Behavior Q&A

Question 1

Describe a time when you MOTIVATED yourself to complete an assignment or task that you DID NOT feel like doing.

Answer 1

Situation: In my role, I was tasked with informing an excellent candidate that we had chosen another candidate with more experience for the position.

Task: Despite not feeling like making this call, I knew it was important to handle the situation professionally and empathetically.

Action: To motivate myself, I put myself in the candidate’s shoes, imagining how I would want to be treated in the same situation. I then mentally prepared myself by counting down from three and telling myself to “just do it.”

Result: By taking this approach, I made the call with empathy and professionalism, ensuring the candidate felt respected and valued despite the outcome.

Question 2

Describe a time when you MOTIVATED yourself to complete an assignment or task that you DID NOT feel like doing.

Answer 2

I am ACTIVE & SELF-MOTIVATED; however, there are times when I run out of steam. During those times, I remind myself that of the SFD or PFD (poopy 1st Draft). Once I have initiated a task, I always feel better and can perform as expected.”

Question 3

Tell us about a time when you had a difficult decision to make, and how you ended up making the decision

Answer 3

*had to decide if I would move into Human Resources or stay working with the controller of the company. I made a pro/con list and decided that the pro’s (including how much I enjoy helping people-which lol helps me understand self) outweighed the cons. I also looked forward to working with the HR Director and being able to continue to learn about the company. I wanted to help train people & ended up creating trainings on topics like harassment, recruitment, and benefits

Question 4

Tell us about a time when you had a difficult decision to make, and how you ended up making the decision

Answer 4

With Avalon I often had to decide between hiring one candidate or another. My boss gave me the final decision with CNAs even though I would interview with the CNA supervisor present. I would always take the supervisor’s opinion into account and we rarely disagreed. However, we had a candidate who mentioned he had ALMOST gotten into a fistfight at his last job. I held firm in protecting the company even though the CNA supervisor said that his references were amazing. I felt that another candidate was a better fit and choice because of the red flag.

Question 5

Tell me what you do when an employee says that someone is disrespecting them with NOT their words but their actions.

Answer 5

I asked EE:
How you can maintain your integrity and make generous assumptions about this person’s motivations/intentions/behaviors?

A generous assumption would be that he/she is hurting/struggling.

Maybe we start by taking to them about what has changed and if they’re ok. THEN we ask for behavior we want see!

Question 6

How did you handle an employee relations conflict?

Answer 6

I understand that there is a lot of conflict between you & another team members. This is a stressful project & it’s miserable for us all to work under this constant tension. It’s not sustainable.

Can you tell me what you are going thru & how I can support you? Ok—thanks for talking to me & that is hard. The company needs you to clean it up by next week or we will need to suspend you. What is your preference & please tell me how I can support you.

Question 7

Integrity is

Answer 7

choosing COURAGE over COMFORT

Question 8

Integrity is

Answer 8

Choosing what is RIGHT over what is fun, FAST or EASY

Question 9

Integrity is

Answer 9

Choosing my values OVER simply professing them

Question 10

Being HONEST about the stories we’re making up & that there might be something going on that I/we don’t fully understand

Answer 10

vs
hiding fears
acting on ANGER or SELF-protective impulses

Question 11

Boundary example

Answer 11

It’s NOT ok to blow me off when I ask for your help

Question 12

Shame is much more likely to be the cause of destructive behavior THAN the cure!!!

Answer 12

Guilt and empathy are the emotions that lead us to ? how our actions affect other people. Both GUILT & EMPATHY are severely diminished by the presence of SHAME>

Question 13

Think about a difficult boss, professor, or coworker. How did you successfully interact with this person?

Answer 13

Luckily I’ve never had a difficult boss. I’ve LOVED my bosses. However, I did once work w/ an employee who was the niece of a supervisor and I received complaints about that employee HARD 2 work w/ & under the protection of her Aunt. I worked with the employee to praise the niece on the things she was doing well. I worked with her to build up the confidence to ask for the behaviors that she needed the niece to step-up with.

Question 14

The meaning of the phrase “everyone is a leader”

Answer 14

• means we all can decide to step forward and be responsible for what is going on around us.
  *In successful organizations, being a leader isn’t just about people managing others. Instead, it’s about helping to make everyone on your team a leader.

Question 15

Hold people accountable for their actions in a way

Answer 15

that acknowledges their humanity. It isn’t easy but WE CAN require accountability while also EXTENDING YOUR COMPASSION.

Question 16

Leaders must either invest a reasonable amount of time attending to fears and feelings, or

Answer 16

OR squander an unreasonable amount of time trying to manage ineffective and unproductive behavior.

Question 17

Assuming the best about others

Answer 17

can fundamentally change my life!!

Question 18

People learn how to treat us

Answer 18

based on how we treat ourselves!

*If I don’t put a value on my work or my time, neither will the person I’m helping. Boundaries are a function of self-respect and self-love.

Question 19

We can’t RISE STRONG when

Answer 19

when We’re On the Run

Question 20

What did Nelson Mandela say about Resentment?

Answer 20

Mandela said “Resentment is like drinking poison and then hoping it will kill your enemies.”

Question 21

CALM is equally contagious as anxiety

Answer 21

Take a few DEEP BREATHS & GET CURIOUS

Question 22

Transformational - One of my fav leadership styles

Answer 22

This type of leadership requires offering a grand vision and rallying your employees around it.

Question 23

What qualities should a team leader have?

Answer 23

Acknowledgment, appreciation and giving due credit
Active listening
Showing commitment
Having a clear vision
Investing in the team’s future
Acting with integrity
Acting objectively
MOTIVATING OTHERS

Question 24

What did you dislike about your previous job?

Answer 24

W/ H4U, I told my HR director that I wished we provided more training or development to all employees. So, I suggested it and ended up providing training to managers on performance discipline and training on fraud, water abuse, benefits& SH 2 employees.

I suggested more social events to strengthen the team at my hospice job & we had a Wellness Challenge.

Question 25

Are there new industry trends that could benefit our company?

Answer 25

*Financial Wellness training to employees
*Communicating/Educating on Benefits (max out of pocket)
*People Analytics
*Upskilling and Reskilling for Competitive Edge

Question 26

How would you describe your personality?

Answer 26

*openness
*conscientious (careful & diligent)
*extroversion
*agreeableness
*emotional stability (do not let their emotions dictate their behavior & find a way to appropriately express their emotions)

Question 27

What do you look for in a manager?

Answer 27

*Someone I can come to and make sure that I’m meeting goals
*active listener
*transparent / candid
*good at focusing me on CHANGING COMPANY GOALS
*respect
*someone who might enjoy talking about HR law cases every few months

Question 28

Share some of your long-term career goals

Answer 28

*keep up w/ HR laws
*Obtain my SPHR
*Continue to grow as a trainer/communicator
*Maybe get my master’s degree by the time I’m 55

Question 29

Are there any tasks that you dislike?

Answer 29

I don’t enjoy firing people but I know it’s sometimes necessary. Letting someone go might be what is best for them in the end as well.

I once had a boring class & a cheap $30 standing desk helped me to stay focused. I also fight off fear of NEW learning w/ flashcards.

Question 30

The DIRTY YES

Answer 30

Friend tells you yes to your face & then goes behind your back & say NO

*similar to backchannel meetings

Question 31

Describe a time when you provided ADMINISTRATIVE SUPPORT for people operations. What tasks did you handle, and HOW did you ENSURE ACCURACY & EFFICIENCY in your responsibilities?

Answer 31

To ensure accuracy w/ records, I cross-checked data entries with different sources to verify employee details.

To enhance efficiency W ee benefits,I created standardized templates for benefit communication, reducing response time and ensuring consistent information delivery.

Question 32

Describe a time when you provided ADMINISTRATIVE SUPPORT for people operations. What tasks did you handle, and HOW did you ENSURE ACCURACY & EFFICIENCY in your responsibilities?

Answer 32

For offboarding, I followed a checklist to terminate access, update records, and process final payments efficiently.

Question 33

Describe a time when you provided ADMINISTRATIVE SUPPORT for people operations. What tasks did you handle, and HOW did you ENSURE ACCURACY & EFFICIENCY in your responsibilities?

Answer 33

I attended workshops/WEBINARS to STAY UPDATED on HR REGS & SOFTWARE ENHANCEMENTS. I leveraged technology tools (such as HR software and spreadsheets) to automate routine tasks like data entry, leave tracking, and performance evaluations.

Question 34

Can you share an experience where you OVERSAW / MAINTAINED a HCM?

HOW did you handle customization, development, MAINTENANCE, & UPGRADES to ensure optimal functionality?

Answer 34

W/ regard to Customization, I have done a “NEEDS CUSTOMIZATION” checking in w/ all stakeholders to understand their unique requirements.

-For MAINTENANCE, I audited data integrity—checking for duplicates, inaccuracies, or missing information. I set up validation rules and alerts to maintain clean data.

-For UPGRADES, . I attended webinars & communicated upcoming changes to users

Question 35

Our company wants to improve employee RETENTION RATES. What strategies would YOU use to achieve this goal?

Answer 35

Create mentorship programs to support employees

Regularly communicate company updates

Offer more benefits, such as discounts or free food

Encourage skill development

Arrange social events at and outside of work

Provide training and development programs

Question 36

What is your process for handling employee complaints?

Answer 36

I would PRACTICE ACTIVE LISTENING by giving the other person space to discuss their issues. I would take note of the problem in a FORMAL DOCUMENT & investigate the claim. Instances of workplace harassment or other serious issues should go straight to senior management.

Question 37

What is your biggest challenge in HR?

Answer 37

Attracting & retaining top talent–It’s a lot of work but you have to focus on discerning how they deal with feedback, look for evidence that they enjoy learning, how they fit the company (OVER THE JOB).

Question 38

BIGGEST CHALLENGE #2

Answer 38

Embracing change with grace and ease–effort to communicate frequently and transparently before, during, and after times of change.
- providing training on the hard and soft skills they’ll need to cope with the change WHILE FELLING SECURE/CAPABLE.

Question 39

Developing the leaders of tomorrow

Answer 39

providing regular training that aligns with a clear career progression path. This shows talented employees that you value them, see their potential for leadership growth, and are actively investing in that growth.

Question 40

Fostering a culture of continuous learning

Answer 40

Today, crowds of employees leave their jobs with the key reason being a lack of development opportunities. Yes, training is the golden drawcard for keeping employees stimulated, engaged and loyal.

Question 41

Looking After Health and Safety

Answer 41

Sure, periods of stress are normal, and under times of pressure, employees can often produce their best work. But high levels of stress cannot be sustained.

-Training managers in Emotional Intelligence (EQ) can help them recognize the benefits of a healthy mental state. Other training, in mindfulness and general stress coping techniques, can help build a resilient workforce.

Question 42

How would you motivate employees?

Answer 42

Share positive feedback regularly

Offer flexible or remote work every month

Bring treats, such as food or drinks, into the office

Give employees space to improve

Provide more employee rewards like discounts

Be respectful and understanding

Question 43

Common steps in the recruitment process include to:

Answer 43

1-PLAN the job description for each role
2-Define a RECRUITMENT STRATEGY, either through job postings or recruitment agencies
3-SEARCH for active candidates on the chosen recruitment PLATFORMS
4-SCREEN RESUMES or use skills testing or screening software
5- Interview and select high-quality candidates
6-Make a job offer to move on to the onboarding process

Question 44

How do you show attention 2 detail?!!

Answer 44

1.) Maintain well-organized files, folders, and records. Use consistent naming conventions and keep documents and information easily accessible.
2.)Show your ability to gather comprehensive information by conducting thorough research on a topic. Cite your sources accurately and cross-reference information to ensure its reliability.
3.)Create detailed task lists and checklists to track your progress and ensure you don’t miss any critical steps. Completing tasks in a systematic manner highlights your attention to detail.

Question 45

How do you handle conflict in the workplace?

Answer 45

One way to do this is by inviting both parties to a meeting to discuss their problems in private and identify points of agreement and disagreement.

Question 46

How do you ensure employees are happy and satisfied with their work?

Answer 46

Research has shown that happier individuals are 12% more productive.

enforcing a positive work environment through events, meetings, and personal conversations. Employee assistance programs offering short-term counseling and confidential assessments can help employees express their thoughts and feelings.

Question 47

Tell me how you would improve our employer branding.

Answer 47

I will contribute to your employer brand by knowing YOU! I’ll share positive messages through social media, employee wellness programs, and recruitment.

Question 48

• Tell me about a situation where you managed employment-related inquiries from applicants, employees, and supervisors. How did you handle complex or sensitive matters, and what was the outcome?

Answer 48

One particularly sensitive matter involved an employee expressing concerns about a potential workplace conflict.
I conducted DISCREET interviews with all parties involved, fostering an environment of trust and confidentiality. Through active listening and empathy, I identified the root cause and facilitated a mediation session, allowing the team to address issues constructively.

Question 49

• Tell me about a situation where you managed employment-related inquiries from applicants, employees, and supervisors. How did you handle complex or sensitive matters, and what was the outcome?

Answer 49

I will always protect the company but I’m also able to help employees by providing an open/safe place for them to raise concerns or ask confidential questions. I’ll make sure to let them know that if it is serious enough, we might have to bring in other managers and senior leadership. I’ll explain that we do NOT retaliate & that they are safe to raise concerns.

Question 50

• Provide an example of a time when you faced ambiguity or a challenging situation in human resources. How did you approach the problem, and what steps did you take to find a resolution?

Answer 50

*HFU migrated payroll systems
*HFU–layoffs
*Brio–sold the company
*One of my primary focuses during all of these changes was to to provide transparent & clear communication with scared employees. I collaborated with dept heads to come up with communication plans.

In some instances, I provided one-on-one meetings with employees on top of town-hall group meetings, newsletters, memos.

Question 51

• Provide an example of a time when you faced ambiguity or a challenging situation in human resources. How did you approach the problem, and what steps did you take to find a resolution?

Answer 51

When I was a “HR DEPT of 1” with HFU, we hired our first Music Thanatologist and the manager wanted to hire them as an independent contractor. I did some research & presented my boss with options of:

1–I.Contrator–worker’s comp, independent on whether they take calls for work (they decide when/where), licensure
vs 2-employee–we pay for the worker’s comp but she could tell the music thanatologist when/where & require he/she to be there at a specific time w/ specific instructions

Question 52

*Share an instance where you ASSEMBLED/ assisted in acquiring complex data reports, summaries, and logs for HR purposes. How did you ensure the accuracy and relevance of the information provided?

Answer 52

With Arnold Machinery, I spent 1/2 day each month acquiring/assembling reports for a monthly shareholder meeting. We USED reams & reams of paper. It was quite an impressive undertaking.

With all my jobs, we worked to use standardized naming guidelines and formatting (example: date formats). We also performed regular data audits to ensure consistency and accuracy.

Ask/train managers to use consistent reports so that you are all talking about the same numbers during meetings.

Question 53

Describe your experience evaluating, tracking, and documenting compliance with mandatory and non-mandatory training.

Answer 53

1st remember that training is important because it creates a positive working environment, GIVES THEM THE SKILLS THEY NEED 2 DO THE JOB, helps build relationships with colleagues, & CREATES LOYALTY!

Important to track training because helps ERs make sure EEs are meeting training goals, COMPLIANCE W state/industry regs, & FAIRNESS w all EEs given same opportunity

Question 54

How do you ensure employees receive the necessary training to meet organizational goals?

Answer 54

1. Create a training PLAN (goals, evaluation, learning styles)
2. Create training DOCS (safety plan, procedures, handbook)
3. Take ATTENDANCE (Make EEs sign docs-resolving disputes later - can say YES, you were trained to do it THIS WAY)
4. TEST ON THE SKILLS–(Gauge training effectiveness & refine)

Question 55

In your previous role, how did you serve as a lead representative and liaison between HR, information services, external vendors, and other stakeholders? Can you provide an example of a successful collaboration to meet business needs?

Answer 55

In my previous role, I led a cross-functional team comprising HR, IT, and external vendors to IMPLEMENT a NEW HRIS. Acting as a lead representative, I facilitated effective communication, ensuring alignment with business needs. By fostering collaboration and ADDRESSING CONCERNS PROACTIVELY, we successfully integrated the new system, enhancing efficiency in HR processes and providing valuable insights for strategic decision-making.”

Question 56

How do you establish and maintain constructive and cooperative working relationships regardless of status? Share an example where effective communication and relationship-building skills positively impacted HR operations.

Answer 56

1 of the keys to cooperative working relationships is OPEN DIALOGUE. When leadership is OPEN to ideas & critiques, everyone feels empowered to contribute. Leaders focus the conversation away from personal to the matters at hand while making sure not to dominate the conversation.

In my last position, I worked with Dept Heads to create feedback sessions in their weekly meetings. It enhanced transparency and improved relationships across all levels.

Question 57

How do you stay updated on trends, best practices, regulatory changes, and new technologies in human resources? How do you incorporate this knowledge into your role to enhance HR processes?

Answer 57

1st, I attend conferences, seminars, & webinarS WHERE I LEARN FROM SMEs on Regulatory updates & emerging trends; I HAVE EVEN VOLUNTEERED W/ SHRM.

2nd, I engage w/ my local HR chapters where I teach & learn from my peers on best practices.

3rd, I read books, HR publications, and podcasts to stay updated on IT & driving efficiency & staying up on compliance topics.

MOST importantly, I share what I’m learning w/ cross-functional teams to facilitate knowledge sharing. As a team, we can anticipate changes, identify opportunities for improvement, and contribute to the strategic goals of our org.

Question 58

In your previous roles, how have you ensured compliance with federal, state, and local employment laws and regulations? Provide a specific example of a situation where you had to navigate a complex compliance issue.

Answer 58

In a previous role, I conducted an AUDIT of our ORGs EE CLASSIFICATION PRACTICES to ensure compliance with regulations regarding EXEMPT VS. NON-exempt status. I found an inconsistency w/ an administrative position (RECEPTIONIST). The position did not have decision-making authority and they couldn’t negotiate on the company’s behalf. They did not have the power to implement management policies. The manager wondered if the receptionist could be exempt because she was being paid more than 2x the minimum wage. I consulted with SHRM on how to best educate management & then trained the manager so that we could minimize the ANY risk of potential legal disputes.

Question 59

What experience do you have with COST-REDUCTION efforts?

Answer 59

I created a SHARED DOC where we track bonuses to ensure invoices are correct. It REDUCED our bonuses by 14%.

Question 60

Weakness I’m improving

Answer 60

*I can sometimes start too many projects or tasks at the same time. Now I make AN EISENHOWER priority list and, if needed, move to 2 screens instead of 3.

Question 61

areas that I’m working to improve:

Answer 61

SOMETIMES challenging to let go of projects. I want the project to succeed and care about the accuracy of the tasks.

IMPROVING by SEEING teammates’ strengths.
COLLABORATIVE EMPOWERMENT/DIVERSITY OF STRENGHTS

Question 62

biggest accomplishments

Answer 62

I CREATED a wellness challenge
WE HAD > 90% participation, ees LOVED IT, BROUGHT THEM TOGETHER as a team
*Created individual and team rewards for goal achievement. Goals: eating 5-9 fruits and/or vegetables per day, exercising at least 30 minutes per day, getting 7 hours of sleep per night, and creating & achieving personal development plans). The final challenge included volunteering for 2 hours with a wonderful charitable organization.

Question 63

Provide a specific example of a situation where you had to navigate a complex compliance issue.

Answer 63

I conducted an AUDIT of our ORGs EE CLASSIFICATION regarding EXEMPT VS. NON-exempt status. I found an inconsistency w/ an administrative position (RECEPTIONIST). POSITION did NOT
*have decision-making authority
*couldn’t negotiate on the company’s behalf
*NOT have the power to implement management policies.
The past manager thought the receptionist could be exempt because she was being paid more than 2x the minimum wage. I suggested that the manager and I consult with SHRM & then changed the CLASSIFICATION TO minimize the ANY risk of potential legal disputes.

Question 64

biggest accomplishments

Answer 64

*I headed a successful I.R.S. audit of our hospice’s 401(k). I learned so much about what items the I.R.S. looks at (everything from 5500 forms, w-2s, loan requests to adoption agreements and service agreements.

Question 65

biggest accomplishments

Answer 65

*Recognized Arnold Machinery, Hospice for Utah and Brio Hospice for never having a late payroll! That’s 15 + years and hundreds of payroll runs.

Question 66

I love to go on walks or hikes with my HR buddies and sometimes our dogs. We chat about new HR podcasts and ideas. I have a love for nature.

Answer 66

I’m a good person and I have always had a good impact with leadership teams.

Question 67

biggest accomplishments

Answer 67

Designed and delivered several continuous improvement initiatives to reduce HR related errors. One such improvement included creating and launching a process to conduct quarterly audits on employee files and then expanded the audits to audit entire personnel files. I found several I-9s that were filled out incorrectly. I corrected the I-9s and created a process to verify/validate I-9 accuracy during new hire orientations.

Question 68

Describe a situation when you had a conflict at work and how you handled it.

Answer 68

The employees were fighting over who worked harder in the kitchen. They both said that the other was lazy—one looked at her phone every couple of hours and the other took long breaks.
I asked the employee what she wanted. She said that part of her wanted to slap the other employee and she wanted the employee to stop being so lazy. I asked, is there a possibility that you both want to keep your jobs and feel successful at work? Is there part of you that wants to learn as much as possible from this role so that you can one day move into an Assistant Manager role? When she said yes, I asked her what kind of behavior would be more likely to help her achieve that goal.

Question 69

How do you work under pressure?

Answer 69

CONSIDER SELF A PROBLEM SOLVER & and find that I thrive under pressure. Especially, when I get feedback from the employee that they are thrilled with how happy I am to make a difference in their day. With my last job, the corporate office sold a significant portion of the company and cut the corporate office in half. They had me take on all recruiting responsibilities and I loved it. It significantly increased my workload and I thrived under pressure. I increased headcount by NEARLY 29%.

Question 70

Explain a situation in which you disagreed with your BOSS and how you handled it.

Answer 70

THINK for 10 seconds b4 answering. DO NOT Remember any specific conflicts with my boss or supervisors. I think I’ve been really lucky in that regard. But, I would certainly ask a bunch of questions to find out if I’m the problem.
*I want to ensure that the best solution to the problem is found quickly. So, I LISTEN, ask questions and, then I LISTEN a little longer. I truly try to understand the perspective of the other person involved so that I can BETTER GRASP underlying ISSUES.

Question 71

Goals

Answer 71

I want to remain informed about labor laws, tax regulations and payroll practice changes

Question 72

Goals

Answer 72

*I also really want to continue to learn about how to improve myself. I love business/self-help books and learning about how to improve things like processes and keep up with technology changes.

Question 73

I’m passionate about getting things done accurately, being organized and HR

Answer 73

I’ve worked in recruiting, payroll, benefits administration, employee onboarding and training and compliance

Question 74

My Mom says that my best subject was always math BUT

Answer 74

BUT that I belong in HR because I love helping people and teams

Question 75

Describe a situation in which you disagreed with a rule or policy and how you handled it.

Answer 75

The payroll dept wanted all TCAs done electronically by the EEs. They were firm that they did not want any more PAPER TCAs. We had a few EEs that didn’t have cell phones & I requested that we set aside 1 of our training laptops so that I could walk them through the TCA process.

Question 76

BETTER Metric of turnover

Answer 76

team members we regret losing

Question 77

Metrics not just on culture

Answer 77

But is our business performing

Question 78

Vision is like we’re going to land a man on the moon

Answer 78

Mission is that we’re going to build safe aircraft to get people to the moon.
Value = THE WAY WE GET WORK DONE AROUND HERE

Question 79

I’m committed to something bigger. That’s what makes me different

Answer 79

You see all these relationships that don’t make it and often it’s because they don’t have something larger that they’re committed to. I’m committed to making a difference to my family and my spiritual growth

Question 80

Do the leaders understand their style? We can hire to their style.

Answer 80

You see that you’re a consensus leader, but during these last three meetings, you have not allowed everyone to use their voice.

Question 81

Talent CANNOT come before mission

Answer 81

If you have 25% of your people about to leave because of culture, it makes sense to focus on mission, rather than hiring and talent acquisition