Share a success story where you implemented an organizational design change.

"I have a background in HR, and my organizational design work has most often centered around labor efficiencies with organizations. I have a lot of experience in evaluating work processes and gauging the necessary labor needs. Last year, I worked with a small plastics manufacturer that wasn't using its automation capabilities to its highest level. They essentially paid many people to do what some of their machinery could do. While it did involve some difficult conversations and employment decisions, the organization saved a lot of labor costs on simple modifications to their processes."

Organizational design is a broad field that looks at workflow, procedures, systems, and structures that impact an organization's overall business goals. Over time, changes in products and business practices require adjustments to the overall architecture of an organization, yet companies are often slow to react. Share how your skills could benefit DDI's clients. Talk about an organization design project you were a part of, and describe the role you played. Then, share the organizational design skills you would bring to the table at DDI.

DDI advertises on its website, "Driving change is easier for some leaders than others. The challenge is to find the right leaders who will be champions of change, and influence others to get on board. That's why it's so important to have solid data on your leaders' skills. Assessment data can help you quickly pinpoint which leaders are most successful at driving change and transformation. Then you can put people in the right positions and assign key responsibilities to ensure changes get done. And those people who aren't naturally suited to change? We'll help you create a targeted development plan to get them there."

"As you can see from my resume, I have vast experience in the transportation and warehousing industries. In my work here, organizational redesign has always focused on increasing efficiencies and profitability. Last year, I helped a large trucking firm implement the UPS logistics philosophy in their routing, saving money on fuel, maintenance costs, and labor. If hired here, I think my corporate design experience in these areas would translate well to industries like manufacturing and healthcare."

How would you navigate working with differing leadership styles in this role?

"I have received training on working with the most common leadership styles in the sales industry: transformational leadership, transactional leadership, autocratic leadership, bureaucratic leadership, and democratic leadership. I also fully understand the characteristics and personality traits that leaders in each style display. I have experience training an autocratic leader to promote teamwork within his department due to low morale. For this leader, it was important for me to personalize my approach by teaching him about his leadership style and the pros and cons. After that, I focused on his team and their performance and how his approach could help impact that positively. Moving forward from our training, his team felt a positive uptick in their morale and production."

People who worked through the ranks to high-level positions vary in leadership style and approach. Refresh yourself on the differing classifications of leadership styles to speak effectively about your experience working with each. Share your individualized approach to training those leaders to improve their employee engagement. As DDI says on its site, "In a world where every employee is re-evaluating their relationship to work, people are looking for more than just a job. They want to work where they make a meaningful contribution. That's why employee engagement is essential to your talent retention and attraction strategy. Solving the employee engagement problem is really a culture problem. And fixing it requires some major changes in leaders' behavior."

"Having worked with leaders across my current organization, I quickly realized that every leader works in and is motivated by their own unique set of circumstances. And because of this, I need to take a personalized approach to training. I've worked with leaders who had a hard time delegating work and ruled with an iron fist. For these leaders, a direct approach and a focus on teamwork and recognition were crucial. I've also worked with leaders on the opposite end of that spectrum who approached leadership from a very hands-off perspective and were successful more on the administrative side of their roles. With these leaders, I emphasized establishing standards and procedures for their departments and promoting their involvement with their teams. I think my versatility would be an advantage here at DDI."

How do you approach swiftly learning the ins and outs of a new client’s business?

"As you can see from my resume, I've been in corporate training and education for over ten years. In my current role, I have to use similar techniques working with different departments to tailor programs that meet their specific needs. I feel my current approach to hosting an intake meeting with leaders would be effective in a consulting role with external customers. The current intake meetings I lead are an opportunity to ask questions and learn as much as I can about my customers. They also allow me to lay the groundwork for the project and set expectations. Do you see this as an effective approach for this role?"

Interviewers ask this question to assess how adaptable you might be to learning the ins and outs of the businesses of DDI's clients across the varying industries they serve. Research DDI and align your approach with theirs where appropriate. As DDI advertises on its careers page, "From first-time managers to C-suite executives, our commitment is to work side-by-side with our clients, helping them tackle the leadership challenges that impact their 480-minute workday. We invite you to spend a few minutes getting to know our approach to leadership." Demonstrate your skill and experience by providing relevant examples throughout your career. Describe your approach to working alongside DDI's clients and what unique knowledge and expertise you'd bring to DDI.

"Having worked in quality roles for most of my career in both the private and public sectors, I think my career experiences have shaped me well for this role. Transitioning to a consultative role would be a transition for me, and the biggest difference will be this need to work in many industries. Researching clients, their businesses, and their industries will be the first step in my approach to learning about them. I want to make a great first impression when I am face-to-face with a new client, and that first impression starts with my knowledge. Then, my openness and communication skills would take over. I know the right questions to ask for laying out quality initiative projects, and I know the right things to educate clients on."

How do you like to spend your personal time?

"Outside of work, I like to attend dance classes and the odd paint and sip wine nights at a local wine shop. I also enjoy reading as a way of nurturing my creative side."

Interviewers use this question to assess how you balance your work life with your personal life. They also want to learn a little more about you as an individual, which could help them better determine how well you would fit into their work culture and environment. Be honest about the outside activities you enjoy in your personal time. Doing so can make you a little more memorable as a candidate.

"I think it's important to exercise creativity in multiple ways. That is why I am involved in a variety of things, such as team sports, reading, and art classes."

"I love organising going out with my friends, like biking or going out for dinner at different restaurants, discovering a variety of gastronomy. I love going to the gym and I love salsa dance. I enjoy reading, and I am reading "The Shadow of the Wind" again, which I loved. Previous to that, I also reread "The Alchemist", which I loved once again."

Why do you want to work for Development Dimensions, Inc?

"I am attracted to the developmental opportunities DDI has to offer. I feel DDI can take my career in the right direction, and I also identify with the work culture and environment."

DDI advertises on their career pages on their website that they aim "to maximize the strength of our collective talent. We aspire to: Make sure that every DDI employee feels like they belong, not despite, but because of what makes them unique. Create a psychologically safe environment where diversity is celebrated, and DDI employees feel comfortable and empowered to bring their authentic selves to work from day one. Ensure that our workforce reflects the cognitive and identity diversity of the communities we serve. We will achieve these goals by: Listening to our employees' needs through quantitative and qualitative feedback channels. Implementing talent management processes and policies that aim to uncover and advance hidden talent. Ensuring that leaders operate with inclusive mindsets and behaviors, by setting clear expectations, and providing relevant leadership development."

Your interviewer is curious about how familiar you are with DDI and whether you put in the work to identify this opportunity as a mutually beneficial fit or just a job that fits your skills. How you answer will help them distinguish you from those candidates who didn't put in the work beforehand to identify what DDI uniquely offers. So, familiarize yourself with everything you have to offer to DDI and all that DDI has to offer your career.

With your Human Resources background, would you be interested in offering consultative services for any specific areas of the field?

"As you can see from my resume, I have many years of experience as an HR Generalist and Manager, where I developed a broad spectrum of experience across payroll, hiring, performance, and HR administration. In the last four years, I focused on recruitment and retention for management-level positions. If I were lucky enough to join the team here at DDI, my best areas to work with your clients on would be staff recruitment and retention. In addition to those areas, I also have a great interest in performance management, and I bring a great deal of experience in that realm."

As an organization that provides consulting services in Human Resources to meet the needs of its clients across many industries, DDI is looking to build a diverse pool of consultants to help clients in a variety of ways. With this question, your interviewer aims to understand your experience and career interests. As they advertise on their site, "At DDI, the traditional career ladder is more like a lattice, you can go in any direction you want. Sometimes an adventure might take you to another function, role, or even location."

"Having been an HR professional for over ten years, I would bring significant experience and knowledge to your clients here at DDI. My preferred niche is total rewards, including comp and benefits. I have experience in the administration of benefit plans, payroll systems, and new compensation policy implementation. I think this experience would pay off well for clients who need a reset in these areas."

How well do navigate working with high-level executives?

"After talking to another DDI employee, I understand that this role will have me working across a broad spectrum of industries, and I honestly see this as the only hurdle I will have to overcome from the start. As you can see from my resume, my professional experience has strictly been in the retail industry, and this role will push me to learn healthcare, manufacturing, sales, and other industries so I can speak knowledgeably to the businesses of my potential clients. I have great research skills and would utilize this skill to get to know my clients and their businesses very well if hired for this position."

The role you are interviewing for at DDI will put you in front of your client's high-level leaders. Your interviewer needs to ensure you'll have the confidence and ability to navigate working with big personalities who sometimes come with big egos. Share some of the hurdles you've faced and how you navigated this terrain successfully. Share your insights into how you'll apply your experience to the role you are interviewing for and the learning opportunities you look forward to and anticipate.

Rate your communication skills from 1-10 with proper examples backing your given rating.

"I rate my communication skills as a 9/10 as I am not always as clear as I would like. My supervisor and co-workers will attest to my clear and concise communication skills. Because I am an open leader, my team will let me know if I need to clarify anything."

How you exemplify your communication skills will speak to your professional experience and professional value. DDI advertises that their leaders can help their client's leaders build partnerships, enhance their communication skills, equip them with better emotional intelligence essentials, and better manage their relationships. "Leaders recognize the role of emotional intelligence as they develop foundational skills that apply to the wide range of workplace situations they handle. Conduct conversations that achieve the intended business goals. Communicate and respond in ways that meet the unique personal needs of team members and others. Recognize and react to emotions present in work situations. Use a technique to provide meaningful, supportive feedback." Consider how your communication skills would help your clients be better leaders, from practicing empathy and active listening to adapting your communication style to others.

"I will rate myself an 8.5 because I consider myself a strong communicator. It is the foundation of all success in business. I always strive to be a better communicator, so I leave the rest of the scale as an aspirational measure."

In what ways would our clients here at DDI benefit from your knowledge and services?

"As you can see from my resume, I have extensive experience in risk management in the healthcare industry. Having worked with some major players in the industry, your healthcare clients would benefit the most from the experience and solutions I could help provide them. Not to leave other industries out, I think my experience in the healthcare realm will also translate nicely to your clients in other areas of the private sector."

This question is your chance to talk about the unique skills and knowledge that you would bring to DDI, and tying that into where you hope DDI will take your career next. In the same way that DDI is client focussed in all they do, keep your focus centered on how DDI will benefit from what you'll bring to their table. Also, verse yourself on the culture language of DDI, and incorporate their language into your own when possible. For example, here is a culture statement from DDI's website, "Growth and continuous learning are critical components to your development and they come in a myriad of forms. This makes you more versatile, increasing your knowledge and experience while helping you apply your passion. We believe your career should be an adventure. Sometimes an adventure might take you to another function, role, or even location. Your adventure starts here."

"Having worked in accounting and tax law in a few different industries during my career, I also have the unique experience of creating new organizational policies and procedures in my current role. In hearing more about this role, I think this experience would be very beneficial for your clients as I would be helping advise them in their practices and creating a new policy would be crucial in that process."

Talk about a time you had to use conflict resolution skills in a business setting.

"In my current role, I was asked to work with two sales managers that were not seeing eye to eye in future planning processes, and I was asked to step in and intervene in the situation. My approach to this situation was to first meet individually with each manager to get their perspective on the situation, and lo and behold, both managers felt disrespected by the other. With that in mind, my approach to coaching their relationship focused on empathy and the ability to see things from each other's chair. I held an open forum where each could talk about times they felt disrespected by the other, and I think it was eye-opening for each. At the end of that single conversation, both realized that they competed with each other and agreed to work hand in hand for the betterment of the organization in the future."

Some of DDI's clients may not have the best communication systems in place or lack transparency. A common result is for their workforce to experience job insecurity when consultants are brought on. This can lead to dissent and a greater frequency of defensive conflict situations. Such instances may put your non-defensive communication and mediation skills to the test. Before your interview, refresh yourself on all the conflict resolution skills that you possess and employ, and highlight examples where you used them successfully. As DDI advertises on its website, "Managing conflict is among leaders' least favorite tasks. But learning how to resolve conflict in the workplace can be done with the right strategies and skills."

"To me, conflict in the workplace is best settled when both parties understand and acknowledge the perspective of others and come to a mutual agreement to plan for differences. It is foolish to think that every relationship within a business setting will be 100% perfect, so these agreements are necessary. I did this recently with two nurses working side by side in an Emergency Department setting. The conflict began immediately, and the negativity only festered from there. As a facilitator, I promoted open and respectful dialogue between them about what bothered each person in their relationship. It became clear that each had their own unique upbringing in the healthcare world and differing perspectives on ideal care for patients, even when each of their philosophies fell under the expectations of the department. I was amazed to hear the two nurses work out a plan for handling each other's differences without being prompted by me."

When was the last time you made an outside-of-the-box suggestion at work?

"Last year, I made a recommendation for our office to incorporate a recycling program. We were going through a lot of single-use coffee pods. It bothered me how wasteful it all seemed. I presented a spreadsheet to my supervisor comparing the single-use pods vs. investing in a built-in coffee machine. The savings over two years were significant, and my boss has now presented my idea to our head office. It feels nice to be heard in the workplace, so I continue to keep my eyes out for opportunities for process improvements."

DDI pridefully advertises on its website that they are celebrating 50 years of innovation. From this alone, it is clear innovation is integral to their culture. Therefore, your interviewer is curious about your brand of innovation and how it aligns with theirs. So offer examples of how you used your resourcefulness to improve things at work.

"I made some recommendations for changes to our CRM system. The suggestions affected how items received documentation and how outstanding tasks became highlighted. Our head office made the changes, and many people in our office commented on how much they liked the changes."

Tell me about the last time you successfully used data to your advantage during the recruitment process.

"A couple of years ago, I was working with a large general contracting company that had trouble recruiting project managers in their region. Knowing the industry quite well, I wanted to delve into where past successful hires had been sourced from and use that to the company's advantage in where they'd spend advertising dollars. Unfortunately, they had an archaic system for applicants because paper applications were housed in the finance office back at their corporate office. I took time to dig through files to see where recent project manager hires had found out about the jobs. With that in mind, we focused recruitment efforts on college construction program career fairs and two industry-specific publications. These efforts had never been looked into in the past, and they led to two great hires in a short time."

DDI's leaders help their client's leaders be better leaders, and they do so by making "leadership decisions based on data." Research DDI and determine how you met their model of successfully utilizing data to your advantage in recruitment efforts. Think of a time you used data to improve a recruitment campaign or effort and explain why the data was essential for the success of the recruitment effort.

"The most important roles you hire for are for your leaders. And this makes sense because they drive everything that happens in the company. However, leadership decisions are often made by simply promoting the highest performer. But the highest performer isn't the best leader. Why? Performance has nothing to do with being able to engage, motivate, coach, and inspire others. DDI assessments help you get the data you need to know if someone has what it takes for leadership, whether the position is a manager or the CEO. You'll also know whether they're ready now, need some development before promotion, or if you may need to look for an external candidate for the role."

"Based on my current organization's low acceptance rate of offers, I approached our senior leadership team to determine why offers were being declined. Based on the data, I was tasked with doing market research for competing jobs to help ensure that our offers were fair compared to our competition in the job market. We also wrote new recruitment procedures for hiring managers and our recruitment staff to ensure clear communication to candidates on expectations for jobs. In the end, the senior leadership team approved new pay scales for several positions and an increase in the total benefits package. To this day, we are seeing a much higher acceptance rate due to becoming more competitive and clearer in our job expectations."

How do you stay current on the trends and developments in the human resources field?

"As you can see from my resume, my career in HR has been centered around the customer service and retail industries, and I fully realize that this opportunity will have me working with clients in several industries. As an active member of SHRM and a regular attendee of local and national HR conferences, I have built a great network of colleagues across many industries that I could use as a resource to get me up to speed in a new industry like manufacturing. I also subscribe and have been a contributor to HR Magazine, and I know that will be a great resource as well as I look to learn and grow in new industries in this role."

Your interviewer is curious how you adapt and stay up to speed on trends for the industries you work with. Share the resources you refer to, ensuring you're effective in your consulting career. Also, familiarize yourself with the resources offered by DDI. "When it comes to leadership, our experts have seen it all. We share the hottest trends, best practices, and research in the formats you love."

"With my experience in the healthcare and mining industries on the east coast, I feel like I would come to DDI with a well-rounded knowledge and experience base to succeed in this role from the start. Knowing I would have to be a continual learner in this role, I would jump at any opportunity to continue my education to stay on top of new happenings in the HR field. Up to this point in my career, continuing education credits have been vital to helping me gain more knowledge that I've used on the job."

Have you had any opportunities to give back to your community?

"I work a lot, but when I have free time, I spend it with my grandkids. It gives my son a bit of a break as he is a full-time single dad. In addition to this, I volunteer at the local drop-in center every Christmas to feed the homeless. Giving back is very important to me."

Your interviewer is curious if you align with this facet of their culture. As DDI advertises on its website, "Our associates make a difference, take only what we need, and give back all that we can. DDI is proud to be a leader in the leadership development industry. But what we're most proud of is our commitment to sparking positive changes in the communities where we are located. We strive to make a difference." Therefore, they'd like to know whether you consider yourself a socially responsible team player.

"Volunteering and charitable acts are important to me. I volunteer at the local drop-in center every Sunday."

"I usually take part in running courses which are organised to collect money for different associations for people in need, or research on a disease."

What is your approach to fostering diversity and inclusion?

"My approach is education. The statistics on how diversity, equality, and inclusion increase productivity and innovation can't be argued with. Not to mention, it contributes to a more dynamic company culture, which equates to job satisfaction and customer satisfaction. Once a company sees the benefits of prioritizing diversity, it is easy to get them on board."

Your interviewer is eager to learn your level of cultural competence, how well you would fit into their teams, how well you would represent your clients, and how well you would promote their brand diversity and inclusion. So speak to your approach towards promoting diversity and inclusion for your clients and how it can positively impact every facet of a business. Study DDI's philosophy and approach towards diversity and inclusion, and highlight how you and DDI align.

DDI's culture surrounding diversity and inclusion is summarized as "Great Leadership Is Inclusive Leadership. Why have so many companies failed to make progress on diversity and inclusion? Too often, the problem is that their D&I efforts are divorced from their other talent and leadership strategies. To make real progress, they need to be integrated. At DDI, we build the skills leaders need to be inclusive in their everyday work, to bring objectivity to hiring and promotion decisions, and reduce bias."

If a customer sent a formal complaint about an interaction with you, how would you handle it?

"I understand that DDI has put a lot of work into building these long-term client relationships. If one of your clients complained about my communication with them, I would take full responsibility for my actions and issue an apology. I would also be open to feedback to avoid future incidences. Rest assured, in my 15 years of employment, I have not had any clients complain to my employer about my work ethic or delivery of service."

DDI offers their clients "360 Degree Feedback," which "gathers feedback from a leader's direct reports, peers, and supervisors. With that knowledge in hand, leaders know how their actions are affecting others, for good or for bad." So your interviewer needs assurances you would be able to accurately represent their brand and culture in your conduct. They are looking for leaders who "can quickly apply feedback to their development." Assure the interviewer that you are a person of integrity who takes responsibility. AS DDI says, "The measure of a leader is the impact they have on the people around them."

"Constructive feedback is difficult to swallow at times, but it's helpful for me to remember that everyone receives constructive feedback from time to time. I will always do what is required to renew a client relationship."

How do you involve senior leadership in your organizational design work?

"On a recent organizational redesign for a retail outfit, I worked closely with the CEO, CFO, and other senior leaders right from the start of the project. During the planning stages, I teed up several staff communications from the CEO, as the staff needed to be made aware of the pending changes from the highest level of the organization. The leadership team gave valuable input during the planning stage that helped me to guide the course for them for the entirety of the project. I am comfortable and familiar with working with all levels of an organization, and I feel that the clients here at DDI will greatly benefit from that if I'm hired for this position."

Touching on accelerated performance with executive coaching, DDI states, "There's often not much support for people at the top of the house. And it can be hard for executives to admit to senior and C-level executives that they're struggling. DDI offers a range of executive coaching options specially designed for executives. Our highly experienced coaches can help new executives see potential pitfalls ahead as they adjust to new roles. We also work with high-potential leaders to focus on specific skills to accelerate performance. And we can help struggling executives get back on track."

As a consultant with DDI, walking a client through an organizational design change must involve buy-in and involvement from the highest levels of the organization, especially those who themselves are struggling. Talk about your previous experiences in working with, including, and coaching senior leaders through the planning and decision-making processes surrounding the redesign of an organization. Speak confidently and knowledgeably about the importance of the design process, buy-in, transition planning, transition implementation, and follow-up.

"Major change processes like an organizational design change involve many emotions for the employees of an organization. To help manage emotions, I've always considered the best remedy to be upfront, honest communication from the organization's leaders. Throughout my entire body of work in the consulting role with a company, I ensure that leaders regularly update the staff. If needed, I help draft communications and write speeches for town hall meetings and don't hesitate to assist leaders with these items."

"I worked with the senior leadership team from the beginning. They gave me the direction and request to cut five jobs from my team, and I communicated to the shop floor following the senior leadership team's message for them. I reviewed the job success profiles, and I made the leadership team collaborate and give feedback on the new job success profiles. I also worked with the shop floor team in order to measure task timings, even with a timer and every draft planning was shared with the leadership team who helped me to fine tune and gave me direction. Finally, it was much easier to implement the five job cuts on the shop floor; the senior leadership team was satisfied by having participated on the plan, and the shop floor accepted the five job cuts because they were also involved, and they realised it did not represent longer workload from some of them, but reorganisation of the task to become more efficient."

What do you feel is the key to developing and operating a great succession planning program?

"While I consider myself an expert on the planning stages and identifying the positions that should have succession plans, I think the toughest and most crucial step for an organization in a succession planning process is identifying top talent to groom into new roles along their career journey. Understanding that my role as the consultant for your clients would be over, it would be my job to educate the clients on how to identify, train and measure successes down the road to make the program a true success."

The succession planning process encompasses many steps, from initial planning to final implementation. There are keys to ensuring the program is successful and sustainable. Speak passionately and knowledgeably about the key to your success in this regard. Share the advantage it provides those clients you would work with and how you would help implement the step for them.

Familiarize yourself with the DDIs approach. As they advertise to their clients on their website, "Promote Based on Data. You need data to make objective decisions about who is ready for promotion and who has leadership potential. With DDI assessments, you get rich data and validated results, all while ensuring your evaluation process is fair. The result? A fair process for promotion, more diversity in your pipeline, and agility to face new business challenges."

"Every good project needs a solid plan to be successful, and this is no different for implementing a succession planning process. A good succession plan starts with involving leadership to identify the future needs of the business and for which positions succession planning should occur. Another key insight towards building a great succession planning program is taking into account the future growth and development of the business. With these things in mind, I can help the clients here at DDI build solid succession planning programs."

Do you have any experience in succession planning? If so, in what specific areas do you have experience?

"With my current organization, I was directly involved in the creation of the succession planning processes for many of our key positions. This process opened my eyes to how to be successful in future planning. The first key item to undertake was identifying the key positions we wanted to have succession plans. We identified these roles by determining which roles were vital to the success of the organization and which roles would deter future growth if left unfilled. Once key roles were identified, I worked with leaders and incumbents in those roles to build the key competencies for those positions. With these inventories of competencies now in hand, I worked with our HR staff to build plans for the internal succession of selected employees and helped build succession training programs for specific individuals. With this role at DDI, I think my experience would work well with your clients in many industries."

A key component of consulting services for leadership development is succession planning. Your interviewer aims to assess your experience with the key components of the succession planning process. Highlight any examples and the role you played. If you don't have direct experience, express your ambition to do so and your knowledge of the process. Additionally, research DDI's approach.

"When a tough business challenge comes along, who will step up? When retirements happen, do you have leaders ready to jump in? Succession management can often fall low on the priority list, until one or more key leaders leave suddenly. And that's when leaders start making fast decisions about who can fill in, without always making sure they're truly ready. Our goal is to help you find and develop the right people who will rapidly rise to new levels. From the first signs of leadership potential up to the C-suite, DDI will work with you to create a strong talent pool, ready to step up to the next level. From frontline managers up to your CEO, DDI works with you to create a data-driven succession management strategy. So you won't have to guess who's ready. You'll know. Succession management is most critical at the top of the house. Likewise, it's these C-suite and senior executive positions that pose the highest risk to your company and can't be left to chance. Nor is it enough to simply plan to replace your existing leaders with people most like them. With DDI by your side, we'll create a thorough succession management strategy based on accurate data, your unique business challenges, and the context of your executive team. And once we've identified the right people, our expert coaches will work alongside them to make their transition successful."

"My experience in succession planning falls in working with specific roles that I supervised and helping to identify great candidates to begin working with Human Resources staff on training and planning for future roles. During these processes, I used quantitative performance data and personal experiences with my employees to identify the best candidates. I would bring great experience and ability to other key aspects of the succession planning process for your clients because I have extensive knowledge of different management roles and their importance in the overall success of businesses."

How do you approach conducting compensation analysis for executive level positions?

"My first step when conducting the compensation analysis for the position would be to speak with leaders from the client and learn more about the position and the goals for the position and the eventual hire. This would enable me to effectively compare this position to the currently existing positions. Then, I'd use market research that I have access to or could find to have a comparable salary. Fully understanding that executive-level positions can vary greatly from industry to industry, I would use every detail possible to get the best analysis and final salary number possible. When detailed to clients, this process would paint a clear picture for them to gain belief in the process."

Because many organizations do not include executive-level positions in their salary grades or ranges, this position with DDI may require you to conduct compensation analysis studies for clients. Talk to your interviewer about your experience conducting compensation analyses during your career and explain how you would do this with executive-level positions. In the end, reiterate the importance of how you would obtain buy-in on this process from the clients you would be working with.

When answering this question, it is important to verse yourself with DDI's approach and determine how theirs and your approach align. "Define clear role accountabilities. Determine CEO evaluation approach. Choose evaluation methods and deliverables. Determine CEO performance criteria. Ensure a clear and common understanding of performance criteria. Align the CEO performance appraisal cycle to the organization's fiscal year. Make it a process and not an event. Offer balanced feedback around demonstrated strengths, accomplishments, and gaps. Anticipate the CEO's reaction to potentially sensitive topics, and plan messaging accordingly. Ensure CEO feedback and dialogue shape next performance cycle priorities."

What are the key qualities of an influential business leader, and how would you promote this quality to our clients?

"Through my years of working with high-level executives and CEOs and through all the great publications I have read, I truly believe that vision is one of the key components of any great leader. Where many great managers know what it takes to get the job done and do an excellent job of conveying that message, a true leader has a vision for the future to drive business to new levels and the foresight to put that vision into action. While I believe that having a true business vision comes naturally to the right people, I have helped leaders reflect on their visions and given them the tools to help project their vision into words with their staff. I'd love to bring these ideas to the leadership development programs here at DDI."

Explore DDI's approach to helping their clients build better leaders. Determine how your approach to development aligns with theirs. Speak passionately about what makes your approach unique or what you enjoy most about this aspect of your job.

DDI advertises they help their clients build a foundation for leadership development. They go on to say, "Like building a house, a solid foundation sets your leadership development initiative up for success. Don't fall into the trap of 'build it and they will come.' Invest in a high-impact approach to implementation that includes communication, manager support, engagement, and program kickoff. The world of leadership development continues to evolve with new technologies and new approaches to development. Ultimately, leadership development is there to prepare leaders for and support them through critical leadership moments."

"I believe the promotion of teamwork and cohesiveness is one of the key qualities of successful leaders. I've witnessed too many teams and businesses fail because a leader was too stubborn to delegate work and trust others around them to get a job done. I've always stressed the importance of teamwork by promoting a trusting environment for my leaders and showing them the importance of not being the watch-over-your-shoulder type of leader. I have many great examples of great leaders who delegated work and entrusted their staff around them to work cohesively as a team."

What projects would you most look forward to leading at DDI?

"If I'm fortunate enough to come and consult with DDI, my ideal project would be working with the leadership staff of a high-profile employer on a corporate restructuring project that makes them more efficient and more profitable in a short time. As you can see from my experience, I thrive when working with high-level leaders like CEOs and Presidents on what I would consider my greatest area of expertise."

Your interviewer is looking to get a sense of what type of work you prefer, your strong points, and where to best position you with clients if hired for the position. DDI advertises that they focus on their employees' development. "DDI helps their associates grow, both professionally and personally, experiencing some of the same valuable solutions we offer to our clients." So, before your interview, research DDI's clients and their typical projects. Make sure your desires align in some aspect of the business, and speak openly and honestly about your most desirable project.

"I'm passionate about manufacturing and technology, so my ideal project would put me face to face working with a team of engineers and production staff to help implement the creation of a life-changing product in the medical field. This area of manufacturing involves high-cost materials and the need to produce items accurately and efficiently. My project management skills would thrive in this atmosphere."

What coaching skills will you bring to DDI?

"After obtaining my MBA, I embarked on a career path that involved organizational development and corporate training in the healthcare and manufacturing fields. During my time in the healthcare industry, I was an integral part of coaching high-level leaders and had the opportunity to do so on an individual basis. In my training and experience, I believe that the key component of individualized leadership training is that it is customized for each individual to suit their needs. I have extensive experience evaluating skill sets and developing individualized training to improve critical leadership skills. Last year, I developed individualized training for my organization's new Chief Nursing Officer centered around having difficult conversations with staff. The new leader was highly equipped with all the great skills for the position but lacked the ability and confidence in this necessary aspect of the job."

This question offers you an opportunity to showcase what makes you unique and what you uniquely would have to offer them over other candidates. Share how the coaching you received made you a better person and how your coaching helps others do the same. "We are committed to igniting positive change in people, workplaces, and communities around the world through our leading-edge talent solutions and global team of engaged associates. We are proud that the work we do helps people become better spouses, parents, friends, and community partners by improving their ability to communicate, resolve conflict, and coach others."

"From my experience working with and training leaders in the manufacturing industry, I have a knack for working with Type A personalities and reaching them and their needs. I am skilled at creating desired challenges for them to help develop and hone their skills, as I did a few years ago with a newly hired Chief Operating Officer that struggled with interpersonal skills. My key with him was setting challenging goals between our meetings, and the plan worked to perfection. If hired for this role here at DDI, this ability would be key with the leaders I would be working 1:1 with."

What innovative sourcing strategies do you employ?

"As you are probably aware, the use of different social media platforms as recruitment tools has become a game changer in recent years across every industry. Over the past five years, I've tried to delve into this sourcing strategy and have seen some great successes utilizing sites like Facebook, Twitter, LinkedIn, and Slack. With my experience, I could help your clients tap into new passive candidates for their open jobs."

A consultant needs to be able to think outside the box to come up with new and creative ways to help clients hire new talent. So, share any creative and unique sourcing strategies you successfully utilized in the past. DDI advertises better interviewing results in better hires: "Only 14% of hiring managers are confident in their hiring decisions. 80% of employee turnover comes from bad hiring decisions. The financial cost of a bad hire can exceed twice the salary of the position. Did you know organizations with above-average diversity are 2.4X more likely to outperform their peers financially?" So share how your approach aligns with theirs to offer insight into how well you'll complement DDI.

"During my career, I've utilized many sourcing strategies. These have included email blasts to competitors, attending industry events, and re-branding to help recruit. But to me, the importance of uniqueness in sourcing truly sets an organization apart in attracting top talent. My current organization had trouble recruiting engineering staff for many years. We attended events, discretely contacted high-profile engineers from across the country, and sent recruitment postcards to members of one of the engineering societies, and none of those strategies worked. We started a networking campaign among our current engineering staff by doing some recruitment training for them over a couple of team meetings. We also approached executive leadership about creating a referral bonus for the engineering staff. Based on the great job satisfaction of our staff, the networking campaign led to four hires within the first six months and truly showed me how powerful expert-to-expert networking could be."

How do you approach managing your time on busier days?

"I manage my time by exercising the idea of 'time-blocking.' This approach means that I won't incessantly check my email; instead, I will allow myself to return emails in 30-minute time blocks four times per day. Setting calendar alerts and personal deadlines for myself has also helped a lot."

The interviewer would like to know more about the organizational tools or habits you employ to stay on task and meet your deadlines. Discuss how you prioritize your day and manage your work. Share how these will translate and lead to success in your next role.

"Carefully! I prioritize deadlines and work that needs to be done. Then I work backward from there. When necessary, I use my resources and team to pitch in and contribute."

What have you found to be the most effective training methods? Are there any you've found to be ineffective?

"Having been in the corporate training and developing world over the past ten years, I can say that the best training method for a company or a group of employees is very situational. I have experience conducting classroom-style training, which can be very effective for high-needs situations. I also have experience designing and implementing e-learning programs for my organization, which has been extremely beneficial for simple yet necessary training for a busy workforce. If hired for this position, I'll be able to assess the needs of my clients and work with them on creative and effective solutions that meet their training needs."

DDI offers their clients what they call "train-the-trainer programs to make sure your people are ready to deliver top-quality experiences for your leaders." They claim their consultants are the best in the business, ready and waiting to deliver top-quality leadership programs to their client's organizations. So share your approach to being a facilitator of leadership development while showing an open interest in learning more about DDI's engaging and insightful "wow" experience.

What’s the most challenging project you’ve led in your career?

"Looking back at my 12 years of project management experience, the most challenging project I led was about five years ago. I was tasked with improving waste efficiency at one of my organization's warehouses. At the time, I was not well-versed in warehouse operations, so I took the time to research and talk to experts within my organization to start the brainstorming process. The high-level leader who tasked me with the project didn't do a great job defining any end goals for me, and those are important in planning a project. So I scheduled several follow-up meetings with him to define more specific goals for the project. In the end, I assembled a great team of experts that reduced costly waste by almost 80% in our operation."

Your interviewer asks this question to determine your experience level and whether you are equipped to face the challenges awaiting you in this role. As DDI says, "Growth and continuous learning are critical components to your development and they come in a myriad of forms." You'll want to showcase that you are adaptable and willing to step outside your comfort zone. Showcase how you handled your example with emotional intelligence and how you took ownership of your commitments and responsibility for your actions.

"I'd have to say that the most challenging project I have faced during my career was a project that assembled team members from different departments within a manufacturing plant operation. When we met for the planning and kickoff process, I got the sense that things would run smoothly and cohesively, but I was wrong! As I monitored progress, I quickly noticed we were getting off schedule on initial deadlines. In communicating with team members, it became clear that internal communication at this plant was a struggle. As some team members told me in person that there was a lot of internal strife between some of the departments, I decided to call a project meeting to discuss my expectations for communications while also holding a team-building exercise. I made it a priority to clear the air right away. I told them that bickering and childish behavior would not be tolerated and that we were all working toward a common goal that benefited everyone. Following that, the team building activity helped open some eyes to who people were working with. By taking the bull by the horns and putting people in an uncomfortable situation, a difficult situation turned into a team that accomplished a major task with ease and teamwork."

What initial challenges do you anticipate in this role?

"As you can see from my resume, most of my career experience is in the food industry. If fortunate enough to be hired for this position, the biggest area for learning for me would be the finance side of other industries like technology, telecommunications, and healthcare. From day one, I would begin by thoroughly researching the clients here at DDI and speaking with as many industry experts as I know through business networking. While learning the ins and outs of other industries is my biggest learning curve, I see it as a great opportunity to become more proficient and effective in the work I'd be doing for you."

Showcase the research that you've performed on both DDI and the role you are interviewing for. Share what you feel would be your biggest learning curve if hired for the position. Align this developmental opportunity with your career goals to convey your motivation and drive to grow.

"While this may sound funny to you at first, I think the biggest challenge will be adapting to the great corporate lifestyle and culture here at DDI. When I saw this position was open for applicants and I did my research, I was extremely excited to hear about the flexibility and openness to the ideas of your staff members. I've been working for six years in an environment that is the opposite of an open culture for new ideas, and it will feel foreign for me to bring new ideas to the team here and have them be accepted."

How would you sell our clients on implementing a succession planning program for high-level leaders in their organization?

"To me, succession planning has so many positives with so few drawbacks that it makes sense for an organization to implement succession planning. But high-level leaders often do need some coaxing to buy into the philosophy. My selling point with an organization would be to use statistical data to point out that projected retirements over the next 10-15 are astronomical compared to the number looking to enter the workforce. Because of this face, it is more important than ever to begin planning and growing the next CEO, COO, and CAO of organizations as early as possible. Shadowing and training opportunities that can take place over years versus months are crucial in the business world today."

On top of the cost of conducting an external search for the next leaders of an organization, homegrown talent efforts can begin earlier than most leaders think. Discuss the importance of keeping an eye on the future, from cost savings to training.

As DDI puts it, "When it comes to CEO succession, most CHROs and boards of directors have a fatal flaw: They choose their next CEO based on the past. But on average, CEO tenure lasts about a decade. So the only thing that really matters is what they will do in the future. But because the CEO job is unlike any other role, it's hard for a board to predict how a candidate will perform until they are already in the role - for better or worse. At DDI, our approach to CEO succession is based entirely on the future. We help you accurately predict CEO candidate's performance before they get in the role. And then we help them develop to leverage their strengths and avoid potential pitfalls. DDI will be by your side every step of the way to transition to your next great CEO."

"In today's modern world, every business and industry is unique and carving out its own niche markets and ways of doing business. Because of this, succession planning and the need to grow leaders from within are essential. I would use this as a selling point to high-level leaders like CEOs and point out the fact that they could begin training their potential replacements years ahead of time with the help of HR staff and Organizational Learning staff."

Describe your approach to effectively laying the groundwork for building long-lasting relationships with newer clients.

"I believe that success in any role I've played in my career was due in part to the relationships I've built in those roles. Whenever I have the chance to work with a new colleague or customer, my approach is to create an initial connection with them to build trust. After that point, my interpersonal skills take over through active listening. I use my listening skills to learn about the motivating factors and needs of the person I will be working with, and this helps mold that respect and trust between us even more. I think this approach would be critical in working with new clients regularly here at DDI, and I'd love the opportunity to bring these skills to the table for you."

Your interviewer is looking for insight into how you build relationships. DDI advertises that they need their consultants to be experts in building relationships. Therefore, your interviewer must ensure you possess the skills required to develop leaders' team engagement skills with the clients you will work with.

Share how you respond to the personal and practical needs of your clients' team members while applying DDI's five Key Principles to communicate effectively. Share your approach to providing meaningful, supportive feedback and building trust with their teams. Discuss how you identify what every individual needs to be satisfied and engaged at work while creating an inclusive environment that values every team member's contribution. Lastly, share how you help managers develop strong interpersonal skills to boost engagement.

DDI Interview Questions

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1. Share a success story where you implemented an organizational design change.
2. How would you navigate working with differing leadership styles in this role?
3. How do you approach swiftly learning the ins and outs of a new client’s business?
4. How do you like to spend your personal time?
5. Why do you want to work for Development Dimensions, Inc?
6. With your Human Resources background, would you be interested in offering consultative services for any specific areas of the field?
7. How well do navigate working with high-level executives?
8. Rate your communication skills from 1-10 with proper examples backing your given rating.
9. In what ways would our clients here at DDI benefit from your knowledge and services?
10. Talk about a time you had to use conflict resolution skills in a business setting.
11. When was the last time you made an outside-of-the-box suggestion at work?
12. Tell me about the last time you successfully used data to your advantage during the recruitment process.
13. How do you stay current on the trends and developments in the human resources field?
14. Have you had any opportunities to give back to your community?
15. What is your approach to fostering diversity and inclusion?
16. If a customer sent a formal complaint about an interaction with you, how would you handle it?
17. How do you involve senior leadership in your organizational design work?
18. What do you feel is the key to developing and operating a great succession planning program?
19. Do you have any experience in succession planning? If so, in what specific areas do you have experience?
20. How do you approach conducting compensation analysis for executive level positions?
21. What are the key qualities of an influential business leader, and how would you promote this quality to our clients?
22. What projects would you most look forward to leading at DDI?
23. What coaching skills will you bring to DDI?
24. What innovative sourcing strategies do you employ?
25. How do you approach managing your time on busier days?
26. What have you found to be the most effective training methods? Are there any you've found to be ineffective?
27. What’s the most challenging project you’ve led in your career?
28. What initial challenges do you anticipate in this role?
29. How would you sell our clients on implementing a succession planning program for high-level leaders in their organization?
30. Describe your approach to effectively laying the groundwork for building long-lasting relationships with newer clients.

DDI Interview Questions

1. Share a success story where you implemented an organizational design change.

2. How would you navigate working with differing leadership styles in this role?

3. How do you approach swiftly learning the ins and outs of a new client’s business?

4. How do you like to spend your personal time?

5. Why do you want to work for Development Dimensions, Inc?

6. With your Human Resources background, would you be interested in offering consultative services for any specific areas of the field?

7. How well do navigate working with high-level executives?

8. Rate your communication skills from 1-10 with proper examples backing your given rating.

9. In what ways would our clients here at DDI benefit from your knowledge and services?

10. Talk about a time you had to use conflict resolution skills in a business setting.

11. When was the last time you made an outside-of-the-box suggestion at work?

12. Tell me about the last time you successfully used data to your advantage during the recruitment process.

13. How do you stay current on the trends and developments in the human resources field?

14. Have you had any opportunities to give back to your community?

15. What is your approach to fostering diversity and inclusion?

16. If a customer sent a formal complaint about an interaction with you, how would you handle it?

17. How do you involve senior leadership in your organizational design work?

18. What do you feel is the key to developing and operating a great succession planning program?

19. Do you have any experience in succession planning? If so, in what specific areas do you have experience?

20. How do you approach conducting compensation analysis for executive level positions?

21. What are the key qualities of an influential business leader, and how would you promote this quality to our clients?

22. What projects would you most look forward to leading at DDI?

23. What coaching skills will you bring to DDI?

24. What innovative sourcing strategies do you employ?

25. How do you approach managing your time on busier days?

26. What have you found to be the most effective training methods? Are there any you've found to be ineffective?

27. What’s the most challenging project you’ve led in your career?

28. What initial challenges do you anticipate in this role?

29. How would you sell our clients on implementing a succession planning program for high-level leaders in their organization?

30. Describe your approach to effectively laying the groundwork for building long-lasting relationships with newer clients.