寶潔 P&G 基于勝任力面試官評(píng)分表 免費(fèi)

8/04 Behavioral Interview for Management Candidates P&G

　　Instructions

　　This Interview Guide is intended for the comprehensive interviews that are part of P&Gs Success Drivers Selection System for selecting Management new hires. More detailed instructions and guidelines are provided in The Best Practices in Selection Interviewing reference guide available from your HR or Talent Supply department.

　　P&G|s standard for interviewing includes:

　　| | two pieces of evidence for each Success Driver; and

　　| a judgment regarding Fit with PVP.

　　For Screening Interviews, at least one Success Driver per Power is evaluated and used to represent the Power score.

　　| Preparing for the Interview

　　| Allot sufficient time for the interview.

　　| Review the Success Drivers model and the rating scales for each Success Driver.

　　| Review the candidates application and background information.

　　| Select or develop lead and probing questions based on background information and Success Drivers.

　　| Note questions and background information on Gathering Evidence page of this form.

　　| Conducting the Interview

　　If conducting a panel interview, decide which interviewer will have the lead role. (responsibility of the Lead Interviewer if conducting a panel interview)

　　| Opening: Welcome, Introductions, “Small talk”

　　| Agenda: Explain the purpose and flow of the interview and role of the other interviewers.

　　| Getting Information (Resume/CV): Probe more deeply into background information.

　　| Getting Information (Success Drivers): Probe each Success Driver rotating questions among the Power areas.

　　| Giving Information (Candidate Q&As): Conclude the gathering evidence portion of the interview; ask the candidates if he/she has any questions.

　　| Next Steps (Closing): Outline next steps; thank the candidate; escort candidate to next event on schedule.

　　| Evaluating the Interview

　　| Immediately following the interview, review the evidence collected.

　　| Use the Rating Scale to make a rating for each Success Driver.

　　| Record the rating and sum ratings within each Power area.

　　| Sum across all Powers and convert total score a band score.

　　| Make judgment of PVP fit and record evidence on summary page.

　　| Check results against the guidelines for an offer and provide a hiring recommendation.

　　| The Decision Meeting

　　| The Lead Offering Interviewer convenes the meeting of interviewers.

　　| Share the conclusion of each interviewer.

　　| If all interviewers say “Yes,” each interviewer should still share any concerns.

　　| If all interviewers say “No,” each interviewer quickly summarizes his/her point of view on the candidate, just to clarify/calibrate.

　　| When there are mixed votes, proceed as follows:

　　o Each interviewer focuses on demonstrated behaviors in the Success Drivers in question.

　　o Additional information (e.g., PVP Fit, retention issues, etc.) may be discussed at this point in the meeting. o The “No” voter lists the Success Drivers where he/she has given a “1” or “2” rating. No additional explanation However, interviewers may change their mind after discussion and may record their new evaluation on the

　　form. At the end of the process, if all votes are “yes,” an offer can be made.

　　| The final decision to offer the candidate should take into consideration all available data.

　　Suggested Questions

　　Thinks and Acts Decisively: Integrates Knowledge and Thinks Strategically, Analyzes Information and Solves Problems, Uses Judgment, Makes Timely Decisions

　　Leverages Mastery: Applies Mastery, Understands the Business, Understands the Organization, Possesses Professional / Technical Mastery Innovates and Reapplies: Innovates Holistically, Creates, Improves Continually, Reapplies

　　Lead Questions:

　　Tell me about a time you had a difficult decision to make. How did you go about it| (Thinks and Act Decisively)

　　Tell me about a time when you had a difficult problem to solve. How did you go about solving it| (Thinks and Act Decisively)

　　Tell me about a time when you applied your expertise to accomplish something significant. (Leverages Mastery)

　　Tell me about a time when others used you as a resource because of your expertise. (Leverages Mastery)

　　Tell me about a time when you developed a new approach or offered a new idea that led to the success of a project. (Innovates and Reapplies)

　　Describe a time when you recognized another person|s great idea and helped to move it forward. (Innovates and Reapplies)

　　Probes:

　　Thinks and Acts Decisively

　　| What information did you consider and how did

　　you integrate it| | What strategy did you use| | How did you identify the important issues| | How did you use your experience and expertise

　　to arrive at a decision or judgment|

　　Leverages Mastery

　　| How did you use your training / technical

　　knowledge / professional background to work through the problem| | How did you use your knowledge of the group or

　　organization to achieve the result|

　　Innovates and Reapplies

　　| What were some of the “out of the box” ideas

　　you considered|

　　What did you do that was better (bigger, faster, smarter, different) than before|

　　Leads: Envisions, Engages, Energizes, Enables, Executes

　　Builds Diverse, Collaborative Relationships: Is Inclusive, Collaborates, Partners Externally, Builds Networks, Respects Others Grows Capability: Learns Continually, Anticipates Capability Gaps, Develops Others, Improves Systems

　　Lead Questions:

　　Tell me about a time when you envisioned a better outcome and energized others to achieve the desired results. (Leads)

　　Tell me about a time when you were able to step into a group, take charge, get support, and bring about excellent results. (Leads)

　　Give me an example of when you had to work with others to accomplish something important. (Builds Diverse, Collaborative Relationships)

　　Tell me about a time when you were able to develop and maintain productive relations with others even though they may have had differing points of view. (Builds Diverse, Collaborative Relationships)

　　Think about the last time you had to teach someone how to do something. Describe the situation. How did you teach them| Which of the things you did was most effective| Least effective| (Grows Capability)

　　Think about a time when you were helping someone who was having difficulty doing a job correctly. Describe the situation. What did you say or do| What effect did this have on the other person|s behavior| (Grows Capability)

　　Probes:

　　Leads

　　| What role did you have in setting the direction| | How did you coordinate the work and roles| | What vision did you start with| | How did you engage others in the work|

　　Builds Diverse Collaborative Relationships

　　| How did you work with others to deliver the

　　results| | How was conflict handled in the group|

　　Grows Capability

　　| What did you learn from the experience| | How did you apply the learning to other

　　situations| | How did you ensure that others in the group

　　were capable of doing the work| | How did you monitor and recognize capability

　　gaps|

　　In Touch: Listens to Understand, Connects, Focuses Externally, Turns Insights into Action, Is Aware, Possesses Self Awareness Embraces Change: Is Open to Change, Initiates Change, Is Flexible / Adaptable, Is Versatile

　　Operates with Discipline: Focuses on Results, Is Accountable, Has a Scarcity Mindset, Plans and Follows Through, Focuses on Priorities

　　Lead Questions:

　　Give me an example of when your ability to listen well helped you to understand something from a different perspective. (In Touch)

　　Tell me about a time when being more aware of what is going on would have helped to solve a problem. (In Touch)

　　Tell me about a time when you had to be more flexible than usual because of a change that was going on around you. Describe the situation. How did you handle the situation| (Embraces Change)

　　Tell me about a time when you recognized that a change in direction or strategy was needed. What did you do| (Embraces Change)

　　Tell me about a time when you approached your work with a mindset of having limited resources. What did you do|(Operates with Discipline)

　　Tell me about a time you had to work quickly to meet a deadline. What did you do to make sure you would meet the deadline| (Operates with Discipline)

　　Probes:

　　In Touch

　　| What did you do to stay in touch with the

　　situation| | What strengths or limitations did you recognize

　　about yourself in that situation|

　　Embraces Change

　　| How did your attitude toward change impact the

　　outcome| | How did you manage the change|

　　Operates with Discipline

　　| What process did you use to get the work done| | How did you set priorities|

　　Rating Scale (Managerial Candidates)

　　Gathering Evidence

　　Candidate Name: ___________________________________

　　Thinks and Acts Decisively

　　| 5 | 4 | 3 | 2 | 1 Notes & Evidence (CAR):

　　Leverages Mastery

　　| 5 | 4 | 3 | 2 | 1

　　Innovates and Reapplies

　　| 5 | 4 | 3 | 2 | 1

　　Leads

　　| 5 | 4 | 3 | 2 | 1 Notes & Evidence (CAR):

　　Builds Diverse, Collaborative Relationships | 5 | 4 | 3 | 2 | 1 Grows Capability | 5 | 4 | 3 | 2 | 1

　　In Touch

　　| 5 | 4 | 3 | 2 | 1 Notes & Evidence (CAR):

　　Embraces Change

　　| 5 | 4 | 3 | 2 | 1

　　Operates with Discipline

　　| 5 | 4 | 3 | 2 | 1

　　Concern about Fit with PVP| Notes & Evidence: Based on evidence, this candidate will:

　　- act with integrity;

　　- behave as an owner of the Company.

　　- respect others and create an environment of collaboration and trust.

　　Success Drivers Behavioral Interview

　　Interview Assessment Summary

　　Confidential

　　Sum = Sum = Sum =

　　1. Thinks and Acts Decisively 2. Leverages Mastery

　　3. Innovates and Reapplies

　　4. Leads

　　5. Builds Diverse, Collaborative Rel. 6. Grows Capability

　　7. In Touch

　　8. Embraces Change 9. Operates with Discipline

　　Power Sum Score

　　| 5 | 5 | 5

　　| 4 | 4 | 4

　　| 3 | 3 | 3

　　| 2 | 2 | 2

　　| 1 | 1 | 1

　　| 5 | 5 | 5

　　| 4 | 4 | 4

　　| 3 | 3 | 3

　　| 2 | 2 | 2

　　| 1 | 1 | 1

　　| 5 | 5 | 5 | 4 | 4 | 4

　　Total Recruiting Quality Score (RQS):

　　Recruiting Quality Band (RQB):

　　| 3 | 3 | 3 | 2 | 2 | 2 | 1 | 1 | 1

　　10. Do you have concerns about this candidate’s fit with our PVP| | Yes | No

　　Explain (mandatory if ‘yes’): _______________________________________________________________________________

　　: (e.g., overall assessment, achievements, issues with retention, conflict of interest, or language skills)

　　Interviewer Name: __________________________________Function: __________________________E-mail: ___________________

　　INTERVIEWERS SIGNATURE DATE

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