Page 261 - The Toyota Way Fieldbook

Chapter 10. Develop Leaders Who Live Your System 237

◆ Critical thinking
◆ Communication skills (verbal and written)

Finally, those who passed were scheduled for an interview. This was not
an ordinary individual interview, but a group interview. Representatives
from each manufacturing department reviewed candidate scores and
applications, and those who were interested in a candidate participated
in the interview.

The questions were specific in nature, asking for actual examples from
past experience. This process was referred to as “targeted selection”
because the aim was to identify and target specific skills and behaviors
from the past experiences (see Chapter 11 for additional examples of
this process). The idea is that specific examples of past behavior and
ability will be a good indicator of future performance and ability. These
were not simple questions like, “How do you think you did on that
project.” They were oriented to past action. Questions such as, “Tell me
about a time when you recognized a problem on your job.” “What was
the problem?” “How did you recognize the problem?” “What did you
do?” (Specifically—such as, “Who did you tell?” and “Did you offer a
solution?” and “If so, what was it?”) These questions were designed to
determine a person’s propensity to identify issues, and to be proactive
and solution-oriented. They also look at “protocol.” For example: “Did
you notify the appropriate people or act without guidance?” “Did you
work with others or simply work alone?” (Neither was necessarily the
best answer to this, but generally people who worked well with others
were preferred.)
Skilled trades applicants who passed the NOCTI exam (to test technical
knowledge) also completed the day-of-work assessments and were
scheduled for additional specific practical tests, such as welding,
electronics, electrical, hydraulic, and pneumatic skills. These were actual
hands-on tests to verify technical skills.
The total time for this process (not including driving time) was approxi-
mately 40 hours. Then, if Toyota was interested in making a job offer,
a thorough physical and drug screen was done (another four hours!)
prior to an actual commitment.

Developing Leaders

You may not be able to devote the amount of time Toyota devoted to the lead-
ership selection process (Toyota did receive aid from the State Employment
Service as part of the incentive package), but you should be able to draw from
the ideas. The role of the leader is more than that of someone who knows the
“job” and can do the duties. The leader must possess additional skills. If you