have the visiting cards, they may also have the visiting cards on need basis and HOD is authorized to approve the same on case to case basis.
27.03 The visiting card will be provided if needed only through the HRM department.
27.04 No body has got the right to get the visiting cards printed neither on his own expenses nor company’s expenses from outside and for a person more than one type of card will not be allowed.
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WHISTLE BLOWER POLICY
(POLICY NO. 28)
28.1 PURPOSE
28.1.1 Sharing of concern areas observed by any employee.
28.2 SCOPE
28.2.1 This policy is applicable to all the employees of N.K.Minda Group.
28.3 POLICY
28.3.1 An employee who observe an unethical or improper practice (not
necessarily a violation of law) shall be able to approach the Audit
Committee without necessarily informing their supervisors.
28.3.2 The Company will ensure that such employee, who approaches the Audit Committee to inform unethical or improper practices, if any, shall not be terminated unfairly.
28.3.3 The Company shall annually inform that it has not denied any employee access to its Audit Committee (in respect of matters involving alleged misconduct) and it has provided protection to such employees called as “whistle blowers” from unfair termination and other unfair or prejudicial employment practices.
The above such affirmation shall form a part of the Director Report on Corporate Governance, to be prepared alongwith the Annual Report.
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HOUSE TAKEN ON RENT / LEASE
(POLICY NO. 29)
29.01 PURPOSE
29.01.1 The company is required to take house on rent/lease for various executives.
29.02 SCOPE
29.02.1 This policy is applicable to all the employees designated in level VIII and above of all the units of the N.K.MINDA group.
29.03 PROCEDURE
29.03.1 The HRM Department shall look for a house/flat for an executive on the rent settled during the interview.
29.03.2 The electricity, water charges etc. shall be borne by the employee unless specifically settled that it will be reimbursed by the company.
29.03.3 All possible efforts shall be made to look for a house near the place of posting and in a good locality.
29.03.4 HRM department should make all possible efforts to look for a house having A class construction preferably newly built or recently renovated.
29.03.5 Before finalizing the house the HRM department should keep in view the following points :
29.03.5.1 The house/flat is properly white washed & painted.
29.03.5.2 The house does not need any repair.
29.03.5.3 Each bedroom has got proper almirahs for storage and all the rooms are properly ventilated.
29.03.5.4 All electrical fittings including bulbs, tubes and fans are fitted and are in working order.
29.03.6 The company will deposit 3 months rent as security to be adjusted in the last months of rent payable.
29.03.7 The company will pay upto 3 months rent as advance to be adjusted atleast 50% from the 1st day of the month.
29.03.8 The company has Approved Agreement (Annexure – 30) which should be entered between the parties (company and the landlord).
29.03.9 The HRM department can take assistance from the broker for identifying a house and company shall pay upto 1 month rent as brokerage to broker only for once (i.e. 1st time only) that too on production of proof of such payment to broker.
29.04. Many a times executives are requesting that a company lease be entertained even if a house is in the name of his mother/father/wife etc. In those cases following policy is framed :
29.04.1 The company will not have any objection for such lease.
29.04.2 In all such cases no advance should be paid and if there is any, concerned employee shall deposit the amount and only then the company shall issue the cheque as advance to the landlord.
29.04.3 The rent should be paid only after expiry of one month, which will be recovered from the executive’s salary.
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RESIDENTIAL TELEPHONE
(POLICY NO. 30)
30.01 ENTITLEMENT
30.01.1 Level IX and above.
30.01.2 Any other employee provided with telephone as a special case where his job demands to have telephone for office use subject to approval by SBU Head.
30.02 When an employee of above category joins, a telephone is to be provided by company at his/her residence. Concerned HRM Department shall book the telephone in employee’s name and shall ensure that the connection is provided within shortest time. If the employee leaves the organization within three years, he /she will retain the telephone & pay the cost of connection. If the employee serves the company for more than 3 years, then the telephone connection becomes the property of the individual.
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PERMANENT ITEM ISSUE
(POLICY NO. 31)
31.01 As and when any item is issued for the official use to any employee, the record should be maintained by each unit HRM department in his Personal file as well as Permanent Issue Register, where signature should be obtained to whomsoever it is issued.
31.02 As and when any employee who has been issued any item, leaves the company, a signature should be obtained by the HRM department before clearing full and final clearance form & will check the items issued to him as per the register and shall see that these have been received back in proper condition.
31.03 For Items like Laptop, LCD, Camera, etc. a Permanent Issue Card to be issued to the user and user to show card on gate while taking out such item.
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MAIL SYSTEM
(POLICY NO. 32)
32.01 This mail system has been designed to streamline the procedure resulting in prompt and efficient disposal of internal and postal mail receipt and dispatch.
32.02 SYSTEM
32.03 INTER UNIT MAIL RECEIPT AND DESPATCH
32.03.1 Departments of Switch Manesar are required to drop the Mail in a box
kept in HRM department by 5.00 p.m. everyday. The total Mail will be placed in a bag, which will go to Horn Division, Delhi everyday by Company vehicle.
32.03.2 Minda Impco & Mindarika is also required to drop the Mail of their unit
in the HRM department of Switch Manesar.
32.03.3 The bag containing Mail of Switch Wazirpur, Horn Division, Lighting Division, SML & MFL shall be delivered by the vehicle driver at Horn Division security gate.
32.03.4 The Mail shall be sent by HRM department of Horn Division to respective units through Company vehicle. The vehicle driver will deliver the same at Switch Manesar reception. The receptionist will segregate the mail for respective Units and the concern units will collect the same from Switch Manesar reception. For delivery of mails to Delhi the same procedures will be followed.
32.03.5 The Mail received from other units i.e. Switch Wazirpur, Lighting Division, SML & MFL shall be kept in the bag & the bag will be sent to Switch Manesar everyday by company vehicle.
32.03.6 For the Mail of Minda Impco & Mindarika, they have to send their office boys to collect the Mail from Switch-Manesar.
32.04 POSTAL MAIL RECEIPT
32.04.1 HRM will receive all the postal mail ordinary, registered, telegrams, post parcels or courier mail. If any mail is received at security gate, the security person at gate shall immediately forward it to HRM department.
32.04.2 The mail will be segregated in two categories :
(A) Personal Mail – Post cards, inland envelopes marked in
personal names.
(B) Official Mail – Others than above
32.04.3 The personal mail shall not be opened and the receipt stamp shall be put on the mail. The Office boys from HRM department shall distribute the personal mail to various staff members and the mail of operator category shall be kept along with Employee entrance gate.
32.04.4 The mail marked confidential shall not be opened and the receipt stamp should be put on the envelope only.
32.04.5 The government mail should be stamped for receipt on documents as well as envelopes. The envelopes of government mail should be attached to the mail.
32.04.6 The details of mail will be entered in inward Mail Register. UPC/Courier/Regd. Letter/Govt. Letters must be entered in Mail Register.
32.05 POSTAL MAIL DESPATCH
32.05.1 All the staff shall prepare the mail, shall leave it in the appropriate shelf of OUTWARD POSTAL MAIL TRAY kept in the HRM department. The mail should have the distinct address and mention of Regd., AD, through Courier, if so.
32.05.2 The mail particulars shall be entered in Outward Mail Register. Courier mail details shall be recorded in a separate register.
32.05.5 The Office boys from HRM department shall take the mail to post office everyday. He will obtain the receipts for Registered Letter/Parcel and hand over to HRM Department. The HRM Department will enter the postage charges in Outward Mail Register and attach the slip with the respective page for records.
32.05.6 The HRM department shall fix the courier service provider, the person from courier service will be handed over the mail and obtain the acknowledgement from him.
32.05.7 The courier company should be selected and standardized in view of their services and charges.
32.05.8 HRM will verify the Courier bills with Courier Mail Register before payment and the payment should be made only for the mail for which POD (Proof of Delivery) has been received. The Courier should be advised to raise monthly bills only those documents, for which POD has been received.
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SECURITY SYSTEM
(POLICY NO. 33)
33.01 Four persons to be available 24 hours in the factory.
33.02 Security gate shall be manned by minimum two security guards round the clock in the factory. Minimum one security guard of our appointment during night and day must be available in the Plant, even if the security is contracted outside. The guards should be competent to read and write and be alert and be available at all times at the gate.
33.03 The salient features of the system to be followed up by the person are as follows :-
33.03.1 To maintain all the Register such as:
a) Incoming Material Register (Annexure-31)
b) Outgoing Material Register (Annexure-32)
c) Returnable Material Register (Annexure-33)
d) Visitors Entry Register (Annexure-34)
e) Late coming Employees Register (Annexure-35)
f) Employees Outgoing Register (Annexure-36)
33.03.2 The security man at gate should see that the columns are neatly filled in and all the guidelines mentioned below are strictly followed.
33.03.3 In case of any problem, he should contact the HRM department immediately.
33.03.4 To check and monitor the entries of men and material at all times in proper register and with proper identity (affixing rubber stamp, fill entry, etc.). It is expected that he does not permit any stranger who is not able to express his identity or any person who is an ex-employee and has been separated from the company’s Roll for organizational reasons or currently in employment with competitors. He should also ensure that the men and material crossing the gate go in the right direction to the right place (rather than loitering around).
33.03.5 To issue visitors card as per the policy of the company.
33.03.6 He should have his activities chart displayed in Hindi in his work place and also have the specimen signatures of the Authorized Signatories with Gate Pass signing authority, emergency telephone nos. for communication at times of needs.
33.03.7 Operator leaving the factory premises before the closure of work shall give the Gate Pass to the security guard, duly authorized by his immediate superior, which he shall maintain in a clip with the details of exit filled in.
33.03.8 He will check all the employees irrespective of the level at the time of exit as a normal routine check. This activity has to be swift and thorough. Security guard has to be polite while checking.
33.03.9 He shall keep vigil of any gathering in and around the factory premises and keep the plant HRM head informed of his observations as to such gathering and the intent of such gathering. However, this is a broad gambit of vigilance which a HRM man should train a security guard. Since, it can not be defined in individuals but is legitimately an ongoing demand on a security guard. As a company safety norm for 24 hours (permanent) there should be minimum four persons available in the company.
33.03.10 To guide the visitors as well as the employee to park their vehicles at the place earmarked for such purposes. He should also ensure that there is no parking of any vehicle close to the gate and no visitor’s vehicle will be allowed inside the factory.
33.03.11 The Security Guard should guide the visitor that he should directly go to the Reception area. He should ensure that no visitor go to any other place except Reception.
33.03.12 The Receptionist will enquire on intercom from concerned official whether she should send him or not. The Receptionist should direct visitors to the concerned official’s place and also ensure that visitors go to the concerned department only and no other place.
33.03.13 Making rounds around the plant particularly after sunset.
33.03.14 Locking of all gates, doors and windows of office, shop floor etc. within the factory premises.
33.03.15 Switching off/on lights and fans as and when required after/before factory/ office hours.
33.03.16 Handle fire fighting equipment, Motor Pump, Generator or compressor.
33.03.17 Keep an overall idea/information about operators movement, which is against the interest of the company.
33.03.18 Keep company’s officials informed of any irregularities as and when noticed.
33.03.19 A list of all the persons falling under level IV and above should be made available with security HRM.
33.03.20 The factory/office /stores etc. premises should be locked and all the keys of the various departments should be kept in a box placed at security gate. This box should be locked and lock should be properly sealed by an employee not less than Level V. The authorized person under whose supervision the factory premise are to be opened should ensure that the seal of the key box is intact.
33.03.21 After normal working hours the factory premises will be kept opened only when an official not below Level IV stays back.
33.03.22 Wherever female employees are working a lady security guard will be placed.
33.04 GENERAL POINTS :
33.04.1 An authorized person from HRM department will come one hour before the schedule time and will get the premises charged in his presence. Sweepers should not be allowed to enter the premises unless an authorized person is present.
33.04.2 Any employee who comes early say 30 minutes will be allowed to enter the premises. Security should ensure that during this time they remain at their respective place of work/department.
33.04.3 While settling full and final account of any employee on his resignation or terminal, the security man should sign on the final settlement form after checking his register (Returnable Material Register) that nothing is recoverable from him.
33.04.4 Ex-employee of the organization should be allowed to enter in the premises, if accompanied by some employee with prior approval by Head – HRM.
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GIFTS RECEIVED FROM OUTSIDE PARTIES
(POLICY NO. 34)
34.01 It is the Corporate philosophy that no outside party should send gifts at the residence of our employee. It should be refused and politely be conveyed directly or indirectly to the outside party.
34.02 In view of the Indian customs, there is a practice to receive/ send gifts. The following systems will be followed :
34.02.1 The outside party may present sweet to the concerned employee but it should be received only in the office. If still any outside party visits the residence, it should be viewed negatively and respective employee should deposit the gift in the HRM or keep his SBU Head informed as to nature of such gift, who between them can decide appropriate use of it.
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CHECKING THE INCIDENCE OF DISLOYALTY TO COMPANY
(POLICY NO. 35)
35.01 It is the prime responsibility of Departmental Head to constantly keep an eye on the activities of his department and people. Those departments, where cash purchases or dealing with outside parties is involved, regular audit/vigilance should be done by Head of Department to identify such employees who indulge into malpractices.
35.02 Company policy is very clear that any employee, whose integrity is doubtful, has to leave the company immediately.
35.03 Whenever such an action is taken, the information is to be shared openly with all employees. Depending on the gravity of the situation, SBU Head can take decision to put the information on the notice board. Certain cases where adequate supporting data is available, SBU Head can consider making a Police Case.
35.04 Since the consequences are extreme, Departmental Head must take utmost precaution on the charges levied. It should not be based on hearsay but should have adequate supporting information or data.
35.05 It may also be mentioned here that merely mis-appropriation of cash or seeking favour from supplier or theft etc. are not the only cases of disloyalty to organization. It also includes misuse of company property, giving wrong information intentionally, false TA/DA, conveyance claim etc.
35.06 It is again reiterated that prime responsibility of running the affairs of the Department is with the Departmental Head. On case to case basis SBU Head, may nominate a senior person to go into the details and where it is concluded that Department Head was also negligent – this will go in his personal file also.
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GRIEVANCE HANDLING SYSTEM AND PROCEDURES
(POLICY NO. 36)
36.01 Any employee having any complaint / grievance should immediately contact his supervisor for its redressal.
36.02 It is the responsibility of the superior to listen to his complaint/ grievance and redress the same within 12 hours of the grievance.
36.03 If he is not able to redress his grievance and he wants to discuss the problem with his boss he may do so but whether it is possible to redress his grievance or not it must be communicated to the complainant accordingly within 24 hrs.
36.04 Employees not satisfied from the reply of the superior can submit his complaint in writing to the Departmental Head through his superior.
36.05 The superior should forward his complaint with his comments to the Departmental Head for decision and the departmental head should redress the complaint within 5 days from its receipt. If he so desires he may call the concerned complainant as well as his superior and communicate his decision. If it is not possible for him to take a decision, he may discuss the matter with the SBU Head.
36.06 The complainant if not satisfied with the decision of the departmental head, he may approach the SBU Head within 10 days.
36.07 The SBU Head will make all possible efforts to redress the grievance of the applicant and if he so desires, he may discuss the complaint with the Corporate Head of the Corporate Office.
36.08 Any action being taken to redress the complaint or if there is any delay in redressing the grievance, the employee must be communicated through his immediate boss.
36.09 Employees not satisfied with his complaint may raise the issue in the Open House at the Unit Level and if still not satisfied, he may raise the issue to Corporate HRM.
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FACTORY VISIT OF VISITORS
(POLICY NO. 37)
37.01 PURPOSE
37.01.1 To regularize the visitors who come from out side to visit the Unit.
37.02 SCOPE
All visitors entering into the N.K.Minda group company.
37.03 POLICY
37.03.1 Visitor will be issued a Visitor Card by the security department. After that he will approach the reception.
37.03.2 Receptionist will contact the concerned person to whom the visitor wants to meet and receptionist will either call the employee at the reception or send the visitor inside the office after getting confirmation from the employee.
37.03.3 The visitor shall display this card on his chest. On his return, he / she will have to return the same to the security guard.
37.03.4 In case visitor wishes to visit Shop Floor area. Permission from HRM Head will be required. Visitors to Design department are not allowed, except in case where accompanied by HOD & above.
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FURNITURE POLICY
(POLICY NO. 38)
38.01 PURPOSE
38.01.1 To ensure uniformity of furniture in the Unit.
38.02 SCOPE
38.02.1 Tables and chairs for all categories of staff.
38.02.2 Visitors Chairs.
38.02.3 Conference Room tables and chairs.
38.02.4 Training Room tables and chairs.
38.02.5 Shop floor discussion tables and chairs.
38.02.6 Filing and Drawing cabinets.
38.03 PROCEDURE
38.03.1 Each Unit to have its own policy for Furniture i.e. within the unit there should be uniformity of furniture. This shall be the responsibility of HRM.
38.03.2 For any deviation, specific approval from MD to be obtained by the concerned unit.
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DELIGATION OF AUTHORITY
(POLICY NO. 39)
ITEM LEVEL OF AUTHORITY
39.01 Appointment Letter
Upto Level VI HRM Head
Level VII to Div. Head SBU Head
Business Head & Above MD
39.02 Warning Letter SBU / Departmental Head
39.03 Charge Sheet/Suspension Letter HRM Head
39.04 Compliance of ESI, PF & Factory’s Act HRM Head
and other Govt. Authorities under
Labour laws (Returns & Forms)
39.05 Gate Pass for out-going Immediate superior
39.06 Full & Final clearance of the employee Up to Head – SBU Head
Div. Head & Above – MD
39.07 Deduction of salary for unauthorized HRM Head on
Leave /absence recommendation of Deptt.
Head.
39.08 Discharge/Termination
– Operators SBU Head
– Staff SBU Head through Corp.Head
39.09 Nominations for Training programme ( External):
– SBU Heads MD
– All Others HOD/HRM Head/ SBU Head
39.10 Sanctioning leave Immediate Superior
39.11 Transfer SBU Head
39.12 Annual Increments
-Unit MMC MD
-Other than Unit MMC Corp. Head & SBU Head
39.13 Promotion letters
– Upto Level VIII SBU Head
– Level IX & above Corp. Head & MD
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TRANSFER POLICY
(POLICY NO. 40)
40.01.1 All the appointment letters, at all levels, in our group consists of “transfer” Clause.
40.01.2 Transfer within same company : In Group, within same company manpower could be considered for transfer from one location to another, should such need arise the following methodology be followed :
40.01.2.1 The receiving division should have a vacancy, which will suit to the incumbent’s exposure and profile.
40.01.2.2 In case of transfer of employee, the Inter Unit Transfer Format (Annexure – 37) will be filled in by Transferring Department/Functional Head by giving details about employee regarding his qualification, salary, level etc., reason of transfer, his present duties and responsibilities, etc. in the format duly signed by SBU Head & will send to the Unit HRM department. Then transferee Unit HRM department will give its comments and send the said format to the Unit where the transfer is to be effected for the approval of their SBU Head after getting the confirmation from the concerned SBU Head. Unit HRM will issue the transfer orders.
40.01.2.3 Transfer letter in writing shall be issued by the Unit HRM Head after concluding the date of transfer. It is desirable that the date of transfer should be first day of the month to avoid administrative inconvenience. The HRM department should parallel close the leave and other entitlements balance, like PF, Gratuity, Superannuation as of transfer date and send the consolidated statement to the new division in two days of the transfer along with the personal file as per Annexure – 38.
40.01.3 Inter-Company transfer (Inland), same procedure will be followed as mentioned in 40.01.2.1, 40.01.2.2 and 40.01.2.3, except following :
40.02.1 For all retiral liabilities towards gratuity, Superannuation (wherever applicable) the closing balances will be transferred to the new Company. And thereafter new Company will take care of these liabilities. The transferee company will complete the formalities of transfer of Gratuity, Superannuation.
40.02.2 All Leaves & Advances/Loans will be balanced as on date of transfer to new Company and thereafter-new company will take care of all future liabilities from his/her original date of joining. The transferee company will provide all the details to transferred company.
40.02.3 For all purposes, his / her date of joining in our Group / first Company will prevail for determining any seniority etc.
40.02.4 P.F. will be transferred to new Company.
40.02.5 In all cases personal file etc. will be maintained at new place only.
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SEPARATION PROCEDURE
(POLICY NO. 41)
41.01 RESIGNATION, ACCEPTANCE & FINAL CLEARANCE
41.01.1 Any employee leaving the organization should address his letter of resignation in writing to the immediate Superior.
41.01.2 The terms of relieving would be concluded in the mutual interest of the employee and Company by the Head of the Department in consultation with the concerned superiors and forwarded to the SBU Head with the recommendations and conclude terms of release. The notice period for release shall be as follows:-
41.01.2.1 For Head & Above – 3 months, for Member & Leader – 1 month. (15 days during probation period) and for operators – immediately. The notice period shall be on either side.
41.01.3 Up to Div. Head Waiver off/short fall in notice period or payment in lieu of notice period can be accepted subject to approval of SBU Head.
41.01.4 HRM department should be informed immediately on receipt of any resignation from any employee. Upon such information HRM department should inform Accounts/ Stores to control imprest and material issued and also arrange Exit interview with the Corporate HRM as per the policy of he company. The payroll for the employee should be tagged and payment should be made along with final settlement. In case of employee is undergoing 3 month notice period salary may be paid first 2 months with accepting authority’s clearance.
41.01.5 The final clearance form (Annexure – 39) should be floated by HRM department three days before with appropriate details through the employee for obtaining clearance from all concerned. Unit HRM will issue the acceptance of resignation (Annexure-60).
41.01.6 The clearing functional heads should conclude dues and put remark “No Dues/ Dues” recoverable in clear monetary value with communication to the employee.
41.01.7 The employee should deposit the clearance form to HRM department after step given above. It would be done by HRM department, if the employee is not present and has requested release of his dues by post.
41.01.8 HRM department to work out relevant details and forward the form to Accounts on the last working day before noon session. Accounts department to compute preferably with witnesses present.
41.01.9 Separation should be dealt with very carefully. Any separation upto
Member level should have SBU Head specific approval through Unit HRM. In case of Leader & above, Corp. Head’s specific approval is also required.
41.02 CALCULATIONS
41.02.1 EL– Total days worked till close (for operator) and nearest month (for staff) (Rounded off nearest 15 days) subject to maximum encashable limit as per Leave Policy. Basic of Staff means Basic only and for operator Basic means Basic + HRA.
41.02.2 GRATUITY– 15/26 X Last Drawn Basic X total years of service. This
shall be for employees, who have completed minimum service of 5 full years on Company’s service only.
41.02.3 Pro – rata LTA – Entitlement / 12 X Months Worked.
41.02.4 Medical – Pro-rata entitlement rounded off to nearest Month – against bills received.
41.02.5 Notice pay – shall be payable/ recoverable as the case may be in accordance with the remark/conclusion of the relieving authority. The pay for this shall be treated as Basic Salary of an employee. The days payable /recoverable should be clarified by HRM department after verifying the personal file.
41.02.6 Bonus – Shall be paid along with the final settlement at 8.33 % to all operators and staff whosoever qualifies for Bonus as per Bonus Act.
41.03 Such of those employees (Office boys, Drivers, Sweepers, and Guards) who have been provided with uniforms should be asked to deposit their uniforms before clearance of dues to HRM department as per policy.
41.04 SUBMISSION OF IDENTITY CARD :Such of those employees, who have been issued an Identity Card should be asked to deposit their Identity Card before clearance of dues to HRM department.
FULL & FINAL PAYMENT
In case of staff the payment has to be made through accounts payee cheque only. In case of operators, preferred mode of payment should be accounts payee cheque only however if the operator does not have a bank account then a bearer cheque should be issued in his / her name. Immediately after issuing the cheque to the operator, an employee from HRM / Accounts department should take the operator to the bank and get his / her payment & hand over to the operator. In case we have the slightest doubt about the operator intensions, in such cases the HRM department should get the final settlement of accounts in front of area inspector / Labour officer.
41.05 SERVICE CERTIFICATE : The company will provide a service certificate to all the staff member alongwith their clearance as per Annexure – 40.
********
EXIT INTERVIEW
(POLICY NO. 42)
42.01 The company has the policy to conduct the Exit Interview for level IV and above.
42.02 As soon as a resignation is received, Unit HRM should contact Corporate HRM to fix the exit interview.
42.03 Detail should be filled in by the employee leaving the company as per “Annexure – 41”.
42.04 This form should be completed & signed by him.
42.05 Head Corp. HRM would conduct the exit interview to know the strength and weaknesses of the organization and also have an informal discussion on the improvement.
42.06 Head Corp. HRM would keep the SBU Head informed about the feedback received.
********
PAYMENT OF GRATUITY
(POLICY NO. 43)
43.01 Gratuity shall be payable to an employee as per the payment of Gratuity Act, 1972 on the completion of his/her employment after he/she has rendered continuous service for not less than five years.
(a) On his superannuation, or
(b) On his retirement or
(c) Resignation, or
(d) On his death or
(e) Disablement due to accident or disease.
43.02 Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.
43.03 The present rate of Gratuity is maximum of Rs. 3.50 Lacs.
********
II
TRAINING
POLICIES
TRAINING SYSTEM
(POLICY NO. 44)
44.01 Organization gets output because people perform tasks to desired standards. People can perform their tasks properly, if they understand the organization’s requirement and then apply the knowledge and skill, which they possess. Sometimes organization has to give additional knowledge and skill if the employee is fresh from Institute, sometimes it is needed because there are certain changes in the organization.
44.01.1 Annual Initiatives & Interventions Plan based training to be planned in following categories :
a) Training by Roles / functions
b) Training at Group level
c) Training at Unit Level
Compulsory no. of days for training per employee per year and type of training to be given to each category of employees has been fixed as follows :
|
Type of Training |
Level |
|||
|
Head & Above |
Leaders |
Members | Operatos | |
| Managerial
|
4 Days |
2 Days |
1 Day |
X |
| Operational
|
2 Days |
3 Days |
2 Days |
3 Days |
| Refresher
& Awareness |
X
|
1 Day |
1 Day |
X |
| Professional
Conferences & Seminars |
1 Day |
1 Day |
X |
X |
| Industrial
Visits |
1 Day |
1 Day |
1 Day |
X |
| Total Days |
8 Days |
8 Days |
5 Days |
3 Days |
| Professioal Body/Association Meetings |
As & When (Must Attend) |
As & When (Must Attend) |
X |
X |
44.02 Training is a common terminology, which is used. But it can be divided into two broad segments.
MANAGERIAL TRAINING :Those inputs, which are designed to
improve the overall competence of the employees.
OPERATIONAL TRAINING : Those inputs, which prepare the
employee to upgrade his technical competency.
44.03 MANAGERIAL TRAINING
As mentioned earlier, these inputs improve the overall competence of the employee. The benefit of such inputs may not directly effect employee’s performance or department’s performance. For the overall cultural improvement of the organization, this input, at regular interval, across the board is essential.
44.03.1 Contents of such training are decided depending on the target employees. Faculty for these training would be internal & external. Training is effective, if internal data, related to the topic, is shared. Internal data should include, without hesitation, our success stories, our failures, etc.
44.04 OPERATIONAL TRAINING
44.04.1 As mentioned earlier these technical inputs prepare the employees to upgrade their technical competency by using these inputs.
44.04.2 Special training for selected employees to be organized by the concerned department with the help of Unit HRM, which may be extracted during annual performance appraisal exercise.
44.05 FOR ALL LEVELS, ORGANISING OF MANAGERIAL TRAINING, WHICH ARE COMMON IN ALL UNITS, IS THE RESPONSIBILITY OF CORPORATE HRM. SPECIFIC TRAINING RELATED TO UNIT, IS THE RESPONSIBILITY OF UNIT HRM.
44.6 EVALUATION OF THE EFFECTIVENESS OF TRAINING EFFORTS
44.06.1 Although it is very difficult to evaluate the direct benefits arising out of training efforts. However, it is possible to get a feel if the efforts are in correct direction or not.
44.6.1.1 Feedback taken from participants at the end of training session does help in evaluating the faculty, contents and administrative arrangement of the training programme.
44.6.2 Post training feedback is likely to give better picture about the relevance of training and its impact. The mechanism of this feed back will need action from both HRM department and also from the respective Head of the Department. There is a need to have a formal session where the employee after attending the training programme has discussion with his/her head of the Department. During this discussion certain action plan is identified and recorded. Departmental Head ensures that necessary support is extended to help the employee in achieving the action plan.
44.6.3 Unit HRM department will take feedback from respective Departments about the attitudinal changes noticed, if any, among the employees who have undergone training programme. (Annexure 42).
44.6.4 Monitoring of certain data will indicate the overall improvement in the functioning of the department. It is difficult to attribute improvement or deterioration on above parameters only due to Training interventions. But these are simple, basic parameters, which do reflect the Organizational Health.
44.6.5 It is the prime responsibility of HRM to plan and organize the training activities. However, effectiveness and success will depend on the involvement and support of all Members.
44.7 OPERATOR’S TRAINING
44.07.1 Operator’s training is the responsibility of respective Units. Unit HRM can identify internal faculty and should plan the training identified by unit concerned.
44.08 FOREIGN TRAINING
44.08.1 Employees may be required to visit Foreign Countries/Companies in connection with their training.
44.08.2 Before leaving for Foreign country, a proposal to be sent by Unit concerned giving all particulars regarding the Foreign visit, details about employees to be sent etc., duly signed by SBU Head as per “Annexure – 43(A&B)” to MD for approval, atleast 7 days in advance. As per authority limits, MD’s approval is required before leaving for foreign country.
44.08.3. Only after approval of MD, the employee can proceed for Foreign
Training.
44.08.4 After returning from foreign training, Employee has to fill the annexure 43(C) for the deployment of learning during his/ her foreign training.
********
SERVICE AGREEMENT FOR FOREIGN TRAINING
(POLICY NO. 45)
45.01 Foreign training includes long-term placement with foreign collaborators for improvement of skills and increasing capabilities of shouldering higher responsibility. In addition, following will also constitute training visits :
45.01.1 JV Partners Programs/ Seminars.
45.01.2 Training & Development Seminars.
45.01.3 Any other Visits not covered in the category of Business visits.
45.02 Unit HRM is responsible for effective implementation of this policy.
45.03 In order to ensure that the training abroad is fully utilized all such employees who undergo training abroad, will be required to sign a service agreement bond (Annexure – 44 & Annexure-45) which would specify the minimum period for which the employee will served the company. In the event an employee does not comply with the conditions of service agreement bond, he will be required to pay the following amount:
|
PERIOD OF TRAINING |
BOND* PERIOD |
BOND AMOUNT |
| UPTO 01 MONTH |
2 YEARS |
RS 100000 |
| UPTO 02 MONTH |
3 YEARS |
RS 150000 |
| UPTO 03 MONTH |
4 YEARS |
RS 200000 |
| MORE THAN 03 MONTHS |
5 YEARS |
RS 400000 |
* During the bond period, the notice period will be six months. After discontinuation of the bond period, the notice period will changed as per the designation of the person.
45.04 In case an employee leaves the services of the organisation during the bond period he has to give the notice period of six months and he is also prohibited from joining any of our competitors for a period of 3 years after leaving the employment of the Company. To this effect he has to sign an amendment in the terms of appointment as per Annexure – 45.
45.05 For each duration of foreign training, a fresh bond will be signed. The subsequent bond(s) will be concurrent to the first one so that the employee serves the differential periods, after the completion of minimum service stipulated in the first Indemnity Bond.
45.06 This policy is applicable to all the employees irrespective to levels (but not applicable to visits pertaining to inspections/ selection of machinery’s or technical discussions etc.)
45.07 HRM Department will get the agreement / undertaking executed by the employee. Necessary noting will be made in the personal file of the employee.
45.08 Whosoever is sent for foreign training, on his return, he will impart training to other relevant departments/employees. He will take minimum 6 training sessions in a year. The training imparted by him to be considered in his performance appraisal. On his return from training, he will send proposed training schedule to HRM for approval and co-ordination.
45.09 He should make a detailed report / manual of his training which should be kept in the library and can be referred by other employees.
********
III
PERFORMANCE APPRAISAL
POLICIES
PERFORMANCE APPRAISAL – STAFF
(POLICY NO. 46)
46.01 Cost of non-conformance, as in case of product, is a very critical parameter. Similarly for human beings cost of non-conformance is extremely high. Annual Appraisal is one tool to define the performance level of each employee and it should be monitored regularly. Eventually it is the sum total of employee’s performance, which decides the performance of the organization.
46.02 From organization’s point of view, each employee has a cost and in return he/she is expected to contribute towards achieving departmental / organizational targets. Through annual appraisal, we set individual targets (tasks) and finally evaluate individual performance against these mutually agreed criteria.
46.03 From employee point of view, it is important that clear targets/goals are decided so that he/she can make action plans, if needed demand resources. Whereas money is considered to be the biggest motivator, but this alone can not infuse enthusiasm in an employee to give his/her best. Clear target and regular feedback on performance can keep an employee charged.
46.04 We have a structured system of doing performance appraisal. This is an annual exercise, but a half yearly appraisal is also done and marks against the MPCP, Behaviour, Committment & Best are given. The ratings will be also done for half yearly appraisal.
46.05 In our appraisal system, the evaluation of an individual is divided into four parts i.e. MPCP, Behaviour, Committment & Best rating.
For the appraisal, following break-up of marks shall be followed :
|
MPCP |
BEHAVIOUR EXHIBITED |
BEST |
Commitment Rating |
|
40 |
20 |
20 |
20 |
46.07 INCREMENTS
46.07.1 In order to award increments, Unit Rating will be done by Corp. office, using following criterion :
QPCDSM – 65 MARKS
CUSTOMER SATISFACTION SCORE – 15 MARKS
EMPLOYEE ENGAGEMENT SCORE – 15 MARKS
NEW BUSINESS – 05 MARKS
———–
TOTAL 100 MARKS
———–
46.07.2 During a particular year, in case a unit obtains less than 60% marks, 25% of increment amount of each staff will be retained & rest 75% of increment amount will be released w.e.f. April salary.
46.07.3 During next year Unit Rating, if unit is able to obtain 70% or above marks, then 25% increment amount, which was withheld in the previous year, would be released w.e.f. April of previous year as an arrear.
46.08 At the end of appraisal process, an employee gets the following rating based upon his performance :
OUTSTANDING (OS)
VERY GOOD (VG)
GOOD (G)
AVERAGE* (AVG.)
* In case of Average rating of an employee, he will be communicated that he / she should improve his/ her performance within next six months. After six months, his/her performance appraisal should be done again. In case he/she does not improve, he / she should be separated from the organization.
46.09 After appraisal process increment will be awarded to each employee as per the rates / policy decided by management every year.
46.10 Increments for all the eligible employees shall be declared effective 1st April every year. Corporate HRM to define each year parameters and release the schedule for affecting the increments.
46.11 For all employees a performance appraisal form shall be completed by as per procedure & forwarded the same to the HRM through their Department Head. For all employees(except 2nd line), form (annexure-48) shall be filled and for 2nd line employees form(annexure48A) should be filled in. For Half yearly appraisal form (annexure47) to be filled and rating will also be given.
46.12 It is the responsibility of the concerned employee to fill the MPCP/ achievement sheet for the appraisal year as well as the MPCP which he is going to perform in the next appraisal year attached with the appraisal form. After filling the above, he should approach his superior for getting himself appraised.
46.13 Appraising authority after reviewing each employee working should call individually and details of his MPCP finalized for the next appraisal year as well as strength and weakness should be discussed which should be mutually be acceptable and specify the planned programme for his development as well as to over come his area of improvement be mentioned. This should be signed by the concerned employee as well as by the appraiser.
46.14 While discussing his area of improvements and strengths, the task undertaken and the performance achieved by him for the period of appraisal year should be kept in view (it is presumed that each staff must have been assigned specific task for the appraisal year).
46.15 The Functional Head & Unit HRM Representative must also be present for appraising / sanctioning increments for the employees connected with their departments at the unit.
46.16 PROCEDURE TO COMPUTE INCREMENTS AND ITS ELIGIBILITY
46.16.1 Employee who have completed one year of service as on 31st March shall be given increment for the full year.
46.16.2 Employees who have not completed one year of service but have joined in the appraisal year shall be given increment proportionately e.g. if annual increment is sanctioned Rs. 600 p.m. and he is having a service of only 8 months he will be given an increment of Rs 400/- p.m.
46.16.3 No increment shall be given to those employees who have joined from 1st January of an appraisal year their review for increments will be done only in April next year.
46.17 Management gives lot of importance to the attendance and punctuality. Following weightage to be given while recommending the increments/promotion.
46.17.1 EFFECTIVE DATES OF INCREMENTS FOR STAFF
46.17.2 If an employee’s attendance (including authorized leaves & holidays) is 260 & above days of working, the increments will be effective from 1st April. The logic of arriving at 260 days is as follows:
Total days in a year 365 Days
Total weekly off 52 Days
Maximum Holidays 10 Days
Casual Leave 7 Days
Sick Leave 7 Days
Earn leave 26 Days
____________
102 Days
—————– 365 – 102 = 263 Days
46.17.3 If an employee has attended between 240-259 days, the increment will be effective from 1st July.
46.17.4 If an employee’s attendance is less than 240 days, no increment will be given.
46.17.5 Wherever 2nd Saturday is Off, 12 days be reduced for entitlement for increment of each employee.
46.18 INCREMENT ORDER
46.18.1 Once the increment has been sanctioned, the Unit HRM Department shall send the photocopy of the increment sheet to Accounts Department for preparing the salary.
46.18.2 The increment letters will be issued to all staff( Annexure 62-A & B ).
46.18 Wherever, if the increment Nil, the concerned employees should be
explained and again be guided to overcome his weakness as mentioned earlier. It should be said to him that he can definitely look forward to have better increment and promotion provided there is an improvement in his performance. This must be arranged in an informal and cordial atmosphere.
46.19 Retention of key people:
46.20.1. Key people means those who consistently get OS/VG ratings. These
key employees should be recognized at various forums i.e. MMC meetings, annual days etc. In case of consistent OS performance in continuous 2 years, a special reward should be given consisting of 5 days Company sponsored family tour anywhere in India as per the travelling norms applicable to his/ her level.
46.20.2 Units to keep constant watch on these key employees for their
marketability & upgradation of compensation such that it is always comparable in the market. Unit HRM to prepare career growth plan for consistent OS employee. Minimum one key employee should be nominated for outbound training programme at national/international level.
*******
PROMOTION POLICY FOR STAFF
(POLICY NO. 47)
47.1 Promotion is way of recognition of an employee’s contribution for the company & his ability to shoulder additional responsibilities. It also helps organization to fill higher level vacancies through internal resources. Through promotions, an employee gets a feedback that his contribution to organization is not going unnoticed. Promotion leads to better / higher designation, which satisfies his / her growth needs.
47.02 Promotion should always accompany additional / higher responsibility. Thus four factors would be considered:
i. Development of his Second in Command
ii. Potential / Capability to take higher responsibility
iii. Performance in the existing level
iv. Experience i.e. a minimum period spent in the existing level
As per the growth chart, following emerges :
|
Category of Employee |
Min. no. of years to be spent in a level |
Min. years to reach Level IX |
||||
|
L-IV |
L-V |
L-VI |
L-VII |
L-VIII |
||
| Level IV
|
03 |
03 |
03 |
03 |
03 |
15 |
|
DET
|
03 |
03 |
03 |
03 |
03 |
15 |
|
GET/ET/MBA
|
— |
03 |
03 |
03 |
03 |
12 |
| CA / CS ICWA/ |
— |
03 |
03 |
03 |
03 |
12 |
Exception is possible only in case of recruitment of experienced person. This exception is restricted to only first promotion, after considering the relevance of past experience and initial fitment.
47.03 Since performance is one of the key factor for determining eligibility of employees for consideration for promotion. It is important to link performance rating with promotion.
47.03.1 As per the rating received by an employee on conclusion of appraisal process, he / she will earn points as per following details
RATING POINTS
OUTSTANDING 20
VERY GOOD 15
GOOD 10
47.03.2 Points earned by an employee over years shall be added. Employee shall be eligible for consideration for promotion, when he / she has accumulated points as per following table :
|
LEVEL |
MINIMUM POINTS REQUIRED |
|
IV TO V |
60 |
|
V TO VI |
60 |
|
VI TO VII
|
60 |
|
VII TO VIII
|
60 |
|
VIII TO IX
|
60 |
Merely earning the requisite points does not entitles an employee for automatic promotion.
47.03.3 In case of any promotion for Leader & above, unit to ensure availability of his / her second in command.
For Head & above promotions, selection procedure to be followed i.e. interview by a panel consisting of concerned SBU Head alongwith another SBU Head & Corp. Head. Only then they will recommend to MD for approval.
47.03.4 Track record i.e.- points earned for promotion of the employee has to be a part of green sheet & promotion recommendation form.
47.04 HRM will prepare list of all such cases, who have been recommended for promotion (level IV & above). These cases will be put up before the committee consisting of Business Head, Corporate Head, Corporate Business Head for approval as per Annexure – 49.
47.04 Promotions will be considered only during April, when appraisal process is completed. No case will be reviewed during the year.
47.05 In the case of promotion. Promotion letter will be issued as per Annexure – 50 to level IV and above, which will be signed by concerned authority and this letter shall be issued in person by the Departmental Head.
********
PERFORMANCE APPRAISAL, INCREMENTS & PROMOTION OF OPERATORS (POLICY NO. 48)
48.01 REGULAR OPERATORS
48.01.1 The Department wise statement shall be prepared by the Unit HRM Department for all the regular employees.
48.01.2 Rating shall be recommended by his immediate superior and will be approved by Departmental Head. The rating should be done in the performance appraisal form as per Annexure – 51. Each Operator must sign on the Appraisal Form.
48.01.3 The rate of increment and the effective date shall be based on the rating as per the policy of the company.
48.02 Effective dates of increment for operators :
48.02.1 If an employee’s attendance is 260 & above days of working, the increments will be effective from 1st April.
48.02.2 If an employee’s attendance is between 240-259 days, the increment will be effective from 1st July.
48.02.3 If an employee’s attendance is less than 240 days, no increment will be given.
48.03 OTHER POINTS
48.03.1 If a person is promoted and his level is upgraded then the benefits applicable to his category shall automatically be given but no additional payments shall be made and the salary structure will be modified accordingly as per the new level.
48.04 Once the increments are approved, the photocopy of the statement shall be sent to accounts for the preparation of salary.
48.05 No increment letter shall be issued to these categories of employees.
48.06 PROMOTION (From Level III to IV)
48.06.1 Promotion is way of reward & recognition of an employee’s good performance and contribution for the company & his ability to shoulder higher responsibilities. It also helps organization to fill supervisory level vacancies through internal resources. Through promotions, an employee gets a feedback that his contribution to organization is not going unnoticed. Promotion leads to better / higher designation, which satisfies his / her growth needs.
48.06.2 Promotion in this category must always accompany higher responsibility. Thus following factors would be considered:
i. Vacancy exists for such position
ii. Ability to supervise the process and people
iii. Potential / Capability to take higher responsibility
iv. Performance in the existing level
48.06.3 Since performance is one of the key factor for determining eligibility of employees for consideration for promotion. It is important to link performance rating with promotion.
48.06.4 Concerned Unit HRM will prepare list of all such cases, which have been recommended for promotion (level III to IV). These cases will be put up before the SBU Head for approval (Annexure – 49).
48.06.5 Promotions will be considered only during April, when appraisal process is completed. No case will be reviewed during the year.
48.06.6 In the case of promotion. Promotion letter will be issued (Annexure – 50) which will be signed by SBU Head and this letter shall be issued in person by the Departmental Head.
********
IV
WELFARE
POLICIES
CAR SCHEME (LEVEL VII & ABOVE)
(POLICY NO. 49)
49.01 PURPOSE
49.01.1 The Company has a policy that level VII & above categories of employees are entitled to company’s car.
49.02 SCOPE
49.02.1 This policy is applicable to all units of the N.K. Minda Group.
49.03 SCOPE
49.03.1 Level VII and above category of employees of the Company shall be entitled for a Company maintained car as under:
| Category/Level
|
Entitlement(including accessories)
|
46 Additional Permissible Amount (over & above entitlement) |
| Level VII |
Any car not exceeding Rs. 2.50 Lacs and accessories not exceeding Rs. 10,000/- |
Upto Rs. 1.25 Lacs |
|
Level VIII |
Any car not exceeding Rs. 4.00 Lacs and accessories not exceeding Rs. 10,000/- | Upto Rs. 2.00 Lacs |
|
Level IX |
Any car not exceeding Rs. 6.00 Lacs and accessories not exceeding Rs. 10,000/- | Upto Rs. 2.50 Lacs |
|
Level X |
Any car not exceeding Rs. 7.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver | Upto Rs. 3.00 Lacs |
|
Level XI |
Any car not exceeding Rs. 8.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver | Upto Rs. 3.50 Lacs |
|
Level XII |
Any car not exceeding Rs. 10.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver | Upto Rs. 4.00 Lacs |
NOTE: Employee can opt for any car other than MUV
49.03.2 The Company would provide car within the entitlement limit mentioned above against each category on ex-showroom price, however Insurance & Road tax will be extra.. However, employee would have the option to opt for a car, cost of which exceeds his entitlement but such excess amount not to exceed additional permissible amount as mentioned above.
49.03.2.1 There are different registration charges in various states. Hence, for car purchased outside Delhi, the entitlement is increased by an amount equivalent to difference between registration charges wherever applicable at the state/place of purchase vis-à-vis Delhi.
49.03.3 The Company will pay for the total value of the car including upto additional permissible amount and such total value would be the “Purchase value” of the car. However, a sum equivalent to 2.5% of the additional amount paid by the company would be deducted from concerned employee’s salary every month during the use of such vehicle by him/her i.e.- 48 months.
49.03.3.1 Part of pay of that concerned employee to be reduced to the extent of monthly recovery.
49.03.3.2 For the ease of operation etc., firstly the LTA entitlement of that particular employee should be reduced. In case LTA amount is not sufficient the balance can be deducted from any of the remaining part of pay entitlements.
49.03.3.3 In case the monthly amount to be recovered is less than the monthly LTA of that particular employee, then one way is to recover the amount in 48 months and monthly LTA of that particular employee to be reduced to that extent. Balance LTA to be given as per present rules.
49.03.3.4 Proper records ( in separate register ) to be maintained by the Accounts department showing month wise recovery made ( employee wise ).
49.03.3.5 When the total amount is duly recovered from the employee ( in 48 months or before ) the monthly recovery amount to be added back to his/ her salary.
49.03.4 Under the car policy, car will remain the property of company. In case the employee has opted for the car other than the entitlement, even then the vehicle will belong to the company.
49.03.5 Any additional fitment of accessories over prescribed limit shall be borne by the concerned allottee.
49.03.6 In case of breakdown of car, Level VII and above concerned shall plan possibility to join other Level VII & above to commute.
49.03.7 The car shall be maintained by the company on actual expenses incurred subject to details of logbook maintained as per format given below. The insurance of the car shall be to the account of the company.
| DATE | KM READING | QUANTITY OF PETROL (LTRS) | AMOUNT (RS) |
49.03.8 No major repair shall be permitted during the fourth year, however maintenance would be permitted with a limit of Rs. 10,000/- maximum during fourth year.
49.03.9 On completion of 4 years from the date of allotment of the car, the car shall be sold to the allottee at 20% of the basic entitlement or car cost whichever is lower (including ST if any).
49.03.10 Sales Tax to be levied on the amount of sale at the rates persisting at the time of sale of vehicle.
49.03.11 20% of the basic entitlement, which will be recovered from the employee concerned is inclusive of sales tax, this means sales tax will be borne by the Company.
49.03.12 If Level VII and above is allotted an existing old car (which shall however not be more than one year old car) he/she shall be eligible to buy as per the above norms i.e. on the car becoming 5 years old. He shall be eligible to buy it at 10% of the basic entitlement or car cost whichever is lower (including ST if any).
49.03.13 As per the Income Tax Rule, if a car is transferred to the employee at a value by considering depreciation @ 20% p.a. / 10% p.a. as the case may be, then there will not be any perquisite. However, if the transfer value is lower than the value so arrived by applying 20% / 10% depreciation, then such difference will be treated as taxable perquisite of the employee.
49.04 In case, employee leaves the services of the company before completing four years under the scheme, employee will have to compulsorily buy the car by making the payment given under. In case employee does not opt to buy the car, the company reserves the right to sell the car in the open market and recover the amount outstanding against the same from the proceeds of the sale. Any surplus from the proceeds of the sale will be paid to the employee and in case of any deficit; the same will have to be paid by employee and may be recovered from his full and final settlement of account.
|
Period |
WDV as per I-T rule (Dep. 20%) | Transfer Value (On which car will be sold) Ref. Note* | Difference
(For Perk Value) |
| During 1st 4 months |
100 |
100% |
0 |
| I Year (4 – 12 months) |
80 |
80% |
0 |
| II Year (12 – 24 months) |
64 |
60% |
4 |
| III Year (24 – 36 months) |
51.20 |
40% |
11.20 |
| IV Year (36 – 48 months) |
40.96 |
25% |
15.96 |
Note : Above % are % of Entitlement amount as per level.
49.05 If the employment conditions of an employee change, so as to alter his car eligibility, the employee may want to avail the new car as per the new entitlement. In such a case, the company has option to change car or defer it till due in normal course. When company decides to change (instead defer), concerned employee has to buy existing car, as per above %.
49.06 SBU Head to approve the sale of old car to User. On such a sale of the car, the allottee shall be entitled for a new car again for the cycle of 4 years.
49.07 Any allottee leaves the company who has been allotted Car has to compulsorily buy the car as per the table 49.04 & get the car transferred from Company before processing final settlement. Full & Final settlement payment will not be made to individual, unless he/she provides receipt of RTO for transfer of vehicle.
49.08 The intention of the above scheme is to provide a quality perk to the allottee and reward him/her with a right to dispose off or retain the 4 years old car (presumably used optimum by the company in that period) at his discretion for his tenure of 4 years continuous service put in.
49.09 Any deviation in the above as one time measure can be done by M.D. at his sole discretion to sort out discrepancies due to old car / late allotment of car, etc.
49.10 At the time of receiving the car, allottee has to fill the form of Taking Over of Company’ s Car (Annexure – 52A) & Car Option Form ( Annexure – 52B) that he has received the car with all accessories and with proper documents. This form will be filed in the service file of the employee, one copy will be given to him and the original copy will remain with the HRM Department.
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VEHICLE LOAN – INTEREST REIMBURSEMENT SCHEME
(POLICY NO. 50)
50.01 PURPOSE
50.01.1 The policy aims to facilitate employees to procure a vehicle with reimbursement of interest amount by the organization.
50.02 SCOPE
50.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
50.03 PROCEDURE
50.03.1 The entitlement for the reimbursement of 100 % interest amount of loan shall be as per the amount mentioned against each category :
|
CATEGORY |
MAXIMUM LOAN AMOUNT CAN BE AVAILED FROM BANKS / FINANCIAL INSTITUTION |
MINIMUM SERVICE REQUIRED |
|
Level IV |
35,000/- or 80% of the cost of two wheeler, whichever is lower |
1 Year |
|
Level V |
2,00,000/- or 80% of the cost of car, whichever is lower (In case Level V employee wish to buy two wheeler, he/she can avail the loan as per clause applicable to level IV) |
1 Year |
|
Level VI |
2,50,000/- or 80% of the cost of car, whichever is lower (In case Level VI employee wish to buy two wheeler, he/she can avail the loan as per clause applicable to level IV) |
1 Year |
50.03.2 The eligible employee can get the vehicle financed through the finance company, as per the norms mentioned in the above table. Installment will be paid by the employee, the company will pay interest part of the loan. Employee will ensure that Interest rate charged by the finance company should be negotiated and not more than prevailing market rate of interest.
50.03.3 Reimbursement of interest amount will be as per following criteria :
50.3.3.1 Loan amount will not be more than prescribed limit. If loan amount is more than prescribe limit, reimbursement of interest will be done on the basis of prescribed limit.
50.03.4 The duration of loan period will not be more than 36 months.
50.03.5 Interest subsidy that is given to individual is liable for taxation. Employee has to bear tax in this regard.
50.03.6 The concerned employee will intimate to Accounts Department, who will consider the value of perquisites while computing his taxable salary.
50.03.7 If promoted during the course of the loan, employee should complete current cycle and go for enhanced finance upon completion of the cycle only.
50.03.8 Employees who leave their service from the Group, prior to the repayment of the entire loan, reimbursement of interest amount will only applicable till the time he/she works for the organization.
50.03.9 It will be the responsibility of the concerned employee to bear the total cost towards the petrol and maintenance etc. and he will be entitled to the rates per km. for using his vehicle for official purpose as per the policy of the company.
50.03.10 For getting the reimbursement of interest of loan sanctioned, the concerned employee shall be making the application as per the Annexure – 53 A and B to his Departmental Head who will recommend the same to the HRM Department. The Accounts Department shall counter sign the recommendation as per the policy of the company and there after it will go to SBU Head for approval.
50.03.11 Employee can claim reimbursement of interest of loan either quarterly, half yearly or annually on submission of finance company statement clearly showing interest amount.
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LOAN & ADVANCE
(POLICY NO. 51)
51.01 PURPOSE
51.01.1 An employee advance /loan is a cash assistance given to an employee while he is in need of money due to unavoidable circumstances in his personal front. As a broad guideline the following reasons may be observed under the gambit of exigencies :
51.01.1.1 Marriage. (Self, dependent brothers/ sisters/ daughter/son).
51.01.1.2 Hospitalization of self/ dependent family members.
51.01.1.3 Ceremonies in the house of specific nature cause due to death of any first line family member.
51.01.1.4 Any other miscellaneous reason of grave nature/calamity that has caused a need for cash assistance to the employee with which the immediate superior is satisfied and has found the employee to be genuine and reasonable in his request.
51.02 SCOPE
51.02.1 This policy is applicable to all units of N.K.MINDA Group.
51.03 POLICY
51.03.1 An advance / loan can be granted to any employee who approach for loan / advance in writing addressed to his immediate superior. The immediate superior should put it up with his recommendation to the approving authority clearly stating his conclusive decision alongwith logic for such a decision.
51.03.2 Employee claiming a loan /advance shall be granted an amount which should as follows:
|
a) |
Employee with 6 months & below employment in the Company | No loan is allowed but salary advance may be allowed which shall be deducted on immediate pay day. |
|
b) |
Employee with 6 months to 5 years employment in the company |
2 months Basic + HRA Maximum |
|
c) |
Employee with 5 years and above employment in he company |
3 months Basic + HRA Maximum |
51.03.3 In case of 51.03.2 (b & c), amount will be deducted in ten (10) equally monthly installments.
51.04 A salary advance would mean an immediate need for cash to the employee for his personal need depending on his monthly salary due for logical reasons like his proceeding on leave till the pay day etc. This amount shall be granted as an advance, which shall, however, be adjusted against salary payable on the immediate pay day succeeding such a payment.
51.04.1 Salary advance will be paid on the basis of working days. The same are given as under, if,
| A | Working day are | 25 & above will get 80% amount of his salary |
| B | Working days are | 20 to 24 will get 60% amount of his salary |
| C | Working days are | 15 to 19 will get 40% amount of his salary. |
51.05 As per the Income Tax Rule, interest free loan exceeding to Rs.20000/- if given to an employee then it will be treated as perquisite and will be part of taxable salary of the employee.
51.05.1 In view of the above the loan exceeding to Rs.20000/- is given to an employee, then the perquisite value will be calculated by applying the following interest rates on reducing monthly outstanding balance or such other rates as may be prescribed under Income Tax Act / Rule, from time to time :
Purpose of the Loan Rate of Interest (p.a.)
Marriage (refer 51.01.1.1) 13%
Hospitalisation (refer 51.01.1.2) NIL
Ceremony at House (refer 51.01.1.3) 13%
Housing – Construction / Purchase 10%
(Not for repair)
Others (Including Housing loan for repair) 13%
51.06 The above guideline shall remain as a thumb rule for the recommending authorities to decide loan requests from employees, which comes from time to time. However, it shall not become an entitlement of every employee to gain a loan / advance from the company every year and no employee would, however, be granted a loan / advance if he has not completed six months time of his last installments of deduction of his last drawn loan /advance. It is in any case expected from the recommending authorities that they prudently discriminate the genuine need and the unreasonable demands and put up their recommendation appropriately. While the upper limits have been mentioned the need based real approving authority for the above loan / advance shall be minimum of SBU Head. Deviations from the above guidelines, if any, shall be done only by MD.
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FESTIVAL HOLIDAYS
(POLICY NO. 52)
52.01 The company has the policy to declare 9 no. of festival holidays.
52.02 Following will be the standard festival holidays to be followed in all the units :
|
LIST OF HOLIDAYS |
||
|
S.N. |
OCCASION |
DATE & MONTH |
|
1 |
REPUBLIC DAY | 26 JANUARY |
|
2 |
HOLI | |
|
3 |
INDEPENDENCE DAY | 15 AUGUST |
|
4 |
RAKSHA BHANDHAN | |
|
5 |
JANAMASHTMI | |
|
6 |
GANDHI JAYANTI | 2 OCTOBER |
|
7 |
DUSSEHRA | |
|
8 |
DIWALI | |
|
9 |
VISHWAKARMA DAY | |
52.03 SUBSTITUTE HOLIDAYS
52.03.1 The substitute holidays are declared as per the following policy :
52.03.1.1 Holidays falling on weekly off days are substituted by declaring any other holiday.
52.03.1.2 The communication for declaring substitute holidays should preferably be given atleast 10 days in advance.
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UNIFORM
(POLICY NO. 53)
53.01 PURPOSE
53.01.1 This policy has been laid down to bring similarity among all the employees and to maintain uniformity.
53.02 SCOPE
53.02.1 This policy will be applicable to all Units of N.K.Minda Group. This covers all permanent employees i.e. Staff & Operators. However, temporary employees will be issued two aprons (no uniform), colour of the apron can be decided by unit.
53.03 POLICY
53.03.1 Each Unit can have different Uniform, however, within the Unit colour code, pattern, brand must be common.
53.04 SUMMER UNIFORM
53.04.1 Each employee will be provided two sets of summer uniform every year consisting of trousers & shirts. All new joinees will be given three sets of Uniform & if Company changes the colour/ pattern also.
53.04.2 The cloth will be provided by the company and stitching charges upto Rs. 500/- for two sets of uniform will also be borne by the company.
53.04.3 SBU Head may decide whether the logo of the company should be available on the uniform including shirt, jacket, cap etc for identity.
53.05 WINTER UNIFORM
53.05.1 WINTER UNIFORM : On joining, new employees will get one Sweater & one Jacket or two Jackets as the case may be. After that employee will get one Sweater or one Jacket every year. There will be no deduction of difference between Jacket & Sweater from employees.
53.06 Operators working in the Maintenance, Power Coating, Press Shop Deptt shall also be provided one piece of Apron along with uniform, which they can wear on need basis as required.
53.07 It is expected that all the employees shall be wearing shoe preferably black.
53.08 The uniform shall be given to the above category of employees from the date of joining.
53.09 The summer uniform shall be issued by 1st April every year, winter uniform shall be issued by 1st October every year.
53.10 All employees shall come on duty in the above said uniform and it should be neat & clean. Employees should wear uniform while visiting other units and outside for official purposes.
53.11 HRM Department of the respective units as well as the Departmental Head shall be responsible to check and ensure about the wearing of uniform in each case.
53.12 The HRM Department of the concerned unit shall purchase the cloth and shall issue the same to employee.
53.13 No deduction to be made against Uniform, from employees who are leaving the Organisation.
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MOBILE POLICY
(POLICY NO. 54)
54.0 PURPOSE
54.1 To have fast & better communication within the group.
54.2 SCOPE
54.2.1 This policy is applicable to all the units of N.K.Minda Group.
54.3 POLICY
54.3.1 Head & above category of Employees are eligible for cellphone. For other category of employees cellphone may be provided depending on the nature of work i.e. need to be in constant contact and mobility, with special approval of SBU Head.
54.3.2 The maximum price of handset is limited to Rs.10,000/- in case of Head & above category of employees, Rs.6,000/- in case of Leader and Rs. 3500/- in case of Member.
54.3.3 Unit HRM Dept. is responsible to obtain cellphone take over form (Annexure-57) and the same will be filed in the personal file of the user.
54.3.4 Employee can replace the handset once in two years, subject to handset is beyond repair. The old handset will be returned to GA dept. Each dept. should take necessary budget for handsets and monthly bill.
54.3.5 In case mobile is lost or damaged by the user before two years, he will have to purchase handset by himself and after two years he would be entitled for new handset as per policy.
54.3.6 Use of Mobile – No operator is allowed to use mobile at the work place. In case they bring mobile, the same to be kept in the locker provided to them.
54.3.7 The cost of cellphone would be budgeted as Revenue expenditure and would have to be budgeted. As it is not treated as Capital item, no CIJ is required for this. However, the quantity record of cellphones will have to be maintained and for this purpose a confirmation from each employee will be required as on December 31 of each year.
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FAMILY PLANNING INCENTIVE SCHEME
(POLICY NO. 55)
55.01 OBJECTIVE
55.01.1 The scheme is being introduced with a view to encourage the operators of the company to pursue small family norms.
55.02 SCOPE
55.02.1 This policy will be applicable to all Units of N.K.Minda Group. The scheme shall cover all regular operators of the company who have put in at least 2 years of service in the company and are in the age group of 25 to 45 years.
55.03 ELIGIBILITY
55.03.1 The incentive is admissible to the employee subject to the fulfillment of the following conditions of eligibility :
55.03.1.1 The employee and the spouse of the employee must be with in the ‘Reproductive’ age group. In case of a male employee, this would mean that he should not be over 45 years of age and his wife should not be over 40 years of age. In the case of a female employee, she must not be over 40 years of age and her husband must not be over 45 years of age.
55.03.1.2 Only one of the couple is eligible for grant of incentive at their option even when both of them under go sterilization operation.
55.04 INCENTIVES
55.04.1 Employee having upto two children will get cash reward of Rs.1000/- if he/she undergoes a family planning operation. The award is also permissible if the spouse of the employee undergoes the operation.
55.04.2 Cash reward of Rs. 2,000/- will be awarded, if the employee or his/her spouse undergo family planning operation, if the two children’s are daughters.
55.04.3 A cash reward of Rs. 500/- will be given to those employees who maintain minimum difference of three years between first and second child.
55.05 PROCEDURE FOR GRANT OF INCENTIVE
55.05.1 An employee may apply in the prescribed application form as at “Annexure – 55”, through proper channel for the grant of incentive to the HRM Department along with the requisite certificate (s) from the prescribed authorities, as mentioned in para 55.06.1 The HRM department will process and issue the sanction order.
55.06 COMPETENT AUTHORITY
55.06.1 In order to be eligible for the benefit under this scheme, the sterilization certificate should be issued by an authorized central authority of the hospital. Where this is not possible, the sterilization certificate issued by the Central Government for the purpose is sufficient. If the employee or his/her spouse undergo sterilization operation in a Private Nursing Home/Private Hospital is also eligible to
get incentive provided he or she produces a certificate from the concerned Nursing Home/Hospital duly countersigned by the Civil Surgeon/ District Medical Officer/Authorized Medical Officer (CGHS).
55.07 In addition to the cash reward, employee will be eligible for two days special casual leave, for the day of operation and next day for rest and recovery. These leaves are applicable even if his/her spouse undergoes the operation.
55.08 Combination of special casual leaves granted in connection with planning with other regular leave is permissible.
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MEDICLAIM POLICY
(POLICY NO. 56)
56.01 OBJECTIVE
56.01.1 Group Mediclaim Insurance policy is a welfare policy, which shall enable the employees to claim reimbursement of expenses in case of hospitalization for illness/diseases or injury sustained.
56.02 SCOPE
56.02.1 This policy is applicable to all the units of N.K.Ninda group.
56.03 Company shall acquire the policy in respect of all employees.
56.04 POLICY
56.04.1 This policy will be taken on the date of joining itself. Company will deposit an advance amount with Insurance company for inclusion of new joinees. On the day of joining, Unit HRM will intimate Insurance company for inclusion of new employee in mediclaim insurance from day one. Company will take floater policy including Maternity benefits having child care coverage for all employees, other than covered under ESI. Once an Employee is out of ESI scheme, company will immediately take the Mediclaim policy. Floater policy means all family members will be covered under the same amount collectively and not individually. The meaning of family is self, spouse and children. No other family members/ dependents of the employees will be included in the policy. If insurance company allows inclusion of any member at extra premium, the additional premium will be borne by the employee.
56.04.2 In case employee is already having Mediclaim policy, is exempted under this scheme subject to submission of copy of policy to the concerned HRM Head and he is entitled for reimbursement of the amount against the same as per his entitlement of premium amount.
56.05 APPLICABILITY
56.05.1 This policy shall be applicable through out the country.
56.06 GENRERAL POINTS
56.06.1 HRM will be responsible for all the activities related to Mediclaim i.e. information about illness to settlement of the claim, updation of employee’s list etc.
56.07 The sum insured in the different categories shall be as under :
|
S.N. |
CATEGORY |
SUM INSURED |
|
1. |
Level VIII & above |
Rs. 1,50,000 |
|
2 |
Level VI & VII |
Rs. 1,00,000 |
|
3 |
Upto Level V |
Rs. 75,000 |
56.08 CLAIM
56.08.1 Preliminary notice of claim with particulars relating to policy number, name of insured person in respect of whom claim is made, nature of illness/injury name and address of the attending medical practitioner / hospital/ nursing home should be given to the insurance company within seven days from the date of hospitalization/injury/death .
56.09 PROCEDURE
56.09.1 Policy will be taken in the Company’s name on the behalf of the employees, the premium shall be paid by the company.
56.09.2 In case employee Leaves Company during the policy period, he/she can get it renewed himself/herself in order to maintain the continuity of the policy. However in this case he/she will not be eligible for advantage of discount.
56.09.3 After taking this policy, employee can avail the weekly benefits of accident insurance policy also side by side.
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ACCIDENT INSURANCE POLICY
(POLICY NO. 57)
57.01 PURPOSE
57.01.1 To take insurance cover for the employees under Group Accident Insurance Policy.
57.01.2 To provide monetary benefit in case of accident.
57.02 SCOPE
57.02.1 This policy is applicable for all the employees of N.K.Minda Group including those who are covered in ESI scheme. In case employee is already having Accident Insurance policy, is exempted under this scheme subject to submission of copy of policy to the concerned HRM Head and he is entitled for reimbursement of the amount against the same as per his entitlement of premium amount.
57.03 POLICY
57.03.1 This policy is applicable to the following categories of employees as per the amount mentioned against each category. The benefits under the above said scheme shall be available as under :
|
S.N. |
CATEGORY |
AMOUNT |
| 1 | Level VI & above | Rs. 5,00,000/- |
| 2 | Level V | Rs. 3,00,000/- |
| 3 | Level – II to IV | Rs. 2,00,000/- |
| 4 | Level – I | Rs. 1,00,000/- |
57.03.2 The company will take the policy in its own name. The premium of the policy shall be borne by the company.
57.03.3 Processing of claims : Bills and claims of any employee should be submitted in appropriate form with enclosure to HRM department for interface & conclusion with Insurance company to result in reimbursement of claim. Any employee wish to make a claim should obtain blank claim form from HRM department and intimation as to accident should always be made to HRM as and when such accident occurs.
57.04 The administration of this scheme is the responsibility of the HRM Department.
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ADARSHNIDHI (DEATH RELIEF SECHEME)
(POLICY NO. 58)
58.01 PURPOSE
58.01.1 In the event of unfortunate demise of a fellow employee, other employees will contribute a token amount to be given to the next of kin of the deceased employee. This scheme would not only provide a monetary support to the deceased employee’s family but would also convey a message that all employees belong to a family and show concern for each other.
58.02 SCOPE
58.02.1 This policy is applicable to all the unit of N.K.MINDA Group.
58.03 SCHEME
58.03.1 Token amount of contribution shall be as follows:
|
LEVELS |
AMOUNT (Rs) |
|
UPTO III |
25 |
|
IV |
75 |
|
V |
150 |
|
VI |
250 |
|
VII |
400 |
|
VIII |
600 |
|
IX |
1000 |
|
X & ABOVE |
2000 |
58.03.2 50% of the total amount of contribution received from the employees shall be contributed by the organization and then cheque will be released by Corporate Finance department.
58.04 The scheme will be operative in the following way :
58.04.1 The employees will be asked to submit a declaration form as per “Annexure – 56”. In this form the employee would convey his willingness to be member and would authorize recovery of his/her contribution from the salary. The declaration form would also have a column where the employee will mention the nominee.
58.04.2 As soon as the information about the death of an employee is received. HRM Department will inform the Account Department to recover the contribution from the next salary. Rs. 30,000/- would be given to the nominee immediately on death of individual by the parent company. Balance amount will be paid as per policy.
58.04.3 The cheque should be delivered by the Unit HRM Head along with a condolence letter from the SBU Head.
58.04.4 In case of operators the cheque will not be delivered directly to their nominees. Unit HRM will open an MIS A/c (monthly Income Scheme) in the name of the nominee in the post office near his/her residence. The cheque will be deposited in that account and the nominee will get monthly interest on that amount.
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DEPARTMENTAL GET TOGETHER
(POLICY NO. 59)
59.01 PURPOSE
59.01.1 To improve team building among the employees.
59.02 SCOPE
59.02.1 This policy is applicable to all the units of the N.K.Minda Group.
59.03 PROCEDURE
59.03.1 Departmental Head should organize a get–togather of his department twice a year.
59.03.2 100% expenses or Rs. 400/- per person twice in a year will be borne by the Company( whichever is lower).
59.03.3 SBU Head to monitor whether such get-togethers can be organized inter / intra department.
59.03.4 Budget provision to be made by respective Departments.
59.03.5 Each SBU head to ensure atleast one meeting with his MMC’s family members in a year.
59.03.6 Units may organize atleast one picnic with all Employees and one cultural programme involving operators/ organized by operators in a year.
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DIWALI – GIFTS, SWEETS AND BONUS
(POLICY NO. 60)
60.01 PROCEDURE FOR THE PURCHASE OF GIFTS / SWEETS & ITS DISTRIBUTION
60.01.1 The company has the policy to give gift to all the employees irrespective of level including Temporary employees and drivers attached to employees. The Employees through contractor will be given only sweets.
60.01.2 Cost of the gift should not exceed Rs. 400/- per employee
60.01.3 The sweets amounting to Rs. 150/- per employee to be distributed to all the employees.
60.01.4 The items to be decided for distribution of gift to all the units will be decided by the committee to be decided before Diwali.
60.01.5 The responsibility to purchase the gift rests with the committee.
60.01.6 Each Unit should submit the nos. of gifts atleast 30 days in advance from the date of the distribution.
60.01.7 The sweets shall also be decided by the above said committee.
60.01.8 The cost of gifts/sweet shall be borne by each unit.
60.02 DISTRIBUTION OF BONUS
60.02.1 The bonus wherever applicable will be distributed along with the gifts and sweets.
60.02.2 Rs. 101/- to be given to the employees as “Shagun” who are exempted from Bonus limit.
60.02.3 An employee who is working with in a unit where the bonus is not applicable, he may be entitled to have an ex-gratia payment equivalent to the amount declared at the previous unit from where he was transferred only in the first year.
60.02.4 It is also the policy of the company that the bonus will be paid to employees only after the accounts are finalized and bonus declared by the management.
60.02.5 For employees (Staff and Operator) leaving the company before the declaration of bonus, the bonus shall be settled at the time of his settlement of account if the bonus is applicable.
60.03 DIWALI GREETING CARD
60.03.1 The company has the policy to send Diwali Greeting Card to the important persons who comes into the contact of the company.
60.03.2 Each unit should send their requirement to Switch – Marketing Deptt, which will get the same purchased in bulk and distribute to the Indenting Units atleast 20 days before the Diwali Day.
60.03.3 The cost of these Diwali cards shall be borne by concerned unit.
60.04 Family get together : A Family get together of group MMC and their 2nd Line on Diwali to be organized by Corporate HRM.
Similarly a Family get together of Unit MMC and their 2nd Line on Diwali to be organized by Unit HRM.
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ANNUAL DAY CELEBRATION
(POLICY NO. 61)
61.01 ANNUAL FUNCTION
61.01.1 The objective of celebrating Annual Day is to give recognition to all the employees of the unit for their contribution. This opportunity is to be utilized for honouring the recipients of service awards, attendance awards or any other such honour. Efforts are to be made such that every member of the team gets the opportunity to interact with Senior Management Staff and is also able to participate in the celebration.
61.01.2 The celebration is to be from one of the following options :
61.01.2.1 A picnic with all the employees. Destination should be such that the bus journey is not more than 2 hours one way.
61.01.2.2 A Pooja ceremony to be organized in the unit on the day of Annual day celebration.
61.01.2.3 A cultural programme to be organized in such a way that employee’s participation is ensured.
61.01.3 No working day is to be lost due to Annual Day celebration. If Pooja or Cultural evening is planned on the actual date of Annual Day, maximum 2 hours Production /Office hours loss is permitted. If picnic is to be planned, it should be on a Sunday/Holiday.
61.01.4 During the Annual Day which are being celebrated, following awards /Prizes are also distributed.
a. Best Operator – skill wise (min. 5 skills)
b. Best Line of the year
61.02 ATTENDANCE AWARD: The company has policy to recognize the employees who are best in their attendance and the best 3 employees are selected on the basis of their attendance in the company and given certificates along with gifts. The procedure for counting the no. of days of attendance is the actual full day presence.
61.03 LONG SERVICE AWARD: The company has the policy to distribute award to all those employees who have completed the following no. of years of service in any of group company. They are distributed the long service award mentioned against each category.
|
YEAR |
AWARD |
APPROX. WEIGHT OF MOMENTO |
| 05 YEARS | SILVER MOMENTO |
100 Grams |
| 10 YEARS | SILVER MOMENTO |
200 Grams |
| 15 YEARS | SILVER MOMENTO |
350 Grams |
| 20 YEARS | SILVER MOMENTO |
500 Grams |
| 25 YEARS & ABOVE | SILVEL MOMENTO |
600 Grams |
61.03.1 SILVER Momento can be given with the MINDA logo and tenure of his service in Minda inscribed on the same plus a Certificate signed by the Chairman/M.D. highlighting the contribution made by the employee.
61.03.2 Photographs of those persons who will be awarded with Long Service Award is to be displayed on the notice board atleast one month in advance from the date of annual day of the unit concerned.
61.03.3 During Annual Day Function, families of Employees served more than 10 Years and above will be invited. Further it is at discretion of SBU Head to invite family of Unit MMC Members.
61.03.4 Whenever Units are located in same complex ( for e.g.- Switch Manesar, Corporate, Minda Impco) Annual day will be celebrated jointly.
61.04 LUCKY DRAW
61.04.1 During the Annual Day, Lucky Draw to be held and where the name of all the employees should be in a box and a operator preferably oldest one, should come on the stage and take out the 3 slips from the box and the 1st , 2nd , and 3rd luckies be awarded.
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FESTIVAL CELEBRATIONS
(POLICY NO. 62)
62.01 NEW YEAR
62.01.1 Sweets should be distributed on 1st January every year to all employees.
62.02 LOHRMI FESTIVAL
62.02.1 On Lohri festival sweets (preferably ground nuts and rewaries) to be distributed to all the employees in the evening at the close of the working hrs.
62.03 AKADSI FESTIVAL
62.03.1 On Akadsi traditional Prasad (preferably Lassi, Musk Melon and Mango) to be distributed to all the employees.
62.04 MANGALWAR
62.04.1 An employee to be sent to the temple for “Bhog” and distribute the “Prasad” to each and every employee of the Company including the guests who are present at the reception as well as in the office.
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POLICY ON RE-INDUCTION / RE-RECRUITMENT OF EMPLOYEES
(POLICY NO. 63)
Employees are the best ambassadors of the organization even after they leave. In today’s market conditions where the professionals with right skills and attitude are scarce, it makes sense to rehire the ex-employees on selective basis. The company has the benefit of having known the performance and cultural fitment in the organization.
But there must be some guidelines and same be included in the HRM policy manual.
63.01 GUIDELINES for RE-INDUCTION
63.01.1 The former Employee may be considered for Re-induction in cases where :
63.01.1.1 He/she left on an amicable note
63.01.1.2 His/her past performance/rating of last 3 years, before leaving us preferably be “very good” or above.
63.01.1.3 Has settled his dues and has not breached the contract terms in terms of confidentiality etc.
63.01.2 He/she must have made valuable/good contributions in his/her areas.
63.01.3 He/she must now be considered as a good professional with high competence
63.01.4 To watch out that he will not upset the internal equity or do not pay him higher then others who have stayed with the organization. Unless he has acquired a rare skill which others do not have.
63.02 Therefore, the factors to be considered while Re-induction should be:
63.02.1 Past Performance
63.02.2 Competence, and
63.02.3 Expertise in certain areas.
63.02.4 Need of the organization, to re-induct.
63.02.5 The former employee must not have left/departed on bad note, to say that; there was nothing adverse against him/her in terms of integrity, discipline, behavior etc.
63.02.6 Re-induction must be against an existing approved vacancy. The period of leaving should not be a major point. At any given point of time, if the former Employee can do value addition, should be considered for Re-induction.
63.03 PROCEDURE
63.03.1 Before making rehire decision a prior written approval on given format (Annexure “46”) from MD through Corporate HRM be obtained.
63.03.1 If an employee rejoins he/she will be re-recruited with normal average increment for the period based on his last ratings i.e. at a level/grade he/she would have reached had he continued in the organization.
63.04 Such cases should be very limited and need based only, with justifiable reasons. Re-induction should be in exceptional cases only.
********
MARRIAGE GIFT
(POLICY NO. 64)
64.01 There shall be a Company gift on self-marriage of the employee of any level, who gets married. The terms shall be as follows.
64.02 Gift shall be of worth Rs. 2100/- ( Cash or in kind).
64.03 The employee should be a permanent employee of the company. (includes probationers and trainees)
64.04 The concerned department head of such an employee who is getting married shall ensure that the gift is presented to him/her. The voucher pertaining to the same shall be authorized by the department head. The voucher should be accompanied with the marriage invitation copy in all possible cases.
*********
HRM FUNCTION
(POLICY NO. 65)
65.01 PURPOSE
65.01.1 This policy has been laid down to clarify the role of HRM Function.
65.02 SCOPE
65.02.1 This policy is applicable to all the units of the N.K.MINDA Group.
65.03 POLICY
65.03.1 With the perspective to have defined role of HRM following roles have been defined for these functions.
65.03.2 In all the units, HRM function will be headed by one person. The day to day HRM will be looked after by Units individually. At Corporate, all the policies and guidelines will be framed in consultation with unit HRM. In case of any support, unit may refer to Corporate HRM.
65.03.3 Role of HRM department
| Adherence to HRM Policies |
| Recruitment & Induction – Staff |
| Personal Files – Staff |
| HRM Policy formulation & implementation |
| Training & Development – Staff & Operators |
| Performance Appraisal – Staff & Operators |
| Manpower Planning – Staff |
| Employee Engagement Survey |
| Competence Mapping & Improvement – Staff |
| Career Planning |
| Communication (Magazine etc.) |
| Emotional Support to People |
| Reward & Recognition |
| Exit Interview – Analysis and Action Plan |
| Employee Retention Strategies |
| Improve Team Building |
| Work Culture and Environment |
| Contribution to Society |
| Open House |
| Get-Together/Unit Address/Birthday Celebration, etc. |
| Mentoring |
| Job Rotation, Enlargement & Enrichment |
| Internal Customer Rating |
| Adherence to HRM Policies |
| Recruitment & Induction – Operators |
| Personal Files – Operators |
| Payroll HRM – For all employees except CPR |
| Statutory Compliances (PF, ESI, Factory Act, Pollution, Country Town Planning, Fire, Electricity, Contract Labour, Employment Exchange, etc.) |
| Labour Cases |
| Annual Day Celebration |
| Security |
| Canteen |
| Transportation & travel arrangement |
| Uniform |
| Insurance (Mediclaim & Accident etc.) for all employees |
| Time Office for all employees |
| Upkeep & house keeping of unit premises |
| Telecom Systems – Telephone, Mobile, Fax, etc. |
| Office facilities (Furniture, AC, Lights, Fans, etc.) |
| Front Office & Mail Systems |
| Risk Management Systems |
| Employee Safety |
| Disciplinary administration and Grievance Handling related to facilities |
| Employee Separation |
| Welfare – Loan, Advances, vehicle loan, etc. |
| Car, Mobile, Laptop |
| Rest Room |
| Formulation & Approval of Standing Order. |
| Guest House administration |
| Liasoning with Govt. authorities |
********
CANTEEN POLICY
(POLICY NO. 66)
66.01 PURPOSE/ SCOPE
66.01.1 This policy has been laid down to provide the food and tea at the work place for all, where the canteen facility is available.
66.01.2 Company will provide the Food at the specified place for all where the canteen is available.
66.01.3 The food will be subsidized by the company.
66.02 DISTRIBUTION OF TEA
66.02.1 Company shall provide tea two times in a day.
66.02.2 Tea will be served to all the employees at the specified place decided by the HRM.
********
NEW YEAR DIARY
(POLICY NO. 67)
67.01 ENTITLEMENT
67.01.1 All the level IV and above employees are distributed the standardized Company’s diary as follows:
67.01.1.1 Level VI and above – Diary having their names printed on it.
67.01.1.2 Employees at the level of IV & V are distributed the standardized diary for their official use only.
67.02 Appointment Diary (Planner) is distributed to all the Level VI and above.
67.03 In no circumstances this diary should be given to outsiders.
67.04 DISTRIBUTION OF DIARY
67.04.1 Switch Division HRM department will be responsible for making its arrangements and distributing the same to each unit.
67.05 Cost of these diaries shall be borne by each unit.
67.06 Each Unit should send their requirement by 15th November to Switch Division HRM department.
67.07 Switch Division HRM department should see that the diaries are sent to the respective unit by 20th December and the Unit HRM department should distribute the diaries to employees by 25th December, every year.
*********
MENTORING
(POLICY NO. 68)
68.01 PURPOSE
68.01.1 This policy has been laid down to facilitate the employees to grow with the organization by support and guidance of senior members of the organization.
68.02 SCOPE
68.02.1 This policy is applicable to all the units of the N.K.Minda Group.
68.03 POLICY
68.03.1 Each member of Group MMC to become Mentor of one GET & one Fast Track employee of his unit. Each Unit MMC Member/ SBU Heads/ MD will also become Mentor for Trainees recruited through Campus.
68.03.2 All the Trainees recruited through Campus will have one Mentor for initial 2 years.
68.03.3 Mentor to be in a different function / department.
68.04 Meeting with Trainee : Mentor’s first meeting with the Mentee should be introductory. How they can contact each other and be available as and when required.
68.05 Frequency and Timing of Meeting :Meeting between Mentor and Mentee should be held atleast for 2 hours once in a month.
68.06 It is also advised that the Mentor has one lunch or dinner outside office with Mentee once in six months. This will give the opportunity to Mentee and Mentor to understand each other more better.
68.07 During Performance Appraisal of Mentee, Mentor will not participate.
68.08 Benefits of Mentoring :
- Mentoring creates empowered people.
- It generates people’s goodwill.
- A development culture settles in the organisation.
- There may be a higher employee retention.
- Core values of the organisation may be passed from generation to generation.
68.09 MENTOR
68.09.1 Counseling is part of the role of Mentor. Mentor essentially helps the Mentee to deal more effectively with such subjective and personal questions as “Where am I going with my life?”, “My career?”, “What is that I really want?”, “What is the worse and best of life that I have experienced so far?” etc.
Thus a Mentor needs to possess both Counseling and Coaching skills. A mentor needs to make himself available for the Mentee, not for dealing all his problems and frustrations, but available enough to help him over issues related to his growth in the organization.
68.10 MENTEE
68.10.1 For a mentoring relationship to be successful, both individuals need to possess certain personal qualities. Mentee must be open minded and willing to learn. They should also be prepared to consider their weaknesses and be able to develop a high level of self-awareness.
68.11 WHAT DO MENTORS DO?
68.11.1 Most successful mentoring relationships go through four phases:
- Establishing Rapport (Initiation)
- Direction Setting (Getting Established)
- Progress Making (Development)
- Moving On (Finalizing /Maintenance)
Each of the phases has its own tasks.
68.12 Establishing Rapport
Tasks: During this time the Mentor and the Mentee will :
- Exchange views on what the relationship is and is not
- Agree a way of working together
- Set up a way of calling meetings, frequency, duration, location
68.13 Direction Setting
Tasks: The Mentor and Mentee will :
- Learn about the Mentee’s style of learning
- Think through the implications of their style for how they will work together
- Diagnose needs
- Determine learner’s goals and initial needs
- Set objective measures
- Identify priority areas for work
- Clarify focus of their work
- Begin work
68.14 Progress Making
Tasks: Now the Mentor and Mentee will:
- Create a forum for progressing the Mentee’s issues
- Use each other’s expertise as agreed
- Establish a means for reviewing progress and adapt the process in the light of this review
- Identify new issues and ways of working that are required
- Be ready for the evolution of the relationship
68.15 Moving On
Tasks: Now the Mentor and the Mentee will:
- Allow the relationship to evolve
- Move to maintenance
- Review what can be taken and used in other contexts
********
JOB ROTATION POLICY
(POLICY NO. 69)
69.1 PURPOSE
69.1.1 It has been felt that most of the senior executives are continuing with the same functions and for the same product range / SBU, which is limiting their exposure and vision just to their own SBU.
69.1.2 Job Rotation is to give these members an insight of the working of other departments / functions, which will make them versatile and also help them in understanding the problems being faced by their counterparts. This will also help in building a strong second line.
69.1.3 As it is expected that the vision of an executive placed at that level should be of organizational level and not limited to his department / Unit / SBU. By introduction of this policy, this concern can also be addressed.
69.2 SCOPE
69.2.1. This policy is applicable for MD’s MMC and Unit MMC members.
69.3 POLICY
69.3.1 Every year minimum one rotation from MD’s MMC as well as from Unit MMC member.
69.3.2 Executives who have spent more than three years in a particular Department / Division could only be moved to another Department / Division, where he / she should remain for minimum three years.
69.3.3 For smooth take over of the department, overlapping period of minimum two months shall be given to the executive.
69.3.4 While rotating an employee, he / she will be extended all possible help to acclimatize himself with the new department / division and necessary training inputs with respect to various key aspects like commercial, technical, legal etc. shall be arranged.
**********
CASH SECURITY SYSTEM
(POLICY NO. 70)
| 70.01 | PURPOSE:
|
| 70.01.1 | To have a standard written & specified procedure for cash disbursement.
|
| 70.02 | SCOPE: This procedure will be applicable to all the Units of N. K. Minda Group.
|
| 70.03 | PROCEDURE: The following procedure has been laid down.
|
| 70.03.1 | The Cashier shall responsible for the cash disbursing, verification & its tallying with the day book at the close of business on every day. |
| 70.03.2 | The cashier shall be responsible for any variance in the cash and controlling its key and shall hand over its duplicate key under safe custody of Unit Finance Head. |
| 70.03.2.1 | Physical verification will be carried out by UFH twice in a month.
|
| 70.03.2.2 | The cash payments will be made on the basis of rounded off to the nearest rupee. |
| 70.03.3 | It is prime responsibility of the cashier to get exchanged the soiled notes once in a month and at the time of exchanging the soiled notes he has to make details of each and every currency alongwith number of the notes in the letter head of the company duly signed by the authorised signatory and torn notes should be pasted. |
| 70.03.4 | The Cashier shall be responsible for maintaining day book (Manual/ Computer generated) on daily basis / on disbursement day, after making the payments of a day and shall enter all the vouchers in the day book consisting voucher number and whom amount is paid and shall tally with the physical cash available with him and shall make a detail of cash lying in the cash box on daily basis/ disbursement day. |
| 70.03.5 | The cashier shall make payment on days as approved by SBU Head (maximum 3 days in a week) and in case of Corporate Office the payment shall be made twice in a week, first payment shall be made on Tuesday and second payment shall be made on Saturday. The time of cash disbursement shall be fixed by Unit Finance Head/Business Head. |
| 70.03.6 | Before making any payments the cashier shall verify the correctness of vouchers and approval as per authority norms for all the vouchers which are to be paid and shall allot the correct account head on which amount to be booked and shall mention narration and voucher number started from 1st day of financial year as per the serial number. |
| 70.03.6.1 | Cashier should ensure proper and adequate supports with the voucher before making any payment. In case of Bill stating cash/credit than, Cash Receipt of vender must be there as a proof of cash payment. |
| 70.03.7 | The Unit Finance Head and SBU Head shall decide to keep the minimum cash for smooth functioning of the organisation. |
| 70.03.8 | After making the payment he shall put a stamp that is called “PAID” stamp on every voucher which is paid and entered in the day book and shall monitor serially started from 1st day of the financial year and shall call the Binder after close of every quarter for voucher binding and other records of the organisation. |
|
70.03.9 |
The cashier shall affix revenue stamp of one rupee in the case of cash transactions of the value of which exceeds one thousand rupees. |
|
70.03.10 |
The cashier shall make credit entry in the respective account when he receive the cash from the employee. |
|
70.03.11 |
The cashier is responsible to maintain staff advance control register, imprest control register, and part of the salary register, whenever he will make the payment of aforesaid nature of expenses he shall make an entry in the respective control register of individual a/c accordingly. The imprest account must be brought to nil quarterly (30th June, 30th Sept, 31st Dec. & 31st March) |
|
70.03.12 |
The cashier is also responsible for checking of the payroll and its scrutinizing and disbursement of the salary in time or as per salary procedure. |
|
70.03.13 |
The cashier is responsible for adequate insurance coverage of cash i.e. cash in safe, cash in transit, transit within limit, Fidelity of the person handling cash, cash in safe for fire and responsible for its renewal timely (extracted for ready reference is mentioned in para 3.13.1. & 3.13.2.). |
|
70.03.13.1 |
CASH IN SAFE: Adequate coverage of insurance must be done to ensure that the total cash in safe is under insurance coverage and actual amount kept in safe does not exceed the insured limit. Whenever the cash is withdrawn for specific purpose say wages, than policy for that period to be enhanced by that amount. |
|
70.03.13.2 |
CASH IN TRANSIT: The coverage of insurance in respect of cash in transit should be taken till the amount is disbursed at the office and the amount in transit should also be within the limit. Whenever cash is withdrawn it should be entered in a Register kept with cashier to know about utilized value as well as the pending insurance cover for in transit. When the amount is inadequate next policy is to be taken. The above insurance policies in respect of cash should also cover fidelity of the person handling cash and coverage of the person handling imprest. |
|
70.03.13.3 |
For Cash withdrawal, Company’s Car will be preferably used irrespective of the amount of Cash withdrawal. The person who will be withdrawing the cash be changed i.e. same person should not withdraw cash from the Bank. Atleast two persons must go to the Branch to withdraw the cash if amount is more than Rs.1.00 Lacs and UFH to ensure only those persons to withdrawal of cash whose names are furnished with the insurance company to avoid any claim loss, if any. |
|
70.03.14 |
The cashier shall make plan for cash withdrawal on every day as per cash plan and in case of falling bank holiday, he shall withdraw the cash well in advance. Whenever cashier proceeds on leave he shall inform to his immediate superior well in advance and shall handover the cash appearing in the day book before proceeding on leave. |
|
70.03.15 |
No payment shall be made in cash a sum exceeding twenty thousand rupees, if any payment is more than twenty thousand rupees the cashier shall make an account payee cheque or demand draft drawn on a Bank in such cases. |
|
70.03.16 |
The cashier shall keep all the important documents such as Fixed Deposit Receipts issued by Banks. |
********
LAPTOP POLICY
(Policy No. 71)
71.01 PURPOSE
71.01.1 To meet the requirement of fast & better communication, employees may need to use information and data readily available all the times.
71.01.2 Laptops are required to be given to employee who needs to move frequently for official purposes.
71.02 SCOPE
This policy is applicable to all the units of N.K.Minda Group.
71.03 POLICY
71.03.1 Senior employees required to move frequently and requiring information and data easily available with them all the time. Hence it is decided that employees of Level IX & above are entitled for laptop, subject to their function require the same.
71.03.2 The configuration of Laptop will be finalized by Head – Group IT.
71.03.3 Above category of employees can purchase any Laptop as per following limit.
Business Head : Up to Rs. 1.30 Lacs
Level IX & Above : Up to Rs. 1.00 Lacs
Depending upon the nature of the job, MD may approved laptop for other level of employees also, however, cost of such laptop should not exceed Rs. 60,000/-.
71.03.4 On issuing the Laptop to employee, unit HRM to obtain company asset take over form (Annexure – 54) and the same will be filed in the personal file of the user.
71.03.5 As technology is changing fast, laptops are also required to be updated regularly. Laptop can be replaced once in three years depending on the recommendation of Group IT department. In such case old laptop can be sold to the supplier in buy back scheme.
71.03.6 IT dept. will ensure that Insurance policy for Laptop is taken at the time of purchasing the laptop.
71.03.7 The quantity record will have to be maintained and for that purpose a confirmation has to be taken from each Laptop allottee by December 31 every year.
71.03.8 The Laptop would be budgeted under Capital items and CIJ has to be put up to MD for approval.
********
OPEN HOUSE
(Policy No. 72)
72.01 PURPOSE
72.01.1 To meet the all staff members on regular basis to have better interaction with them.
72.02 SCOPE
This policy is applicable to all the units of N.K.Minda Group.
72.03 POLICY
72.03.1 Quarterly Open House shall be planned for 2nd Line of SBU Head for his Unit.
72.03.2 Yearly Open House shall be planned for 2nd Line of MD by Corporate HRM.
********
EXECUTIVE HEALTH CHECK UP(LEVEL-VIII & above)
(Policy No. 73)
73.01 PURPOSE
73.01.1 For Medical check up of Level VIII & above employees.
73.02 SCOPE
73.02.1 This policy is applicable to all the units of N.K. MINDA Group.
73.03 POLICY
73.03.1 Corporate HRM will identify Hospital & Scheme for Annual Check up. Unit HRM will co-ordiante the activity.
73.03.2 Provision of the budget will be taken care by Unit HRM.
*******
CREDIT CARD( L IX & ABOVE)
(Policy No. 74)
74.01 PURPOSE
74.01.1 To provide credit card for Level IX & above Employees.
74.02 SCOPE
This policy is applicable to all the units of N.K.Minda Group.
74.03 POLICY
74.03.1 Provide Visa/ Master credit card to employees. The annual subscription charges will be borne by Company.
74.03.2 Providing credit card will be the responsibility of Unit HRM department.
74.03.3 To use the credit card while on tour or for official purpose.
*******
SUPERANNUATION POLICY( LEVEL IX & ABOVE)- AS APPLICABLE
( POLICY NO. 75 )
75.01 SCOPE
75.01.1 This policy is applicable to all the units (as applicable) of the N.K.MINDA Group.
75.01.2 To applicable to all employees Level – IX & above.
75.02 PROCEDURE
75.02.1 15% of basic salary will be contributed in individual account on monthly basis. This contribution will be transferred to the Superannuation Trust.
75.02.2 Employees will get statement of accounts from respective accounts department of Units on yearly basis.
75.02.3 At the time of retirement or in case of separation (by any other reason) the employee become eligible to claim pension from LIC. In addition he also has the immediate option to get1/3rd of total outstanding amount by way of commuted pension. For claiming of the same the Employees or his/ her legal heir has to fill up the forms available with Unit HRM.
*******
IMPORTANT DECISIONS TAKEN DURING HRM POLICY REVIEW:
1. For any achievement, Gifts will be common for Staff and operators, same Diwali policy will be followed. SBU Head to decide the amount, however, amount should not exceed the Diwali Gift amount.
2. Decided that no plant will run on holidays. In case of emergency the written permission to be taken from Corporate Business Head / Corporate HRM dept. SBU Head is responsible for taking approval.
3. The deduction of Canteen amount for Operators will be Rs. 100/- per month, and there will be no change for staff deduction.
*******
ANNEXURES LIST
|
S.No. |
Description |
Annexure No. |
Policy Reference |
File Type |
|
1 |
Adarshnidhi Declaration Form |
56 |
58.04.1 |
Word |
|
2 |
Application for Family Planning Incentive |
55 |
55.05.1 |
Word |
|
3 |
Application for Part Time Operator |
22 |
04.03.2.1 |
Word |
|
4 |
Application for Vehicle Loan interest reimbursement approval form |
53 (A & B) |
50.03.10 |
Word |
|
5 |
Appointment Letter of Trainees |
03 |
01.04 |
Word |
|
6 |
Appointment Letter of Trainees(After Confirmation) |
05 |
01.04.1 |
Word |
|
7 |
Appointment Letter of Operators |
58 |
03.04.6 |
Word
|
|
8 |
Appointment Letter of Temporary Operators |
59 |
04.03.02.1 |
Word |
|
9 |
Appointment Letters( Level IV to IX ) |
12 (A to E) |
02.08.4 |
Word |
|
10 |
Appraisal Form – Operators |
51 |
48.01.2 |
Excel
|
|
11 |
Appraisal Form (Half Yearly) |
47 |
46.11 |
Excel |
|
12 |
A. Appraisal Form (Yearly)
B. 2nd Line check list |
48 48A |
46.11 46.11 |
Excel Excel |
|
13 |
Assessment of Probationer |
23 |
05.02.1 |
Word
|
|
14 |
Bank transfer letter for Wages |
61 |
18.03.2.1 |
Word |
|
15 |
Bond Agreement – Foreign Training
|
44 |
45.03 |
Word |
|
16 |
Car Take Over Form
|
52( A & B ) |
49.10 |
A-Word B-Excel |
|
17 |
Confirmation Letter of Staff |
24 |
05.04.3 |
Word
|
|
18 |
Declaration from Reference – Operator |
20 |
03.04.2 |
Word |
|
19 |
Employees Outgoing Register Format |
36 |
33.03.1 |
Word |
|
20 |
Exit Interview Form
|
41 |
42.03 |
Word |
|
21 |
Extension Letter of Probation |
25 |
05.04.3 |
Word |
|
22 |
Feedback of new entrant
|
26 |
08.03.2 |
Excel |
|
23 |
Final Clearance Form
|
39 |
41.01.6 |
Excel |
|
24 |
Foreign Travel/ Training Approval Form |
43(A & B) |
26.09 44.08.2 |
Excel |
|
25 |
Foreign Training-Deployment status |
43(C) |
44.08.4 |
Excel |
|
26 |
Incoming Material Register Format |
31 |
33.03.1 |
Excel |
|
S.No. |
Description |
Annexure No. |
Policy Reference |
File Type |
|
27 |
Induction Check List
|
17 |
02.10.3 |
Word |
|
28 |
Induction Feed Back Form |
19 |
02.10.4 |
Word
|
|
29 |
Induction Form
|
18 |
02.10.3 |
Excel
|
|
30 |
Inter Unit Transfer Form
|
37 |
40.01.2.2 |
Excel |
|
31 |
Increment Letter |
62-A&B |
46.18.2 |
Word
|
|
32 |
Interview Evaluation Form Level IV,V & VI |
07 |
02.08.1 |
Word |
|
33 |
Interview Evaluation Form Level VII-IX |
08 |
02.08.1 |
Word |
|
34 |
Interview Evaluation Form Level X & Above |
09 |
02.08.1 |
Word |
|
35 |
Interview Evaluation of Operator |
21 |
03.04.7 |
Word |
|
36 |
Late Coming Employees Register Format |
35 |
33.03.1 |
Word |
|
37 |
Lease Agreement
|
30 |
29.03.8 |
Word |
|
38 |
Leave Card
|
27 |
13.03.1 |
Word |
|
39 |
Letter for Reference Checking |
13 |
02.09.4 |
Word |
|
40 |
Manpower Requisition Form |
06 |
02.06.1 |
Excel
|
|
41 |
Offer Letter
|
10 |
02.08.2 |
Word |
|
42 |
Offer Letter of Trainees
|
01 |
01.03.3 |
Word |
|
43 |
Outgoing Material Register Format |
32 |
33.03.1 |
Word |
|
44 |
Performance Report of Trainee during training |
04 |
01.04.1 |
Word |
|
45 |
Performance Review of Trainees |
02 |
01.03.4 |
Word |
|
46 |
Personal file Check List Staff & Operator |
28 (A&B) |
16.03.1 |
Excel |
|
47 |
Promotion Letter
|
50 |
47.06 |
Word |
|
48 |
Recommendation for Promotion |
49 |
47.04 |
Excel |
|
49 |
Re-recruitment/ Re-induction Form |
46 |
63.03.1 |
Word |
|
50 |
Reference Checking from last Employer |
15 |
02.09.6 |
Word |
|
51 |
Reminder for reference Checking |
14 |
02.09.5 |
Word |
|
52 |
Reminder for reference checking from last employer |
16 |
02.09.7 |
Word |
|
53 |
Resignation Acceptance letter |
60 |
41.01.5 |
Word |
|
54 |
Returnable Material Register Format |
33 |
33.03.1 |
Word |
|
55 |
Salary Break up Form
|
11 |
02.08.3 |
Word |
|
S.No. |
Description |
Annexure No. |
Policy Reference |
File Type |
|
56 |
Service/ Experience Certification |
40 |
41.05 |
Word |
|
57 |
Taking Over of Company Cellphone |
57 |
54.3.3 |
Word |
|
58 |
Taking over of Company Asset |
54 |
71.03.4 |
Word |
|
59 |
Terms Amendment in Appointment – Foreign Training
|
45 |
45.03 |
Word |
|
60 |
Training Feed Back cum evaluation form from individual and from Superior |
42 |
44.06.3 |
Excel |
|
61 |
Transfer Details Form |
38 |
40.01.2.3 |
Excel
|
|
62 |
Travelling Norms – Inland
|
29 |
25.03.2.2 |
Word |
|
63 |
Visitors Entry Register Format |
34 |
33.03.1 |
Word |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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