Before we can interview for interest and passion, we have to define the work. It’s always about the work.
Most S-III roles are system roles, building systems that don’t solve problems, but prevent them. The tools at S-III are work flow diagrams, time and motion studies, schematics, sequencing and planning. The role is typically the manager of a functional team (marketing, sales, business development, estimating, operations, QA/QC, warranty, research and development, HR, legal). Longest time span goals and objectives would be 12 months – 16 months – 20 months – 24 months. Learning would include analytic. Highest level problem solving would include root cause and comparative analysis. Value-add to the organization is consistency and predictability. It is the role at S-III to create the system, monitor the system, constantly improve the system. One of the most important systems at S-III is the people system inside the function.
Managerial roles at S-III are accountable for the output of the team at S-II.
Given a large customer problem, the central question for the S-III manager is, why didn’t our system prevent that problem, or at least, mitigate the damage from that problem.
Interview questions –
- The purpose of these next questions is to look at some of the systems you built and how you built them. Tell me about a project you were accountable for, containing several steps, that was similar to other projects you completed in the past?
- What was the project?
- What was your role on the project?
- How long was the project?
- Using this project as an example, tell me about a system you created to solve its problems and make its decisions?
- What were the circumstances in the project that lead you to create a system?
- Step me through the system that you created?
- How did you communicate the steps in the system to the team?
- How did you test the steps in the system to make sure they were in the best sequence?
- During the project, did any of the steps in the system change?
- When steps in the system changed, how did you track the changes and modify the system?
- When the project was totally complete, what parts of the system could be applied to other projects?
- Think about the next project where that system was useful?
- What was the project, why was that project a candidate to use the same system?
- What modifications did you have to make to the system, so it had a positive impact of this next project?
- How did you document the modification to the system?
- How was this system important to the effectiveness of your functional team?
- Tell me about another system you created related to a project in your company?
Each of these questions asks for a specific piece of data about the candidate. And though we are trying to find out about an attitude or feeling, the questions are still laser focused on the work.