When it comes to an internal affairs investigation, the interview is one of the most important elements. The process of interviewing people can be complicated and intimidating, and it is important to ask the right questions in order to gather accurate information and help resolve the issue. Knowing which questions to ask during an internal affairs investigation can be difficult, so it is important to have an understanding of the most common interview questions. In this blog post, we will discuss the most important questions to ask during an internal affairs interview and provide tips on how to ask them in a professional and effective manner. By the end of this post, you should have a clearer idea of what questions to ask in order to get the most out of your internal affairs interview.
Orlando Police Internal Affairs Interview of Andrew Mamone
Interviews for Top Jobs at Department of Internal Affairs, NZ
Life and Identity Services Officer Interview
I applied in-person. The process took 1 day. I interviewed at Department of Internal Affairs, NZ (Wellington, Wellington)
Interview
You get called in for an Assessment centre first which assesses your facial recognition skills and basic knowledge of notes and emailing. You make a phone call and then panel interview with three people
- Describe a situation in which you had to deal with a challenging customer and how you handled it.
Regulator Interview
I applied online. I interviewed at Department of Internal Affairs, NZ
Interview
Weird to say the least. It started as a STAR model interview. But one of the interviewers, the director of the area I was going into, kept making very complimentary comments about my appearance. I tried to write it off as an attempt at being charming. But it was just weird. I should never have taken the job. Turns out his behaviour forshadowed much creepier stuff to come from him later
- I dont really remember specific questions. It happened a while ago, and I must admit that I found it a little strange.
Team Administrator Interview
I applied online. I interviewed at Department of Internal Affairs, NZ (Auckland, Auckland) in Jul 2022
Interview
Three people in a panel to interview you and the whole interview it felt like an interrogation. The questions made absolutely no sense and for one question I had to ask it to be repeated as the question was so long!! Never ever again will I apply with these guys it is traumatic and daunting. They have their favorites.
- If you don’t use the STAR model to respond to this question, you won’t get the job. Describe how you demonstrated teamwork in your previous role. Describe a time when you disagreed with a coworker. What did you do to resolve it? What was the result.
Receiving a Notice of Investigation
The officer is typically notified in writing by a member of IA in most departments if they are the subject of an internal investigation. Some notices (but not all) include the name of the alleged infraction and the date of the alleged infraction. An example of what a notice of investigation might contain is given below:
Dos and Don’ts for Questioning All Parties
During your investigation, you want to gather as much information as possible while exerting the least amount of effort possible. You must enter the interview meeting with the proper mindset and approach regardless of who you are interviewing.
Everyone has personal biases. It’s up to you to be aware of and account for your own biases. An excellent investigator possesses both the self-awareness and self-control necessary for this task.
When you ask questions about an HR investigation, bear in mind these dos and don’ts.
Do thank the employee. The interviewee gave up time from their day to assist with the investigation, and occasionally they might feel anxious to speak. Thank them for coming, and provide them with comforts like a glass of water or coffee before questioning them.
Don’t ask loaded questions. According to SHRM, “a loaded question is one that assumes a fact that has not yet been established.”
Say, for instance, Shayna claims Brad called her a racial slur. Don’t ask Brad what slur he called Shayna in the interview, assuming he actually said the slur. Say “Share what you talked about with Shayna during your one-on-one meeting” instead. ”.
Do keep your body language objective. A person being interviewed may believe that you are “on their side” or passing judgment on them if you nod or frown in response to their response. Maintain a neutral expression, sit erect, and remain motionless as the employee responds.
Don’t lead the interviewees. Ask questions in a way that doesn’t take sides. Try asking a witness, “Tell me what happened at your team meeting on March 12,” rather than, “You heard Kyle yell at Mary, right?” ”.
Do keep questions simple. Long questions filled with jargon will just confuse your interviewees. Instead of using multi-part questions, use brief inquiries that are intended to gather one detail at a time. You can ask follow-up questions to get more information based on the employee’s response.
Don’t ask questions that assign judgement. Avoid asking interviewees if they saw, experienced, or participated in inappropriate or unusual behavior. They now have the authority to determine whether a behavior fits into one of those categories. Instead, ask objectively about the behavior.
Try asking, “What did you hear Mike say to Isha? Was it sexual in nature?” as opposed to, “Did Mike make an inappropriate remark toward Isha.”
Do build rapport. Employees will be more forthcoming with answers to your HR investigation questions if they believe you. Act amiable, start the interview with some neutral small talk, and use language that makes them comfortable in order to gain their trust (i e. no jargon or buzzwords).
To learn more about how to build and maintain rapport with your interviewees, download this free cheat sheet.
The interview’s final few minutes can occasionally prove to be its most fruitful period.
Gratitude is due to the interviewee for their time and assistance in revealing the truth. Allow silence to permeate the room as you slowly pack up to give the person a chance to provide more details.
Interview subjects have been known to reveal revealing information after the interview when they aren’t being questioned. Investigators shouldn’t pass up this crucial chance to learn more from them.
Whether or not your subject offers additional information at the conclusion of the interview, it’s critical to conclude on a positive note. Express your gratitude for their assistance and give them your contact information in case they have any additional thoughts. They are more likely to assist you in the future if they feel good about the experience and you.
You must also keep your biases in check and adhere to best practices when evaluating the credibility of the subject, the reporter, and the witnesses. Ask some fundamental inquiries unrelated to the incident under investigation before posing the questions outlined above for the HR investigation.
They ought to be benign inquiries with predetermined, factual responses. By doing so, you can create a baseline for evaluating the person’s future behavior, language, and demeanor.
Examples of baseline questions include:
When the interviewee responds to these non-threatening questions, pay attention to their speech patterns, gestures, and level of eye contact. When you inquire about the incident, this enables you to determine whether their behavior has changed.
After your interviews are complete, assess the likelihood that each employee was being truthful. To figure this out, consider:
You may need to schedule a second interview with an employee if you believe their account is not credible. Check to see if they maintain their story and act in the same manner. Ask fresh follow-up questions based on the other interviews in an effort to get them to reveal new or more frank information.
The Internal Affairs Investigator
Understanding the duties of Internal Affairs investigators can help to lessen the frequently antagonistic relationship between IA and the target officer. When officers are given the task of conducting an internal investigation into other officers they have worked alongside for years, they do so reluctantly. Internal Affairs cases are different from civilian investigations. The targeted officer typically possesses a comparable level of legal, investigative, and questioning techniques to the IA investigator (for more information on questioning techniques, see our officers guide to custodial interviews). This can make the investigators job more difficult.
While officers may believe that the Internal Affairs investigator is seeking to determine blame or find fault, this is not their goal; instead, their job is to be completely neutral and free from any bias. The logical conclusion of an objective investigation into a complaint of wrongdoing must be reached. The IA investigator must pursue all lines of inquiry provided by the evidence.
The target officer is frequently exonerated following the Internal Affairs investigation of a serious offense or violation. But the IA investigator never knows what they might discover in advance. Maintaining public confidence in their police force can be aided by an independent IA unit that looks into complaints. The procedure can also spot flaws in departmental training, supervision, or policies.
Every member of the police force has a specific task to complete. Making an Internal Affairs investigation personal is a mistake. Many officers may even find themselves assigned to the position of an IA investigator at some point in their careers. It’s crucial to maintain objectivity and professionalism whether you’re the subject of an investigation or conducting one.
FAQ
What questions are asked in an internal interview?
- What makes this new position within our company appealing to you?
- What’s your favorite part of coming to work every day?
- What could be improved about our business/department to make it more enjoyable?
- Where do you envision yourself in a year from now, at this point in your career?
How do you prepare for an internal interview?
- Re-do your resume. Since obtaining your present position, you most likely haven’t updated your resume.
- Tell your boss. …
- Do your homework. …
- Assess yourself beforehand. …
- Maintain professionalism. …
- Be ready to brag. …
- Don’t shy away from past mistakes. …
- Don’t critique your current job.
How do you answer internal interview questions?
If you discuss your current position in your responses to these questions, be careful not to criticize it, your department, or your supervisor. Instead, concentrate on your abilities and how this new position might use them more effectively for the company’s benefit.
What questions to ask at the end of an interview for an internal position?
- How would you describe the company’s culture? …
- What is your favorite thing about working for this company? .
- Over the next five years, how do you envision this business changing?
- What contribution would the incumbent make to the mission?
