宝洁 PG 基于胜任力面试官评分表

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)

16、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 /

17、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, d

18、ifferent) than before?Leads: Envisions, Engages, Energizes, Enables, ExecutesBuilds Diverse, Collaborative Relationships: Is Inclusive, Collaborates, Partners Externally, Builds Networks, Respects OthersGrows Capability: Learns Continually, Anticipates Capability Gaps, Develops Others, Improves Syst

19、emsLead 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

20、 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)T

21、hink 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.

22、Describe the situation. What did you say or do? What effect did this have on the other persons 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?B

23、uilds 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 o

24、f 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 AwarenessEmbraces Change: Is Open to Change, Initiates Change, Is Flexible / Adaptable, Is VersatileOperates with Di

25、scipline: Focuses on Results, Is Accountable, Has a Scarcity Mindset, Plans and Follows Through, Focuses on PrioritiesLead 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

26、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 recogn

27、ized 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

28、 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? H

29、ow 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)nmlkjThinks and Acts DecisivelyHas insights that most others fail to have. Has an exceptional ability to identify patterns and to connec

30、t different pieces of information. Thinks strategically. Takes a broad view. Considers the full realm of data, experience and expert knowledge in making judgments and decisions. Is decisive with a history of swiftly bringing dilemmas to closure. Has excelled in extremely complex and mentally challen

31、ging work and courses. Draws information from diverse and varied sources. Finds important connections between different pieces of information. Sorts through data, identifies key issues and thinks through alternatives. Recognizes developing problems and handles them. Balances data, judgment and intui

32、tion based on experience and expert knowledge to get decisions made.Fails to recognize even available information that is relevant to an issue. Consistently fails to make connections needed to drive the issue to resolution. Does not have a history of facing and solving significant problems. Could pe

33、rform some basic tasks but would have problems with the complexity in our work and the continual learning required to succeed and grow in our organization.Leverages MasteryIs viewed as a leader in area / field of expertise. Has deep, specialized skills or knowledge and vast practical experience. App

34、lies mastery to real world issues. Demonstrates political savvy and is skillful in navigating informal channels in the organization.Has specialized skills or knowledge and some practical experience in applying this expertise to real world issues. Stays current in area of expertise. Can get things do

35、ne in an organization. Has little or no specialized skills or knowledge. What mastery is apparent is not meaningfully applied to practical issues. Displays no understanding of how to get things done in an organization. Innovates and ReappliesDisplays insatiable, boundless curiosity. Strives for know

36、ledge and ideas from all directions and all sources to supplement and facilitate own personal creativity. Constantly seeks out and finds new improvement opportunities. Needs to know how things really work. Pulls together and recombines knowledge to create new insights. Recognizes and champions great

37、 ideas of others. Looks to multiple sources for new ideas and develops ideas into workable solutions. Goes beyond accepted ideas to generate new ways to get better results. Creates an environment in which others feel free to express their ideas. Searches out and reapplies proven ideas. Uses imaginat

38、ion. Tends to think with a narrow view. Is not comfortable with novel approaches. Fails to recognize the value of old ideas applied to new problems. Often links problem definitions and solutions to past successes. Follows precedent rather than finding solutions that fit the situation. Lacks out-of-t

39、he-box thinking.nmlkjLeadsHas the unusual ability to sense when a change of direction is needed and moves quickly to make it happen. Is a major factor in mobilizing people to follow a new direction. Is effective in managing complex organizations and making decisions that impact how well they achieve

40、 their goals. Has more leadership experience than most applicants.Recognizes opportunities and forms a vision of what can be achieved. Sets direction and captures the commitment of others. Creates an environment for others to contribute fully. Is a champion of ideas and of people. Tends to be a memb

41、er rather than a leader of groups. Prefers coordination roles that require planning or administrative skill more than leadership. Tends to rely on others foresight and vision. Is resistant to engage others. Takes already established direction as basis for goals.Builds Diverse, Collaborative Rel.Is a

42、 champion for diversity. Takes personal responsibility to build diverse and inclusive environments. Is a role model for recognizing and valuing diversity in others. Collaborates effectively and enthusiastically across geographic and organizational boundaries. Partners externally to form mutually ben

43、eficial relationships; comes to common ground for win-win solutions. Is genuinely concerned for the welfare of others; displays compassion and consideration for others.Builds diverse relationships based on visible differences and differences in styles, thinking, and approaches. Recognizes and values

44、 the perspective and thinking provided by people of different backgrounds and cultures. Collaborates effectively within geographic and organizational boundaries. Partners externally. Networks with others for learning, sharing, and benchmarking. Is sensitive to the needs and feelings of others. Treat

45、s others with dignity and respect. Prefers working alone. Has trouble building and maintaining relationships. Does not understand the value of diversity when building teams and forming relationships. Is internally focused and relies only on the resources and knowledge that are close at hand. Does no

46、t demonstrate sensitivity to the needs and feelings of others. Grows CapabilitySearches proactively and broadly, both internally and externally, for knowledge and learning opportunities to grow personal capability. Anticipates and addresses capability gaps to prepare for future challenges. Actively

47、coaches and mentors others to bring out their best. Shares knowledge, skills and experience with the goal of raising the competence level of the group. Finds ways to institutionalize learning through improved systems.Learns from successes and failures. Pursues learning and self-development opportuni

48、ties. Builds skills and gathers knowledge that will be needed for the short term. Reinforces existing capability to sustain current results. Shares knowledge, skills, and experience with others. Improves systems to meet current and future needs.Fails to recognize the importance of learning as a key

49、ingredient for current and future success. Has a narrow range of knowledge, skills, and experiences. Has no history of sharing learnings with others. Does not look to improve the current state of systems or processes.nmlkjIn TouchActively listens to learn and understand. Understands, appreciates, an

50、ticipates, and responds to needs of key stakeholders. Consistently searches for external perspectives and actively incorporates them into systems and processes. Gets in touch with reality. Is keenly aware of the needs, perspectives and motivations of others. Acknowledges, understands and leverages o

51、wn strengths and limitations.Listens to learn. Seeks out and brings in external concepts, learnings, and insights. Keeps up to date with current thinking, issues, and trends. Takes personal responsibility for knowing what colleagues and associates value most. Is aware of own strengths and limitation

52、s.Is generally self-absorbed. Is more concerned with expressing own ideas than listening and learning from others. Has difficulty understanding and accepting external ideas. Does not keep current on important trends and issues. Is unaware of own strengths and opportunity areas. Embraces ChangeCelebr

53、ates change as an opportunity to grow, develop, and improve. Effectively integrates change into ongoing operations by matching the scale of change with timing requirements. Anticipates changing conditions and works to lead change. Uses broad and varied interpersonal and business-related skills to ma

54、nage ambiguity for themselves and others.Seeks out and accepts new ideas, experiences, opportunities, and ways of doing things.Has a healthy dissatisfaction with the status quo. Initiates and manages meaningful change. Is versatile - possesses broad and varied skills. Is flexible, adaptable, and res

55、ponsive. Adjusts to fit with changing conditions.Is most comfortable with the status quo. Avoids ambiguity. Is resistant and anxious in the face of change. Resists new situations. Would prefer others to initiate change efforts. Is slow to adapt to changing conditions. Operates with DisciplineActs with a sense of urgency and determination, always with the end result in mind. Displays a bias toward action. Takes ownership of the work and accepts full accountability for results. Approaches and completes work with the fewest resources necessary to achieve exceptional resul