Talent Selection Process

Information for interviews: Definitions, Questions and Rating Scales*

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2007 PricewaterhouseCoopers LLP. All rights reserved. PricewaterhouseCoopers refers to PricewaterhouseCoopers LLP (a Delaware limited liability partnership) or, as the context requires, the PricewaterhouseCoopers global network or other member firms of the network, each of which is a separate and independent legal entity. *connectedthinking is a trademark of PricewaterhouseCoopers LLP (US). FP-08-0047-A

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The goal of 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 significantly 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 staff 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 of an offer is an important part of 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 offers require partner approval, and all candidates require a partner or managing director interview before an offer can be made. Finally, choosing the right candidates ultimately impacts our ability to create lasting value for our clients, the capital markets and our communities.

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Competency definitions: overview Competency definitions and rating scales: detail

We invest in relationships We share and collaborate  We put ourselves in each others shoes We enhance value (through quality)

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Competency interview questions

Entry-level candidate Experienced candidate below manager Experienced candidate manager and above

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Assessing a candidates fit with a professional services culture

Competency definitions: overview

We invest in relationships
1. Build and sustain relationships Growing relationships through the development of rich internal and external networks. Increasing the breadth and depth of client relationships. Developing business by listening to the needs of others, proposing effective solutions and leveraging relationships. 2. Be passionate about client service Focusing on the performance of quality work by understanding the clients business, issues and environment, as well as professional standards and being mindful of the publics interest. Creating and maintaining mutually respectful client relationships. 6. Develop self and others through coaching Providing, seeking and using timely guidance and meaningful constructive feedback that is both candid and direct to help others, to develop oneself and improve.

We enhance value (through quality)

7. Demonstrate courage and integrity Demonstrating courage and integrity by promptly addressing problems or issues in the workplace, voicing concerns in a professional manner, consulting with others, asking difficult questions, challenging the questionable behavior of others, accepting responsibility for outcomes and maintaining standards of professionalism at all times. 8. Acquire and apply commercial and technical expertise Acquiring and applying a high level of technical/professional skills and knowledge. Leveraging existing tools, applying appropriate standards and methodologies including the Firms guidance and policies. Staying current with business and industry information and trends. 9. Manage projects and economics Efficiently planning and performing work in accordance with client expectations and professional standards. Identifying and addressing issues, problems and opportunities. Assuming responsibility and accountability for successfully completing assignments. Appropriately using resources to accomplish business objectives, including budgeting, resources/staffing, billing and compliance. Demonstrating an awareness of risk management issues and utilizing appropriate risk management methodologies including consultation. Controlling and protecting the Firms Intellectual assets. 10. Be open minded, agile with change and practical Maintaining effectiveness when experiencing major changes in the work or business environments. Adjusting to new work structures, processes, requirements or cultures. Reinventing oneself, as necessary and appropriate.

We share and collaborate

3. Be curious: learn, share and innovate Demonstrate intellectual curiosity by leveraging new opportunities for learning. Collaborating by utilizing the Firms knowledge tools and resources. Leveraging knowledge and skills to perform distinguished service. Demonstrate distinction by creating and articulating new thought leadership (technical, industry or client specific) in areas of expertise. Sharing this knowledge both internally and externally. 4. Lead and contribute to team success Demonstrating leadership and the ability to work toward shared Goals and living the Firms values of Excellence, Teamwork and Leadership. Using appropriate interpersonal styles and techniques to establish relationships and gain acceptance of ideas or plans. Adjusting ones own behaviors to effectively team and work with others. Respecting all people and helping them feel valued, included and appreciated.

We put ourselves in each others shoes

5. Communicate with impact and empathy Listen effectively and understand the perspective of others. Clearly convey information and ideas through a variety of methodsboth orally and in writingthat targets and engages the specific audience and helps them understand and retain the message. Demonstrate the ability to negotiate with and influence others, as appropriate.
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Competency definitions and rating scales: detail

We invest in relationships
1. Build and sustain relationships Growing relationships through the development of rich internal and external networks. Increasing the breadth and depth of client relationships. Developing business by listening to the needs of others, and proposing effective solutions and leveraging relationships. Identifies relationship needsAnalyzes the organization and own area to identify key relationships that should be initiated or improved to further the attainment of own areas goals. Explores relationship opportunitiesExchanges information with others to clarify relationship benefits and potential problems; collaboratively determines the scope and expectations of the relationship so that both areas needs can be met. Formulates action plansCollaboratively determines courses of action to realize mutual goals; agrees on each others responsibilities and needed support. Subordinates own areas goalsPlaces higher priority on organizations goals than on own areas goals; anticipates effects of own areas actions and decisions on others; influences others to support relationship objectives. Monitors relationshipsImplements effective means for monitoring and evaluating the relationship process and the attainment of mutual goals. Keeps eye on growing the businessRemains aware at all times of business opportunities and pursueseither directly or with the assistance of otherssuch opportunities.

1 High
Continuously seeks out and creates opportunities to work with other areas to generate value Proactively identifies relationship needs that greatly enhance the ability to attain work objectives Consistently clarifies 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 benefits of the relationship Always places the goals of organization ahead of the goals for his or her work area Makes significant effort to monitor the relationship to ensure desired objectives are met Regularly identifies new business opportunities at existing or potentially new clients

3 Moderate
Identifies need for relationship with key individuals, but may miss less obvious opportunities to identify relationships that would further the attainment of work goals Engages in effective relationships; might occasionally miss formulating clear action plans and monitoring the relationship to ensure objectives are met Frequently subordinates own areas goals to those of organization Addresses new business opportunities as they become available Uses network to secure new leads

5 Low
Ineffective at identifying relationship opportunities Typically does not clarify scope, action plans and expectations with others Does not subordinate own areas goals when necessary Neglects to monitor relationships Approaches the relationship too much from own areas needs Often overlooks messages suggesting possible business opportunities

This scale represents the various levels of alignment with the competencies and requirements to be successful

at PwC.

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2. Be passionate about client service Focusing on the performance of quality work by understanding the clients business, issues and environment, as well as professional standards and being mindful of the publics interest. Creating and maintaining mutually respectful client relationships. Seeks to understand clientsActively seeks information to understand clients circumstances, problems, expectations, and needs. Educates clientsShares information with clients to build their understanding of issues and capabilities. Builds collaborative relationshipsBuilds rapport and cooperative relationships with clients. Takes action to meet clients needs and concernsConsiders how actions or plans will affect clients and the public; responds quickly to meet clients needs and resolve problems; avoids over-commitments. Sets up client feedback systemsImplements effective ways to monitor and evaluate client concerns, issues and satisfaction, and to anticipate client needs. Focuses on delivering qualityMaintains high standards of excellence.

1 High
Invests great energy and uses a variety of sources to better understand and 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 of time Follows up with clients regularly Maintains a variety of effective client feedback systems Advocates clients needs throughout the organization on a consistent basis

3 Moderate
Generally effective in seeking to understand clients and their needs Makes efforts to educate clients Able to build collaborative relationships with most clients Anticipates some client needs, but may wait for cues from the client for other more subtle needs Sustains productive client relationships over long periods of time Typically follows up with clients and manages the client relationship with effective client feedback systems Advocates for less controversial client needs and does not always resolve clients problems

5 Low
Takes minimal action to understand clients and their needs May have difficulty building collaborative relationships with clients Often fails to anticipate client needs and issues Needs to be frequently redirected when taking action to meet client needs and concerns Fails to maintain productive client relationships for long periods of time Does not set up effective client feedback systems More concerned with own needs than the clients needs

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We share and collaborate

3. Be curious: Learn, share and innovate Demonstrate intellectual curiosity by leveraging new opportunities for learning. Collaborating by utilizing the Firms knowledge tools and resources. Leveraging knowledge and skills to perform distinguished service. Demonstrate distinction by creating and articulating new thought leadership (technical, industry or client specific) in areas of expertise. Sharing this knowledge both internally and externally. Targets learning needsUnderstands self; seeks and uses feedback and other sources of information to identify appropriate areas for learning. Takes risks in learningPuts self in unfamiliar or uncomfortable situations in order to learn; asks questions at the risk of appearing foolish; takes on challenging or unfamiliar assignments. Seeks learning activitiesIdentifies and participates in appropriate learning activities (e.g., courses, reading, self-study, coaching, and experiential learning) that help fulfill learning needs. Maximizes learningActively participates in learning activities in a way that makes the most of the learning experience (e.g., takes notes, asks questions, critically analyzes information, keeps on-the-job application in mind, does required tasks). Applies and shares knowledge or skillPuts new knowledge, understanding, or skill to practical use on the job; furthers learning through trial and error; shares knowledge with others. Uses knowledge management tools and resources to improve quality and increase efficiency.

1 High
Proactively gathers information and feedback to identify and recognize learning needs in self Pursues development activities or experiences that will benefit the business Enthusiastically participates in learning activities to capitalize on the learning experience Rapidly applies new knowledge and skills on the job. Uses knowledge management tools to acquire knowledge and share information. Contributes new content and thought leadership Readily volunteers for novel and/or difficult assignments in order to stretch self and maximize learning potential

3 Moderate
Accepts feedback from others to determine learning needs Utilizes available learning activity options Participates in learning activities by following instructions and engaging in required exercises Relates new knowledge and skills to work tasks Accepts new assignments as an opportunity to try out new skills

5 Low
Has difficulty identifying learning needs and specific activities designed to improve skills Does not match learning needs to learning activities Is uninvolved in learning exercises Experiences difficulty applying new learning to job tasks Demonstrates uneasiness in new situations Pursues learning that is not relevant to the business or current role

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4. Lead and contribute to team success Demonstrating leadership and the ability to work toward shared Goals and living the Firms values of Excellence, Teamwork and Leadership. Using appropriate interpersonal styles and techniques to establish relationships and gain acceptance of ideas or plans. Adjusting ones own behaviors to effectively team and work with others. Respecting all people and helping them feel valued, included and appreciated. Embraces shared values and goalsDemonstrates leadership and commitment to the organizations shared values and goals through ones actions. Uses key principlesEstablishes good interpersonal relationships; enhances self-esteem, empathizes, involves, discloses and supports. Develops others and own ideasPresents own ideas; remains unbiased, seeks and develops suggestions of others; makes procedural suggestions. Facilitates agreementUses appropriate influence strategies (such as demonstrating benefits or giving rewards) to gain genuine agreement; persists by using different approaches as needed to gain commitment. Opens discussions effectivelyDescribes expectations, goals, requests, or future states in a way that provides clarity and excites interest. Clarifies current situationSeeks, gives, and summarizes information; ensures that the situation/issue at hand is understood. Closes discussions with clear summariesSummarizes outcomes of discussions and establishes next steps if needed.

1 High
Maintains positive relationships by including all participants in the discussion Thoroughly describes existing situations, both positive and negative, to clarify facts and issues Proactively identifies relevant needs and concerns of others in order to plan an approach Consistently asks questions to seek ideas and genuinely values input from others Diplomatically describes own suggestions with appropriate rationale or blends others input with own ideas Seeks to gain genuine agreement on a solution by emphasizing the benefits of a given course of action for each stakeholder group related to their original needs and concerns Consistently takes actions that are in support of the organizations goals and values

3 Moderate
Provides clear description of situations to ensure all parties are aware of the essential facts and issues Periodically seeks input from others on solutions Outlines ones own ideas or solutions with corresponding rationale Seeks input and reactions from other parties At times, does not use different approaches as needed to gain commitment Seeks to gain agreement through discussion of options Generally supports values and goals of the organization but may not always take them into account when determining actions

5 Low
Provides minimal clarification of situations Provides ones own ideas and approach without seeking ideas or agreement from others Attempts to impose decisions without convincing others of the value of the proposition Fails to address the individual needs or concerns of others Fails to support the values and goals of the organization

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We put ourselves in each others shoes

5. Communicate with impact and empathy Listen effectively and understand the perspective of others. Clearly convey information and ideas through a variety of methodsboth orally and in writingthat targets and engages the specific audience and helps them understand and retain the message. Demonstrate the ability to negotiate with and influence others, as appropriate. Maintains audience attentionKeeps the audience engaged through use of techniques such as analogies, illustration, humor, an appealing style, body language, and voice inflection. Displays professional demeanorExhibits a calm, confident appearance; does not appear overly nervous; responds with interest when appropriate. Speaks confidentlySpeaks with a self-assured tone of voice. Ensures understandingSeeks input from audience; checks understanding; presents message in different ways to enhance understanding. Organizes the communicationClarifies purpose and importance; stresses major points; follows a logical sequence. Comprehends communication from othersActively listens, attends to messages from others; correctly interprets messages and responds appropriately.

1 High
Effective in negotiations with others Excels in communicating with a variety of audiences and organizational levels and a variety of individuals and outside groups Uses an effective and approachable style that engages others and builds credibility Effectively adjusts communication style for different audiences Seeks input and checks for understanding to ensure communication is correctly interpreted Actively listens and responds to communication from others in an appropriate and timely manner Regularly demonstrates success with influencing others, as appropriate

3 Moderate
Performs well in communicating with the majority of people Uses a communication style that is effective in most circumstances Communicates clearly and concisely Usually seeks input and checks for understanding to ensure communication is correctly interpreted May need some development in communicating complex ideas or using a variety of approaches to meet others needs

5 Low
Performs adequately in basic communications, but has significant developmental needs in listening carefully and comprehending communication from others Does not always understand concerns or issues Often misses opportunities to keep others informed Occasionally confuses, frustrates, or fails to maintain the attention of the audience due to a lack of focus or clarity in communication

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6. Develop self and others through coaching Providing, seeking and using timely guidance and meaningful constructive feedback that is both candid and direct to help others, to develop oneself and improve. Explains and demonstratesProvides instruction, positive models, and opportunities for observation in order to help others develop skills; encourages questions to ensure understanding. Provides feedback and reinforcementGives timely, constructive and appropriate feedback on performance; reinforces efforts and progress. Uses key principlesEstablishes good interpersonal relationships; enhances self-esteem, empathizes, involves, discloses and supports. Clarifies the current situationClarifies expected behaviors, knowledge, and level of proficiency by seeking and giving information and checking for understanding. Seeks coachingActively seeks and uses guidance and feedback from others as a means of assisting with ones personal development.

1 High
Consistently sets clear expectations and verifies that the other person has understanding of these responsibilities Proactively seizes opportunities to receive and provide feedbackto either reinforce good performance or correct poor performance Excels in the delivery of both positive and negative feedback in a direct and forthright manner and shows empathy when people experience difficulty Articulates behaviors and actions contributing to performance Explains, provides instructions, and demonstrates activities or processes in a way that maintains self-esteem and results in quick improvements Regularly seeks the other persons point of view while receiving and providing guidance or coaching Applies advice and counsel received Positively recognizes good performance and performance improvement Makes the time to spend with others

3 Moderate
Provides clear and accurate expectations for self and others performance Recognizes most situations that warrant positive or corrective feedback Describes observed behavior or performance compared to expectations Reinforces importance of performance standards Encourages and asks questions during coaching process May have some developmental needs in receiving or providing others with negative feedback in an effective manner

5 Low
Sets vague and general expectations for self and others Provides minimal instruction in activities or processes Does not seek out or recognize opportunities to provide or receive developmental feedback Provides feedback in a manner that devalues or embarrasses the recipient Misses opportunities to recognize or reinforce positive performance

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We enhance value (through quality)

7. Demonstrate courage and integrity Demonstrating courage and integrity by promptly addressing problems or issues in the workplace, voicing concerns in a professional manner, consulting with others, asking difficult questions, challenging the questionable behavior of others, accepting responsibility for outcomes and maintaining standards of professionalism at all times. Responds quicklyTakes immediate action when confronted with a problem or when made aware of a situation. Takes positive actionResolves issues in a way that dissipates any conflict and maintains relationships. Demonstrates integrityDeals with people in an honest and forthright manner (even if unpopular); resents information and data candidly, accurately and completely. Takes independent actionImplements new ideas or potential solutions without prompting; does not wait for others to take action or to request action. Goes above and beyondTakes action that goes beyond job requirements in order to achieve objectives. Keeps commitmentsPerforms actions as promised; does not share confidential information. Behaves consistentlyEnsures that words and actions are consistent; behaves consistently across situations including difficult ones. Involves othersSeeks out others for advice and counsel when dealing with matters of concern.

1 High
Proactively acts to uphold corporate values and standards As appropriate, is supportive of people by backing them up when shared concerns are raised Openly acknowledges the accomplishments and contributions of others Always keeps commitments he or she makes with others Acts as a role model for corporate standards of integrity and encourages others to meet those standards at all times Regularly seeks input and advice from others on matters of importance

3 Moderate
Voices concerns about failure to follow corporate values or standards Follows up on concerns, so that issues are resolved and people get answers Periodically shares ones thoughts and feelings, so others understand his or her point of view Encourages and supports ideas for improvements Generally provides complete information to others Makes an effort to keep commitments to others Consults with others when considered necessary

5 Low
Lacks follow-through in resolving issues with others; fails to support others ideas when they conflict with ones own Does not acknowledge the contributions of others or even takes credit for others accomplishments Often makes commitments to others only to cancel or reschedule them Provides misleading information or inappropriately shares confidential information with others Often tackles problems or concerns without consulting others

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8. Acquire and apply commercial and technical expertise Acquiring and applying a high level of technical/professional skills and knowledge. Leveraging existing tools, applying appropriate standards and methodologies including the Firms guidance and policies. Staying current with business and industry information trends. Understandstechnical terminology and developments. Knows howto apply a technical skill or procedure. Knows whento apply a technical skill or procedure. Performs complex tasksin area of expertise.

1 High
Demonstrates technical excellence Continually works to expand knowledge base Displays strong awareness of the general business and industry environment

3 Moderate
Displays a solid base of technical skills and knowledge Acknowledges and applies technical and business standards

5 Low
Demonstrates a lack of technical knowledge Is unaware of the business environment in general

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9. Manage projects and economics Efficiently planning and performing work in accordance with client expectations and professional standards. Identifying and addressing issues, problems and opportunities. Assuming responsibility and accountability for successfully completing assignments. Appropriately using resources to accomplish business objectives, including budgeting, resources/staffing, billing and compliance. Demonstrating an awareness of risk management issues and utilizing appropriate risk management methodologies including consultation. Controlling and protecting the Firms intellectual assets. PrioritizesIdentifies more critical and less critical activities and assignments; adjusts priorities when appropriate. Determines tasks and leverages resourcesDetermines project requirements by breaking them down into tasks and identifying types of equipment, materials, and people needed. Takes advantage of available resources and coordinates with internal and external partners. SchedulesAllocates appropriate amounts of time for completing own and others work; avoids scheduling conflicts; develops timelines and milestones. Identifies and resolves issues, problems and opportunitiesRecognizes issues, problems or opportunities; manages risks, generates alternatives and commits to appropriate action when it is needed. Encourages others to take responsibilityProvides encouragement and support to others in accepting responsibility; does not accept others denial of responsibility without questioning. Sets standards for excellenceSelf-imposes standards of excellence (both personal and professional) in order to achieve a high level of quality, productivity and service. Interprets informationQuickly and accurately synthesizes complex information from a variety of sources; detects trends, associations and cause-effect relationships.

1 High
Excels in allocating the right resources to meet priority project or assignment requirements Manages changes in work schedule and avoids scheduling conflicts with exceptional skill Consistently takes advantage of available resources and coordinates with internal and external resources to accomplish objectives, maintains focus on project economics Consistently stays focused on key priorities and avoids being distracted by irrelevant issues Actively seeks out relevant data from a variety of sources, including benchmarking best practices Always accepts responsibility for outcomes in area of responsibility and adjusts efforts or overcomes obstacles as needed to meet standards Regularly holds others to standards of excellence by providing support and encouragement without removing the responsibility from them Consistently sets high standards for self and encourages others to do the same

3 Moderate
Effective in allocating sufficient resources to meet project or assignment requirements Adjusts priorities and timelines when appropriate Often addresses conditions that may cause problems to recur in the future, not just the immediate instance Gathers available data that is relevant to the problem, but may overlook a relevant source of data or miss subtle trends or cause-effect relationships Accepts responsibility for outcomes in areas of responsibility

5 Low
Has trouble distinguishing priorities, scheduling key activities and making basic preparations for resources needed for projects or assignments Needs to be frequently redirected or monitored on projects or assignments to ensure timely completion Misses details and deadlines Sometimes doesnt realize a problem exists in area of responsibility, or views a problem as someone elses responsibility Given the opportunity to address problems, often waits for someone else to take the lead Occasionally fails to accept responsibility for outcomes in his or her area of responsibility or blames others Is often inconsistent about holding self and others to high standards of excellence
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10. Be open minded, agile with change and practical Maintaining effectiveness when experiencing major changes in the work or business environments. Adjusting to new work structures, processes, requirements, or cultures. Reinventing oneself, as necessary and appropriate. Approaches change or new situations positivelyTreats change and new situations as opportunities for learning or growth; focuses on the beneficial aspects of change; speaks positively about the change to others. Adjusts behaviorQuickly modifies behavior to deal effectively with changes in the work environment; readily tries new approaches appropriate for new or changed situations; does not persist with ineffective behaviors. Copes effectivelyDevelops appropriate strategies as needed to alter conditions that create stress and to sustain physical and mental health. Tries to understand changesTries to understand changes in work tasks, situations, and environment as well as the logic or basis for change; actively seeks information about new work situations. Maintains focusStays focused on work tasks and productively uses time and energy when under stress. Reinventing oneselfAdapts leadership/work style to fit the changing environment; identifies new skills needed and seeks ways to develop them.

1 High
Actively seeks to understand changes in ones environment Consistently maintains steady performance under the most stressful circumstances Evaluates need to change objectively without regard to personal impact Maintains performance during periods of change and is energized by change and new situations, actively making necessary accommodations in response to changing requirements Helps others adapt to change Uses effective coping strategies and shares them with others to help self and others through stressful times

3 Moderate
Actively seeks to understand changes in ones environment Typically presents a positive disposition when under stress or experiencing change Has a conservative approach to changing requirements, but cautiously remains open to making necessary accommodations Although not energized, performance is constant in the face of change Generally maintains steady performance under some stressful circumstances, but performance may be somewhat affected under the most stressful situations

5 Low
Resists change Performance is significantly negatively impacted when working in stressful conditions Makes few if any accommodations in response to change Only when confronted with unavoidable change, seeks to better understand nature of changing environmental requirements Performance may suffer during periods of change Demonstrates a negative disposition when under stress

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Competency interview questions (Entry-level candidate)

We invest in relationships
Overview questions What have you done to grow your personal and professional network? When have you helped others around you without being asked. How did 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 unfamiliar for assistance. What did you do? Give me an example of using your personal network of friends and acquaintances to help you accomplish a task. Be passionate about client service Tell me about a time when it was important to understand the requirements of your professor for a particular assignment. What did you do to better understand those requirements? How do you build collaborative relationships with peers or customers? Give me details about one or two of them. What have you done to understand a peers or customers point of view?

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We share and collaborate

Overview questions Describe a situation when you had to work with a team to complete a project. What actions did you take to influence the outcome of your assignment? What did you learn from your experience? How did you use this learning elsewhere? Be curious: learn, share and innovate What was the most difficult course you took in school? How did you master 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 subject you learned quickly and one that took you a bit more time. How did your approach to the more difficult subject differ from your approach to the easier one? Describe how you identified and pursued learning opportunities in new areas. Lead and contribute to team success Describe a time when you had to convince a fellow student or peer to use a particular approach to an assignment. What did you say? Describe a situation when you had to influence another student or peer to cooperate. What did you say? What techniques have you used to gain acceptance of ideas or plans? Give me an example of a time when you used one of these techniques.

We put ourselves in each others shoes

Overview question Describe a recent coaching discussion you experienced where you were either the coach or the person being coached. How did you involve the other person in the discussion? Communicate with impact and empathy (all candidates) This competency will be largely evaluated as a result of the discussion with the candidate during the interview. However, here are some questions that may assist you. Tell me about a time when you had to modify your writing style to reach different audiences. How did you do it? Give me an example of a time when you had to persuade someone to do something solely through written communication. How did you persuade them? Tell me about a time when you were successful in a negotiation. What did you do that made you successful? Develop self and others through coaching Tell me what youve done to help a peer understand what knowledge/skill areas to strengthen. Give me a specific example. Give me an example of feedback or coaching you gave someone who was having difficulty with an assignment. Give me an example of having received feedback or guidance and how you put the information to use.

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We enhance value (through quality)

Overview question Tell me about a time when you faced conflicting priorities. How did you determine the top priority? Demonstrate courage and integrity Have 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 felt a peer demonstrated inappropriate behavior. What happened? What did you do? Give me an example of a time when you proactively generated ideas or suggestions. What did you do? What happened as a result? Weve all had close friends or classmates come to us for help on assignments/projects they were expected to complete on their own. Can you tell me about a time when this happened to you? How did you respond? Acquire and apply commercial and technical expertise Give me an example of an assignment you worked on that showed your knowledge 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 economics How did you balance your schoolwork with extracurricular activities? Weve all been in situations in which we couldnt complete everything we needed to do on time. Tell me about a time when this happened to you. Walk me through a situation in which you asked questions of several people for the information you needed to make an effective decision. How did you know who and what to ask? Be open minded, agile with change and practical We all have to make changes when the way weve been doing things is no longer effective. Tell me about a time when youve had to try a new approach to a task/project/assignment. What did you do? What were the results? Tell me about a situation in which you had to adjust quickly to a significant change at school or at work. How did the change affect you? What did you do? Describe a time when your workload in school was unusually heavy. How did you respond?

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Competency interview questions (Experienced candidate below manager)

We invest in relationships
Overview questions What have you done to grow your personal and professional network? When have you helped others around you without being asked. How did 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 unfamiliar for assistance. What did you do? Give me an example of having identified an opportunity for your team/ group/organization to expand its assistance to others. How did you identify the opportunity? And what did you do about it? How have you maintained the relationships in your personal and professional networks? Be passionate about client service Describe a time when you took action in response to an internal/external client request. What happened? Tell me about a time when you over committed yourself or your organization to meet a client request. What happened? How have you known if your internal/external clients were satisfied? Without sharing the clients name or otherwise identifying the client, give me an example of a client you know was satisfied as a result of your efforts.

We share and collaborate

Overview questions Describe a situation when you had to work with a team to complete a project. What actions did you take to influence the outcome of your assignment? What did you learn from your experience? How did you use this learning elsewhere?

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Be curious: learn, share and innovate In any new job there are some things we pick up quickly and other things that take more time to learn. In your last job, tell me about something you picked up quickly and something that took more time to learn. How did your approach to the more difficult subject differ from your approach to the easier one? Seemingly constant changes in processes, procedures, and technology can make it seem difficult to keep up with everything there is to know about our jobs. How have you determined which areas to target for your learning? How did you gain that knowledge? Tell me about a time when you were confronted with an unfamiliar situation. How did you respond to that situation, and how did you later apply what you learned from that experience? Lead and contribute to team success Not everyone agrees with our decisions. Tell me about an unpopular decision you made and how you gained acceptance for it from others. What are the most successful techniques that you have used to gain others agreement? Describe a specific situation where you used those techniques. Often we must convince others of the benefits they will realize from committing to an idea or plan. Describe how youve demonstrated the benefits of a plan or idea to gain someones commitment. What happened?

We put ourselves in each others shoes

Overview question Describe a recent coaching discussion you experienced where you were either the coach or the person being coached. How did you involve the other person in the discussion? Communicate with impact and empathy (all candidates) This competency will be largely evaluated as a result of the discussion with the candidate during the interview. However, here are some questions that may assist you. Tell me about a time when you had to modify your writing style to reach different audiences. How did you do it? Give me an example of a time when you had to persuade someone to do something solely through written communication. How did you persuade them? Tell me about a time when you were successful in a negotiation. What did you do that made you successful? Develop self and others through coaching Tell me about a time when you gave constructive feedback to improve or reinforce someones performance. Tell me about a time when you conducted on-the-job coaching. How did you know if your coaching was effective? Describe a complicated task that you had difficulty teaching someone to perform. What were the difficulties? What approach did you take? Give me an example of having received feedback or guidance and how you put the information to use.

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We enhance value (through quality)

Overview question 1. Tell me about a time when you faced conflicting priorities. How did you determine the top priority? Demonstrate courage and integrity We may occasionally run across a person who is unethical or dishonest. Give me an example of a time when an individual did something that you thought was inappropriate behavior. What happened? What did you do? Often there are people in an organization who deserve more credit than they 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 do something that you didnt think was appropriate. How did you respond? Acquire and apply commercial and technical expertise (all candidates) Give me an example of an assignment you worked on that showed your knowledge in... What did you do? How did you apply your knowledge? Describe a project, situation, or assignment that challenged your skills as a... How did you manage the situation? What is your specialty in? Describe the scope of your knowledge. Describe a situation where you were challenged to use that knowledge. What have you done to stay current in your industry/area of specialty? How has this helped you? Manage projects and economics Tell me about a time when you had to coordinate resources (e.g., people, processes, clients, equipment) to complete a complex project. How did you do it? What kinds of project planning or administration did you do in your job at... Tell me about one of the projects you planned. We are often too busy to plan future activities. Tell me about a time when you were so busy you reacted to situations rather than planned for them. Without sharing confidential or proprietary information, describe a complicated problem you had to deal with at work. How did you identify or gain a better understanding of that problem? Tell me about something that youve done to encourage peer direct reports to take responsibility for improving their work standards. Be open minded, agile with change and practical Give me an example of a time when you were away for 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 you taken when youve been asked to significantly change a work process or procedure? What were the results? Tell me about the most challenging group or team of which you were a member. What problems did you encounter? What did you do? What happened?

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Competency interview questions (Experienced candidate manager and above)

We invest in relationships
Overview questions What have you done to grow your personal and professional network? When have you helped others around you without being asked? How did you know they needed your help? Build and sustain relationships Give me an example of having identified a new business opportunity for your organization. How did you learn of the opportunity? What did you do 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 needed your help? What was the outcome? Be passionate about client service Describe a time when your work group got off track in maintaining focus on the client and how you got them back on track. Describe a time when you obtained input from a client in order to improve a product or service. What did you do next? Clients can be very demanding. Tell me about a time when you had to manage a demanding clients expectations in order to avoid an unreasonable commitment. What did you do?

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We share and collaborate

Overview questions Describe a situation when you had to work with a team to complete a project. What actions did you take to influence the outcome of your assignment? What did you learn from your experience? How did you use this learning elsewhere? Be curious: learn, share and innovate Without telling me the content of the information or what company it was, tell me about a time when you obtained new information about a key competitor. How did you use that information? Describe a project, situation, or assignment that was new to you and significantly 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 of putting one of those lessons/practices to use? Lead and contribute to team success When a group needs to come to consensus agreement about a new idea or plan, individual needs can interfere with the level of involvement and support. Describe what you have done to ensure involvement and support from all concerned. Tell me about a time when you worked with a direct report/peer to develop an idea or plan. Describe what you did to gain this persons commitment. Tell me about a time when you influenced an associate to take on a difficult assignment that was beyond the scope of the persons responsibilities. What did you do? What happened?

We put ourselves in each others shoes

Overview question Describe a recent coaching discussion you experienced where you were either the coach or the person being coached. How did you involve the other person in the discussion? Communicate with impact and empathy (all candidates) This competency will be largely evaluated as a result of the discussion with the candidate during the interview. However, here are some questions that may assist you. Tell me about a time when you had to modify your writing style to reach different audiences. How did you do it? Give me an example of a time when you had to persuade someone to do something solely through written communication. How did you persuade them? Tell me about a time when you were successful in a negotiation. What did you do that made you successful? Develop self and others through coaching Describe how you coached a new team member to successfully perform a challenging aspect of his/her job. Give an example of a time when you had two direct reports who required different coaching styles. How did you adjust your coaching style to meet their needs? Tell me about a face-to-face meeting in which you had to give feedback for improvement to someone who does not take criticism well. What did you do? How did the person react? Give me an example of having received feedback or guidance and how you put the information to use.

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We enhance value (through quality)

Overview question Tell me about a time when you faced conflicting priorities. How did you determine the top priority? Demonstrate courage and integrity We may occasionally run across a person who is unethical or dishonest. Give me an example of a time when an individual did something that you thought was inappropriate behavior. What happened? What did you do? Often it is easy to blur the distinction between confidential information and public knowledge. Can you give me an example of when you were faced with this dilemma? What did you do? Tell me about a time when you took action to exceed an internal/external customers expectations. Specifically, what did you do? Tell me about a time at work when you objectively considered others ideas, even when they conflicted with yours. What did you do? Acquire and apply commercial and technical expertise (all candidates) Give me an example of an assignment you worked on that showed your knowledge in... What did you do? How did you apply your knowledge? Describe a project, situation, or assignment that challenged your skills as a... How did you manage the situation? What is your specialty in? Describe the scope of your knowledge. Describe a situation where you were challenged to use that knowledge. What have you done to stay current in your industry/area of specialty? How has this helped you? Manage projects and economics What business or performance objectives were you expected to meet this year? What steps did you take to make sure you were making progress or achieving all of them? What have you done to make your team more efficient or organized? Give me an example. Tell me about either a long or short-term plan you developed for your team. How was it carried out? What was the result of that plan? Describe a difficult decision you recently made at work. What factors did you consider? How long did it take you to make your decision? Describe a time when you were not satisfied with your teams performance. What action(s), if any, did you take to improve the performance of the team? Be open minded, agile with change and practical What have you done when you found out about an unexpected organizational change or were confused by an organizational change? Tell me about a time when an unexpected occurrence or unexpected absence disrupted the progress of a work task/assignment/project for which you were responsible, and explain what you did. Tell me about an important project you were working on that had an unreasonable deadline. How did you react?

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Assessing a candidates fit with a professional services culture

Another key ingredient for talent selection is the fit to a professional services environment. PwC commissioned a study titled, The Value of the PwC Professional Experience, which was conducted by researchers at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California. The study looked at how people make decisions about whether to stay with PwC or leave the Firm and it studied the areas that are most important to both current and former employees. From this work, we learned that there is an opportunity to enhance the hiring of people who feel they are a good fit with our type of work and environment. In this regard, to help identify candidates who will like to work at PwC, we developed the PwC Fit with Professional Service Facets. These questions help us understand how well we match with a candidates preferences. The following is a list of the Fit Facets to look for during the interview process: Client service orientationUnderstands the significance of work and client demands recognizing that it will sometimes be necessary to put these demands over personal interests in order to provide service to clients. Describe a situation from your past when you had to complete a task or assignment that required you to sacrifice your personal time. Did you find that experience to be satisfying or dissatisfying, and why? Career ownershipComfortable with managing own career. Proactively seeks information, opportunities to learn, and seeks mentors/coaches to assist with ones development. Comfortable receiving and managing direction from multiple supervisors. Describe a time when you had to determine your own career development needs versus when you have been directed toward development activities. Which did you find more satisfying, and why? When in the past have you received direction from multiple supervisors? What did you like or dislike about that experience? ScheduleAcknowledges any unpredictable and frequent long work hours and varied travel requirements and adjusts oneself accordingly. Tell me about a time when youve been away from home for long periods of time (or had to work long unpredictable hours) for work or school. What did you like or dislike about that experience, and why? Relationship buildingGains satisfaction from developing and maintaining ongoing working relationships requiring personal interaction and mutual support. Tell me about a situation in which you worked alone much of the time. How satisfied/dissatisfied 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 difficult goals to achieve at work. How satisfied/dissatisfied were you with that situation, and why? Attention to detailsEnjoys working on tasks requiring great attention to details. Tell me about a job you had that required high attention to details. How satisfied/dissatisfied were you with that experience, and why? Task varietyEmbraces opportunities to work on several different tasks and to deal with conflicting priorities. Tell me about a time when you had a lot or a little variety in your work. How satisfied/dissatisfied were you with the amount of variation, and why?

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Questions/topics to avoid during an interview

There are certain topics that you should steer clear of in an interview altogether. These questions may elicit information directly related to a candidates protected status under the law, including: Age Race or color National origin Religion or creed Sex or gender Pregnancy Marital status Sexual orientation Health or disability status Arrest history Type of discharge from military Status as a Vietnam-era or special disabled veteran If the candidate volunteers this type of information during the interview, you should make it clear to the candidate that the information is irrelevant to the hiring decision. Other interview questions may not directly relate to a candidates legally protected status, but could nevertheless elicit information about that status. While there are topics which an interviewer might have a legitimate, job-related need to touch upon, a carelessly crafted question could result in the hiring process being deemed unlawful. Below are some examples of acceptable and unacceptable questions within certain sensitive areas. The unacceptable questions are risky because they could elicit information that cannot legally be used in the hiring decision.

Unacceptable
What's the origin of your name? Do you have a residence overseas? Where were you/your family born? What is your native language? What is your maiden name? Do you own or rent your home? How long is the commute from you home to our office? In what neighbourhood do you live? Did you receive an honourable discharge from the service? Are you in the National Guard or Reserves? Do you have any disabilities or handicaps? How many days did you call in sick last year?

Sensitive area
National origin

Acceptable
How do you spell your name? Am I pronouncing your name correctly? Are you authorized to remain and work in the U.S.? What languages are you fluent in? None How long have you lived at your current address?

Marital status Credit status

Military service

Tell me about your relevant experience in U.S. Army.

Physical condition

You'd be travelling 50% of the time on this job. Are you willing and able to do that? This job requires you to travel to client sites. Are you able to do that? (If interviewer is aware of an obvious disability) What accommodations would you need to perform the job, if we decide to offer it to you?

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