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Sollicitatievraag

Sollicitatiegesprek voor de functie Senior Investigation Specialist

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Amazon

INSIST ON THE HIGHEST STANDARDS
 Definition and Indicators Insist on the Highest Standards: Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Raise the quality bar by demanding that your team delivers high quality products, services and solutions? · Teach and coach employees about setting their own high standards and exceeding customer expectations? · Provide feedback to employees when work is of high quality and coach to continually improve work? · Ensure the quality bar remains high by delivering high quality work, and demanding it of others’ work? · Continually self-critique your work to make sure the quality is the best it can be? · Accept and seek out coaching and feedback from your manager and others about improving the quality of your work? Tell me about a time when you have been unsatisfied with the status quo. What did you do to change it? Were you successful? Tell me about a time you wouldn’t compromise on achieving a great outcome when others felt something was good enough. What was the situation? What measures have you personally put in place to ensure performance improvement targets and standards are achieved? Describe the most significant, continuous improvement project that you have led. What was the catalyst to this change and how did you go about it? Give me an example of a goal you’ve had where you wish you had done better. What was the goal and how could you have improved on it? 6. Tell me about a time when you have worked to improve the quality of a product / service / solution that was already getting good customer feedback? Why did you think it needed continued improvement? Give an example where you refused to compromise your standards around quality/customer service, etc. Why did you feel so strongly about the situation? What were the consequences? The result? INVENT AND SIMPLIFY
 Definition and Indicators Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here”. As we do new things, we accept that we may be misunderstood for long periods of time. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Simplify and always encourage others to innovate and change inefficient or unnecessarily complex processes? · Use new ideas and methods to do your job better and enhance the customer experience? · Create an environment that encourages breakthrough thinking that is simple? · Encourage innovation and invention for the right reasons, helping others not to unnecessarily reinvent the wheel? · Think up and implement great ideas and simple solutions? · Know when not to reinvent the wheel? Tell me about the most innovative thing you’ve done and why you thought it was innovative (can also probe with: That sounds more evolutionary than revolutionary – tell me about something you’ve done you feel was truly revolutionary? Ask for one or two additional examples to see if it’s a one off or pattern.) 2. People often say the simplest solution is the best. Tell me about a particular complex problem you solved with a simple solution. 3. Tell me about a time you were able to make something significantly simpler for customers. What drove you to implement this change? 4. Describe a challenging problem or situation in which the usual approach was not going to work. Why were you unable to take the usual approach? What alternative approach did you take? Was it successful? 5. Give an example of a creative idea you had that proved really difficult to implement. What was the idea and what made it difficult to implement? Was it successful? 6. Tell me about an out-of-the-box idea you had or decision you made that had a big impact on your business. 7. Give me an example of how you have changed the direction or view of a specific function/department and helped them embrace a new way of thinking? Why was a change needed?

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So you answered the question with questions? Great.

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OWNERSHIP Definition and Indicators Ownership: Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job”. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Create a vision for your team that aligns with the customer experience? · Foster an environment of autonomy where an employee prioritize and make decisions? · Think about the impact of your decisions on other teams, sites and the customer over time? · Coach and mentor your team to understand the big picture, how their role supports the overall objectives of Amazon, and how it ties to others? · Ask questions? · Consider future outcomes (scalable, long-term value, etc.)? · Give feedback – coach and develop others (peers, associates, manager)? · Speak up in meetings – question, challenge respectfully? · Understand your role and relationship with other roles? · Understand the impact of your work on others? · Partner with peers across the network? 1. Tell me about a time when you took on something significant outside your area of responsibility. Why was it important? What was the outcome? 2. Give me an example of a time when you didn't think you were going to meet the commitments you promised. How did you identify the risk and communicate it to stakeholders? What was the outcome? 3. Tell me about a time you made a hard decision to sacrifice short term gain for a longer term goal. 4. Give an example of when you saw a peer struggling and decided to step in and help. What was the situation and what actions did you take? What was the outcome? 5. What steps do you take to ensure projects you complete get transitioned effectively to new owners? Give an example where you elected to re-engage on a project that you had already transitioned to someone else. What was the situation and why did you feel it was important to re-engage? 6. How do you ensure your team stays connected to the company vision and the bigger picture? Give an example of when you felt a team or individual goal was in conflict with the company vision. What did you do? (Manager) 7. Tell me about an initiative you undertook because you saw that it could benefit the whole company or your customers, but wasn’t within any group’s individual responsibility so nothing was being done. (Manager)

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