Maintenance Supervisor applicants have rated the interview process at Conagra Brands with 2.7 out of 5 (where 5 is the highest level of difficulty) and assessed their interview experience as 100% positive. To compare, the company-average is 59.8% positive. This is according to Glassdoor user ratings.
Candidates applying for Maintenance Supervisor roles take an average of 21 days to get hired, when considering 3 user submitted interviews for this role. To compare, the hiring process at Conagra Brands overall takes an average of 26 days.
Common stages of the interview process at Conagra Brands as a Maintenance Supervisor according to 3 Glassdoor interviews include:
Group panel interview: 38%
Phone interview: 25%
Drug test: 13%
One on one interview: 13%
Background check: 13%
Here are the most commonly searched roles for interview reports -
I applied online. I interviewed at Conagra Brands (Troy, OH)
Interview
Was a internal transfer to a different plant, and was very well done. I did a phone interview with the plant engineer first, then we scheduled a face to face. during the face to face I was given a plant tour met my counter parts and interviewed by the plant engineer, maintenance manager and the plant manager. Three weeks later I was offered the position and we scheduled the transfer date.
I applied through a recruiter. The process took 3 weeks. I interviewed at Conagra Brands (Russellville, AR) in Feb 2017
Interview
First interview was with Lucas Group at a hiring conference. I was asked to do an onsite interview in Russellville, AR and they paid for the hotel. First interview was with HR, second included plant tour and 2 panel interviews.
Interview questions [1]
Question 1
How do you influence someone to do something he/she doesn't want to do?
I applied through a recruiter. The process took 3 weeks. I interviewed at Conagra Brands (Raleigh, NC) in May 2009
Interview
Questions started with how I dealt with employees and problems, discipline, training, development. But most questions focused on background experience with SAP, and managing safety program and training for maintenance. I gave numerous examples on how I previously drew people into SAP process, reinforced documentation, and disciplined those who dragged feet about change. Also gave detailed examples of balancing positive involvement vs. the disciplinary process to overcome resistant Shop Floor leaders. Examples were good enough that each panel member asked for more.
Interview questions [1]
Question 1
How do we know you can develop people and manage their safety to get results?