Talent Assessment Booklet-V10

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    Talent Selection Process

    Inormation or interviews: Defnitions,Questions and Rating Scales*

    *connectedthinking

    2007 PricewaterhouseCoopers LLP. All rights reserved. PricewaterhouseCoopers reers

    to PricewaterhouseCoopers LLP (a Delaware limited liability partnership) or, as the context

    requires, the PricewaterhouseCoopers global network or other member frms o the network,

    each o which is a separate and independent legal entity. *connectedthinking is a trademark o

    PricewaterhouseCoopers LLP (US). FP-08-0047-A

    pwc.com

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    01 Competency deinitions: overview

    03 Competency deinitions and rating scales: detail We invest in relationships

    We share and collaborate

    We put ourselves in each others shoes

    We enhance value (through quality)

    23 Competency interview questions Entry-level candidate

    Experienced candidate below manager

    Experienced candidate manager and above

    41 Assessing a candidates it with a proessionalservices culture

    The goal o our Talent Selection process is to help

    us make the best decisions so that we continue

    to hire the very best people -- both externally and

    internally. We believe that utilizing a practical,

    consistent approach, and behavior-based

    interviewing techniques, will signiicantly improve our

    hiring decisions and contribute to the Firms overall

    retention goals.

    This booklet has been designed to align our core

    competencieswhich describe the knowledge and

    behaviors associated with success in the Firmto

    our Behaviorsthe qualities and actions we expect

    our partners and sta to exhibit every day. The

    questions in this booklet are designed to help you

    make decisions based on whether you believe a

    candidates has demonstrated or has the ability to

    demonstrate these Behaviors, which ultimately will

    help determine his/her success at the Firm.

    Its important to keep in mind that the delivery o

    an oer is an important part o the process and

    should be viewed as an opportunity to connect the

    candidate to the Firm, while providing a realistic

    job preview. Taking the time to share the Firms

    values, initiatives and accomplishments in personal

    terms can be very compelling to the candidate. As a

    reminder, candidate oers require partner approval,

    and all candidates require a partner or managing

    director interview beore an oer can be made.

    Finally, choosing the right candidates ultimately

    impacts our ability to create lasting value or our

    clients, the capital markets and our communities.

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    1 PricewaterhouseCoopers Talent Selection Process 2

    Competency defnitions: overview

    We invest in relationships

    1. Build and sustain relationshipsGrowing relationships through the development o rich internal andexternal networks. Increasing the breadth and depth o client relationships.Developing business by listening to the needs o others, proposing eectivesolutions and leveraging relationships.

    2. Be passionate about client serviceFocusing on the perormance o quality work by understanding the clientsbusiness, issues and environment, as well as proessional standards andbeing mindul o the publics interest. Creating and maintaining mutuallyrespectul client relationships.

    We share and collaborate

    3. Be curious: learn, share and innovateDemonstrate intellectual curiosity by leveraging new opportunitiesor learning. Collaborating by utilizing the Firms knowledge tools and

    resources. Leveraging knowledge and skills to perorm distinguishedservice. Demonstrate distinction by creating and articulating newthought leadership (technical, industry or client speciic) in areas oexpertise. Sharing this knowledge both internally and externally.

    4. Lead and contribute to team successDemonstrating leadership and the ability to work toward shared Goals andliving the Firms values o Excellence, Teamwork and Leadership. Usingappropriate interpersonal styles and techniques to establish relationshipsand gain acceptance o ideas or plans. Adjusting ones own behaviors toeectively team and work with others. Respecting all people and helpingthem eel valued, included and appreciated.

    We put ourselves in each others shoes

    5. Communicate with impact and empathyListen eectively and understand the perspective o others. Clearly conveyinormation and ideas through a variety o methodsboth orally and inwritingthat targets and engages the speciic audience and helps themunderstand and retain the message. Demonstrate the ability to negotiatewith and inluence others, as appropriate.

    6. Develop self and others through coachingProviding, seeking and using timely guidance and meaningul constructiveeedback that is both candid and direct to help others, to develop oneseland improve.

    We enhance value (through quality)

    7. Demonstrate courage and integrityDemonstrating courage and integrity by promptly addressing problemsor issues in the workplace, voicing concerns in a proessional manner,consulting with others, asking diicult questions, challenging thequestionable behavior o others, accepting responsibility or outcomesand maintaining standards o proessionalism at all times.

    8. Acquire and apply commercial and technical expertiseAcquiring and applying a high level o technical/proessional skills andknowledge. Leveraging existing tools, applying appropriate standards

    and methodologies including the Firms guidance and policies. Stayingcurrent with business and industry inormation and trends.

    9. Manage projects and economicsEiciently planning and perorming work in accordance with clientexpectations and proessional standards. Identiying and addressingissues, problems and opportunities. Assuming responsibility andaccountability or successully completing assignments. Appropriatelyusing resources to accomplish business objectives, including budgeting,resources/staing, billing and compliance. Demonstrating an awarenesso risk management issues and utilizing appropriate risk managementmethodologies including consultation. Controlling and protecting theFirms Intellectual assets.

    10. Be open minded, agile with change and practicalMaintaining eectiveness when experiencing major changes in thework or business environments. Adjusting to new work structures,processes, requirements or cultures. Reinventing onesel, asnecessary and appropriate.

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    3 PricewaterhouseCoopers Talent Selection Process 4

    Competency defnitions and rating scales: detail

    We invest in relationships

    1. Build and sustain relationshipsGrowing relationships through the development o rich internal andexternal networks. Increasing the breadth and depth o client relationships.Developing business by listening to the needs o others, and proposingeective solutions and leveraging relationships.

    Identiies relationship needs Analyzes the organization and own area toidentiy key relationships that should be initiated or improved to urtherthe attainment o own areas goals.

    Explores relationship opportunities Exchanges inormation with othersto clariy relationship beneits and potential problems; collaborativelydetermines the scope and expectations o the relationship so that bothareas needs can be met.

    Formulates action plans Collaboratively determines courses o action torealize mutual goals; agrees on each others responsibilities and needed

    support.

    Subordinates own areas goals Places higher priority on organizationsgoals than on own areas goals; anticipates eects o own areasactions and decisions on others; inluences others to supportrelationship objectives.

    Monitors relationships Implements eective means or monitoring andevaluating the relationship process and the attainment o mutual goals.

    Keeps eye on growing the business Remains aware at all times obusiness opportunities and pursueseither directly or with the assistanceo otherssuch opportunities.

    1 High

    Continuously seeks out and creates opportunities to work with other areasto generate value

    Proactively identiies relationship needs that greatly enhance the ability toattain work objectives

    Consistently clariies scope and expectations with others

    Always approaches work with other areas in a collaborative manner

    Formulates action plans so that both parties can optimize the beneits

    o the relationship

    Always places the goals o organization ahead o the goals or his orher work area

    Makes signiicant eort to monitor the relationship to ensure desired

    objectives are met

    Regularly identiies new business opportunities at existing or potentiallynew clients

    3 Moderate

    Identiies need or relationship with key individuals, but may miss less obviousopportunities to identiy relationships that would urther the attainment o

    work goals

    Engages in eective relationships; might occasionally miss ormulating clearaction plans and monitoring the relationship to ensure objectives are met

    Frequently subordinates own areas goals to those o organization

    Addresses new business opportunities as they become available

    Uses network to secure new leads

    5 Low

    Ineective at identiying relationship opportunities

    Typically does not clariy scope, action plans and expectationswith others

    Does not subordinate own areas goals when necessary

    Neglects to monitor relationships

    Approaches the relationship too much rom own areas needs

    Oten overlooks messages suggesting possible business opportunities

    This scale represents the various levels o alignment with the competencies and requirements to be successul

    at PwC.

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    5 PricewaterhouseCoopers Talent Selection Process 6

    2. Be passionate about client serviceFocusing on the perormance o quality work by understanding the clientsbusiness, issues and environment, as well as proessional standards andbeing mindul o the publics interest. Creating and maintaining mutuallyrespectul client relationships.

    Seeks to understand clients Actively seeks inormation to understandclients circumstances, problems, expectations, and needs.

    Educates clients Shares inormation with clients to build theirunderstanding o issues and capabilities.

    Builds collaborative relationships Builds rapport and cooperativerelationships with clients.

    Takes action to meet clients needs and concerns Considers howactions or plans will aect clients and the public; responds quickly tomeet clients needs and resolve problems; avoids over-commitments.

    Sets up client eedback systems Implements eective ways to monitorand evaluate client concerns, issues and satisaction, and to anticipateclient needs.

    Focuses on delivering quality Maintains high standards o excellence.

    1 High

    Invests great energy and uses a variety o sources to better understandand anticipate his or her clients needs

    Excels in educating clients

    Builds collaborative relationships

    Proactively takes actions to address clients needs and issues

    Sustains productive client relationships over long periods o time

    Follows up with clients regularly

    Maintains a variety o eective client eedback systems

    Advocates clients needs throughout the organization on a consistent basis

    3 Moderate

    Generally eective in seeking to understand clients and their needs

    Makes eorts to educate clients

    Able to build collaborative relationships with most clients

    Anticipates some client needs, but may wait or cues rom the client orother more subtle needs

    Sustains productive client relationships over long periods o time

    Typically ollows up with clients and manages the client relationship witheective client eedback systems

    Advocates or less controversial client needs and does not always resolveclients problems

    5 Low

    Takes minimal action to understand clients and their needs

    May have diiculty building collaborative relationships with clients

    Oten ails to anticipate client needs and issues

    Needs to be requently redirected when taking action to meet client

    needs and concerns

    Fails to maintain productive client relationships or long periods o time

    Does not set up eective client eedback systems

    More concerned with own needs than the clients needs

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    7 PricewaterhouseCoopers Talent Selection Process 8

    1 High

    Proactively gathers inormation and eedback to identiy and recognizelearning needs in sel

    Pursues development activities or experiences that will beneitthe business

    Enthusiastically participates in learning activities to capitalize on the

    learning experience

    Rapidly applies new knowledge and skills on the job. Uses knowledgemanagement tools to acquire knowledge and share inormation. Contributes

    new content and thought leadershipReadily volunteers or novel and/or diicult assignments in order to stretchsel and maximize learning potential

    3 Moderate

    Accepts eedback rom others to determine learning needs

    Utilizes available learning activity options

    Participates in learning activities by ollowing instructions and engagingin required exercises

    Relates new knowledge and skills to work tasks

    Accepts new assignments as an opportunity to try out new skills

    5 Low

    Has diiculty identiying learning needs and speciic activities designedto improve skills

    Does not match learning needs to learning activities

    Is uninvolved in learning exercises

    Experiences diiculty applying new learning to job tasks

    Demonstrates uneasiness in new situations

    Pursues learning that is not relevant to the business or current role

    We share and collaborate

    3. Be curious: Learn, share and innovateDemonstrate intellectual curiosity by leveraging new opportunitiesor learning. Collaborating by utilizing the Firms knowledge tools andresources. Leveraging knowledge and skills to perorm distinguishedservice. Demonstrate distinction by creating and articulating new thoughtleadership (technical, industry or client speciic) in areas o expertise.Sharing this knowledge both internally and externally.

    Targets learning needs Understands sel; seeks and uses eedback andother sources o inormation to identiy appropriate areas or learning.

    Takes risks in learning Puts sel in unamiliar or uncomortable situationsin order to learn; asks questions at the risk o appearing oolish; takes onchallenging or unamiliar assignments.

    Seeks learning activities Identiies and participates in appropriatelearning activities (e.g., courses, reading, sel-study, coaching, andexperiential learning) that help ulill learning needs.

    Maximizes learning Actively participates in learning activities in a way

    that makes the most o the learning experience (e.g., takes notes, asksquestions, critically analyzes inormation, keeps on-the-job applicationin mind, does required tasks).

    Applies and shares knowledge or skill Puts new knowledge,understanding, or skill to practical use on the job; urthers learningthrough trial and error; shares knowledge with others. Usesknowledge management tools and resources to improve qualityand increase eiciency.

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    9 PricewaterhouseCoopers Talent Selection Process 10

    4. Lead and contribute to team successDemonstrating leadership and the ability to work toward shared Goalsand living the Firms values o Excellence, Teamwork and Leadership.Using appropriate interpersonal styles and techniques to establishrelationships and gain acceptance o ideas or plans. Adjusting ones ownbehaviors to eectively team and work with others. Respectingall people and helping them eel valued, included and appreciated.

    Embraces shared values and goals Demonstrates leadership and

    commitment to the organizations shared values and goals throughones actions.

    Uses key principles Establishes good interpersonal relationships;enhances sel-esteem, empathizes, involves, discloses and supports.

    Develops others and own ideas Presents own ideas; remainsunbiased, seeks and develops suggestions o others; makesprocedural suggestions.

    Facilitates agreement Uses appropriate inluence strategies (such asdemonstrating beneits or giving rewards) to gain genuine agreement;persists by using dierent approaches as needed to gain commitment.

    Opens discussions eectively Describes expectations, goals, requests,or uture states in a way that provides clarity and excites interest.

    Clariies current situation Seeks, gives, and summarizes inormation;ensures that the situation/issue at hand is understood.

    Closes discussions with clear summaries Summarizes outcomes odiscussions and establishes next steps i needed.

    1 High

    Maintains positive relationships by including all participants in the discussion

    Thoroughly describes existing situations, both positive and negative, to clariyacts and issues

    Proactively identiies relevant needs and concerns o others in order toplan an approach

    Consistently asks questions to seek ideas and genuinely values input

    rom others

    Diplomatically describes own suggestions with appropriate rationale or blends

    others input with own ideasSeeks to gain genuine agreement on a solution by emphasizing the beneits o

    a given course o action or each stakeholder group related to their original needsand concerns

    Consistently takes actions that are in support o the organizations goalsand values

    3 Moderate

    Provides clear description o situations to ensure all parties are aware o the

    essential acts and issues

    Periodically seeks input rom others on solutions

    Outlines ones own ideas or solutions with corresponding rationale Seeks input and reactions rom other parties

    At times, does not use dierent approaches as needed to gain commitment

    Seeks to gain agreement through discussion o options

    Generally supports values and goals o the organization but may not always takethem into account when determining actions

    5 Low

    Provides minimal clariication o situations

    Provides ones own ideas and approach without seeking ideas oragreement rom others

    Attempts to impose decisions without convincing others o the value o the proposition

    Fails to address the individual needs or concerns o others

    Fails to support the values and goals o the organization

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    11 PricewaterhouseCoopers Talent Selection Process 12

    We put ourselves in each others shoes

    5. Communicate with impact and empathyListen eectively and understand the perspective o others. Clearly conveyinormation and ideas through a variety o methodsboth orally and inwritingthat targets and engages the speciic audience and helps themunderstand and retain the message. Demonstrate the ability to negotiatewith and inluence others, as appropriate.

    Maintains audience attention Keeps the audience engaged through useo techniques such as analogies, illustration, humor, an appealing style,body language, and voice inlection.

    Displays proessional demeanor Exhibits a calm, conident appearance;does not appear overly nervous; responds with interest when appropriate.

    Speaks conidently Speaks with a sel-assured tone o voice.

    Ensures understanding Seeks input rom audience; checksunderstanding; presents message in dierent ways toenhance understanding.

    Organizes the communication Clariies purpose and importance;stresses major points; ollows a logical sequence.

    Comprehends communication rom others Actively listens, attendsto messages rom others; correctly interprets messages andresponds appropriately.

    1 High

    Eective in negotiations with others

    Excels in communicating with a variety o audiences and organizationallevels and a variety o individuals and outside groups

    Uses an eective and approachable style that engages others andbuilds credibility

    Eectively adjusts communication style or dierent audiences

    Seeks input and checks or understanding to ensure communication

    is correctly interpreted

    Actively listens and responds to communication rom others in anappropriate and timely manner

    Regularly demonstrates success with inluencing others, as appropriate

    3 Moderate

    Perorms well in communicating with the majority o people

    Uses a communication style that is eective in most circumstances

    Communicates clearly and concisely

    Usually seeks input and checks or understanding to ensure communication

    is correctly interpreted

    May need some development in communicating complex ideas or usinga variety o approaches to meet others needs

    5 Low

    Perorms adequately in basic communications, but has signiicant

    developmental needs in listening careully and comprehendingcommunication rom others

    Does not always understand concerns or issues

    Oten misses opportunities to keep others inormed

    Occasionally conuses, rustrates, or ails to maintain the attentiono the audience due to a lack o ocus or clarity in communication

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    13 PricewaterhouseCoopers Talent Selection Process 14

    6. Develop self and others through coachingProviding, seeking and using timely guidance and meaningul constructiveeedback that is both candid and direct to help others, to develop oneseland improve.

    Explains and demonstrates Provides instruction, positive models,and opportunities or observation in order to help others develop skills;encourages questions to ensure understanding.

    Provides eedback and reinorcement Gives timely, constructiveand appropriate eedback on perormance; reinorces eortsand progress.

    Uses key principles Establishes good interpersonal relationships;enhances sel-esteem, empathizes, involves, discloses and supports.

    Clariies the current situation Clariies expected behaviors, knowledge,and level o proiciency by seeking and giving inormation and checkingor understanding.

    Seeks coaching Actively seeks and uses guidance and eedback romothers as a means o assisting with ones personal development.

    1 High

    Consistently sets clear expectations and veriies that the other person hasunderstanding o these responsibilities

    Proactively seizes opportunities to receive and provide eedbackto eitherreinorce good perormance or correct poor perormance

    Excels in the delivery o both positive and negative eedback in a direct and

    orthright manner and shows empathy when people experience diiculty

    Articulates behaviors and actions contributing to perormance

    Explains, provides instructions, and demonstrates activities or processes in

    a way that maintains sel-esteem and results in quick improvementsRegularly seeks the other persons point o view while receiving and providing

    guidance or coaching

    Applies advice and counsel received

    Positively recognizes good perormance and perormance improvement

    Makes the time to spend with others

    3 Moderate

    Provides clear and accurate expectations or sel and others perormance

    Recognizes most situations that warrant positive or corrective eedback

    Describes observed behavior or perormance compared to expectations

    Reinorces importance o perormance standards

    Encourages and asks questions during coaching process

    May have some developmental needs in receiving or providing

    others with negative eedback in an eective manner

    5 Low

    Sets vague and general expectations or sel and others

    Provides minimal instruction in activities or processes

    Does not seek out or recognize opportunities to provide or receivedevelopmental eedback

    Provides eedback in a manner that devalues or embarrasses the recipientMisses opportunities to recognize or reinorce positive perormance

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    15 PricewaterhouseCoopers Talent Selection Process 16

    We enhance value (through quality)

    7. Demonstrate courage and integrityDemonstrating courage and integrity by promptly addressing problemsor issues in the workplace, voicing concerns in a proessional manner,consulting with others, asking diicult questions, challenging thequestionable behavior o others, accepting responsibility or outcomesand maintaining standards o proessionalism at all times.

    Responds quickly Takes immediate action when conronted with aproblem or when made aware o a situation.

    Takes positive action Resolves issues in a way that dissipates anyconlict and maintains relationships.

    Demonstrates integrity Deals with people in an honest and orthrightmanner (even i unpopular); resents inormation and data candidly,accurately and completely.

    Takes independent action Implements new ideas or potentialsolutions without prompting; does not wait or others to take actionor to request action.

    Goes above and beyond Takes action that goes beyond jobrequirements in order to achieve objectives.

    Keeps commitments Perorms actions as promised; does not shareconidential inormation.

    Behaves consistently Ensures that words and actions are consistent;behaves consistently across situations including diicult ones.

    Involves others Seeks out others or advice and counsel when dealingwith matters o concern.

    1 High

    Proactively acts to uphold corporate values and standards

    As appropriate, is supportive o people by backing them up whenshared concerns are raised

    Openly acknowledges the accomplishments and contributions o others

    Always keeps commitments he or she makes with others

    Acts as a role model or corporate standards o integrity and encourages

    others to meet those standards at all times

    Regularly seeks input and advice rom others on matters o importance

    3 Moderate

    Voices concerns about ailure to ollow corporate values or standards

    Follows up on concerns, so that issues are resolved and people get answers

    Periodically shares ones thoughts and eelings, so others understand his or herpoint o view

    Encourages and supports ideas or improvements

    Generally provides complete inormation to others

    Makes an eort to keep commitments to others

    Consults with others when considered necessary

    5 Low

    Lacks ollow-through in resolving issues with others; ails to support others ideaswhen they conlict with ones own

    Does not acknowledge the contributions o others or even takes credit or others

    accomplishments

    Oten makes commitments to others only to cancel or reschedule them

    Provides misleading inormation or inappropriately shares conidential inormationwith others

    Oten tackles problems or concerns without consulting others

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    17 PricewaterhouseCoopers Talent Selection Process 18

    8. Acquire and apply commercial and technical expertiseAcquiring and applying a high level o technical/proessional skills andknowledge. Leveraging existing tools, applying appropriate standards andmethodologies including the Firms guidance and policies. Staying currentwith business and industry inormation trends.

    Understands technical terminology and developments.

    Knows how to apply a technical skill or procedure.

    Knows when to apply a technical skill or procedure.

    Perorms complex tasks in area o expertise.

    1 High

    Demonstrates technical excellence

    Continually works to expand knowledge base

    Displays strong awareness o the general business and industry environment

    3 Moderate

    Displays a solid base o technical skills and knowledge

    Acknowledges and applies technical and business standards

    5 Low

    Demonstrates a lack o technical knowledge

    Is unaware o the business environment in general

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    19 PricewaterhouseCoopers Talent Selection Process 20

    9. Manage projects and economicsEiciently planning and perorming work in accordance with clientexpectations and proessional standards. Identiying and addressingissues, problems and opportunities. Assuming responsibility andaccountability or successully completing assignments. Appropriatelyusing resources to accomplish business objectives, including budgeting,resources/staing, billing and compliance. Demonstrating an awarenesso risk management issues and utilizing appropriate risk managementmethodologies including consultation. Controlling and protecting the

    Firms intellectual assets.

    Prioritizes Identiies more critical and less critical activities andassignments; adjusts priorities when appropriate.

    Determines tasks and leverages resources Determines projectrequirements by breaking them down into tasks and identiying types oequipment, materials, and people needed. Takes advantage o availableresources and coordinates with internal and external partners.

    Schedules Allocates appropriate amounts o time or completingown and others work; avoids scheduling conlicts; develops timelinesand milestones.

    Identiies and resolves issues, problems and opportunities Recognizesissues, problems or opportunities; manages risks, generates alternativesand commits to appropriate action when it is needed.

    Encourages others to take responsibility Provides encouragement andsupport to others in accepting responsibility; does not accept othersdenial o responsibility without questioning.

    Sets standards or excellence Sel-imposes standards o excellence(both personal and proessional) in order to achieve a high level oquality, productivity and service.

    Interprets inormation Quickly and accurately synthesizes complexinormation rom a variety o sources; detects trends, associations andcause-eect relationships.

    1 High

    Excels in allocating the right resources to meet priority project orassignment requirements

    Manages changes in work schedule and avoids scheduling conlicts withexceptional skill

    Consistently takes advantage o available resources and coordinates with

    internal and external resources to accomplish objectives, maintains ocuson project economics

    Consistently stays ocused on key priorities and avoids being distracted by

    irrelevant issuesActively seeks out relevant data rom a variety o sources, includingbenchmarking best practices

    Always accepts responsibility or outcomes in area o responsibility andadjusts eorts or overcomes obstacles as needed to meet standards

    Regularly holds others to standards o excellence by providing support

    and encouragement without removing the responsibility rom them

    Consistently sets high standards or sel and encourages others todo the same

    3 Moderate

    Eective in allocating suicient resources to meet project or

    assignment requirementsAdjusts priorities and timelines when appropriate

    Oten addresses conditions that may cause problems to recur in the uture,not just the immediate instance

    Gathers available data that is relevant to the problem, but may overlook a

    relevant source o data or miss subtle trends or cause-eect relationships

    Accepts responsibility or outcomes in areas o responsibility

    5 Low

    Has trouble distinguishing priorities, scheduling key activities and making basicpreparations or resources needed or projects or assignments

    Needs to be requently redirected or monitored on projects or assignments

    to ensure timely completionMisses details and deadlines

    Sometimes doesnt realize a problem exists in area o responsibility, or viewsa problem as someone elses responsibility

    Given the opportunity to address problems, oten waits or someone else to take

    the lead

    Occasionally ails to accept responsibility or outcomes in his or her areao responsibility or blames others

    Is oten inconsistent about holding sel and others to high standardso excellence

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    Talent Selection Process 24

    We invest in relationships

    Overview questionsWhat have you done to grow your personal and proessional network?

    When have you helped others around you without being asked. Howdid you know they needed your help?

    Build and sustain relationships

    Tell me about a time when you had to reach out to others with whom you were unamiliar or assistance. What did you do?

    Give me an example o using your personal network o riends andacquaintances to help you accomplish a task.

    Be passionate about client serviceTell me about a time when it was important to understand therequirements o your proessor or a particular assignment. Whatdid you do to better understand those requirements?

    How do you build collaborative relationships with peers or customers?Give me details about one or two o them.

    What have you done to understand a peers or customerspoint o view?

    Competency interview questions(Entry-level candidate)

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    25 PricewaterhouseCoopers Talent Selection Process 26

    We share and collaborate

    Overview questionsDescribe a situation when you had to work with a team to completea project. What actions did you take to inluence the outcome oyour assignment?

    What did you learn rom your experience? How did you use thislearning elsewhere?

    Be curious: learn, share and innovateWhat was the most diicult course you took in school? How did youmaster it?

    When learning a new subject in school, we pick up some things quickly,while other subjects take more time to learn. Tell me about a subjectyou learned quickly and one that took you a bit more time. How did yourapproach to the more diicult subject dier rom your approach to theeasier one?

    Describe how you identiied and pursued learning opportunities in

    new areas.

    Lead and contribute to team successDescribe a time when you had to convince a ellow student or peer to usea particular approach to an assignment. What did you say?

    Describe a situation when you had to inluence another student or peer tocooperate. What did you say?

    What techniques have you used to gain acceptance o ideas or plans?Give me an example o a time when you used one o these techniques.

    We put ourselves in each others shoes

    Overview questionDescribe a recent coaching discussion you experienced where you wereeither the coach or the person being coached. How did you involve theother person in the discussion?

    Communicate with impact and empathy (all candidates)This competency will be largely evaluated as a result o the discussion with

    the candidate during the interview. However, here are some questions thatmay assist you.

    Tell me about a time when you had to modiy your writing style to reachdierent audiences. How did you do it?

    Give me an example o a time when you had to persuade someoneto do something solely through written communication. How did youpersuade them?

    Tell me about a time when you were successul in a negotiation. What didyou do that made you successul?

    Develop self and others through coachingTell me what youve done to help a peer understand what knowledge/skillareas to strengthen. Give me a speciic example.

    Give me an example o eedback or coaching you gave someone whowas having diiculty with an assignment.

    Give me an example o having received eedback or guidance and howyou put the inormation to use.

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    27 PricewaterhouseCoopers Talent Selection Process 28

    We enhance value (through quality)

    Overview questionTell me about a time when you aced conlicting priorities.How did you determine the top priority?

    Demonstrate courage and integrityHave you ever taken an unpopular stand on a topic in school?What was the situation and what did you do?

    Tell me about a time when you elt a peer demonstrated inappropriatebehavior. What happened? What did you do?

    Give me an example o a time when you proactively generated ideasor suggestions. What did you do? What happened as a result?

    Weve all had close riends or classmates come to us or helpon assignments/projects they were expected to complete on theirown. Can you tell me about a time when this happened to you?How did you respond?

    Acquire and apply commercial and technical expertiseGive me an example o an assignment you worked on that showed yourknowledge in... What did you do? How did you apply your knowledge?

    Describe a project, situation, or assignment that challenged your skills as How did you manage the situation?

    Manage projects and economicsHow did you balance your schoolwork with extracurricular activities?

    Weve all been in situations in which we couldnt complete everything weneeded to do on time. Tell me about a time when this happened to you.

    Walk me through a situation in which you asked questions o severalpeople or the inormation you needed to make an eective decision. How

    did you know who and what to ask?

    Be open minded, agile with change and practicalWe all have to make changes when the way weve been doing things isno longer eective. Tell me about a time when youve had to try a newapproach to a task/project/assignment. What did you do? What werethe results?

    Tell me about a situation in which you had to adjust quickly to asigniicant change at school or at work. How did the change aect you?What did you do?

    Describe a time when your workload in school was unusually heavy. Howdid you respond?

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    Talent Selection Process 30

    Competency interview questions(Experienced candidate below manager)

    We invest in relationships

    Overview questionsWhat have you done to grow your personal and proessional network?

    When have you helped others around you without being asked. How didyou know they needed your help?

    Build and sustain relationshipsTell me about a time when you had to reach out to others with whom youwere unamiliar or assistance. What did you do?

    Give me an example o having identiied an opportunity or your team/group/organization to expand its assistance to others. How did youidentiy the opportunity? And what did you do about it?

    How have you maintained the relationships in your personal andproessional networks?

    Be passionate about client serviceDescribe a time when you took action in response to an internal/externalclient request. What happened?

    Tell me about a time when you over committed yoursel or yourorganization to meet a client request. What happened?

    How have you known i your internal/external clients were satisied?Without sharing the clients name or otherwise identiying the client,give me an example o a client you know was satisied as a resulto your eorts.

    We share and collaborate

    Overview questions

    Describe a situation when you had to work with a team to completea project. What actions did you take to inluence the outcome oyour assignment?

    What did you learn rom your experience? How did you use thislearning elsewhere?

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    We enhance value (through quality)

    Overview questionTell me about a time when you aced conlicting priorities. How did you1.determine the top priority?

    Demonstrate courage and integrityWe may occasionally run across a person who is unethical or dishonest.Give me an example o a time when an individual did something that you

    thought was inappropriate behavior. What happened? What did you do?

    Oten there are people in an organization who deserve more credit thanthey receive. Tell me about a time when this happened. What did you do?

    Tell me about a time when your manager/supervisor asked you to dosomething that you didnt think was appropriate. How did you respond?

    Acquire and apply commercial and technical expertise(all candidates)

    Give me an example o an assignment you worked on that showed yourknowledge in... What did you do? How did you apply your knowledge?

    Describe a project, situation, or assignment that challenged your skillsas a... How did you manage the situation?

    What is your specialty in? Describe the scope o your knowledge.Describe a situation where you were challenged to use that knowledge.

    What have you done to stay current in your industry/area o specialty?How has this helped you?

    Manage projects and economicsTell me about a time when you had to coordinate resources (e.g., people,processes, clients, equipment) to complete a complex project. How didyou do it?

    What kinds o project planning or administration did you do in your jobat... Tell me about one o the projects you planned.

    We are oten too busy to plan uture activities. Tell me about a time whenyou were so busy you reacted to situations rather than planned or them.

    Without sharing conidential or proprietary inormation, describe acomplicated problem you had to deal with at work. How did you identiyor gain a better understanding o that problem?

    Tell me about something that youve done to encourage peer directreports to take responsibility or improving their work standards.

    Be open minded, agile with change and practicalGive me an example o a time when you were away or a long time. How

    did this disrupt your normal routine? How did you address it?

    New processes and procedures can be disruptive. What actions have youtaken when youve been asked to signiicantly change a work process orprocedure? What were the results?

    Tell me about the most challenging group or team o which you werea member. What problems did you encounter? What did you do?What happened?

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    We invest in relationships

    Overview questionsWhat have you done to grow your personal and proessional network?

    When have you helped others around you without being asked? How didyou know they needed your help?

    Build and sustain relationshipsGive me an example o having identiied a new business opportunity oryour organization. How did you learn o the opportunity? What did youdo about it?

    When have you extended your assistance to others (e.g., peers, clients)without being asked? What did you do? How did you know they neededyour help? What was the outcome?

    Be passionate about client serviceDescribe a time when your work group got o track in maintaining ocuson the client and how you got them back on track.

    Describe a time when you obtained input rom a client in order to improvea product or service. What did you do next?

    Clients can be very demanding. Tell me about a time when you hadto manage a demanding clients expectations in order to avoid anunreasonable commitment. What did you do?

    Competency interview questions

    (Experienced candidate manager and above)

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    37 PricewaterhouseCoopers Talent Selection Process 38

    We share and collaborate

    Overview questionsDescribe a situation when you had to work with a team to completea project. What actions did you take to inluence the outcome oyour assignment?

    What did you learn rom your experience? How did you use thislearning elsewhere?

    Be curious: learn, share and innovateWithout telling me the content o the inormation or what company itwas, tell me about a time when you obtained new inormation abouta key competitor. How did you use that inormation?

    Describe a project, situation, or assignment that was new to you andsigniicantly challenged your skills. How did you manage that situation?

    What lessons or best practices have you learned about over the years?Can you give me an example o putting one o those lessons/practicesto use?

    Lead and contribute to team successWhen a group needs to come to consensus agreement about a newidea or plan, individual needs can interere with the level o involvementand support. Describe what you have done to ensure involvement andsupport rom all concerned.

    Tell me about a time when you worked with a direct report/peerto develop an idea or plan. Describe what you did to gain thispersons commitment.

    Tell me about a time when you inluenced an associate to take ona diicult assignment that was beyond the scope o the persons

    responsibilities. What did you do? What happened?

    We put ourselves in each others shoes

    Overview questionDescribe a recent coaching discussion you experienced where you wereeither the coach or the person being coached. How did you involve theother person in the discussion?

    Communicate with impact and empathy (all candidates)This competency will be largely evaluated as a result o the discussion with

    the candidate during the interview. However, here are some questions thatmay assist you.

    Tell me about a time when you had to modiy your writing style to reachdierent audiences. How did you do it?

    Give me an example o a time when you had to persuade someone todo something solely through written communication. How did youpersuade them?

    Tell me about a time when you were successul in a negotiation. What didyou do that made you successul?

    Develop self and others through coachingDescribe how you coached a new team member to successully perorma challenging aspect o his/her job.

    Give an example o a time when you had two direct reports who requireddierent coaching styles. How did you adjust your coaching style to meettheir needs?

    Tell me about a ace-to-ace meeting in which you had to give eedbackor improvement to someone who does not take criticism well. What didyou do? How did the person react?

    Give me an example o having received eedback or guidanceand how you put the inormation to use.

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    We enhance value (through quality)

    Overview questionTell me about a time when you aced conlicting priorities. How did youdetermine the top priority?

    Demonstrate courage and integrityWe may occasionally run across a person who is unethical or dishonest.Give me an example o a time when an individual did something that you

    thought was inappropriate behavior. What happened? What did you do?

    Oten it is easy to blur the distinction between conidential inormationand public knowledge. Can you give me an example o when you wereaced with this dilemma? What did you do?

    Tell me about a time when you took action to exceed an internal/externalcustomers expectations. Speciically, what did you do?

    Tell me about a time at work when you objectively considered othersideas, even when they conlicted with yours. What did you do?

    Acquire and apply commercial and technical expertise

    (all candidates)Give me an example o an assignment you worked on that showed yourknowledge in... What did you do? How did you apply your knowledge?

    Describe a project, situation, or assignment that challenged your skills asa... How did you manage the situation?

    What is your specialty in? Describe the scope o your knowledge.Describe a situation where you were challenged to use that knowledge.

    What have you done to stay current in your industry/area o specialty?How has this helped you?

    Manage projects and economicsWhat business or perormance objectives were you expected to meet thisyear? What steps did you take to make sure you were making progress orachieving all o them?

    What have you done to make your team more eicient or organized? Giveme an example.

    Tell me about either a long or short-term plan you developed or yourteam. How was it carried out? What was the result o that plan?

    Describe a diicult decision you recently made at work. What actorsdid you consider? How long did it take you to make your decision?

    Describe a time when you were not satisied with your teamsperormance. What action(s), i any, did you take to improve theperormance o the team?

    Be open minded, agile with change and practicalWhat have you done when you ound out about an unexpected

    organizational change or were conused by an organizational change?

    Tell me about a time when an unexpected occurrence or unexpectedabsence disrupted the progress o a work task/assignment/project orwhich you were responsible, and explain what you did.

    Tell me about an important project you were working on that had anunreasonable deadline. How did you react?

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    ScheduleAcknowledges any unpredictable and requent long workhours and varied travel requirements and adjusts onesel accordingly.

    Tell me about a time when youve been away rom home or longperiods o time (or had to work long unpredictable hours) or work orschool. What did you like or dislike about that experience, and why?

    Relationship buildingGains satisaction rom developing andmaintaining ongoing working relationships requiring personalinteraction and mutual support.

    Tell me about a situation in which you worked alone much o thetime. How satisied/dissatisied were you with that experience,and why?

    Commitment to achieveMotivated by increasing work challenges.Possesses drive and motivation to succeed.

    Tell me about a time when you had diicult goals to achieve at work.How satisied/dissatisied were you with that situation, and why?

    Attention to detailsEnjoys working on tasks requiring great attentionto details.

    Tell me about a job you had that required high attention to details.How satisied/dissatisied were you with that experience, and why?

    Task varietyEmbraces opportunities to work on several dierent tasksand to deal with conlicting priorities.

    Tell me about a time when you had a lot or a little variety in yourwork. How satisied/dissatisied were you with the amount ovariation, and why?

    Assessing a candidates ft with a proessionalservices culture

    Another key ingredient or talent selection is the it to a proessional servicesenvironment. PwC commissioned a study titled, The Value o the PwCProessional Experience, which was conducted by researchers at theCenter or Eective Organizations in the Marshall School o Business at theUniversity o Southern Caliornia. The study looked at how people makedecisions about whether to stay with PwC or leave the Firm and it studied

    the areas that are most important to both current and ormer employees.From this work, we learned that there is an opportunity to enhance thehiring o people who eel they are a good it with our type o work andenvironment. In this regard, to help identiy candidates who will like to workat PwC, we developed the PwC Fit with Proessional Service Facets. Thesequestions help us understand how well we match with a candidatespreerences.

    The ollowing is a list o the Fit Facets to look or during the interviewprocess:

    Client service orientationUnderstands the signiicance o work and clientdemands recognizing that it will sometimes be necessary to put thesedemands over personal interests in order to provide service to clients.

    Describe a situation rom your past when you had to complete a taskor assignment that required you to sacriice your personal time. Didyou ind that experience to be satisying or dissatisying, and why?

    Career ownershipComortable with managing own career. Proactivelyseeks inormation, opportunities to learn, and seeks mentors/coachesto assist with ones development. Comortable receiving and managingdirection rom multiple supervisors.

    Describe a time when you had to determine your own careerdevelopment needs versus when you have been directed towarddevelopment activities. Which did you ind more satisying, and why?

    When in the past have you received direction rom multiple supervisors?What did you like or dislike about that experience?

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    Questions/topics to avoid during an interview

    There are certain topics that you should steer clear o in an interviewaltogether. These questions may elicit inormation directly related to acandidates protected status under the law, including:

    Age

    Race or color

    National origin

    Religion or creed

    Sex or genderPregnancy

    Marital status

    Sexual orientation

    Health or disability status

    Arrest history

    Type o discharge rom military

    Status as a Vietnam-era or special disabled veteran

    I the candidate volunteers this type o inormation during the interview, youshould make it clear to the candidate that the inormation is irrelevant to the

    hiring decision.

    Other interview questions may not directly relate to a candidates legallyprotected status, but could nevertheless elicit inormation about that status.While there are topics which an interviewer might have a legitimate,

    job-related need to touch upon, a carelessly crated question could resultin the hiring process being deemed unlawul. Below are some examples oacceptable and unacceptable questions within certain sensitive areas. Theunacceptable questions are risky because they could elicit inormation thatcannot legally be used in the hiring decision.

    Unacceptable Sensitive area Acceptable

    What'stheorigin

    o your name?

    Doyouhavea

    residence overseas?

    Wherewereyou/your

    amily born?

    Whatisyournative

    language?

    Nationalorigin Howdoyouspell

    your name?

    AmIpronouncingyour

    name correctly?

    Areyouauthorized

    to remain and work

    in the U.S.?

    Whatlanguagesareyou

    luent in?

    Whatisyourmaiden

    name?

    Maritalstatus None

    Doyouownorrent

    your home?

    Howlongisthe

    commute rom you

    home to our oice?

    Inwhatneighbourhood

    do you live?

    Creditstatus Howlonghaveyoulived

    at your current address?

    Didyoureceivean

    honourable discharge

    rom the service?

    AreyouintheNational

    Guard or Reserves?

    Militaryservice Tellmeaboutyourrelevant

    experience in U.S. Army.

    Doyouhave

    any disabilities

    or handicaps?

    Howmanydaysdidyou

    call in sick last year?

    Physical

    condition

    You'dbetravelling50%of

    the time on this job. Are you

    willing and able to do that?

    Thisjobrequiresyouto

    travel to client sites. Are you

    able to do that?

    (Ifinterviewerisawareof

    an obvious disability) What

    accommodations would

    you need to perorm the

    job, i we decide to oer

    it to you?