Orange County NC Website
Browse       Search
3 <br /> 074 <br /> 1. The investigation should seek to determine each applicant's <br /> strengths and weaknesses from persons who have supervised, <br /> taught, worked with, or been supervised by the applicant. <br /> 2. The investigation should also verify previous training and <br /> experience. The investigation should determine why each <br /> applicant left previous positions. Did the applicant move to a <br /> more responsible position? Was the applicant fired? Did the <br /> applicant move because discharge was imminent? Under the <br /> circumstances is the fact that the applicant was fired or would <br /> have been fired a positive or negative consideration? <br /> D. The screening committee may be asked to interview a number of <br /> applicants in order to reduce the applicants to a limited number of <br /> finalists or the governing body may interview the applicants. <br /> VII. Interview. The most promising applicants should be invited for an <br /> interview at the expense of the governing body. Applicants not <br /> presently employed by the governmental unit might be mailed a copy of <br /> the budget, annual report, and other pertinent documents at the time <br /> they are requested to come for an interview. Each applicant should <br /> also be furnished with a statement of the duties of the position and <br /> the expectations of the governing body if this has been prepared. <br /> A. Each applicant should talk with the governing body as a group. All <br /> information about the candidates including their names and <br /> backgrounds should be treated confidentially and nothing should be <br /> released to the press at the time of these interviews. <br /> B. In the interview, the applicant should be welcomed and put at <br /> ease. The interview should be used to supplement the information <br /> already known about the applicant. Such supplemental information <br /> might include the following: <br /> 1. The applicant's view of local government. <br /> 2. His or her ideas as to the role of the governing body, the <br /> manager, and department heads. <br /> 3. How he or she has handled difficult situations in the past in <br /> planning and coordinating diverse public service programs, in <br /> resolving problems between departments or with other <br /> jurisdictions, in developing new or innovative approaches to <br /> problems, or in making decisions. <br /> 4. The applicant's emotional maturity and how he or she gets along <br /> with superiors, department heads, immediate staff, the press, <br /> and the public should be investigated with great care. <br /> 5. The governing body should feel free to ask the applicant any <br /> question which might offer insight into his or her knowledge, <br /> skills, and abilities and especially character and emotional <br />