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BehavioralInterviewforManagementCandidatesP&G8/04InstructionsThisInterviewGuideisintendedforthecomprehensiveinterviewsthatarepartofP&G'sSuccessDriversSelectionSystemforselectingManagementnewhires.MoredetailedinstructionsandguidelinesareprovidedinTheBestPracticesinSelectionInterviewingreferenceguideavailablefromyourHRorTalentSupplydepartment.P&G’sstandardforinterviewingincludes:aminimumofTHREEjudgmentsforeachcandidateonallSuccessDrivers;twopiecesofevidenceforeachSuccessDriver;andajudgmentregardingFitwithPVP.ForScreeningInterviews,atleastoneSuccessDriverperPowerisevaluatedandusedtorepresentthePowerscore.PreparingfortheInterviewAllotsufficienttimefortheinterview.ReviewtheSuccessDriversmodelandtheratingscalesforeachSuccessDriver.Reviewthecandidate'sapplicationandbackgroundinformation.SelectordevelopleadandprobingquestionsbasedonbackgroundinformationandSuccessDrivers.NotequestionsandbackgroundinformationonGatheringEvidencepageofthisform.ConductingtheInterviewIfconductingapanelinterview,decidewhichinterviewerwillhavetheleadrole.Interviewflow(responsibilityoftheLeadInterviewerifconductingapanelinterview)Opening:Welcome,Introductions,“Smalltalk”Agenda:Explainthepurposeandflowoftheinterviewandroleoftheotherinterviewers.GettingInformation(Resume/CV):Probemoredeeplyintobackgroundinformation.GettingInformation(SuccessDrivers):ProbeeachSuccessDriverrotatingquestionsamongthePowerareas.GivingInformation(CandidateQ&As):Concludethegatheringevidenceportionoftheinterview;askthecandidatesifhe/shehasanyquestions.NextSteps(Closing):Outlinenextsteps;thankthecandidate;escortcandidatetonexteventonschedule.EvaluatingtheInterviewImmediatelyfollowingtheinterview,reviewtheevidencecollected.UsetheRatingScaletomakearatingforeachSuccessDriver.RecordtheratingandsumratingswithineachPowerarea.SumacrossallPowersandconverttotalscoreabandscore.MakejudgmentofPVPfitandrecordevidenceonsummarypage.Checkresultsagainsttheguidelinesforanofferandprovideahiringrecommendation.TheDecisionMeetingTheLeadOfferingInterviewerconvenesthemeetingofinterviewers.Sharetheconclusionofeachinterviewer.Ifallinterviewerssay“Yes,”eachinterviewershouldstillshareanyconcerns.Ifallinterviewerssay“No,”eachinterviewerquicklysummarizeshis/herpointofviewonthecandidate,justtoclarify/calibrate.Whentherearemixedvotes,proceedasfollows:oEachinterviewerfocusesondemonstratedbehaviorsintheSuccessDriversinquestion.oAdditionalinformation(e.g.,PVPFit,retentionissues,etc.)maybediscussedatthispointinthemeeting.oThe“No”voterliststheSuccessDriverswherehe/shehasgivena“1”or“2”rating.Noadditionalexplanationisgivenuntileachhassharedhisorherareasofconcern.Splitpaneldecisionscannotresultinanoffer.However,interviewersmaychangetheirmindafterdiscussionandmayrecordtheirnewevaluationontheform.Attheendoftheprocess,ifallvotesare“yes,”anoffercanbemade.Thefinaldecisiontoofferthecandidateshouldtakeintoconsiderationallavailabledata.SuggestedQuestionsThinksandActsDecisively:IntegratesKnowledgeandThinksStrategically,AnalyzesInformationandSolvesProblems,UsesJudgment,MakesTimelyDecisionsLeveragesMastery:AppliesMastery,UnderstandstheBusiness,UnderstandstheOrganization,PossessesProfessional/TechnicalMasteryInnovatesandReapplies:InnovatesHolistically,Creates,ImprovesContinually,ReappliesLeadQuestions:Tellme...