Skip to the content

Kansas State University

Employment Services
Division of Human Resources
Kansas State University
103 Edwards Hall
Manhattan, KS 66506
785-532-6095 (fax)
8 a.m. - 5 p.m. (CST)

Job Line

(785) 532-6271

Download the Adobe Acrobat Reader to access PDF documents.

Veterans' Preference

Veterans' Preference Applicants who score in all areas of preferred criteria are entitled to an interview regardless of their score on the initial screening document.

Changes to the State's Veterans' Preference policy as authorized by 2008 Substitute for House Bill 2562 became effective on July 1, 2008. They are summarized below.

*New provisions for Veterans' Preference - (K.A.R. **1-6-21)***

Effective immediately for all classified positions eligible for Veterans' Preference.

  • Provisions now include the *spouse* of Veterans who are determined eligible for Veterans' Preference in accordance to the State of Kansas Veterans' Preference policy, K.S.A. 73-201. This provision applies to the spouse of a disabled Veteran, spouse of a POW or unmarried spouse of a deceased Veteran.
  • Within 30 calendar days of filling a position, applicants with "Veterans' Preference Verified" indicated on the Applicant Summary must be notified by *certified mail* if they were not selected for the position.
  • Only those applicants certified as Veterans who meet both the minimum requirements and the preferred selection criteria for the position are required to be offered an interview and considered for the position.
  • Criteria used to determine whether an applicant is qualified for the position must be signed and dated by the Appointing Authority or the Appointing Authority's designee.
Kansas Employee Preference

Employees who have been laid off after June 8, 2002, are eligible for Kansas Employee Preference. If a classified employee who has been laid off meets the minimum requirements for a vacant position and they present a copy of their Kansas Employee Preference letter to the Division of Human Resources, recruitment will cease and the individual will be entitled to claim the position.

Related Information

Related Resources

The Effects of Behavioral Interviewing

Have you ever hired someone who interviewed well, but proved to be a disappointing performer? Ever wish you could predict a job candidate's performance before making a hiring decision? Well, now you can by using a technique known as behavioral interviewing.

Statistics show that behavioral interviewing is five times more accurate than the traditional interview style for choosing the right candidates. Utilizing proper interviewing and selection techniques can save your organization hundreds of dollars per year. It will also help you avoid other outcomes of mis-hires including low employee moral, poor productivity, lost customers, and reduced profit margins.

Behavioral interviews are based on the premise that past behavior predicts future behavior. This comprehensive process uses carefully structured, in-depth questions to gather and evaluate information on a candidate's experience and skills. This technique helps predict employee performance and reduce subjectivity when making a selection.

Developing a Behavioral Interview

Many companies are now using the behavioral interviewing techniques to select candidates whose skills and personalities fit both the job and the company's values. Although behavioral interviewing is more time-consuming than traditional interviewing techniques, it is a better predictor of a person's ultimate success on the job. Here are the six steps you should follow in preparing to present a behavioral interview to a potential job candidate:

  1. Analyze the job. Break down each position into the competencies and behaviors needed to be successful at that job. For example, a candidate may require technical skills, people skills, customer orientation, personal integrity and emotional maturity.
  2. Identify skills within each competency category. Once the competencies are determined, identify the necessary skills within each category. Competency in technical skills, for example, might include technical proficiency, work experience, education credentials, adaptability, and the ability to be promoted.
  3. Develop questions relating to each skill, competency and behavior. The next step is to prepare two or three appropriate questions for each of the skills, competencies and behaviors identified. For the first skill, technical proficiency, you might ask: "Having the ability to operate an ZYX machine is a specific skill that we're looking for. Give me an example of when you operated an XYZ machine." Another question might be: "What are the most difficult parts of learning to operate an ZYX machine?"
  4. Conduct the Interview. Ask the questions you've developed—in sequence—to each candidate. Make sure that you keep good notes on each candidate's responses to the question.
  5. Rank the response. For each question, rank the candidate's response. Candidates could be ranked using a scale from "not demonstrated" to "partially demonstrated" to "strongly demonstrated" - for each skill.
  6. Evaluate the results. Compare each candidate's responses to your company's needs. If you're interviewing several people, compare your results. Once you become proficient in this technique you can increase your luck and find an ideal candidate who will strongly demonstrate each of the skills and competencies that you're looking for.

Top of page

Sample Behavioral Interview Questions

Here are some sample behavioral interviewing questions on topics in these areas:

  1. Communication
  2. Decision Making
  3. Initiative
  4. Planning and Organization
  5. Flexibility
  6. Leadership
  7. Time Management

Careful preparation is the key to giving an effective behavioral interview. Make sure that you are thoroughly prepared well in advance.

  • Give me a specific example of a time when a co-worker critized your work in front of others. How did you respond? How has that event shaped the way you communicate with others?
  • How do you ensure that someone understands what you are saying?
  • Tell me about a time when you had to present complex information.
  • Tell me about a time in which you had to use your written communication skills in order to get across an important point.
Decision Making
  • Give me an example of a time you had to make a difficult decision.
  • Describe a specific problem you solved for your employer. How did you approach the problem? What role did others play? What was the outcome?
  • Give me an example of when taking your time to make a decision paid off.
  • What did you do to prepare for this interview?
  • Give me an example of a situation that could not have happened successfully without you being there.
Planning and Organization
  • Describe a situation when you had many projects due at the same time. What steps did you take to get them all done?
  • How do you determine priorities in scheduling your time? Give me an example.
  • Describe a time where you were faced with problems or stresses that tested your coping skills.
  • Describe a time when you put your needs aside to help a co-worker understand a task. How did you assist them? What was the result?
  • Tell me about a time when you influenced the outcome of a project by taking a leadership role.
  • Give me an example of when you involved others in making a decision.
Time Management
  • Tell me about a time when you failed to meet a deadline. What things did you fail to do? What were the repercussions? What did you learn?
  • Tell me about a time when you were particularly effective on prioritizing tasks and completing a project on schedule.