Candidate Evaluation Process

Candidate Evaluation Process

Overview

This candidate assessment packet has been designed to help management determine which candidates are best suited to fill openings within xpedx. The tools included with this packet provide an objective methodology for managers to use in assessing the skill set an individual possesses in relationship to the specific position for which he or she is being considered.

It is critical that good management practices be applied when using these tools, and objectivity is maintained throughout the process to allow the best decisions to be made when selecting individuals for positions. Please note that there are forms in the event there are internal candidates as well as the general form for both internal and external candidates.

If you, or anyone on your interview team have questions pertaining to this process or its application, those questions should be directed to your manager, or an appropriate Human Resources representative.

Candidate Evaluation Process

Individual Rating Form - Individual Contributor

To be completed by the interviewing manager(s) after the interviewCandidate Name: Date:

Position for which Candidate is being considered:

Position Competencies: Competency

RatingLow High

1...........5

Total:

Summary of Information:

Assets Liabilities

Final Overall Summary:

Final Overall Rating:

Superior; exceeds all requirements fully High Average; exceeds some requirements Average; meets all requirements Below Average; meets some requirements Poor; reject unless other evidence is contrary

Interviewer Name: Date:

Candidate Evaluation Process

Interview Questions: Individual Contributor

The information listed below, describes the relevant competencies which will be assessed during the candidate interview. Use of sample questions during the interview will help to ensure continuity in the assessment process for all candidates.

Competency Definition Sample questionsCustomer Focus Is dedicated to meeting the expectations

and requirements of internal and external customers; gets first hand customerinformation and uses it for improvements in products and services; acts with customersin mind; establishes and maintains effective relationships with customers and gains their trust and respect.

1. How do you get and keep up to date information about customers and what do you do with it?

2. Who are your internal customers? What’s different about dealing with them than external?

Interpersonal Savvy

Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; listens; builds constructive and effective relationships; uses diplomacy and tact; truly values people; can diffuse even high tension situations comfortably.

3. Have you ever had to negotiate with people you didn't like or didn't trust?

4. Does your interpersonal style differ depending upon who you're with?

Problem Solving Solves difficult problems with effective solutions; asks good questions and probes all fruitful sources for answers; can see underlying or hidden problems and patterns; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answer.

5. What were some of the toughest problems you ever solved?

6. Tell me about a time when someone taught you a lot about how to solve problems?

Drive for Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

7. Tell me about a time when you got results against the odds?

8. Who do you consider a model results getter and why?

Action Oriented Enjoys working hard; is action oriented and full of energy for the things that he/she sees as challenging; not fearful of acting with a minimum of planning; seizes opportunities when they arise.

9. Tell me about times when you seized opportunities, grabbed something, and ran with it yourself.

10. Why do you think your activity style/pace/action orientation is the way it is?

Candidate Evaluation Process

Interview Questions: Individual Contributor, continued

Competency Definition Sample questionsOrganizing Can marshal resources to get things done;

uses resources effectively and efficiently; arranges information and files in a useful manner.

1. Tell me about a project you have worked on where you had to marshall resources.

2. Tell me about how you would go about organizing a situation that is in total disarray.

Priority Setting Creates focus; spends his/her time and the time of others on what’s important; eliminates roadblocks.

3. Tell me about a top priority project where you have encountered roadblocks and what you did to remove them.

4. Describe what you take into consideration when prioritizing tasks.

Functional/Technical Skills

Has the functional/technical knowledge and skills to do the job at a high level of accomplishment.

5. Have you ever been in a situation where you knew more about the technical aspects of the job than your boss did?

6. Are you skilled technically in more than one area?

Candidate Evaluation Process

Individual Rating Form - 1st Level Supervisor

To be completed by the interviewing manager(s) after the interviewCandidate Name: Date:

Position for which Candidate is being considered:

Position Competencies: Competency

RatingLow High

1...........5

Total:

Summary of Information: Assets Liabilities

Final Overall Summary:

Final Overall Rating:

Superior; exceeds all requirements fully High Average; exceeds some requirements Average; meets all requirements Below Average; meets some requirements Poor; reject unless other evidence is contrary

Interviewer Name: Date:

Candidate Evaluation Process

Interview Questions: 1st Level Supervisor

The information listed below, describes the relevant competencies which will be assessed during the candidate interview. Use of sample questions during the interview will help to ensure continuity in the assessment process for all candidates.

Competency Definition Sample questions

Customer Focus Is dedicated to meeting the expectationsand requirements of internal and external customers; gets first hand customerinformation and uses it for improvements in products and services; acts with customersin mind; establishes and maintains effective relationships with customers and gains their trust and respect.

1. How do you get and keep up to date information about customers and what do you do with it?

2. Who are your internal customers? What’s different about dealing with them than external?

Managing & Measuring

Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results appropriately; delivers timely and objective feedback on accomplishments.

3. Do you monitor progress personally or do you set up self running checklists and systems for keeping track?

4. Have you ever had a project/process failure as a manager/project leader?

Problem Solving Solves difficult problems with effective solutions; asks good questions and probes all fruitful sources for answers; can see underlying or hidden problems and patterns; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answer.

5. What were some of the toughest problems you ever solved?

6. Tell me about a time when someone taught you a lot about how to solve problems

Drive for Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

7. Tell me about a time when you got results against the odds?

8. Who do you consider a model results getter and why?

Action Oriented Enjoys working hard; is action oriented and full of energy for the things that he/she sees as challenging; not fearful of acting with a minimum of planning; seizes opportunities when they arise.

9. Tell me about times when you seized opportunities, grabbed something, and ran with it yourself.

10. Why do you think your activity style/pace/action orientation is the way it is?

Candidate Evaluation Process

Interview Questions: 1st Level Supervisor, continued

Competency Definition Sample questionsProcess Management

Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources.

1. Have you ever inherited a broken down process you had to fix in a hurry?

2. When you design a process to get something done, how do you go about lining up the steps?

Directing Others Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; brings out the best in people; is a clear communicator.

3. Describe how you assign tasks to others.

4. Describe a situation where you may not have been as effective as you would have liked in directing others and why.

Organizing Can marshal resources to get things done; uses resources effectively and efficiently; arranges information and files in a useful manner.

5. Tell me about a project you have worked on where you had to marshall resources.

6. Tell me about how you would go about organizing a situation that is in total disarray.

Planning Accurately scopes our length and difficulty of tasks and projects; sets objectives and goals; breaks down work into process steps; measures performance against goals; evaluates results.

7. Describe for me steps you feel are important in the planning process.

8. Tell me about a project you have been a part of that wasn’t well planned out and why.

Priority Setting Creates focus; Spends his/her time and the time of others on what’s important; Eliminates roadblocks.

9. Tell me about a top priority project where you have encountered roadblocks and what you did to remove them.

10. Describe what you take into consideration when prioritizing tasks.

Delegation Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets subordinates finish their own work.

11. Have you ever been in trouble for not delegating?

12. Give me an example of how you divided up a project/ assignment in your work group.

Candidate Evaluation Process

Individual Rating Form - Middle Manager

To be completed by the interviewing manager(s) after the interviewCandidate Name: Date:

Position for which Candidate is being considered:

Position Competencies: Competency

RatingLow High

1...........5

Total:

Summary of Information:Assets Liabilities

Final Overall Summary:

Final Overall Rating:

Superior; exceeds all requirements fully High Average; exceeds some requirements Average; meets all requirements Below Average; meets some requirements Poor; reject unless other evidence is contrary

Interviewer Name: Date:

Candidate Evaluation Process

Interview Questions: Middle Manager

The information listed below, describes the relevant competencies which will be assessed during the candidate interview. Use of sample questions during the interview will help to ensure continuity in the assessment process for all candidates.

Competency Definition Sample questionsCustomer Focus Is dedicated to meeting the expectations

and requirements of internal and external customers; gets first hand customerinformation and uses it for improvements in products and services; acts with customersin mind; establishes and maintains effective relationships with customers and gains their trust and respect.

1. How do you get and keep up to date information about customers and what do you do with it?

2. Who are your internal customers? What’s different about dealing with them than external?

Managing & Measuring

Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results appropriately; delivers timely and objective feedback on accomplishments.

3. Do you monitor progress personally or do you set up self running checklists and systems for keeping track?

4. Have you ever had a project/process failure as a manager/project leader?

Problem Solving Solves difficult problems with effective solutions; asks good questions and probes all fruitful sources for answers; can see underlying or hidden problems and patterns; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answer.

5. What were some of the toughest problems you ever solved?

6. Tell me about a time when someone taught you a lot about how to solve problems

Drive for Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

7. Tell me about a time when you got results against the odds?

8. Who do you consider a model results getter and why?

Action Oriented Enjoys working hard; is action oriented and full of energy for the things that he/she sees as challenging; not fearful of acting with a minimum of planning; seizes opportunities when they arise.

9. Tell me about times when you seized opportunities, grabbed something, and ran with it yourself.

10. Why do you think your activity style/pace/action orientation is the way it is?

Candidate Evaluation Process

Individual Rating Form - Middle Manager, continued

Competency Definition Sample questionsProcess Management

Good at figuring out the processes necessary to get things done; knows how to organize people and activities; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources.

1. Have you ever inherited a broken down process you had to fix in a hurry?

2. When you design a process to get something done, how do you go about lining up the steps?

Directing Others Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; brings out the best in people; is a clear communicator.

3. Describe how you assign tasks to others.

4. Describe a situation where you may not have been as effective as you would have liked in directing others and why.

Organizing Can marshal resources to get things done; uses resources effectively and efficiently; arranges information and files in a useful manner.

5. Tell me about a project you have worked on where you had to marshall resources.

6. Tell me about how you would go about organizing a situation that is in total disarray.

Planning Accurately scopes our length and difficulty of tasks and projects; sets objectives and goals; breaks down work into process steps; Measures performance against goals; evaluates results.

7. Describe for me steps you feel are important in the planning process.

8. Tell me about a project you have been a part of that wasn’t well planned out and why.

Priority Setting Creates focus; spends his/her time and the time of others on what’s important; eliminates roadblocks.

9. Tell me about a top priority project where you have encountered roadblocks and what you did to remove them.

10. Describe what you take into consideration when prioritizing tasks.

TQM/Re-Engineering

Is dedicated to providing the highest quality products and services; is committed to continuous improvement.

11. Tell me about a process you have re-engineered.

12. Describe what continuous improvement means to you.

Managing Through Systems

Can design practices, processes, and procedures which allow managing from a distance; is comfortable letting things manage themselves without intervening; can impact people and results remotely.

13. Have you ever managed anything where the people or units reporting to you were in different cities?14. Tell me about a time when you had to figure how to get your message across to remote locations without going there.

Candidate Evaluation Process

Individual Rating Form - Senior Manager

To be completed by the interviewing manager(s) after the interviewCandidate Name: Date:

Position for which Candidate is being considered:

Position Competencies: Competency

RatingLow High

1...........5

Total:

Summary of Information:

Assets Liabilities

Final Overall Summary:

Final Overall Rating:

Superior; exceeds all requirements fully High Average; exceeds some requirements Average; meets all requirements Below Average; meets some requirements Poor; reject unless other evidence is contrary

Interviewer Name: Date:

Candidate Evaluation Process

Interview Questions: Senior Manager

The information listed below, describes the relevant competencies which will be assessed during the candidate interview. Use of sample questions during the interview will help to ensure continuity in the assessment process for all candidates.

Competency Definition Sample questionsCustomer Focus Is dedicated to meeting the expectations

and requirements of internal and external customers; gets first hand customerinformation and uses it for improvements in products and services; acts with customersin mind; establishes and maintains effective relationships with customers and gains their trust and respect.

1. How do you get and keep up to date information about customers and what do you do with it?

2. Who are your internal customers? What’s different about dealing with them than external?

Interpersonal Savvy

Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; listens; builds constructive and effective relationships; uses diplomacy and tact; truly values people; can diffuse even high tension situations comfortably.

3. Have you ever had to negotiate with people you didn't like or didn't trust?

4. Does your interpersonal style differ depending upon who you're with?

Business Acumen

Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, and information affecting his/her business and organization; knows the competition; is aware of how strategies and tactics work in the marketplace.

5. What strategic business objectives have you set this year for your location or group? Why?

6. Which business leaders do you respect the most? Why?

Perspective Looks to the broadest possible view of an issue/challenge; has broad ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally.

7. Lots of companies say they are going to be a global competitor, what do you think that really means?

8. What clubs/organizations are you active in?

Strategic Agility Sees ahead clearly, can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.

9. What are your major sources of business information?

10. Who are some model business success stories for you (companies or individuals)?

Candidate Evaluation Process

Individual Rating Form - Senior Manager, continued

Competency Definition Sample questionsManaging Vision & Purpose

Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision sharable by everyone; can inspire and motivate entire units or organizations.

1. Have you ever been involved in creating a mission or values statement for an organization and then having to communicate it to various audiences?

2. Tell me about a time you communicated a new direction during a reorganization or start-up.

Approachability Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant & gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener.

3. What do you do to put others at ease?

4. Contrast the most and least intimidating people you know.

Negotiating Can negotiate skillfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing.

5. Tell me about a time when you conducted a formal negotiation with an outside group.

6. Tell me about a time when you’ve made peace with an adversary.

Candidate Evaluation Process

Candidate Ranking Sheet

Rank below, the names of those candidates with whom you have conducted interviews for the position of:

Your input will be included with all other input to determine which candidate is best suited overall to fill the position. Feel free to include any additional comments as needed in the appropriate space below.

Ranking

If appropriate, list other positions for which the candidates should be

considered

1st:

2nd:

3rd:

4th:

5th:

Comments: