What attributes do you appreciate most in the members that make up the teams you work with?

"I appreciate many things about the people who make up the teams I work with, but I find three attributes particularly valuable. First, I appreciate working with empathetic team members. Having the ability to connect with other members of the team, stakeholders, and the employees we support is beneficial. It builds value into everything we do as a team and bridges individuals together. Secondly, I appreciate team members who are accountable and take pride in their work. People who prioritize doing their job well and getting things right as much as possible set the bar high for others. They lead by example and inspire the team. They inspire me. Finally, I appreciate team members with gifts that complement mine. I believe in identifying what people are great at and finding ways to leverage those strengths to the fullest. The most high-performance teams I have worked with have a mix of gifts that balance each other. I learn a lot, and the programs we deliver are of higher quality."

Interviewers are responsible for ensuring that the candidate they hire fits the company's culture and the teams the new hire will be working with. This question helps an interviewer identify candidates with views on team dynamics that align with the groups they will work with as an organization development specialist.

Remember to describe the value created through the attributes you select in your answer. Include qualities that add business or employee satisfaction value in addition to those you appreciate because they fit your personality or working style.

We strive to hire organization development specialists who lead by example. What behaviors do you incorporate into your work that set a good example for others?

"I regularly incorporate positivity and accountability into my work. As a facilitator, I can view situations neutrally and help groups align to find valuable solutions. Finally, I have a solid set of conflict resolution skills I lean on as needed. I find these behaviors are all good examples of leadership behaviors that serve as an example for others."

Organization development specialists are rarely formal managers or leaders. Interviewers ask this question to identify candidates with the ability to lead by example and influence.

Remember to consider the skills you use to lead your teams and those you facilitate, train, or work with on projects. Many organizational development specialists work on cross-functional initiatives and serve as a bridge for disparate verticals. Candidates with facilitative leadership skills are valued as they help foster the alignment necessary for success.

Do you have experience using the Objectives and Key Results model for strategic planning?

"I have used the OKR model several times to identify objectives and key results. This model helps me develop the performance indicators for the projects I am responsible for. My background as an analyst helps me understand how to analyze large data sets and look for trends or data points that indicate various problems within an organization. From there, I have extensive experience partnering with various subject matter experts to drive out objectives that specifically aim to resolve the issues, measure, and deliver the results identified for the initiative."

Strategic analysis and planning are skills mentioned frequently within organization development positions. Interviewers ask this question to determine if a candidate has experience performing strategic analysis using this particular model used in many companies today.

Remember to demonstrate your willingness and desire to work with the OKR model for strategic planning if you do not have direct experience working with it in a previous role. Also, mention any standard techniques you have used or observed in the past.

Organization development professionals at our company become the 'go-to' individuals who bridge groups together. What steps would you take to establish yourself in that role?

"Initially, I would work directly with all of the teams within my program to ensure I am up to speed and understand their worlds properly. Likewise, I would spend time with my stakeholder groups to understand their operations and needs. These shadowing and information-gathering efforts would serve as a foundation to bridge groups together. I would facilitate discussions when I identify potential conflicts or collaboration opportunities across groups. I would help them understand the operations and perspectives of each area so that we could effectively identify the highest-value solutions.On an individual level, I would be accountable for my work and would be as transparent as possible. I would handle sensitive information with the respect and grace it deserves and maintain a continual flow of information to best support each group. Over time, I feel these strategies would combine to support me in establishing myself as the go-to person that bridges each group together."

Organization development professionals lean heavily on their facilitation skills. They serve as bridges that ensure a proper and continuous flow of information across groups. They make the work teams do as efficient as possible. Interviewers ask this question to gain insight into the strategy a candidate would use to gain the expertise and trust necessary to perform in this capacity at a high level.

Remember to demonstrate that you would spend time gathering the knowledge necessary to truly understand the needs and concerns of the groups within your program of responsibility. Additionally, describe a strategy for establishing trust. These two areas are critical pathways for an organization development professional to bridge groups together in a healthy way.

What are some of the first activities you preform when joining a new organization?

"The first thing I do when joining a new organization is meet with my management to understand the immediate scope and expectations for the role. This helps me know which areas I need to dive deeper into while analyzing the bigger picture within the organization. I also get to know my teammates and ask for their guidance on how best to proceed. They have invaluable experience that can inform my next steps. Next, I typically review the company policies, procedures, and programs that are currently in flight. I may also interview individuals aligned with my area of responsibility to learn more about what they feel is working well and what needs to be improved. Finally, I spend time observing. I shadow front-line employees, sit in on team meetings, meet with managers, and attend various training courses. This helps me to learn more about the operations and the culture of the various parts of the organization."

Organizational development specialists are often asked to work on projects with a wide impact across their companies. Interviewers ask this question to determine if a candidate has a solid strategy for obtaining the information and perspective needed to be successful within the role.

Remember to include a mix of strategies in your response. An interviewer might expect a candidate to describe both observational and hands-on techniques that allow for a well-rounded perspective.

Our organizational development specialists make a positive impact on the organization. Can you describe the most impactful initiative you have contributed to?

"I partnered with HR last year to develop a plan to gather employee feedback on their benefits packages. The effort resulted in several important data points, but we discovered that employees across the company were frustrated with the insurance options. I led a team that met with focus groups from various departments and seniority levels across the company to validate and understand the feedback.We uncovered that many employees were confused about the HSA and FSA options, the implications of contributing, and the company match programs. We noted that many people couldn't determine which plan best suited their needs. The options were confusing, and the language to explain them was unclear. My team and I worked on a multifaceted plan to improve the benefits option communication before enrollment for the following year. We developed many easy-to-use scenario-based guides with calculations that would apply to most situations and help them understand the effects of each option. Additionally, we held meetings online and invited employees and their dependents to ask questions. We also had HR staff available for private meetings to discuss complex scenarios. The program was a huge success. We ran a survey after the program and found that the information we provided was valuable to the employees during enrollment. We plan to do something similar next year, and we incorporated similar reviews into new hire training. This was my most impactful project because it helped reduce confusion, improve employee satisfaction, and ensure that individuals and families were confident they selected their best option."

Organization development initiatives can be complex and affect multiple groups within an organization. They also hold the potential for tremendous value and positive impact. Interviewers ask this question to learn more about the value a candidate generated from a project they contributed to.

Remember to discuss the problem or opportunity the initiative you describe was meant to address. Also, include the results and any follow-up or continual improvement opportunities that resulted from your project.

What is your comfort level with travel?

"I have traveled domestically and internationally for work in the past, and I would be happy to travel up to twenty-five percent of the time."

Organization development specialists often work within large organizations with more than one geographical location. The discovery, analysis, implementation, and support work involved in the role may require frequent travel. Interviewers ask this question to ensure the candidate is comfortable with the travel requirements for the open position.

Remember to answer this question authentically and consider your comfort level with travel before your interview. Set clear expectations and ensure the opportunity is a mutual fit. Also, it can be helpful to offer a percentage of your working time you would be comfortable traveling.

If I were to ask one of your current coworkers to describe you in three words, what would they say?

"It might depend on who you ask, but I think my coworkers would agree that I am 'reliable' because I chase whatever I am assigned with determination and deliver whatever I am assigned. They would also say I am 'direct' because it is my natural communication style. Finally, I think they would say that I am 'light-hearted.' I like to work hard, and I try to inspire others to do the same. However, I enjoy a positive and vulnerable environment in which my teams and I laugh often and do not take ourselves too seriously."

Companies invest in creating a specific culture within their cross-functional teams. Interviewers may ask this question to determine if a candidate is a personality fit for the teams they will work with directly.

Remember to scan the job posting for the personality traits they are seeking in a candidate. Align your response with one or more of those traits if they describe you well. For example, a company may seek individuals who can pivot easily, and answering with 'agile' or 'flexible' would demonstrate your alignment with those values.

Why do you want a career in organization development?

"I work in organization development because it is exciting work that aligns well with my talents and is in the areas I would like to grow professionally. I have well-developed analytical skills and am skilled at piecing together the big picture. I enjoy working with a wide range of people, and this role allows me to improve the work lives of everyone within an organization. Finally, humanistic psychology has always been an area of interest for me, and organization development allows me to incorporate that knowledge into my work."

Organization development professionals must enjoy the work they do on behalf of their organizations. Their attitude directly affects the success of the programs they work on and lead in some cases. Interviewers ask this question to ensure the open organization specialist role offers features that will motivate and fulfill the candidate.

Remember to include motivation that goes beyond having a steady paycheck. Interviewers seek candidates with a passion for their work and are likely to hire someone who enjoys several aspects of organization development.

What does it mean to you to have empathy for the people you work with?

"In the purest sense, empathy represents the ability to feel and understand the feelings of others. I think that individuals with a well-developed sense of empathy take this further. They observe others closely and use various methods to step into their perspectives. They try to let go of their judgments to get a clear picture of how someone thinks, feels, or reacts if a certain action were taken. While empathy is often helpful, it can sometimes confuse or agitate a situation. I think it is important to use it wisely and to view it as one input within many. Careful reflection and analysis to understand how the information you gather from your sense of empathy is required to ascertain a big picture perspective."

The ability to sense the feelings of others in a professional setting is a crucial skill for an organizational development professional. Interviewers ask this question to understand the candidate's views on what it means to utilize this internal and subjective skill set.

Remember to let the interviewer know you are aware that empathy does not always lead to proper understanding. A well-developed sense of professional empathy requires practice, reflection, validation, and an open mind.

Part of our culture involves nurturing healthy connections. How would you develop healthy connections with the members of your teams?

"First and foremost, I use performance to form strong relationships. I make commitments and work hard to develop strategies. I am accountable for my work and take ownership of any issues that arise. I get involved personally any time I can be of service to my team and my customers throughout all of the phases of the projects I am responsible for. On a personal level, I take the time to get to know my teammates. I enjoy going to lunch, coffee, or whatever is appropriate to learn more about them personally and their challenges and successes. This regular outreach goes a long way towards nurturing connections and fostering trust."

Organization development specialists are expected to develop strong relationships with their teams and the stakeholders of the initiatives they work on. Interviewers ask this question to ensure a candidate has the soft skills necessary to create and maintain these critical connections.

Remember to include personal strategies alongside professional techniques for developing relationships. It is natural to approach this aspect of an organization development specialist's work in a way that cultivates a friendly environment that incorporates professional trust and respect.

Describe a time you worked on or were responsible for an employee education initiative.

"I worked on an initiative last year to integrate employee training materials within our customer relationship management tools. We worked with a vendor to embed contextually relevant training into the appropriate screens. The solution also encouraged and rewarded employees for taking certain actions within the system. I helped the vendor understand the culture of the various groups so they could develop customized materials aligned with our needs. I also participated in the rollout training and helped track the usage metrics after the launch. After the first year, our time spent resolving customer support tickets decreased by 17%, and we increased our initial contact sales rate by 22%. I thoroughly enjoyed working on the project as it gave me a chance to work across several verticals at once, including sales, marketing, customer support, HR, and IT. I would look forward to any employee education-related initiatives I could assist with if offered the position here at XYZ company."

Employee education initiatives are important projects that improve the knowledge and skills of the employees of a company. Many candidates target companies that offer specific educational and continual learning opportunities. Organization development specialists may lead, coordinate, or support these programs, and interviewers ask this question to determine the candidate's relative experience in this area.

Remember to describe the benefits realized as a result of the project you worked on. That may include improved employee satisfaction, workflow efficiencies, increased sales, and reduced errors.

Describe your facilitation experience. What types of meetings can you lead, and what tools do you lean on most?

"I have a moderate level of facilitation experience. I have expertise in facilitating team discussions and using basic tools such as agendas, action items, and parking lots. I also have training in conflict resolution, brainstorming, and team development techniques. I am working toward growing my strategic and executive facilitation skill set. I have observed and assisted in these types of meetings, and I am excited to continue my training in this area. I feel it will serve me well as I grow as an organizational development professional. In regards to tools, I use charts, sticky notes, markers, timers, and voting materials in in-person sessions. During virtual meetings, I use a mix of documentation tools, virtual whiteboards, and voting apps."

Organization development professionals lean on facilitation skills daily. Interviewers ask this question to determine the relative level of experience a candidate has in this area of the organization development specialist role.

Remember to list the types of meetings you have experience leading, even if you are not formally trained as a facilitator. Team leaders with informal facilitation skill sets commonly use tools such as agendas or action items. Also, include your facilitation experience as an assistant facilitator or observer. That demonstrates exposure and foundational knowledge valued by organization development specialists.

We are in the process of redefining our remote work policies. What experience do you have helping companies define policies and implement programs in this area?

"I have direct experience implementing and refining remote work policies. I worked on the internal team that helped each group determine how best to work remotely during a pandemic. My role involved ensuring we communicated policies and addressed questions during the rollout. I also facilitated sessions with managers to gather feedback, share best practices, and brainstorm on necessary adjustments."

Organization development specialists sometimes play a role in defining, implementing, and adjusting remote work policies and programs that ensure balance and wellness when working remotely. Interviewers ask this question when they seek an organization development specialist with exposure or expertise in this area of organization management.

Remember to describe any supportive roles you played if you were not directly involved in defining or implementing policies or programs related to remote work. Also, indicate your willingness to work on a remote work program development initiative if you lack experience in this area.

Our organization development specialists partner frequently with various business verticals. What business areas do you have the most experience working with?

"I have extensive experience working with HR and IT. They are typically involved in some way in every project I am assigned to. Additionally, I have partnered with legal, finance, accounting, properties, security, sales, and various operations groups."

Organization development specialists work with specific groups on the projects they are assigned to, but they need a holistic perspective to succeed in many cases. Interviewers ask this question to get a sense of a candidate's breadth of experience working with the various business functions within a company, such as legal, finance, etcetera.

Remember to offer generic names for departments or verticals with organization-specific names. Also, do not use acronyms unless they are universally used, such as HR and IT.

Our organization development specialists partner regularly with technology vendors and our in-house development teams. Can you describe the last technology project you participated in?

"I currently work on a team focused on diversity and inclusion efforts. We implemented several programs recently and wanted to gather employee feedback. The goals of the evaluation initiative were to determine the effectiveness level of the changes we implemented and identify opportunities for improvement. We have used several survey tools over the years, but we found that response rates are low. I partnered with our IT team to research new options, and we landed on a tool called Peakon. The dashboard features allowed us to tell in real-time how successful the survey was. Also, it allowed for anonymous employee engagement, an important feature for diversity and inclusion surveys. We wanted employees to feel that they could offer authentic feedback safely. Overall, I would say the project was a success. The implementation offered the data my team needed, and we improved the survey response rate by 11% on the first survey. I am currently analyzing the results for a presentation to our senior leaders, and then we will work on a company-wide communication plan."

Technology is a crucial component of many organization development initiatives. Organization development professionals often work closely with internal technology teams and external vendors to ensure the programs they work on leverage the right technology in the right way. Interviewers ask this question to determine the types of activities a candidate has experience performing in an organizational development project that had a significant technological component.

Remember to describe the problem the project addressed in your response. Also, be sure to provide details regarding the outcome of the initiative in addition to your description of the technology aspect of the project. Interviewers appreciate candidates who can demonstrate an understanding of the organization development value that a project generated.

Do you have experience with any specific leadership development programs?

"I have participated in leadership development programs as a participant and worked within an organizational development group to coordinate a leadership development program. I completed several Franklin Covey Classes, including Seven Habits of Highly Effective People, Seven Habits for Managers, and the Six Critical Practices of Leading a Team. I learned a lot and was able to help those who took the classes after I did apply the concepts to their specific workflows and challenges. In my current role, I work on a team that manages our LinkedIn Learning material. We develop the customized role and department-based course paths, assist with the implementation, and monitor the usage. I developed and implemented an employee reward and recognition program to offer incentives to employees who complete courses outside the required material. We have seen a huge increase in self-driven learning since that program was released."

Leadership development is a common feature of many organization development initiatives. Interviewers ask this question when they anticipate an organization development specialist will participate in the coordination or facilitation of leadership development programs if hired for the open position.

Remember to describe the types of leadership skills covered in the programs you have experience with and the names of any specific third-party-led programs. Also, some companies develop their own unique and custom leadership development programs. Describing the goals or modules covered will help the interviewer understand the scope of your experience.

What types of workflow documentation do you have experience authoring or using?

"I have used simple checklists or step-by guides to demonstrate workflow steps. For more complicated workflows, I usually develop process diagrams, flow charts, or swim lane diagrams."

Organization development specialists work on projects to analyze and make changes to various processes. Interviewers ask this question to identify candidates with the experience necessary to develop and maintain the artifacts that support this area of the role.

Remember to include simple workflow documents such as checklists in your response. These types of documentation are often effective ways to train employees on process changes.

What industries do you have experience with?

"I have experience in the auto and hospitality industries in an organizational development capacity. Before that, I worked in IT project management."

Organizational development relies on a set of competencies, concepts, and holistic practices, but the specific methods used are often matched to the unique needs of an industry or company. Interviewers ask this question to determine if the various organization types and industries a candidate has organizational development experience are in alignment with the needs of the company.

Remember to mention any roles or experience that would apply to the role you are interviewing for, even if you did not work within an organizational development role at the time. For example, your interviewer might be interested to know if you were a former manager of a sales team or IT project manager, as the skills learned in those roles may add value to your work in organization development.

What is a PMO? Do you have experience working within one or partnering with a PMO?

"A PMO is a project management office or a program management office. PMOs define project management standards and best practices. They also create and maintain efficiencies by identifying collaboration and improvement opportunities. Yes, I have worked with a PMO. My current company has a PMO, and there is a senior manager of organization development initiatives within their department. My manager and members of our department meet with him regularly to discuss our projects and make sure we are in alignment with other initiatives and are following the appropriate procedures for our projects. They also play a role in the approval process for projects with a budget over a certain amount."

Project management offices are common within large companies. Organization development professionals are often required to partner with PMO representatives to ensure the projects they work on are properly aligned and follow standards set by the PMO. Interviewers ask this question when they anticipate the candidate they hire will need to collaborate with a PMO in their role as an organization development specialist.

Remember to describe your experience using project management standards and aligning groups to create efficiencies if you have not formally worked with a PMO. Interviewers appreciate candidates who understand the concept of a PMO and may feel this experience is adequate for the open opportunity within their company.

What level of experience do you have designing training materials?

"I have authored many types of training documentation throughout my career. My experience includes the development of one-page quick reference guides, step-by-step instruction manuals, online video training, interactive training, FAQs, and contextual help information within various IT systems."

Organizational development specialists may be asked to lead or contribute to employee training programs. Their role can include ensuring that trainees have proper access to online or document-based training materials during and after their classes. Interviewers ask this question when they anticipate the candidate they select will be responsible for generating these materials.

Remember to describe the types of documentation experience you have. Some companies lean on virtual training solutions, while others offer in-person sessions with printouts. Also, be sure to mention the guides you have authored or maintained. Companies want to hire candidates who can compose one-page quick reference materials and step-by-step training manuals.

We look for exemplary leadership skills in our organizational development specialists. What makes you a good leader?

"I have many leadership skills, but there are three that I lean on every day. First, I am approachable and lead by example. I make it a point to get to know the people I work with and let them know we are always one team. I value their contributions and knowledge and am not afraid to get into the details and learn whatever I need to inform a well-rounded and holistic view. I am accountable and challenge myself and my teams to raise the bar continually.Secondly, I am a great listener and advocate. I use active and reflective listening techniques and empathize with the people I work with. They can sense that I am invested in their stories, and they know they have been heard when I address their needs and concerns through the solutions I work with my teams to develop. Finally, I have strong facilitation skills. I am formally trained in various types of facilitation, and I am confident when I work in this role. I am not afraid to challenge individuals who behave out of line, and I ensure that everyone has an opportunity to be heard. I can work with teams to create comfortable and enjoyable dynamics that allow them to thrive. These three attributes make me a strong leader and a fit for the organizational development specialist role."

Leadership represents a broad category of skills and talents. Organizational development specialists are typically gifted in several leadership areas. Interviewers ask this question to learn more about the candidate's specific skills and determine if they are a fit for the open position.

Remember to offer examples of the leadership skills you mention within your response. This information will help your interviewer understand the scale and impact of your skill set and determine if your level of leadership experience matches the open role. Also, be sure to answer this question confidently. Organizational development specialists work on projects that serve senior and executive leaders. Hiring managers seek candidates they feel can handle themselves well during these interactions.

What are some of the attributes you would expect to observe in organizations you would consider to be imbalanced or unhealthy?

"I have observed several unhealthy practices within organizations. First, I would say that organizations that rely too heavily on hierarchical structure stifle innovation. Chain of command can be critically important, but it is equally important for everyone to have a voice and respect that great ideas can come from anywhere at any time. Secondly, I have witnessed organizations with a lot of infighting among their leaders. The entire company is negatively affected when leaders fail to align and support each other. Finally, I feel unhealthy organizational behaviors arise when companies fail to offer opportunities for their employees to maintain their health and balance in their professional and personal lives. Employee performance may increase for a period when people are pushed to perform, but quality issues arise when burnout sets in. I find that companies thrive when their employees are allowed regular downtime and flexibility options that support their well-being."

One of the main focus areas of organizational development professionals is creating and maintaining healthy organization dynamics. Interviewers ask this question to assess the candidate's perspective on what an unhealthy organization looks like. This information helps hiring managers determine if the candidate fits the needs and culture of their organization.

Remember to keep your responses high-level and aimed at general organizational health issues. Interviewers appreciate candidates who protect the anonymity of former employers by omitting specific and personally identifying details of difficult situations within the workplace.

What are some of the attributes you admire in organizations you would consider to be healthy?

"There are several attributes I admire in healthy organizations. First, they are flexible and open-minded. They are strategically sound but ready to roll with whatever changes come along. Their employees demonstrate adaptive behaviors and handle stress well. Second, I feel healthy organizations regularly foster balance and wellness in the workplace while setting the stage for employees to do the same on a personal level. Finally, healthy organizations have inspirational leaders who lead by example. They are personable, relatable, accountable, and innovative."

One of the main focus areas of organization development professionals is creating and maintaining healthy organization dynamics. Interviewers ask this question to assess the candidate's perspective on what a healthy organization looks like. This information helps hiring managers determine if the candidate fits their needs and culture.

Remember to keep your responses high-level and aimed at generally accepted organizational health attributes. Interviewers are more likely to resonate with examples that can be applied in their organization over specific programs that may not apply to their industry, mission, or the scale of their organization.

Please provide an example of an employee engagement initiative.

"Employee engagement initiatives help employees feel more involved in their careers, their departments, their communities, and the companies they work for. An example program would be an employee-led training program in which a subject matter expert offers classes in which they teach others within the organization. For example, at my current company, we have a group of female software engineers that teach development basics to other women interested in engineering."

Employee engagement initiatives aim to make employees feel empowered and involved in the progression of their careers and the companies they work for. Interviewers use questions like these to ensure the candidate they select can provide an example of a basic organization development concept.

Remember to describe the purpose and value of the example you provide in your response. This information will improve the quality of your response and help the interviewer feel confident in your knowledge of the organization development specialist role.

What does it mean to develop a scalable process within an organization?

"Developing a scalable process means developing a process that can be implemented at various levels of scale without requiring large amounts of additional effort to roll the process out to larger groups. For example, let's say I wanted to implement a system that surveyed employees regularly and calculated the NPS scores for their department. A scalable version of that solution would have a relatively easy way to import employee data, set up departments, administrate surveys, and calculate the results regardless of the department size. Many components of the solution would be reusable and only require minor department-level customizations."

The operational efficiency of organization development solutions is essential. When possible, holistic solutions that require minimal customization across groups are desirable in large organizations. Interviewers ask this question to test a candidate's knowledge of this solution design concept.

Remember to provide an easy-to-understand example in your response. Surveys and online training solutions are great examples of solutions that can be scaled with minimal effort.

Describe a strategic planning technique you are comfortable facilitating.

"I am comfortable leading a SWOT analysis session. In these sessions, we begin by discussing the strengths of the group or their business. From there, we brainstorm a list of weaknesses. I sometimes do this anonymously as it helps improve the quality of the information in groups struggling with conflict. Next, we discuss the relative importance of each strength and weakness and plot them in a matrix so we can get a visual sense of the impact each item has.We then brainstorm a list of opportunities to improve upon the most impactful weaknesses, taking advantage of quick-hit opportunities and leveraging strengths to the fullest. Finally, we discuss any potential threats or roadblocks to our success that we need to account for. The results of the meeting are a framework for developing a strategic plan. They can help a group refine their mission and vision, develop goals, or validate a plan already in place."

Strategic planning is a common skill set for organization development professionals. Interviewers ask this question if they anticipate this aspect of organization development will be a part of the open role.

Remember to select a commonly used strategic planning meeting within your approach. While many facilitators develop their own custom techniques, it is best to answer this question with a standard approach that is easily understood by the interviewer.

Describe the activities you typically include when planning an organization development initiative.

"The entry phase of an organization development initiative includes the planning functions of identifying a high-level scope and timeline. After the diagnosis phase, the feedback process begins. The results of the high-level analysis are tested, and the scope of the initiative is refined. From there, the parties involved move to detail the bodies of work required for the projects and offer estimates. A detailed action plan and budget are created, reviewed, and approved. The planning for an organization development initiative ends at this point, and the solution phase begins."

Organization development specialists may not have complete responsibility for the management of the initiatives they work on, but they should be able to describe the activities included in planning, development, implementation, and refinement. Interviewers ask this question to identify candidates that can demonstrate an understanding of these processes they will participate in regularly if hired.

While everyone will have a slightly different answer to this question, interviewers will expect candidates to cover certain project planning standards within their response. Remember to include scope definition, budget planning, activity brainstorming, high-level analysis, and approvals within your response.

What are the typical categories of organization development initiatives?

"There are four types of organization development initiative categories, and initiatives can align with more than one type. Human process initiatives include coaching, team building, and interpersonal or group dynamic improvement. Techno-structural initiatives target technology or structural opportunities that result from mergers, downsizing, remote work transitions, etcetera.Strategic change initiatives revolve around transformational changes such as changes in leadership, changes in vision, or restructuring. Finally, human resource management initiatives involve activities such as talent management, employee engagement, and wellbeing in the workplace."

Organization development initiatives are categorized into four types. Interviewers ask this question to test a candidate's knowledge of this basic organizational development concept.

Remember to state that many initiatives align with more than one, or even all, of the categories you provide in your response. Also, be sure to offer a simple example for each category.

What are the five phases of organizational development strategy?

"The first phase of organizational development strategy is Entry, which includes the discovery of the problem or opportunity. This phase ends with a delivery of a scope statement and a high-level strategy. The second phase is Diagnosis, which includes detailed analysis and root cause investigation. The third phase is called Feedback and includes discussing and making sense of the results of the diagnosis phase. The feedback phase results in a detailed action plan and a definition of the success indicators for the recommended changes. The fourth phase is the Solution phase. The training plans, new procedures, communication plans, etcetera are developed during this time, and the plan is put into action. The fifth and final phase is Evaluating the solution and gathering data to determine if the expected results were achieved. A report is often developed to communicate the current status, change recommendations, and strategies for continuous improvement."

The planning, design, and implementation of any strategic initiative follow a specific methodology within the domain of organizational development. Interviewers ask this question in an organizational development specialist interview to test the candidate's basic knowledge.

Remember to provide a brief explanation of the goals and deliverables of each phase within your response. Including this extra information demonstrates that you have a solid understanding of what each phase involves in addition to your ability to recall the names of the phases.

Organization Development Specialist Interview Questions

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1. What attributes do you appreciate most in the members that make up the teams you work with?
2. We strive to hire organization development specialists who lead by example. What behaviors do you incorporate into your work that set a good example for others?
3. Do you have experience using the Objectives and Key Results model for strategic planning?
4. Organization development professionals at our company become the 'go-to' individuals who bridge groups together. What steps would you take to establish yourself in that role?
5. What are some of the first activities you preform when joining a new organization?
6. Our organizational development specialists make a positive impact on the organization. Can you describe the most impactful initiative you have contributed to?
7. What is your comfort level with travel?
8. If I were to ask one of your current coworkers to describe you in three words, what would they say?
9. Why do you want a career in organization development?
10. What does it mean to you to have empathy for the people you work with?
11. Part of our culture involves nurturing healthy connections. How would you develop healthy connections with the members of your teams?
12. Describe a time you worked on or were responsible for an employee education initiative.
13. Describe your facilitation experience. What types of meetings can you lead, and what tools do you lean on most?
14. We are in the process of redefining our remote work policies. What experience do you have helping companies define policies and implement programs in this area?
15. Our organization development specialists partner frequently with various business verticals. What business areas do you have the most experience working with?
16. Our organization development specialists partner regularly with technology vendors and our in-house development teams. Can you describe the last technology project you participated in?
17. Do you have experience with any specific leadership development programs?
18. What types of workflow documentation do you have experience authoring or using?
19. What industries do you have experience with?
20. What is a PMO? Do you have experience working within one or partnering with a PMO?
21. What level of experience do you have designing training materials?
22. We look for exemplary leadership skills in our organizational development specialists. What makes you a good leader?
23. What are some of the attributes you would expect to observe in organizations you would consider to be imbalanced or unhealthy?
24. What are some of the attributes you admire in organizations you would consider to be healthy?
25. Please provide an example of an employee engagement initiative.
26. What does it mean to develop a scalable process within an organization?
27. Describe a strategic planning technique you are comfortable facilitating.
28. Describe the activities you typically include when planning an organization development initiative.
29. What are the typical categories of organization development initiatives?
30. What are the five phases of organizational development strategy?

Organization Development Specialist Interview Questions

1. What attributes do you appreciate most in the members that make up the teams you work with?

2. We strive to hire organization development specialists who lead by example. What behaviors do you incorporate into your work that set a good example for others?

3. Do you have experience using the Objectives and Key Results model for strategic planning?

4. Organization development professionals at our company become the 'go-to' individuals who bridge groups together. What steps would you take to establish yourself in that role?

5. What are some of the first activities you preform when joining a new organization?

6. Our organizational development specialists make a positive impact on the organization. Can you describe the most impactful initiative you have contributed to?

7. What is your comfort level with travel?

8. If I were to ask one of your current coworkers to describe you in three words, what would they say?

9. Why do you want a career in organization development?

10. What does it mean to you to have empathy for the people you work with?

11. Part of our culture involves nurturing healthy connections. How would you develop healthy connections with the members of your teams?

12. Describe a time you worked on or were responsible for an employee education initiative.

13. Describe your facilitation experience. What types of meetings can you lead, and what tools do you lean on most?

14. We are in the process of redefining our remote work policies. What experience do you have helping companies define policies and implement programs in this area?

15. Our organization development specialists partner frequently with various business verticals. What business areas do you have the most experience working with?

16. Our organization development specialists partner regularly with technology vendors and our in-house development teams. Can you describe the last technology project you participated in?

17. Do you have experience with any specific leadership development programs?

18. What types of workflow documentation do you have experience authoring or using?

19. What industries do you have experience with?

20. What is a PMO? Do you have experience working within one or partnering with a PMO?

21. What level of experience do you have designing training materials?

22. We look for exemplary leadership skills in our organizational development specialists. What makes you a good leader?

23. What are some of the attributes you would expect to observe in organizations you would consider to be imbalanced or unhealthy?

24. What are some of the attributes you admire in organizations you would consider to be healthy?

25. Please provide an example of an employee engagement initiative.

26. What does it mean to develop a scalable process within an organization?

27. Describe a strategic planning technique you are comfortable facilitating.

28. Describe the activities you typically include when planning an organization development initiative.

29. What are the typical categories of organization development initiatives?

30. What are the five phases of organizational development strategy?