Personnel Decision at Riverview Based on the narrative by Mary Foster Mary Foster, Director of Event Planning at the Riverview Hotel in New York, had been through the hiring process many times. E3119.F13.3.9!!_CP_"JE3_VL3_b_'JEDBLVPIEEEVLEEEJEEQQQEQQ behavioral intenriewirlgprocesseerThe had on intenriewed two candidates for the o n senior: vent manager position, yet they had been discussing what decision to make for two and a halfl Eggs: Normally, these kinds of meetings wrapped up in 30 minutes with a clear consensus aboutwhat to do. But today, they were gridlocked, unable to agree on a path fonavard. Jenny Bruce, the internal candidate, had been with Riverview for three years; she was really nice, well liked, and had an excellent track record as an event manager she rarely had a customer issue. David Boyle, the external candidate, wolked at a smaller Riverview hotel in the city, he was already a senior event manager there. However, he did not have experience working with larger groups and budgets like the ones at this hotel. But he was hungry and eager to grow. Who should they hire? One or the other? Neither? Both? They could not agree on anything. This was a very unusual situation; Foster felt uncomfortable and suggested that they all \"sleep on it.\" They would get together rst thing in the morning, when they were fresh, and decide what to do. The place The Riverview Hotel in downtown New York had 733 rooms and 21 suites. The hotel featured a swimming pool, tness center, and stunning views of the inner harbor. The hotel had facilities appropriate for any special occasion from intimate business meetings to elaborate weddings and conferences. The hotel had 80,000 square feet of meeting space and a grand ballroom and was in close proximity to many other downtown attractions and amenities. The hotel could accommodate meetings of up to 1,200 people. The hotel was owned and operated by Riverview International, a leading hospitality company with more than 3,900 properties and 18 brands around the world. The company had revenues of nearly $13 billion. Rivemiewwas known as an organization that puts people rst. The company had been recognized worldwide for their enduring values, their spirit to serve, and their corporate commitment to creating better places to live and work. See Exhibit 1 for a summary of Rivenew's corporate values and their human resource policies. The selection process According to the general manager of Rivenriew, when there was ajob opening, the hiring manager was responsible for recruiting a selection team and managing the selection process. Traditionally at Riverview, a selection team was composed of: the hiring manager (in this case Mary Foster), the boss of the hiring manager (the general manager), peers of the position, both within the department (i.e. senior event manager) and from other departments (i.e. Frank Snail, Senior Banquet Manager), and subordinates of the position (i.e. Michelle Sederas, Event Manager). Riverview used a structured, behavioral approach to interviewing[1]. As the hiring manager, Foster was responsible for dening the job description and qualications and for getting input from the selection team on selection criteria. The hiring manager was also responsible for coordinating with the external recruiting and selection rm, posting the job, organizing the interviewing schedule, facilitating the selection team debrief, making the selection decision in consultation with the team, and making an offer to the nal candidate. In the event that the process did not yield a suitable candidate, it was the hiring manager's responsibility to reinitiate the process. Riverview used an outside recruiting and selection rm because stafng was a challenge in the hospitality industry. The growth in jobs in the hospitality sector, combined with the demanding nature of the jobs (e.g. the need to be very responsive to customers and coworkers every day, the need to be very service oriented) and the relatively low pay resulted in high turnover. When jobs were advertised, there were often hundreds of applicants, but nding highquality candidates was time consuming and challenging. So Riverview, contracted with a rm to screen resumes, select candidates for phone screening, conduct the phone screening interviews, refer nalists for inperson interviews, and provide feedback to candidates who were not offered a position. The recruiting and selection rm used the selection criteria provided by the hiring manager to evaluate candidates. For a given position, the rm typically recommended three to four candidates for inperson interviews. The selection team was responsible for providing input on the selection criteria, interviewing the candidates, evaluating the candidates, participating in the team debrief, and providing input on the selection decision. Typically, the team interviewed all the candidates for a position on the same day. Then at the end ofthe day, the team would meet, usually for a half an hour or an hour, to discuss their ndings and make a decision. According to Riverview best practices, selection team members were supposed to use an agreed upon structured interview guide with a common rating system[2]. During the debrief they were expected to share and record their ratings, discuss evidence from the interviews that led to their ratings, calculate average scores for each candidate on each evaluation criterion, and reach a consensus on a decision. One of Riverview's key values was putting people rst, so they were committed to promoting from within their organization. If an employee met the following conditions, they could apply for a posted job: been in his/her position for at least 12 months, met the requirements of their position (i.e. not on a performance improvement plan), and secured approval from hislher boss. The employee's current manager had to approve the application, noting whether or not they considered the candidate eligible for the newjob. Each candidate was given feedback after the interview process via the hiring manager or the outside recruitingfselection agency. See Exhibit 2 for an overview of the selection process at Riverview. Thejob and the selection criteria Foster had an opening for a senior event manager, who would be responsible for handling complex events like conferences, wedding receptions, meetings, and parties. The core responsibilities of this position were to work with clients, plan events, and coordinateloversee an event as it evolved from planning to execution to mapupievaluation. See the job description and qualications for this position in Exhibit 3. Foster reported that normally she would have asked the selection team what criteria they thought were important to select the best candidate. However, in this instance, to save time, she pulled the selection criteria together (see Exhibit 4) and sent them to the selection team asking them to pick theirtop three criteria. Based on feedback from the team, the top three selection criteria were leadership, creativity, and holding people accountable. See Exhibit 5 for denitions of each behavior and example interview questions. The selection team debrief Foster had recruited the following people to serve on the selection team with her: o her boss, the general manager; a a peer of Foster's from another department, John Wilson, Director of Event Management; a a peer of the position in another department, Frank Snail, Senior Banquet Manager; o a peer of the position within the department, a senior event manager; and o a subordinate of the position, Michelle Sederas, Event Manager and another event manager. See Exhibit 6 for an overview of where each person on the selection team t in the Riverview organization. All seven members of the selection team individually interviewed each of the two candidates during one day. Team members were provided with a list of the selection criteria and a list of example interview questions from which they could choose (see Exhibits 2 and 5). Each team member had 30 minutes to interview each candidate. At the end of the day they met to debrief on the candidates: Jenny Bruce and David Boyle. Jenny Bruce was an Event Manager at Riverview Hotel; she had been in her current position at Riverview for three years. She had completed one year of college at James Madison University. She had consistently received good performance evaluations. She was well liked and had an excellent track record planning events customers were almost always very pleased with her work. Jenny had an easy going and informal style. David Boyle worked for a smaller sister hotel as a Senior Event Manager. He had been in his position for two years, had received good performance evaluations, and had his supervisor's support for this move. He had an associate degree in business administration from Pierce College. David had a dominant and formal style. Foster convened the debrief meeting and asked everyone to share his or her opinion about the candidates. She asked people to summarize the candidates' strengths and weaknesses and to give a \"thumbs up\" or \"thumbs down\" on each candidate. Foster got the conversation started by asking Snail what he thought. Snail said, \"I give Jenny a \"thumbs up.\" She is open, friendly, and easy to work with; she gets the job done and satises customers.\" Then the senior event manager chimed in \"I agree with Frank, however, I think Jenny needs to develop her leadership skills she gets by on personality and persuasiveness a senior event manager also needs to have strong nancial skills and be able to inuence through their expertise.\" Then Sederas gave a neutral hand signal for both candidates. She said, \"I know both candidates and like them both. They get the job done. But I just don't see them as senior managers.\" The other event manager agreed with Sederas, but she gave them both a 'thumbs down.\" She felt she was more qualied and capable than either of the candidates. Then Wilson weighed in, \"I'd give them both a chance. Neither ts all the selection criteria but they are both strong contributors with excellent technical skills like planning, budgeting, communicating, etcetera. However both lack strong leadership skills and David lacks experience with large events.\" Foster had mixed feelings about both candidates, as did the general manager. Foster sensed that there was a lot of support in the room for Jenny as a colleague and a strong performer. However, Jenny's casual laidback style and 'ower gin\" persona made it difficult for some people to see her as having the potential to be a strong leader. Foster asked the event managers, \"If you faced a challenge at work would you go to Jenny for help or advice?\" Sederas said \"Yes, probably\" but the other event manager said \"No.\" The conversation continued for quite a while, much longer than usual. Foster felt like they were not getting any closer to making a decision. To her it seemed like people were waffling, changing their minds, and making contradictory statements. She was frustrated and tired so she decided to call it a night: \"Let's breakfor the evening and get together tomorrow morning to continue the discussion.\" Mary Foster' 5 perspective Mary Foster, Director of Event Planning at the Riverview Hotel and the Hiring Manager, had been with the company for 15 years. She spent two years at Syracuse University and two years at James Madison University and had a degree in hotel and restaurant management. Foster started her career with Stouffer's in a managementtraining program; she did so well in the twoyear program that she was promoted six months early. Over the course of her career, she had been a front desk manager, an assistant housekeeping manager, a front ofce manager, a computer systems manager, and an event planner. Foster had been in event planning for ve years. She came to the Riverview in 2002, the year after it opened, as a senior event manager. She had been the director of event planning for two years. She said, \"I thought both of these candidates were technically capable. Jenny has been a devoted employee; she has been here a long time three years she deserves the opportunity to grow. People like her, she is really nice, she never loses her temper, and she rarely has a customer service issue. But, when I asked people if they would go to her for advice in a bind, they said no. She needs to be able to run the show when I'm not here. David works at a smaller sister property. He is currently a senior event manager. But he does not deal with the same level of budgets, forecasts, and size of groups that we deal with here. My concern is would he be comfortable with a 1 ,ZOOperson group when he was used to working with 600 person groups. But he was hungry and wanted to grow. Basically, I felt it came down to an internal candidate without leadership skills or an external candidate with some leadership skills, but not all the experience we needed. The question is: Do we hire people and let them grow into the job or do we demand that they have all the skills needed to do the job from the outset?\" Foster said, \"The discussion went back and forth. No one was overly excited about either candidate.\" I said, \"I can't support promoting someone like Jenny who you are not going to go to.\" I thought David was a big risk, but he was hungry. We talked about hiring one, hiring neither, hiring both. We could downgrade the position to event manager and hire David. The reaction of the interview team was mixed, some were relieved, some were anxious. They thought we would lose Jenny, if we did not offer her the job. If we lowered the standards for the job, then people who would have applied, but did not because of the initial job criteria, would be mad. So, it felt very frustrating. Should we start over and look for more qualied candidates? Should we rethink the job criteria? Should we rethink the job? Should we reward people with opportunities to grow or should they earn opportunities by demonstrating the required skills? It was a long, emotional discussion. Michelle Seokeras' perspective Michelle Sederas, Event Manager at the Riverview Hotel, had been with the company for three years. She graduated from the University of Delaware with a hospitality major and interviewed with Riverview, expressing a preference for the New York area and event management. Riverview offered her ajob, but told her that she would have to start in banquets or restaurants and work in operations before she could get a job in event management. Later at a career fair at her school, she met John Wilson, then Director of Event Management at the Riverview, and he offered her a position as associate event manager, where she would handle events for 1 150 people. She started a week after graduation from college and was promoted to event manager a year later. Sederas was a peer of Bruce's and would be a direct report of the person hired to fill the open position. Sederas said, \"I know both of the candidates. I work with Jenny and I know David from the other Riverview hotel downtown. When we met as a team, at the end of the day, after the interviews, it was the hardest discussion I've ever been a part of. We went around the room and everyone stated their opinion about each candidate, their strengths, weaknesses, a yea or nay. It was a casual conversation, but things were ying around. I said no to David. I felt he couldn't do as good a job as Jenny, based on the size of the hotel and the level of service. Others thought that David could bring new ideas to the team. They thought Jenny was great, but leadership was missing. They said she would make a great senior event manager at another hotel, but not here. She is great at what she does, she never fails us, but leadership is lacking. Foster and the senior event managers have drilled down to us from the top, that it is critically important to be a strong leader, to think out of the box, to bring new ideas; you really have to shine and be a strong leader to get this job. A number of people were discouraged from applying for the job because of the emphasis on strong leadership. Jenny is an outstanding event manager, she performs at an extremely high level, but I don't know about her leadership, can she develop it in the role? Can we give her a shot? One senior event manager was for David. Another event manager said no to David, she thought we should give Jenny a chance, she might not be a strong leader, but she could grow into it. Wilson recalled how Jenny had started out as an assistant event manager and been promoted to an associate event manager and then to an event manager. He said, 'She has never failed us; she gets along great with colleagues.' He also thought we should give David a chance. Foster asked me and the other event manager, 'If Jenny was the senior event manager and you had a difcult client and needed my help would you go to Jenny?' I said probably not, the other event manager said no.\" Sederas said, "Let me explain why I said that. Jenny and I, we have the same role, we share an ofce and ask each other questions everyday. I see Jenny and myself as equals, side by side. I look to my director when I need direction, I don't look to Jenny. I do go to her for advice. I do it on a daily basis, if I have a difcult client situation and I need an answer on the spot. She is always friendly and accommodating. I have no issues with her strength or decisiveness. It is not something bad on her part, I just don't think of her as the director.\" According to Sederas, Foster's question about whom you would go to was one of the most difcult questions asked. It was followed by an open discussion of leadership. If leadership is so important to this position, Sederas asked: "Are there ways to develop it? Can Jenny be trained? She deserves a chance. She gets along great with everyone. I'm still confused and need to know, if we are only looking for strong leaders or could it be developed? I never got clarity. Foster said, 'Since leadership is my direction maybe we should reconsider what we need, maybe we are looking for something we'll never nd. Jenny is one of our best event managers. Is it worth losing Jenny, because we don't promote her?' We had a very open conversation; things were ying around. But, we had been talking for two hours and still didn't know what we were going to do. Someone suggested we give them both a chance and offer them both jobs. I thought we agreed to that.\" Frank Snar'f's perspective Frank Snail, Senior Banquet Manager at the Riverview Hotel, joined the hotel in 2001 , the year it opened. He had a degree in hotel and catering from New Castle College. Halfway through college he did an 11month internship at the Chicago Riverview working ve days a week from 6:30 AM. to 2:15 PM. at the front desk and then 4:00 PM. to 11:00 PM. as chef. Since he had been at the hotel, he had worked in banquets, as a beverage captain, as an event services supervisor, as director of event services, and as senior banquet manager. Snail said, "We fought backwards and fOMEIl'dS about this position. Jenny is a young girl, fresh out of college in ipops with owers in her hair. She is bubbly, fun. When I saw the job criteria, I thought they were unachievable. They wanted prior experience as a senior event manager and strong nancial skills. When we went over the criteria alter the interviews, I could tell they didn't want Jenny. Two of the event managers are very much the same; Jenny is very different. She would bring more balance to the team. Her strengths are: she is very open, friendly, positive, doesn't act like she knows everything, when she makes a mistake she apologizes in person, and asks how she can make it better; she is a pleasure to work with, she doesn't stand out as being outstanding, but all her groups that came in were happy. She is a bit quirky with an odd fashion sense (she would t in in Europe). She reminded me a lot of me. I saw her potential. The senior event managers thought that she was too young and didn't have leadership. They questioned if she would know what to do, if a client got angry. If a group has 400 people and something goes wrong, they are going to yell; if a group has 600 or 800 people and something goes wrong, they are going to yell. They are not going to yell twice as loud. Each customer is important and deserves the best. With Jenny things didn't go wrong. I expressed my opinions. The meeting had been going on for over an hour and a half. Then I left. They went on for another couple of hours. The next day they wanted to meet again; but I refused to participate. I had shared my opinions.\" John Wilson '5 perspective John Wilson, Director of Event Management at the Riverview Hotel, had been with the company for 23 years. He grew up in the UK; his father taught hotel management and advised him not to go into the business because it was a tough industry. Despite the warning, he worked in a couple of hotels and then he wrote letters to hotels in the USA. Only one company responded Riverview. Wilson said, \"They truly cared about me and offered me an opportunity to ourish. I didn't join the company for the immediate job, but for the opportunity to work for a company with good people, who care about me, and gave me the opportunity to be part of something bigger.\" Wilson said, \"Hiring people is one of the biggest decisions we make. It affects people's lives. And the higher up the position, the more important the decision. The key criteria for this position, senior event planner, were leadership, mentoring, and willingness to help others. The interview team realized that the candidates were technically very good, but there were issues around leadership. Neither candidate had great leadership or mentoring skills. If you look at Jenny, this is someone we've invested four or ve years in, she has grown with us, and she has a very different personality, very carefree. We have a lot of structured people. David is coming from a smaller Riverview property, where they feel like stepchildren. We've never hired someone from their hotel. I was pleasantly surprised by his interview. Neither had leadership. But for both, this was a natural progression of their careers. If we didn't promote Jenny, we could expect her to leave. So, what if we changed the criteria and made it more of a technician job? We had two people, around the interview team table, who were more qualied than the candidates, if you just considered technical skills. Should we consider both candidates? Should we start over with a new candidate pool? The whole process was great feedback for training and development. We faced a devastating decision. If we chose Jenny, we would be responsible, because of the way she deals with people she ies under the radar and charms people. At the next level of management, people are not going to buy it. She'd be dealing with more structured, rigid people. We need someone who can stand his or her ground. She folded. Then we have to ask ourselves, if not Jenny, why David? He had no examples of mentoring; his scores were not as good as Jenny's. Should we walk away from both of the candidates?\" The selection decision Foster was unsettled; she knew how important hiring decisions were. They had spent a long time discussing this particular position and the candidates and yet she felt that they had not reached a satisfactory conclusion. She felt like she had even more questions now, than when she had started the discussion. Should she hire to a very high standard or give people the opportunity to grow into the position? Can leadership be learned? Can different styles of management and leadership be effective in an organization? How important was it for her, as the leader, to stick to her guns, when she really believed in something vs listening and adapting to feedback from her team? And what should she do in this specic situation? Hire Jenny Bruce? David Boyle? Neither? Both? Start the recruiting and selection process over? Notes Exhibit 2. The Selection Process at Riverview Figure A1 Overview of the selection process Phone Interview Apply Receive Screen Offer Or Feedback Table Al Key responsibilities Hiring manager Recruiting/selection firm Selection team Candidates Define job description, Review/screen resumes Provide input regarding If internal candidates, must qualifications, and selection Select candidates for selection criteria have been in position for at criteria (with input of phone screening least 12 months; must meet selection team) Recruit Interview candidates performance requirements selection team Conduct phone screening using behaviora of current position; must get interviews interviewing technique supervisors approval to Post job Recommend/refer finalist Attend debrief meeting apply Organize interviews candidates for in-person Share feedback on Apply Interview candidates interviewing candidates; participate using behavioral in evaluation of Prepare for Provide candidates with interviewing technique feedback candidates and selection interview Facilitate selection team decision Interview debrief Source: General Manager, Riverview Hotel1. Behavioral interviewing is based on the assumption that in similar situations, future behavior is likely to resemble past behavior. 30 the interview process is designed to gather information about past behavior that might be relevant to success in the current job. A structured behavioral approach to interviewing typically involves: analyzing the skills needed in the job, selecting skill dimensions, selecting appropriate questions for each key skill dimension, creating a structured interview, executing the interview, and rating skills (Foster and Horgan, 1982). 2. If there were many selection criteria, the criteria were divided among the interviewers with two to three interviewers being randomly assigned a subset of the criteria. This ensured that multiple interviewers collected data for each criterion and that the length of the interview were not excessive. Exhin 1. Riverview's values and human resource policies Values - We put people rst: take care of employees and they will take care of customers. - We pursue excellence: our dedication to the customer shows in everything we do. - We embrace change: Inovation has always been part of the Riverview story. - We act with integrity: how we do business is as important as the business we do. - We serve our world: our spirit to serve makes our company stronger. Human resource policies - We offer competitive compensation and benets for all employees. - We recognize employees fortheir commitment to delivering exceptional guest experiences and their passion for the business (as demonstrated via exceptional leadership, commitment to local communities, and providing referrals for new employees}. - We encourage longterm growth and development of employees. Riverview promotes from within and offers lifelong careers where employees can increase their level of responsibility, accountability, and leadership. - We encourage all Riverview employees to gain experience in a variety of disciplines to fully understand the hospitality business and expand their career options. Source: Riverview International. Exhibit 3. Job description and qualifications Senior event manager Riverview Hotels, Riverview International's flagship brand with more than 500 global locations, is advancing the art of hosting so that our guests can travel brilliantly. As a host with Riverview Hotels, you will help keep this promise by delivering premium choices, sophisticated style, and well- crafted details. With your skills and imagination, together we will inRiverviewte and reinvent the future of travel. Prepares all event documentation and coordinates with sales, property departments and customer to ensure consistent, high level service throughout the pre-event, event and post-event phases of property events. This position primarily handles complex events. Ensures a seamless turnover from sales to service back to sales. Recognizes opportunities to maximize revenue by up- selling and offering enhancements to create outstanding events. Supports and acts on behalf of the director of event management or director of event planning and operations in his/her absence. Serves as the client's primary contact (following turnover) on property and is responsible for his/her experience. Core work activities Executing event operations: solves problems and/or suggests alternatives to previous arrangements if necessary; leads pre-event and post-event meetings for assigned groups; . . identifies operational challenges associated with his/her group and works with the property staff and customer to solve these challenges and/or develop alternative solutions; manages customer budgets to maximize revenue and meet customer needs; oversees his/her customer experiences from file turnover through the post-event phase until turnover back to sales; conducts pre- and post-event meetings as required to review/communicate group needs and feedback; manages group room blocks and meeting space for assigned groups; adheres to all standards, policies, and procedures; and celebrates successes and publicly recognizes the contributions of team members. Executing the sales and marketing strategy: up-sells products and services throughout the event process; participates in customer site inspections and assists with the sales process when necessary; and acts as liaison between field sales person and customer throughout the event process (pre-event, event, post-event). Managing profitability: manages revenue and profitability associated with events; forecasts group sleeping rooms and event revenue (catering and audio-visual) for his/her groups; and reviews billing and payments with clients. Providing exceptional customer service: interacts with guests to obtain feedback on product quality and service levels; . handles guest problems and complaints; makes presence known to customer at all times during entire event process;follows up with customer post-event; greets customer during the event phase and hands-off to the event operations team for the execution of details; strives to improve service performance; sets a positive example for guest relations; . . reviews comment cards and guest satisfaction results with associates; and coordinates and communicates verbally and in writing with customer (internal and external) regarding event details. Education and experience High school diploma or GED; two years experience in the event management or related professional area. Or Two-year degree from an accredited university in Hotel and Restaurant Management, Hospitality, Business Administration, or related major; no work experience required. Source: Riverview International Exhibit 4. Senior event manager selection criteria Leadership**. Coach, mentor, and develop others. Excellent customer management/relationship skills. Ability to bring new ideas, inRiverviewtor, creator**. Passion to join/contribute to a high performing team. Ability and desire to take initiative/ownership. Knowledge of hotel industry and intra/inter departmental working relationships. Prior convention hotel event planning experience (social and group). Dependable/reliable/responsive. Team player. Strong communication skills. Strong time/task management/organization skills. Ability and willingness to hold people accountable**. Ability to handle stress. Motivator. Passion for hospitality industry. Ability to manage change. Attention to detail. Ability to manage conflict independently. Strong multi- tasking/productivity skills. Honest/trustworthy. **Per Mary Foster, the top three criteria, based on her e-mail poll of the selection team. Source: Mary Foster, Riverview HotelExhibit 5. Selection criteria definitions and sample interview questions Leadership At Riverview, leadership was defined as including the following behaviors: having concern for employees; communicating with employees; . . . meeting employees needs; developing and recognizing employees; being a hands on manager; . . . setting the pace, being involved in details; . following through; being committed to customers; . keeping units clean and attractive; being courteous and helpful; and providing the best possible products. Source: The Riverview management philosophy: a living tradition of values and beliefs Example behavioral interview questions Have you ever had difficulty getting others to accept your ideas? What was your approach? Did it work? Give an example of a time in which you felt you were able to build motivation among your co- workers or subordinates? What is the toughest group that you ever had to get cooperation from? Describe how you handled it. What was the outcome? Inovation/creativity At Riverview, Inovation and creativity included the following: thinking about better ways to do things; . making suggestions about how to improve the business; and introducing a new, better way of doing things. Source: The Riverview management philosophy: a living tradition of values and beliefs Example behavioral interview questions Can you think of a situation where Inovation was required at work? What did you do in this situation? How did it work out? Describe the most creative work-related project, which you have carried out. There are many jobs in which well-established methods are typically followed. Give a specific example of a time when you tried some other method to do the job. Hold people accountable At Riverview, managers were expected to be willing and able to hold people accountable, including: Making crystal clear what decision each employee is responsible for and what decisions you reserve for yourself. Delegating and holding people accountable for results.Not trying to do an employee's job for him/her. If the employee is unwilling or unable to do the job, counsel and suggest. Or find a job he/she can do. Or terminate. Do not wait, do it now. Source: The Riverview management philosophy: a living tradition of values and beliefs Example behavioral interview questions Give an example of a time when you helped a staff member accept change and make the necessary adjustments to move forward. What were the change/transition skills that you used? Tell us about a specific development plan that you created and carried out with an employee. What was the specific situation? What were the components of the development plan? What was the outcome? Tell me about the last time you gave positive feedback to someone at work. Describe a time when you gave constructive criticism to a peer. Source: Riverview International Exhibit 6. Riverview organization chart General Manager VP of Operations Director of Sales Director of Finance Director of HR and Marketing Heart of House Director of Event Planning, L. Green Director of Event Management, J. Wilson Senoir Banquet Manager, A. Hartnett Senior Event Manager, open Director of Food and Beverage Event Manager, M. Sederas Director of Housekeeping Director of Maintenance and Engineering Director of Security Front of House Front Desk Concierge Spa Source: Mary Foster, Riverview Hotel