checklist of interview questions for ceo

8/13/2019 Checklist of Interview Questions for CEO

1/4

Checklist of Interview Questions for Top Management Team:

1. What are the key Business drivers for NALCO in current Scenario?A. The key business drivers for NALCO in current Scenario are:

To maximize value and long term return to share holders through a strategy of newinvestments, cost competitive mines and business driven by the quality of products

and services.

To develop a powerful scientific and technical base. Apart from investments involume growth, the company shall substantially finance R&D and modernization of

facilities, laboratories, achieving improvements in the quality of products and

satisfying customer demands.

Be able to influence design of products and by working with users ensure thatcustomers get what they "need" rather than what they "want"

2. What are the key competencies that NALCO possesses that differentiates itselffrom its competitors?

3. What are going to be the major Business Drivers for the future? A.

to achieve annual turnover of over ` 25,000 crore by 2020. to achieve annual production of 1.7 million ton Aluminum and 4 million ton Alumina

by 2020. to transform from being only an aluminum producer to become a metal producer

and energy provider.

to venture into new fields of activity beyond Aluminum by setting up at least twodiversified projects by 2016.

to target at least one 1000 MW IPP by 2016. to adopt main strategic priorities aimed at end user orientation

4. What are the traits that will decide the fate of NALCO in future scenario?

5. What is going to be the scenario of Almunium Industry in the next 10 years?A. Aluminium is the most abundant metal in the earths crust. It ranks second, next

only to Iron. Aluminium product characteristics such as lightweight, strength, moderate

melting point, ductility, conductivity and corrosion resistance will continue to be in demand

well into the future.


2/4

6. How do you envisage NALCO to be 7 years down the line in terms of its structureand performance?

International Competition

o increased value-added manufacturing operations.o Increased production of alumina, primary and semifabricated aluminum, andaluminum end products.o New manufacturing operations will be located near customers, suppliers and

partners as traditional political boundaries are overcome by competitive

economic necessities

7. What are the changes that NALCO has to undergo to resist against challenges?o Technological ProgressEfforts in finding more revolutionary primary metal

production technology have been ongoing for half a century but a breakthroughhas yet to be achieved.

o Energy and Resource UseThis is a constant challenge to the industry going forward.o Waste Minimization and EliminationResearch on minimizing large-quantity

process waste has been ongoing for decades, but practical solutions have yet to

be found.

o Business OperationsA responsible supply chain management and product postsalestracking system have yet to be established, and there is potential for improvement with

regard to setting clear targets for resource efficiency and waste reduction.

o Product End-of-LifeChallenges include implementing design for recyclingand incentives for recycling, as well as instilling a better understanding of

recycling. These are challenges not only for the aluminum industry, but also the

general public and policy makers.

o Periodic cycles of oversupply may continue to impact the Aluminum Industry from timeto time, especially as geopolitical restructuring continues, the industry has reacted to

such challenges by deferring expansions and shutting down smelter capacity, either

temporarily or permanently

8. What are the key positions that will decide the success of the Coromandel?Chief Executive Officer (CEO) or President

Chief Operating Officer (COO), Vice President of Operations or General ManagerVice President of Marketing or Marketing Manager

Chief Financial Officer (CFO) or Controller

Vice President of Production or Production Manager

Operations manager

9. What are the Competencies they should possess to deliver on Businessexpectation?


3/4

Position Competencies

a. Chief Executive Officer (CEO) orPresident

o Vision Settingo Planningo Governanceo

Decision making

o Collaboration/ Partnershipo Communication

b. Chief Operating Officer (COO),Vice President of Operations or

General Manager

o Planningo Technical Skillo Financial Acumeno Regulatory And Safety Complianceo Rewarding And Motivatingo Delegating And Directing

c. Vice President of Marketing orMarketing Manager

o Channel Managemento Corporate Advertisingo Event Managemento Market Research & Analysiso Marketing Communicationso Marketing Strategy & Planningo Measurement & Controlo Positioning & Brandingo Product Development

d. Chief Financial Officer (CFO) orController

o Strategy And Innovationo Leadership And Managemento

Corporate Reporting

o Sustainable Management Accountingo Financial Managemento Audit And Assuranceo Taxation.

e. Vice President of Production orProduction Manager

o planning and organizingo estimating, negotiating and agreeing

budgets and timescales with clients

and managers

o interpersonal skillso

team working skillso problem solving skills

f. Operations manager o Leading changeo Talent managemento Financial acumeno Building strategic relationso Achieving market growtho Influencing & negotiatingo Thinking strategically


4/4

10.What value proposition NALCO is envisaging to give to its all stakeholders?11. Across the Board what are the competencies you want employee of NALCO to

possess?

checklist of interview questions for ceo

Documents