Each of these traits were evaluated during simulated work exercises as
described in Chapter 10, and during an interview if the candidate passed the
screening process. The simulated day of work activity may be more than your
company can do in terms of a selection process, and the interview will be the
primary selection tool. The interview used by Toyota is a more grueling process
than most. Candidates are often not prepared for the specificity of the questions
and the depth of information requested. More than one person typically con-
ducted the interview, and the team included the department interested in hiring
the individual along with a member of human resources.
After the introductions and a brief overview of the candidate’s work and
educational background the questioning began. The purpose was to ask specific
questions designed to elicit honest answers. We all know how to say the right
thing during an interview! For example: Question by interviewer, “Why do you
want to leave your current job?” Answer by candidate, “Well, I am just not chal-
lenged enough, and I want a job where I can use my skills and help the company.”
To find out more about current work relationships and conditions, the Toyota
interview targets actual situations. The following are examples of typical ques-
tions. Notice that the people are asked to describe actual events and to go
through the entire process surrounding the event. These are not subjective “feel-
ing” type questions; they are objective “action” questions.
“Tell me about a time on your current (or last) job when you recognized a prob-
lem. What was the problem?” (Wait for response) “What did you do about it? Who
did you tell? Did you have to get help with the solution, or were you able to do
this on your own? Were you able to solve the problem? What was your solution?”
This line of questioning is geared to identify a person’s ability to identify and
solve problems. If you look closer, you’ll see questions relating to initiative (did
they take action, and was the action appropriate?), leadership, and membership.
Note that there is not necessarily a “right” answer. For example, if a person said
they did not solve the problem, problem-solving skills are probed with other
questions. If they needed help with the solution, that was okay and showed a
willingness to work with others. If they did not need help, that was okay as well.
People who tried to find the “right” answer often tripped themselves up.
For example, when we asked a question related to their ability to get along
with others (meeting membership), they might answer, “Oh, I get along with
just about everyone. I really never have had any trouble.” Now, we all know
that it is virtually impossible to never have had a disagreement with someone.
That important point is howthey handled the situation. If a person had dis-
agreements and handled them effectively, that was a good indication.
If the candidate just couldn’t “think of anything,” we would ask similar ques-
tions, such as, “Tell me about some ways that you show consideration for others at
work.” Again, we’re not looking for opinions and feelings, but for actual situations.
Chapter 11. Develop Exceptional Team Associates 245