1. ACRE CONSULTING
Memo
To: Donald Penchiala; Marilyn Anchley
From: Ashley Lawrence
Chelsea Miller
Ryan Jadin
Lizzie Hornak
CC: Jon Werner
Date: 16-Jan-13
Re: Revised Interview Protocol for Department Managers
Introduction
The most important part of any selection, or hiring, process is the interview. Research has proved that
standardized procedures produce better quality in hiring than unstructured interviews do. Store managers
have agreed that increasing the number of tests and forms will not be adequate in the selection of
department manager. The current method used to hire external managers is very similar to the selection
to store associates; however to hire the best employees, each position’s selection process should be
tailored to match the specific skills, knowledge, and abilities needed for each job. It is important to closely
match the ways in which we are measuring our applicants, along with the specific tasks needed for that
position. A selection procedure cannot be effective if it is universally applied across the store. The
Department Manager position requires much more responsibility and intellectual work than other positions
within Tanglewood. ACRE Consulting recommends that Tanglewood work to improve and update their
selection plan for the Department Manager position, which includes developing a standardized interview
protocol.
Current Measures
Currently, Tanglewood has chosen to use an experience check, an education check, the Marshfield Applicant
Exam, and the Retail Knowledge Test. On the following page you will find a table that assesses Tanglewood’s
current methods of assessment and if they adequately measure the knowledge, skills, and abilities (commonly
referred to as KSAO’s) needed for the Department Manager position. These major KSAO’s are derived from the
job description for the position, and are considered the necessary factors for success in this role. The only KSAO
category that ACRE did not find necessary for selection of a quality candidate is, “Knowledge of organizational
policies and practices.” It is our finding that Tanglewood could hire an extremely qualified candidate and teach
them knowledge that is specific to Tanglewood’s organizational policies and practices. The other KSAO’s have
been deemed necessary for success and should be adequately addressed in one of the methods of
assessment.
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2. Method of Assessment
Necessary Marshfield
for Applicant Retail
Selection? Experience Education Exam Knowledge
Major KSAO
Category
Knowledge of
organizational policies
and practices N n/a n/a n/a n/a
Skill and judgment in
decision making Y X X
Ability to think,
develop original
solutions within
prescribed parameters Y X X
Knowledge of retail
management, policies,
and practices Y X X
Knowledge of legal
precepts underlying
personnel
management Y X X
Skill and analysis of
financial and
operational data Y X X X
Ability to reason
inductively Y X X
Knowledge of
customer service
principles Y X X X
Skill in managing
personnel resources Y X
Communication and
speaking skills Y X X
Selection Sequence
Initial Assessment: Initial assessment methods are used to determine which applicants meet the minimum
requirements of the position. These applicants than become candidates and move into the substantive
assessment phase. The goal in this phase is to narrow the applicant pool, in order to avoid spending excessive
time and money on unqualified applicants. If at any point in the process, an applicant does not meet the
requirements of the step, they should be notified that they are no longer being considered for the position. ACRE
recommends the following initial assessment methods in this order:
1. Resume and Cover letter screening. PASS→
2. Application blank. PASS→
3. Education and experience checks to verify the honesty and accuracy of the information provided. PASS
→
4. Customer Service Biodata Questionnaire. PASS →
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3. 5. Initial phone screen to help verify information. PASS →
Substantive Assessment: Once an applicant has passed through the initial assessment phase we called them
a candidate, meaning they meet the minimum requirements. Substantive assessment methods are then used to
differentiate the degree to which each candidate is qualified for the job. These methods, or predictors, tend to cost
the company more time and money, so it wouldn’t be efficient to send to every applicant.
6. Personality Exam. PASS→
7. Marshfield Applicant Exam. PASS →
8. Retail Knowledge Exam. PASS →
9. Structured Interview (see Key and Questions below). PASS →
Finalist: After a candidate has met all of the requirements, and proved they are the most qualified candidate, they
become a finalist and an offer is made.
Addressing Deficiencies in Current Measures
Based on the importance of these KSAO’s and lack of adequate measurement using the above methods, ACRE
found that the following KSAO’s should be addressed in a structured interview: communication and speaking
skills; skill and judgment in decision-making; ability to think and develop original solutions within prescribed
parameters; knowledge of legal precepts underlying personnel management; ability to reason inductively;
and skill in managing personnel resources.
Due to problems of low standardization, lack of guidelines, and a general lack of research on interviews
currently conducted, it has been decided that a structured interview is needed to address Tanglewood’s
challenges. The best interview questions are not only broad enough to allow variability in answers, but
they are also relevant to the important elements of the job. Also, best practice research shows that
structured interview questions should not reflect skills or knowledge that an employee could easily acquire
on the job. There are two types of structured interview questions that ACRE has chosen to use:
Situational and Behavioral.
Behavioral Interview Questions: These questions ask the candidate to explain pervious experiences
related to the KSAO’s needed. The following are five interview questions ACRE developed:
1. Tell me about a time when you were asked to do something that would benefit the
company, but went against your personal values.
2. Tell me about a time when you received complaints about one of your direct employees.
How did you approach the subject with that employee? How did the employee respond?
3. Tell me about a time when you went above and beyond to help a customer.
4. Tell me about a time when you exceeded expectations in regards to safety in the work
place, to enforce preventative standards.
5. Tell me about a time when you had to train a new employee about their job
responsibilities. What methods did you use to train them and track their performance?
Was the training effective? Did the employee succeed in their new role?
Situational Interview Questions: These questions measure how a person would react in a realistic
situation. The goal is that the candidate will actually experience the same emotions the interview is trying
to represent in the question. The following are five interview questions ACRE developed:
6. Suppose you managed an employee who brought to your attention that their coworkers
were telling dirty jokes in the break room, and it makes them feel uncomfortable. How
would you handle this situation?
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4. 7. Tanglewood has a policy that states you can only give a customer a 15% discount for
damaged product. A customer approaches you and demands they receive 30% off and
it’s the last of that product in stock. How would you resolve this problem?
8. There is an employee who reports to another manager; however you have noticed that
this employee is not fulfilling their job duties. This employee is a good friend with their
manager, but their performance issues have started causing problems in the store. Who
do you approach with your concerns, and what do you do?
9. You have an employee who has been asking other employees to clock them in before
their shift starts, thus falsifying their time card. Can this action have legal repercussions
and how would you handle it?
10. Suppose sales figures have decreased since last quarter in your company. It is your
responsibility to figure out a creative solution that will increase sales. What steps would
you take in creating and implementing this solution?
Use the below chart to see which interview questions measure which KSAO’s.
KSAO's Measured
Knowledge
Skill and Ability to of legal Skill in
Communication judgment in develop precepts- Ability to managing
and speaking decision- original personnel reason personnel
skills making solutions management inductively resources
Question
Q1 X X X X
Q2 X X X
Q3 X X X X
Q4 X X X
Q5 X X X
Q6 X X X X X
Q7 X X X X
Q8 X X X X
Q9 X X
Q10 X X X X
Proposed Interview Scoring Keys (Located in Appendix A)
A scoring key is an extremely important part of the structured interview process. The key shown in Appendix A
uses a sliding point scale ranging from 1-4 points (four being the best possible response). A good scoring key is
specific to the behaviors and attributes that a person might possess, and should demonstrate on the job. Each
interview question has its own scoring key. The proposed scoring keys were then piloted to determine the
strengths and weaknesses possible with each question.
Final Interview Scoring Keys (Located in Appendix B)
The observations and suggestions given by the pilot candidates can be seen within the interviewer comments
section of the Appendix A Scoring Keys. The majority of issues with our proposed questioned regarded length
and wording. Some of the lengthy questions can be broken into follow up questions. For example with Question
5, a behavioral question, there are four questions listed in the original. Fixing this problem will consist of using the
last three questions to follow up and probe the interviewee further. Other issues were that within the key, some
questions were looking to identify legal percepts, when in fact, there may not have been any legalities involved in
the issues. From ACRE’s piloting, the questions are now revised to best fit the needs of Tanglewood and in
identifying the proper KSAO’s.
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5. Summary
ACRE recommends that Tanglewood provide training to all hiring managers on the structured interview
process. Research on structured interviews proves it is the most beneficial method of interviewing
because it lowers inconsistency of measurement. Structured interviews also are more highly correlated
(have higher validity) with hiring successful employees.
If Tanglewood adopts ACRE’s recommendations to create a structured interview protocol and selection
process, they will find it easier to distinguish between qualified and unqualified candidates before they are
hired. A more efficient policy for screening applicants will in turn lower Tanglewood’s cost per hire
because they will not spending time or money on candidates that do not meet the minimum requirements
of the position.
Appendix A
Question 1
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to provide a response
where they struggled between their values and their job duties and how they
overcame it.
Performance Task: Identify job duties and compare them to the legal/ethical issues involved in
dimensions the situation.
Knowledge: Knowledge of job duties, knowledge of legal issues, and knowledge
of personal values.
Skills: Judgment and decision making, conflict resolution.
Abilities: Communication, formulating solutions, and conscientiousness.
Interview question Tell me about a time when you were asked to do something that would benefit the
company, but went against your personal values.
Original scoring key 1 point: Applicant fails to mention any situation, in which they were asked to do
something against their values for their job.
2 point: Applicant is sufficient in identifying a situation related to doing something
against their values for their job, but fails to mention how they formulated a
solution.
3 point: Applicant is sufficient in identifying a situation related to doing something
against their values for their job and gives a solution that would be adequate.
4 point: Applicant fulfills all of the requirements of number three, but also does so in a
way which shows their knowledge of job duties, legalities, and values.
Interviewer When piloted, knowledge of legalities may not be applicable to situation, so that
comments should be more of an optional consideration.
Candidate felt this may be dabbling too much in moral values and questioned if this
belonged in an interview question.
Question 2
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to provide a response to
an employee’s complaint and how to effectively resolve the situation.
Performance Task: Listen to a grievance about a fellow employee, appropriately approach the
dimensions topic with the employee, and work with the employee to find a solution to the
concern (including correcting any performance issues).
Knowledge: Knowledge of personal management, knowledge of legal precepts.
Skills: Employee/personal management, conflict resolution, and
judgment/decision making.
Abilities: Effective communication, speaking, and listening aptitude; inductive
reasoning.
Interview question Tell me about a time when you received complaints about one of your direct
employees. How did you approach the subject with that employee? How did the
employee respond?
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6. Original scoring key 1 point: Applicant fails to mention any understanding of legal personal management
concepts, nor resolving employee conflicts. Applicant fails to use intuitive
reasoning to find workable solutions to resolve the situation.
2 point: Applicant is sufficient in mentioning employee conflicts using limited inductive
reasoning to find a solution. Applicant uses efficient communication skills, but still
fails to prove an understanding of legal personal management.
3 point: Applicant demonstrates a sufficient understanding of legal personal
management concepts and uses reasonable judgment to find workable solutions
to find a resolution for the situation and uses communication and inductive
reasoning well.
4 point: Applicant fulfills the requirements in number 3, but also does so with a well
versed knowledge in legal personal management concepts while using
communication that is clear and relatable to employees.
Interviewer When piloted, legalities may not be necessary again.
comments Candidates felt overall that this was a good question.
Question 3
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to explain a time where
they demonstrated great customer service.
Performance Task: Identifying customers in need of assistance and then developing a creative
dimensions way to see to their satisfaction.
Knowledge: Quality customer service techniques.
Skills: Judgment and decision making,
Abilities: Effective communication and speaking, developing creative or original
solutions, and inductive reasoning.
Interview question Tell me about a time when you went above and beyond to help a customer.
Original scoring key 1 point: Applicant fails to mention any critical concepts related to customer service or
problem solving.
2 point: Applicant is sufficient in identifying concepts related to customer service, but
fails to problem solve or identity a creative solution.
3 point: Applicant is sufficient in identifying concepts related to customer service, and
develops a solution that would meet standards.
4 point: Applicant fulfills all of the requirements of number three, but also does so in a
straightforward way that clearly demonstrates their ability to exceed expectations
and provide exceptional customer service.
Interviewer The person who piloted this question thought that asking for a certain number of
comments examples would be beneficial. He also suggested defining what is above beyond.
Suggested: “Give me two examples of a time when you felt you provided great
customer service.”
Candidates felt this was also a great question and was very applicable for the job.
Question 4
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to explain a time
where they demonstrated a vital need for safety in the workplace
Performance Task: Identify the use of safety policy and procedure in the retail industry and
dimensions demonstrate where they when above and beyond to meet safety expectations.
Knowledge: Legal precepts relating to personnel management
Skills: Communication and speaking skills
Abilities: Develop original solutions
Interview question Tell me about a time when you exceeded expectations in regards to safety in the
work place, to enforce preventative standards.
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7. Original scoring key 1 point: Applicant fails to give an example where they dealt with safety in the
workplace.
2 point: Applicant gives a sufficient example including explaining the importance
of safety in the workplace but was unable to exceed expectations to enforce
safety standards or express legal repercussions.
3 point: Applicant gives a sufficient example that recognizes safety as an integral
part of the workplace and was able to demonstrate where they enforce
standards, but was unable to express legal repercussions.
4 point: applicant fulfills and exceeds expectations laid out by employee in
regards to safety in the workplace. They are able to recognize the need to
enforce practices and followed through on every level and understood the
legal concepts involving safety.
Interviewer Overall, person who piloted the question thought it was a very good question and
comments key. Candidate felt this was applicable to the job; however it was mentioned that
safety standards demand that you “exceed expectations.”
Question 5
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to develop and train a
new employee, including tracking his or her performance on the job.
Performance Task: Develop training for a new employee and instruct them about their specific
dimensions job tasks, then track the employee’s performance on the job. Also, analyze the
training that was provided to the new employee and consider if it was effective.
Knowledge: Understanding of training concepts and personnel management.
Skills: Skill in managing personal resources, proficiency in tracking performance.
Abilities: Clear verbal and written communication; ability to develop practical and
original solutions.
Interview question Tell me about a time when you had to train a new employee about their job
responsibilities. What methods did you use to train them and track their performance?
Was the training effective? Did the employee succeed in their new role?
Original scoring key 1 point: Instructions fail to mention how the new employee’s performance was
tracked Applicant does not explain the training methods implemented, nor the
success it had on the employee.
2 point: Instructions are sufficient to explain the specific job tasks. The applicant
explained the training provided to the new employee, but gave a vague analysis
of the performance tracking. Applicant does not thoroughly demonstrate
knowledge of the training concepts.
3 point: Instructions are sufficient to explain the specific job tasks. The applicant gives
a thorough explanation of what kinds of method(s) used, how it was tracked and
how successful the training method(s) were, while demonstrating clear
communication skills.
4 point: Instructions fulfill all of the requirements of number three, but also develop
practical and original solutions for monitoring and improving employee’s success.
Interviewer The person who piloted this question thought there were too many questions for the
comments candidate to sufficiently answer. Suggested “Tell me about a time when you had a
train a new employee about their job responsibilities,” and then use the other
questions as probing questions.
Candidate felt that using probing questions (instead of asking large question all at
once) would be beneficial.
Question 6
Job title Department Manager
Item description This is a situational interview question requiring the applicant to address an
employee’s concerns and the legal elements presented in the situation.
Performance Task: Listen and record the employee’s concerns. Talk with the other employees
dimensions who were telling the jokes and explain the legal consequences of their actions.
Knowledge: Knowledge of the law and procedures for sexual harassment and
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8. employee management.
Skills: Problem solving skills, effectively directing and understanding employees.
Abilities: Effectively listen and communicate protocol.
Interview question Suppose you managed an employee who brought to your attention that their
coworkers were telling dirty jokes in the break room, and it makes them feel
uncomfortable. How would you handle this situation?
Original scoring key 1 point: Applicant fails to mention the legal elements that were presented and how
they addressed and solved the employee’s concerns.
2 point: Applicant shows sufficient knowledge of legal elements, but the applicant’s
solution to the employee’s concerns is marginal and could be far exceeded.
3 point: Applicant demonstrates sufficient knowledge of legalities and provides an
answer, which properly solves the employee’s concerns.
4 point: Applicant’s response fulfills the entire requirement in number three, but also
exceeds the employee’s concerns and applies measures which would be
preventative of the situation happening again.
Interviewer The person who piloted this question felt that the question was worded very well and the
comments key was appropriate. She felt it was important for a manager to understand how to handle
sensitive issues. Candidate felt that we could change “dirty jokes” to “inappropriate jokes.”
Question 7
Job title Department Manager
Item description This is a situational interview question requiring the applicant to show their ability
to develop an original solution in regards to customer service and their judgment
in decision-making.
Performance Task: Communicate with the customer to resolve the issue regarding the
dimensions damaged product and desired discount.
Knowledge: Company policy and procedures regarding discounts and
knowledge of customer service practices
Skills: Judgment, decision making, and to reason inductively
Abilities: Effective communication and speaking, skill and judgment in
decision-making, developing creative or original solutions, and inductive
reasoning.
Interview question Tanglewood has a policy that states you can only give a customer a 15%
discount for damaged product. A customer approaches you and demands they
receive 30% off and it’s the last of that product in stock. How would you resolve
this problem?
Original scoring key 1 point: Applicant fails to follow company policy or mention concepts related to
customer service.
2 point: Applicant is sufficient in following company policy, but fails to mention
concepts related to customer service
3 point: Applicant is sufficient in following company policy and thoroughly
discusses concepts related to average customer service
4 point: Applicant fulfills company policy and discussed concepts related to
exceptional customer service
Interviewer The person who piloted this question thought the candidate had a good response
comments and the question was worded clearly enough to get valid responses. Good key
for pilot.
Candidate felt this was a great question and that this type of situation would
occur often in this industry.
Question 8
Job title Department Manager
Item This is a situational interview question requiring the applicant to show knowledge of
description employee management and interaction with other managers, as well as, a solution to
eliminate the performance issues
Performance Task: Communicate with appropriate individuals concerning the disruptive
dimensions behavior and develop a plan to decrease and eliminate behavior.
Knowledge: Knowledge of company policy and procedures, knowledge of
personal management.
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9. Skills: Decision-making and judgment.
Abilities: Clear and concise communication.
Interview question There is an employee who reports to another manager; however you have noticed
that this employee is not fulfilling their job duties. This employee is a good friend with
their manager, but their performance issues have started causing problems in the
store. Who do you approach with your concerns, and what do you do?
Original scoring key 1 point: Applicant sufficiently demonstrates knowledge of personal management but
fails to provide a course of action or explanation to solve the problem.
2 point: Applicant sufficiently demonstrates knowledge of personal management and
provides an answer to decrease the performance issues, but it does not eliminate
the issues.
3 point: Applicant sufficiently demonstrates knowledge of personal management and
provides a solution that resolves and eliminates performance issues.
4 point: Applicant’s response fulfills all of the requirements of number three and
provides preventative actions so this issue doesn’t happen again.
Interviewer The person who piloted this interview question felt that documentation of the incidents
comments (preventative actions) was important.
Candidate felt we were leading them in the correct direction. They suggested we take
out “Who do you approach…” and simply ask “How would you handle this situation?”
Question 9
Job title Department Manager
Item description This is a situational interview question requiring the applicant to state any legal
ramifications for the situation, as well as how to resolve the issues presented.
Performance Task: Communicate with the employee about falsifying their time card and be
dimensions able state the legal implications to the employee while correcting the behavior.
Knowledge: Awareness of legal precepts in personal management.
Skills: Proficiency in managing personal resources.
Abilities: Effective communication, speaking, and listening aptitude; develop
original solutions.
Interview question You have an employee who has been asking other employees to clock them in before
their shift starts thus falsifying their time card. Can this action have legal repercussions
and how would you handle it?
Original scoring key 1 point: Applicant fails to mention consequences and legal ramifications of the
behavior, as well as not indicating how the situation was handled nor coming up
with a sufficient solution.
2 point: Applicant demonstrates sufficient knowledge in identifying legal
repercussions but does describe their significance to the situation; however, the
solution could have been resolved in an improved manner.
3 point: Applicant demonstrates sufficient knowledge in defining legal repercussions
of the situation and implementing them in a way that uses effective
communication to resolve the situation.
4 point: Applicant response fulfills all of the requirements of number three, and also
includes a creative/original solution to resolve the situation and prevent it from
occurring.
Interviewer The person who piloted this question did not think that this question involved any illegal
comments activities. It was suggested to mention a company policy instead. For example: “You have
an employee who has been asking other employees to clock them in before their shift
starts thus falsifying their time card. This goes against company policy, how would you
handle it?” Candidate felt this was a good question.
Question 10
Job title Department Manager
Item description This is a situational interview question requiring the applicant to formulate and
implement a creative plan to increase sales.
Performance Task: Develop a business plan to increase sales, and explain the implementation
 Page 9

10. dimensions procedure.
Knowledge: Sales processes and best practices.
Skills: Judgment and decision making in unfamiliar situations.
Abilities: Both verbal and oral communication, developing original solutions, and
inductive reasoning.
Interview question Suppose sales figures have decreased since last quarter in your company. It is your
responsibility to figure out a creative solution that will increase sales. What steps
would you take in creating and implementing this solution?
Original scoring key 1 point: The plan fails to mention critical concepts related to sales forecasting and
other terms, as well as it does not involve a creative solution.
2 point: The plan is sufficient to potentially increase sales, although there is still some
unfamiliarity with related concepts. This plan also fails to include a creative
solution.
3 point: The plan is sufficient to increase sales, and expresses and familiarity with
terms including forecasting. This plan includes the standard implementation
procedure.
4 point: The plan meets the requirements of number three, but also does so in a clear
and straightforward way, demonstrating a thorough understanding of all related
sales concepts. The plan includes a creative and original solution in the
implementation phase.
Interviewer Person who piloted this question thought it was really good.
comments Candidate felt that this could be better as a behavioral question. They felt a
department manager in retail should have a personal example of this. Otherwise,
consider adding a probing question similar to “Do you have a personal example of this
experience?”
.
Appendix B
Question 1
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to provide a response
where they struggled between their values and their job duties and how they
overcame it.
Performance Task: Identify job duties and compare them to ethical issues involved in the
dimensions situation.
Knowledge: Knowledge of job duties, and knowledge of personal values.
Skills: Judgment and decision making, conflict resolution.
Abilities: Communication, formulating solutions, and conscientiousness.
Interview question Tell me about a time when you had to choose between your job duties and personal
values.
Original scoring key 1 point: Applicant fails to mention any situation, in which they were asked to do
something against their values for their job.
2 point: Applicant is sufficient in identifying a situation related to doing something
against their values for their job, but fails to mention how they formulated a
solution.
3 point: Applicant is sufficient in identifying a situation related to doing something
against their values for their job and gives a solution that would be adequate.
4 point: Applicant fulfills all of the requirements of number three, but also does so in a
way which shows their knowledge of job duties and values.
Interviewer
comments
 Page 10

11. Question 2
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to provide a response to
an employee’s complaint and how to effectively resolve the situation.
Performance Task: Listen to a grievance about a fellow employee, appropriately approach the
dimensions topic with the employee, and work with the employee to find a solution to the
concern (including correcting any performance issues).
Knowledge: Knowledge of personal management.
Skills: Employee/personal management, conflict resolution, and
judgment/decision making.
Abilities: Effective communication, speaking, and listening aptitude; inductive
reasoning.
Interview question Tell me about a time when you received complaints about one of your direct
employees. How did you approach the subject with that employee? How did the
employee respond? Was the situation resolved?
Original scoring key 1 point: Applicant fails to mention any understanding of personal management
concepts, nor resolving employee conflicts. Applicant fails to use intuitive
reasoning to find workable solutions to resolve the situation.
2 point: Applicant is sufficient in mentioning employee conflicts using limited inductive
reasoning to find a solution. Applicant uses efficient communication skills, but still
fails to prove an understanding of personal management.
3 point: Applicant demonstrates a sufficient understanding of personal management
concepts and uses reasonable judgment to find workable solutions to find a
resolution for the situation and uses communication and inductive reasoning well.
4 point: Applicant fulfills the requirements in number 3, but also does so with a well
versed knowledge in personal management concepts while using communication
that is clear and relatable to employees.
Interviewer
comments
Question 3
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to explain a time where
they demonstrated great customer service.
Performance Task: Identifying customers in need of assistance and then developing a creative
dimensions way to see to their satisfaction.
Knowledge: Quality customer service techniques.
Skills: Judgment and decision making,
Abilities: Effective communication and speaking, developing creative or original
solutions, and inductive reasoning.
Interview question Give me two examples of a time when you felt you provided great customer service.
Original scoring key 1 point: Applicant fails to mention any critical concepts related to customer service or
problem solving.
2 point: Applicant is sufficient in identifying concepts related to customer service, but
fails to problem solve or identity creative solutions.
3 point: Applicant is sufficient in identifying concepts related to customer service, and
develops solutions that would meet standards.
4 point: Applicant fulfills all of the requirements of number three, but also does so in a
straightforward way that clearly demonstrates their ability to exceed expectations
and provide exceptional customer service.
Interviewer
comments
Question 4
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12. Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to explain a time
where they demonstrated a vital need for safety in the workplace
Performance Task: Identify the use of safety policy and procedure in the retail industry and
dimensions demonstrate where they when above and beyond to meet safety expectations.
Knowledge: Legal precepts relating to personnel management
Skills: Communication and speaking skills
Abilities: Develop original solutions
Interview question Tell me about a time when you exceeded expectations in regards to safety in the
work place, to enforce preventative standards.
Original scoring key 1 point: Applicant fails to give an example where they dealt with safety in the
workplace.
2 point: Applicant gives a sufficient example including explaining the importance
of safety in the workplace but was unable to exceed expectations to enforce
safety standards or express legal repercussions.
3 point: Applicant gives a sufficient example that recognizes safety as an integral
part of the workplace and was able to demonstrate where they enforce
standards, but was unable to express legal repercussions.
4 point: applicant fulfills and exceeds expectations laid out by employee in
regards to safety in the workplace. They are able to recognize the need to
enforce practices and followed through on every level and understood the
legal concepts involving safety.
Interviewer
comments
Question 5
Job title Department Manager
Item description This is a behavioral interview question requiring the applicant to develop and train a
new employee, including tracking his or her performance on the job.
Performance Task: Develop training for a new employee and instruct them about their specific
dimensions job tasks, then track the employee’s performance on the job. Also, analyze the
training that was provided to the new employee and consider if it was effective.
Knowledge: Understanding of training concepts and personnel management.
Skills: Skill in managing personal resources, proficiency in tracking performance.
Abilities: Clear verbal and written communication; ability to develop practical and
original solutions.
Interview question Tell me about a time when you had to train a new employee about their job
responsibilities.
Follow up questions:
What methods did you use to train them and track their performance?
Was the training effective?
Did the employee succeed in their new role?
Original scoring key 1 point: Instruction fails to mention how the new employee’s performance was
tracked Applicant does not explain the training methods implemented, nor the
success it had on the employee.
2 point: Instructions are sufficient to explain the specific job tasks. The applicant
explained the training provided to the new employee, but gave a vague analysis
of the performance tracking,. Applicant does not thoroughly demonstrate
knowledge of the training concepts.
3 point: Instructions are sufficient to explain the specific job tasks. The applicant gives
a thorough explanation of what kinds of method(s) used, how it was tracked and
how successful the training method(s) were, while demonstrating clear
communication skills.
4 point: Instructions fulfill all of the requirements of number three, but also develop
practical and original solutions for monitoring and improving employee’s success.
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13. Interviewer
comments
Question 6
Job title Department Manager
Item description This is a situational interview question requiring the applicant to address an
employee’s concerns and the legal elements presented in the situation.
Performance Task: Listen and record the employee’s concerns. Talk with the other employees
dimensions who were telling the jokes and explain the legal consequences of their actions.
Knowledge: Knowledge of the law and procedures for sexual harassment and
employee management.
Skills: Problem solving skills, effectively directing and understanding employees.
Abilities: Effectively listen and communicate protocol.
Interview question Suppose you managed an employee who brought to your attention that their
coworkers were telling inappropriate jokes in the break room, and it makes them feel
uncomfortable. How would you handle this situation?
Original scoring key 1 point: Applicant fails to mention the legal elements that were presented and how
they addressed and solved the employee’s concerns.
2 point: Applicant shows sufficient knowledge of legal elements, but the applicant’s
solution to the employee’s concerns is marginal and could be far exceeded.
3 point: Applicant demonstrates sufficient knowledge of legalities and provides an
answer, which properly solves the employee’s concerns.
4 point: Applicant’s response fulfills the entire requirement in number three, but also
exceeds the employee’s concerns and applies measures which would be
preventative of the situation happening again.
Interviewer
comments
Question 7
Job title Department Manager
Item description This is a situational interview question requiring the applicant to show their ability to
develop an original solution in regards to customer service and their judgment in decision-
making.
Performance Task Communicate with the customer to resolve the issue regarding the damaged
dimensions product and desired discount.
Knowledge: Company policy and procedures regarding discounts and knowledge of
customer service practices.
Skills: Judgment, decision making, and to reason inductively.
Abilities: Effective communication and speaking, skill and judgment in decision-
making, developing creative or original solutions, and inductive reasoning
Interview Tanglewood has a policy that states you can only give a customer a 15% discount for
question damaged product. A customer approaches you and demands they receive 30% off and it’s
the last of that product in stock. How would you resolve this problem?
Original scoring 1 point: Applicant fails to follow company policy or mention concepts related to
key customer service.
2 point: Applicant is sufficient in following company policy, but fails to mention
concepts related to customer service
3 point: Applicant is sufficient in following company policy and thoroughly discusses
concepts related to average customer service
4 point: Applicant fulfills company policy and discussed concepts related to
exceptional customer service
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14. Interviewer
comments
Question 8
Job title Department Manager
Item This is a situational interview question requiring the applicant to show knowledge of
description employee management and interaction with other managers, as well as, a solution to
eliminate the performance issues
Performance Task: Communicate with appropriate individuals concerning the disruptive
dimensions behavior and develop a plan to decrease and eliminate behavior.
Knowledge: Knowledge of company policy and procedures, knowledge of
personal management.
Skills: Decision-making and judgment.
Abilities: Clear and concise communication.
Interview question There is an employee who reports to another manager; however you have noticed
that this employee is not fulfilling their job duties. This employee is a good friend with
their manager, but their performance issues have started causing problems in the
store. How would you handle the situation?
Original scoring key 1 point: Applicant sufficiently demonstrates knowledge of personal management but
fails to provide a course of action or explanation to solve the problem.
2 point: Applicant sufficiently demonstrates knowledge of personal management and
provides an answer to decrease the performance issues, but it does not eliminate
the issues.
3 point: Applicant sufficiently demonstrates knowledge of personal management and
provides a solution that resolves and eliminates performance issues.
4 point: Applicant’s response fulfills all of the requirements of number three and
provides preventative actions so this issue doesn’t happen again.
Interviewer
comments
Question 9
Job title Department Manager
Item description This is a situational interview question requiring the applicant to state any legal
ramifications for the situation, as well as how to resolve the issues presented.
Performance Task: Communicate with the employee about falsifying their time card and be
dimensions able state the legal implications to the employee while correcting the behavior.
Knowledge: Awareness of legal precepts in personal management.
Skills: Proficiency in managing personal resources.
Abilities: Effective communication, speaking, and listening aptitude; develop
original solutions.
Interview question You have an employee who has been asking other employees to clock them in before
their shift starts thus falsifying their time card. This goes against company policy, how
would you handle it?
Original scoring key 1 point: Applicant fails to mention consequences and legal ramifications of the
behavior, as well as not indicating how the situation was handled nor coming up
with a sufficient solution.
2 point: Applicant demonstrates sufficient knowledge in identifying repercussions but
does describe their significance to the situation; however, the solution could have
been resolved in an improved manner.
3 point: Applicant demonstrates sufficient knowledge in defining repercussions of the
situation and implementing them in a way that uses effective communication to
resolve the situation.
4 point: Applicant response fulfills all of the requirements of number three, and also
includes a creative/original solution to resolve the situation and prevent it from
occurring.
Interviewer
comments
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15. Question 10
Job title Department Manager
Item description This is a situational interview question requiring the applicant to formulate and
implement a creative plan to increase sales.
Performance Task: Develop a business plan to increase sales, and explain the implementation
dimensions procedure.
Knowledge: Sales processes and best practices.
Skills: Judgment and decision making in unfamiliar situations.
Abilities: Both verbal and oral communication, developing original solutions, and
inductive reasoning.
Interview question Suppose sales figures have decreased since last quarter in your company. It is your
responsibility to figure out a creative solution that will increase sales. What steps
would you take in creating and implementing this solution?
Follow up question: Do you have a personal example of this?
Original scoring key 1 point: The plan fails to mention critical concepts related to sales forecasting and
other terms, as well as it does not involve a creative solution.
2 point: The plan is sufficient to potentially increase sales, although there is still some
unfamiliarity with related concepts. This plan also fails to include a creative
solution.
3 point: The plan is sufficient to increase sales, and expresses and familiarity with
terms including forecasting. This plan includes the standard implementation
procedure.
4 point: The plan meets the requirements of number three, but also does so in a clear
and straightforward way, demonstrating a thorough understanding of all related
sales concepts. The plan includes a creative and original solution in the
implementation phase.
Interviewer
comments
 Page 15