Home' Trinidad and Tobago Guardian : July 26th 2016 Contents B5
Tuesday, July 26, 2016 Guardian www.guardian.co.tt
So you have passed the first or
second interview and have been
asked back for another interview.
This is the most important one
as you not only have to persuade
them that you are the best can-
didate, but you must also gauge
for yourself whether this is the
best job for you. In short, you are
interviewing them as much as
they are interviewing you.
Impress them and avoid a job
you will hate
You don't want to be in a new job
search too soon, so use this interview
to determine if this opportunity is a
good fit for you. Here are some key
questions to ask to gain a competitive
edge over candidates and also help
you decide if you really want this job.
1. What is the biggest chal-
lenge someone will face in this
job in the first six months?
Hopefully you asked this question
before as it is the most important
question to ask in an interview.
It helps you find out their imme-
This also allows you to describe
how you have successfully faced and
managed similar challenges before.
2. What are the biggest obsta-
cles I would face in meeting
Although you have dealt with this
obstacle before, the people and con-
ditions are probably different so ask
the interviewer's opinion as to what
obstacles you would face.
There are generally three types of
obstacles: people, systems and
processes. Finding out which of these
is the biggest obstacle lets you open
a dialog (remember people hire people
they like so turning the interview into
a conversation is important) about
your ability to influence changes in
This question can also be a good
way to start a discussion, brainstorm-
ing with the interviewer about the
best tactics to use in their organiza-
3. Who had this job before?
It is important to know whether
this is a newly created position or if
someone had this role before. If it is
not a new role, then you want to
know what happened to the previous
person in this job.
If the Previous Person Was
If they got a promotion, that's good
news as it shows you could have
growth here. Ask what results they
produced that earned them the pro-
motion, and how long they were in
the position before they were pro-
If the Previous Person Was Ter-
If they were let go, then you should
ask what caused their termination:
If it was for performance issues
then try to determine what went
wrong. Perhaps the goals were too
lofty or they were ineffective in advo-
You also want to know how long
they were in the position before being
let go as that tells you a lot about the
This is an important area. It lets
INTERNATIONAL LABOUR ORGANIZATION
Decent Work Team and Office for the Caribbean
The Decent Work Team and Office for the Caribbean invites
applications from suitably qualified persons to fill the post of:
Communications and Information Officer
The Terms of Reference can be obtained by visiting the ILO
website at www.ilo.org/caribbean
Applicants must send detailed CVs by 5 August, 2016 to:
The Director (Personnel)
ILO Decent Work Team and Office for the Caribbean
P.O. Box 1201, Port of Spain
Re : Communications and Information Officer
UNSUITABLE APPLICATIONS WILL NOT BE ACKNOWLEDGED.
KITCHEN ASSISTANT MANAGER REQUIRED
for a Restaurant in Chaguanas
• The Kitchen Assistant Manager Oversee and Manage Cooks.
• Primary focus is on the kitchen with ties icluding inventory control,
purchasing, personnel supervision and direction and food production.
• Ensure that food service activities are completed accurately and
• Enforce Department of Health requirments, infection control and
ensure all regulations are followed.
• Ensure safety and sanitation procedures are followed with food
handling, preparation, equipment and all storage areas.
• Ensure staff record and maintain all required log sheets and folders on
a timely basis.
Previous experience as Kitchen Assistant would be preferred
The right personality, the drive and the passion for food is what we want
Please note: You must live within an easily commutable distance
from the Restaurant
CLOSING DATE OF APPLICATION: - July 29. 2016
Interested persons can contact 709-7383
you gauge the kind of manager you would
have. Assuming you are speaking to the
manager at this point, ask what went
wrong and what they would have done
There are generally two kinds of man-
agers: (1) those who hold you accountable
but do not particularly assist you, and (2)
those who partner with you to help you
navigate the waters to success.
Remember that the number one reason
someone likes or hates their job is their
manager so you want to determine what
kind of manager they are. Also, and if you
can, try to find the person on LinkedIn
and connect with them to hear their side
of the story.
For example, Bill was newly hired into
a branch manager role and immediately
faced a serious customer issue where the
work performed missed the deadline and
was of a poor quality. The customer was
demanding a refund. Since this was before
Bill's time, he called his boss who essentially
told Bill that they were not giving a refund
and they were not redoing the work so
"figure it out Bill" was what he was told.
They were essentially holding him account-
able for a problem he did not cause and
were offering zero guidance or assistance
as to a remedy. This is when Bill realized
he chose the wrong job.
4. How is job performance in this role
It is important to know if they have
tangible, measurable goals for this posi-
• If they do not, then your growth could
be at the mercy of a subjective opin-
• If they have goals, ask them what
they are and try to determine if they
Ask about the past performance of oth-
ers in the job and their success in meeting
the targets. Determine how the goals are
set, by whom, and whether, in the man-
ager's opinion, they are attainable.
Don't forget to find out the timeframe
to achieve these goals.
Asking these questions should help you
build stronger rapport with the decision
makers and let you determine if this is the
kind of position you want.
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