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1、Behavioral Interviewfor Management CandidatesP&G8/04InstructionsThis 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
2、 Selection Interviewing reference guide available from your HR or Talent Supply department. P&Gs standard for interviewing includes: a minimum of THREE judgments for each candidate on all Success Drivers; two pieces of evidence for each Success Driver; and a judgment regarding Fit with PVP.For Scree
3、ning Interviews, at least one Success Driver per Power is evaluated and used to represent the Power score.w 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 backg
4、round 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.w Conducting the InterviewIf conducting a panel interview, decide which interviewer will have the lea
5、d role. Interview flow (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 i
6、nformation. 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 ste
7、ps; thank the candidate; escort candidate to next event on schedule.w 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 P
8、owers 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. w The Decision Meeting The Lead Offering Interviewer convenes the meeting of interviewers. Share the conclu
9、sion 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 interv
10、iewer 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
11、is given until each has shared his or her areas of concern. Split panel decisions cannot result in an offer. 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 fina
12、l decision to offer the candidate should take into consideration all available data.Suggested QuestionsThinks and Acts Decisively: Integrates Knowledge and Thinks Strategically, Analyzes Information and Solves Problems, Uses Judgment, Makes Timely DecisionsLeverages Mastery: Applies Mastery, Underst
13、ands the Business, Understands the Organization, Possesses Professional / Technical MasteryInnovates and Reapplies: Innovates Holistically, Creates, Improves Continually, ReappliesLead Questions:Tell me about a time you had a difficult decision to make. How did you go about it? (Thinks and Act Decis
14、ively)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 becau
15、se 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 persons 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 im
