right offer, first time effective pdm interview – v30 your handy guide ( based on ‘behavioral...
TRANSCRIPT
Right Offer, First Time
Effective PDM Interview – V30Your handy guide
(Based on ‘Behavioral Based Structured Interview’
Method)
Disclaimer: Not to be distributed within or outside IBM
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History of Changes
• Common Mistakes in BBSI – Need More Focus• Real Situation Examples/Quiz• Week Day Interviews• eDownloader• ReHire Guidelines
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Expectations from PDMers
Ensure candidate joins IBM Understand Candidate’s value Explain CTC structure and
Negotiate Judicious usage of Relocation
Expense & Joining Bonus to make
the offer competitive
Ensure that IBMs’ offer is ‘The First and Final Offer’
Agencies informed that IBMs’
offer is ‘The First, Right and Final Offer’
Right Offer, First TimeObjective
Action Taken
IB
M d
oes no
t enc
oura
ge R
e-ne
gotia
tion
IBM
doe
s no
t enc
oura
ge R
e-ne
gotia
tion
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The balancing actCandidates’ aspirations
IBM’s ‘Right Offer, First Time’
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“Perfect for your team! Perfect for IBM!”
A PDMers’ Great Decisio
n
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Phases of an Effective Interview
Pre Interview Post
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Pre - Interview Phase
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1.Read Resume/Verify Documents
6.EffectivePDM
Checklist update
3. Ascertain Resource Criticality
5.DirectFeedback from Tech Panelist
2. Receive Competency
based Salary Grid
Pre Interview
4. Prepare Questions
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Improved Tech Panelist Feedback Effectiveness
Tech Evaluation Feedback Form
Excellent Good FairTeaming xCommunication x. x. x. x
Tech Panelist & PDMer
In Person Feedback (5 mts)
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Phase 2: The Interview
Tips: Applying the BBSI approach will make the PDM round to be approximately of 45 mts
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1. Apply Behavioral Based
Structured Interview
6.EffectivePDM
Checklist update
4. IBM Values & Proposition
3. Discuss Role
Relocation,Joining Date,Notice Period
2. Document in BBSI form
throughout the whole phase
The Interview Phase
5. Negotiate Offer
Tips:• Offer a warm welcome to candidates• Help them to settle• Allow them to open up
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Hiring : The best way
Evidence based approach
No decision during interview process
Gauge across multiple attributes
Process Oriented: BBSI way
First Impression
Intuitive
Gut feeling
Subjective
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Synchronised Steps
BBSI approach to evaluate the candidate
Gather the facts
Make the decision
Negotiate
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A three pronged approach 1st impressions
Biases
Intuition
Prejudices
Preconceived
notions
Look beyond narrow traits not only at technical competency, intelligence, or affability
Is the candidate motivated and competentfor the job?
Remain Objective fighting against
Information across multiple parameters
Evidence based approach
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BBSI: An example
"Can you describe for
me..."
"Can you describe for
me..."
"Can you give me an example
where your team had conflict?"
"Can you give me an example
where your team had conflict?"
“Yes, once one of my team member…”
“Yes, once one of my team member…”
“Sure. The challenge in
my team was…”
“Sure. The challenge in
my team was…”
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How can we know if it is a complete answer?
A Situation requiring
the specific skill
Action taken
Result
1 2 3
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What if I don’t get complete answer
for all the 3 components?
Scenario that you explained is not apt. Can you rethink of
any other scenario that ..
Can you be more specific
on the results?I haven’t got the complete
answer on Action. Can
you elaborate more on the specific step
of..
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Get complete answers:The BBSI way
Avoid accepting generic statements.
Probe deeply.
Developed a new
procedureCould you
explain more on the steps?
Turned the department
around
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Job Simulations
Structured Situational Questions o To know about skills that have not been
demonstrated o Situation can be the real expected one
(Behavioral is to bring out the candidate’s experience or skill that is exhibited & Structured Situational explores non demonstrated skill)
Elements for creating Questionso People, Conflict, Action
Durationo < 1 minute >
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e –learning ReferenceClips that should be played from the BBSI course
(Softskill)
Practice asking Behavioral Based Question: o Difference between Traditional and Behavioral
Based Question – Page # 3/15o Behavioral Based Questioning Process Simulation
– Page #14/15
Using Structured Situational Questions: o Difference between Behavioral based Questions
and Structured Situational Questions – Page #3/14
o Defining the situation - Page #5/14o Explore the possibilities - Page #6/14
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Structured Situational Questions
The likely team the candidate
is likely to work with
People
Challenges faced Conflict
Elements that make the Challenge immediate
Catalyst
Eg. Client comes up with a new requirement during the
Testing PhaseScenari
o
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Decide on the correct answer
Expect the Action & Result Test the question with the familiar people
Adjust the question, if the answers are not as expected
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Include a holistic assessment
Technical Knowledge
Motivational levels
Analytical
Growth Trend & Potential
Problem Solving &
Thinking
Adaptability
Team Work / Leadership (for Senior level candidates)
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Document the Interview “ Documenting
while conducting the interview is
not at all possible. I need to find out a better way! ”
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Why should an Interview be documented ?
Difficulty to recall
Provide Justification
and Feedback to
HR
Avoid confusing a candidate’s
skill with another
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Document it
Interview Phase
Note facts for decision
making
(Eg. cancelled reservation - asked for
advice - talked to sales rep)
Pre Interview Phase
Prepare questions
(Include spaces for the answers)
Post Interview Phase
Recall important missed points
Cross check the missed points by paraphrasing summary to the candidate
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What should not to be documented?
Wrong example
Time taken to recollect a suitable scenario
Subjective evaluationo “He answered better than other candidates” o “He is not very flexible”
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Cascade your pride of being an IBMer by referring to :
A Century Old company Leaders in IT (hardware and Software), Research Nobel Prize winners Legacy of acquisitions and spin-offs.
German SAP (1972) by five former IBM engineers Chinese Lenovo became world-famous after acquiring IBM's Thinkpad business in 2005
Opportunity in a wide range of Technology, Sectors India ; Key GDC Focus on diversity hires Flexible Timing & Working from Home
Only when appropriately needed Will be decided by the Project Manager, based on project & job profile need
Focus on Employee Skills – Trainings & Certification #2 in Global Brand Value for the Year 2010 Focused Harassment Policies
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Negotiating the offer
Evidences and Ratings can be used to negotiate better
Improve your Negotiation SkillsCompetency Guidelines of Offer Range to be used
• For an outstanding candidate, salary range must not be immediately compared with current team members as their increment rate will differ from the candidate - Overall hiring cost can be optimized by making the right offer
• Competency will put the offer ‘on-hold’ only where there is – A change in demand/requirement– No demand for a location, experience or technology
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Post Interview
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Effective PDM Checklist
3. Handover documents
2. EffectivePDM
Checklist Update*
1. Document in BBSI form
(Include details missed)
Post Interview
Mandatory Entry Required (without which HR will not accept the BBSI form from PDMers•Ensure that the final offer (agreed by you and the candidate) is documented in BBSI Form•JRSS of the candidate to be specified. This entry is required in GOM for Global tracking.
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Disadvantages of Bad Hiring Decision
Waste of Hiring Cost
Time spent by Managers o On Counseling o On Managing more or unnecessary issues caused by unproductive
employee
Cost of replacing unproductive employee
Loss of Reputation with customers
Unproductive employee may affect other Employee’s morale
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Reference Book on Performance Based Hiring by Lou Adler
BBSI Course from IBM E-Learning • Title Conducting the Behavioral-based Interview• LA ID HR214
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Common Mistakes in BBSI – Need More Focus
Incorrect Version Used
Department Code missing
Job Family not updated
Designation Missing
Current CTC and CTC offered missing or incorrectly filled in
PDMer’s Emp id and Name missing
Current and Joining Location details incorrectly updated
Relocation Allowance - Eligibility and Recommendation are two different items and must be answered separately
Band details not updated
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Quiz – Q1 A PDMer performing the following step. Find out the step that he is missing
PDMer checked with the HR on the eligibility of the Notice period buyout for that requirementHe confirmed the candidate to go ahead with the same during interviewSubmitted the BBSI doc to Recruitment Team
What happened in Real Situation after above stepCandidate joins IBM and applying for reimbursementPayable asking for evidenceHR Team looking for the evidence in BBSI & it is not availableNewly Joined IBMer in trouble and checks with the PDMerPDMer couldn’t recall as it happened 6 months back and he conducted 8 interviews on that day
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Quiz – Q2A PDMer performing the following step. Find out the step that he is missing
PDMer indicating the requirement locationCandidate having some constraint in moving to location other than the requirement locationPDMer committing for the same locationSubmitted the BBSI doc to Recruitment Team
What happened in Real Situation after above stepRequirement get withdrawnCandidate join assuming that he will be given the same location as he requestedNewly Joined IBMer has been assigned another project/location that is criticalHe couldn’t relocate & impacts the Project Immediate needsHe stays in bench for assignment in his required location
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Quiz – Q3How can I get the latest documents like BBSI, Salary grid etc
Contact Recruitment TeamContact CompetencyUse the Tool eDownloader
eDownloader BenefitsGets the latest file updates and News on a single click
When the version changesWeekly updates on Requirements Training Documents & Updates on Common mistakesTracks Training Completion
Automatically gets logged in like SameTime
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Week Day Interviews Week Day Interview Benefits
PanelistsEffective Panelist Time UtilizationReduced Load of Interviews with more # of Panelists
IBMIncrease in Conversion RatioIncrease in Quality Candidates turn upIncrease in higher band CandidatesImproved TAT of Recruitment leading to better Delivery Management
CandidatesComplete Elimination in waiting period
Current Trial Period & Yielded BenefitsWeek Day Interviews were conducted for past 1.5 months in SAPYielded all above benefits
Conversion ratio increased by 15%Support Required from PDMers
Panelist Roster plan for the next 1 week to be published on every Thursday
Preferrably 2 fixed slots per week will help in better planning of Panelists and Recruitment TeamConfirmation on the Interview Schedule from Recruitment Team after Candidate confirmation
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Competency SPOCs to share Roster Plan
Service Line Service Area SPOC
AIS
Shivani Vashisht2/India/IBM Bharathi Basavaraj1/India/IBMSandeep K Soparna/India/IBM
AMS DBMS Aditi Chaudhuri1/India/IBM
AMSMainframe & AS400
Pooja Wahan1/India/IBM, Jubulee Nayak/India/IBM,
AMSOpen System & Groupware [email protected]
AMS Testing Location Wise SPOCsAMS WDC Shruti Sharma4, Shefali Bhargava
[email protected],[email protected]
Oracle Location Wise SPOCsSAP [email protected]
Competency – To update appropriately
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Re-Hire GuidelinesFormer IBM employees may be considered for re-employment with IBM, subject to certain conditions including rehire eligibility. The re-hire policy is applicable for all candidates who were previously employed by IBM in any type of employment (SSP, FTH or Regular).
Re-Hire Checks
ReHire Status
•When employees voluntarily resign from, or are separated by IBM, managers are required to document rehire eligibility as Yes, or Restricted (Conditional). A Restricted (Conditional) rehire status signifies that further investigation is required to determine the reason for the status, prior to approval being provided for return to IBM
PBC Rating
•Previous PBC ratings of 3 or 4 would also require further information be obtained from the prior manager or current HR manager / HR partner
•Mandatory review of the last 2 PBC ratings as part of the rehire eligibility check needs to be performed.
Approval Required or Not :
•If rehire eligibility is yes, and PBC rating is 1, 2+, or 2, the manager can proceed to hire.
•If rehire eligibility is restricted (conditional), OR Any former employee with at least two consecutive PBC ratings of 3 or a PBC 4 rating, will require approval from the previous Manager, HR Partner approval (HR review) and BU HR VP approval in order to be rehired. This is in addition to the rehire check done with the separations team.
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Re-Hire Guidelines (Cont.):
RE-HIRE SALARY CONSIDERATIONS• ReHires within an Year
– No increases for rehires within a year of their separation– Re-hires within a year will necessarily have to come at the same band/level at
which they were before resigning. Any exception to this should be approved by HR partner and previous manager & compensation Partner
• ReHires with more than 1 Year as gap– If an ESP cycle has passed, increases up to 15% may be given. Any exception
will require the approval of HR Partner, Previous Manager and Compensation Partner.
• All rehire eligible candidates for conversion roles – All rehire eligible candidates for conversion roles (SSP/FTH to regular, SSP to FTH)
whose date of rehire (the date of offer processing) is less than 1 Year where the new compensation offered is 15% more than previous employed annual salary require an approval from HR Partner. Hiring Manager approval is required prior to rollout of such offer
• Employee being rehired from subsidiaries – They need not be sent to compensation & benefits team for approval. All
approvals would be sought from previous or up-line manager for the percentage of increase.
• If Rehire candidates prior employment details is not available in the IBM systems
– It will follow the exception process
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Other Hiring Guidelines
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Additional Activities During Interview Re-calculate technical evaluation score card & bridge gap if any
In case the PDMer has any doubt, he can suggest another round of technical interview
Carry out back ground check to ascertain validity of documented details in CV
Jot down discrepancies & inconsistencies if any in the “ADDITIONAL COMMENTS” field of the BBSi form
All documented details should be clarified duly with the candidates
Assess the attitude of the candidate (Discussed in detail through BBSI approach)
Interview Process
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Current pay slip Photocopy Updated Resume Hard-copy of filled up EAF version 1.6 Photograph Passport sized (1 copy) Photocopy of passport (first and last page) or any identification proof Photocopy of the current offer/increment letter, which shows your
current remuneration For SSP to Regular: NOC from the Vendor & the PM’s Approval is
required. Photo copy of previous job offer & release certificate if any job change
has taken place during past 6 months NOC from present employer if the employer is IBM vendor or business
associate/partner
In case of incomplete documents, please do not do the PDM interview. Please forward the documents to Hiring SPOC in your location
Documents Required:
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BBSI & Educational Qualification BBSi (Behavior Based Structured Interview) Mandatory fields
o Band and Sub Bando Relevant yearso Locationo Annual Remunerationo Reporting Managero Indenting Manager
Check with hiring SPOC s for details of Reporting & Indenting Manager;Educational Qualification Calculation of relevant experience based on educational qualification:
o Type 1: BE / B Tech / MCA / M Sc / MA / CA / MBA Software Management – No adjustment
o Type 2: MBA after BA / B Sc / BBA / B Com / BCA – No adjustmento Type 3: BA / B Sc / B Com / BBA / BCA - minus 1 Yearo Type 4: ME/ M Tech/ MS – plus 1 yearo Type 5: MBA after BE / B Tech / MCA / M Sc / MA / CA – plus 1 yearo Type 6: MBA after ME / M Tech or Doctorate / Fellow in Management -
plus 2 years
BBSI Sample
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Job Family
The new BBSI has a few minor changes, highlighted in bullets below –
o The candidate name on the 1st page of the BBSI has been bifurcated into First/Middle/Last name to be more specific. Similarly the interviewer name mentioned previously, has been removed from the page
o On the 2nd page, changes have been made to PRG code (annexure attached for reference). For eg previously for Application Developer-band 6, we used to mention 4AP6. Here, 4 used to denote that he is not a PEM, AP for App Prog and 6 would be the band. Going forward, we will just mention AP as per the new Job Codes since band details are already there in the BBSI. If the candidate is supposed to be a PEM, the same has to be taken care by his Manager once he joins in HRMS portal (creation of Org Unit).
o On the 4th page, in the Relocation column, City needs to be specified (mandatory). For eg, instead of mentioning NCR, we need to specify if Noida, Gurgaon etc.
For more details you can refer to the below link - http://d12db054.de.ibm.com/e_dir/ehript.nsf/0/FDAE46DF
6A72412CC125738C005BC965?OpenDocument Paygrade Type Mapping
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Band Restructuring: Recommendation
Band Designation PRG Code Job Family Recommended Split
Indicative Relevant Exp
(Yrs)
5 6GA5 GA 5
6 Associate System Engineer Associate Consultant
4AP6 (GH)
AP 6G 0-1Yrs
6 System Engineer Consultant
4AP64KT6
APKT
6A 3-4 Yrs
6 Senior System EngineerSenior Consultant
4AP64KT6
APKT
6B 4+ Yrs
7 Advisory System AnalystAdvisory Consultant
Associate Project ManagerAssociate IT Architect
4AP74KT7
4PM74AR7
APKT
PMAR
7A 5+ Yrs
7 Senior System Analyst Senior Advisory Consultant
Advisory IT ArchitectProject Manager
4AP74KT7
4AR74PM7
APKT
ARPM
7B 8+ Yrs
8 Consulting System Analyst 1PM84PM8
PMPM
8
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Skill vs Job Code mappingSerial no. Skill Job Code
1 ABAP/ ABAP-HR / Basis / Security / WAS / Technical BW / XI / EP / ABAP CRM / ABAP SRM / ABAP.APO / ABAP.Workflow / ABAP.WebGUI Technical BW Consultant ---In case the BW consultant has worked in BW development related work like queries , report, Load monitoring , extraction etc then the consultant should be classified as TECHNICAL BW
AP
2 All skills except those above ( example - all functional skills ) and Functional BWFunctional BW consultant : In case the BW consultant is working in Blueprint/ design phase or handling areas like Business planning and simulation(BPS) or IP or BW modeling then the consultant should be classified as Functional BW .
KT
X = 1 , 2 , 3 for People Manager . 4 for Non People Manager
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Band & Role description – 6A & 6B
Band 6A:
Focuses on individual objectives and developing professional effectiveness.
Skills:
Environment: Has professional knowledge related to incumbent's position. Requires ability to absorb professional knowledge quickly and develop skills.
Communication/Negotiation: Draw upon
professional concepts to carry out assigned duties. Take instruction
Problem Solving: Recognize job-related
problems. Do a root cause analyzes using existing techniques or tools, prepare and recommend solution alternatives.
Contribution and Leadership:
Works on professional projects. Work is often reviewed for developmental purposes.
Impact on Business/ Scope:
Accountable for individual results. Contributes to project delivery and adheres to deadlines
Band 6B:
Focuses on team objectives and developing professional
effectiveness.
Skills:
Environment: Has professional knowledge and experience related to incumbent's position, team, and department. Requires ability to develop professional skills in the team.
Communication/Negotiation: Collaborate with others to ensure completion of assigned duties. Negotiation is required.
Problem Solving: Recognize job-related problems. analyze causes using existing techniques or tools, prepare and recommend solution alternatives. Challenge the validity of given procedures and processes with the intent to enhance and improve.
Contribution and Leadership:
Understand the standard mission of the professional group and vision in own area of competence. May directly or indirectly influence people in own project. Position may require Leading a team and coordination of activities of less experienced or less knowledgeable team members.
Impact on Business/ Scope:
Accountable for individual or team results. May contribute by supporting activities that are subject to business measurements, impact customer satisfaction, or impact immediate costs
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Band & Role description – 7A & 7B
Band 7A:
Job description: Responsible for development, support
and implementation of a complex project module. Typically works on medium risk, complex projects. Participates and may provide technical leadership to a small team. Receives minimal direction and supervision from more experienced staff members or management.
Communication/Negotiation: Requires good written and verbal
communication/negotiation skills with peers and management. Responsible to coach, guide and mentor junior member to scale up faster.
Problem Solving: Demonstrates analytical ability and
creativity in developing and implementing plans and solutions for complex project modules. Resolves issues using creative techniques.
Contribution/ Leadership: Accountable for meeting project
targets. Helps developers understand and implement design and ensure completion of routine technical/operational activities for a small project. Maybe responsible for to manage a module or project.
Band 7B:
Job description:Responsible for developments, design, implement/integrate, maintain and document complex applications supporting key business activities. Requires extensive knowledge on multiple technologies/expert knowledge in one technology. Receives assignments where the processes and work instructions may or may not exist.
Communication/Negotiation:Able to train users of applications, offer tips for increased productivity across user community. Encourages and accepts personal feedback and promotes cooperation between team members. Responsible for coaching, guiding and mentoring junior members in the team to help them scale up faster.
Problem Solving: Demonstrates the ability to identify and solve problems quickly; ability to identify tasks, which could be automated thus increasing team productivity and efficiency.
Contribution/Leadership: Accountable for meeting project targets. May be required to provide Sr. Management advise on specialised technical issues. Has project management responsibilities and manages allocation of development resources across projects and leads overall functional teams. Fully contributing team member and provides leadership to a small team.
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Compensation Calculator
Total Compensations Calculator
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Compensation Guidelines:
Compensation guidelines for hiring Methodology: Ranges have been constructed off the incumbent population and
are subject to revision every quarter. Competencies may have their own guidelines within the broad compensation
guidelines with C&B approval Clip level checks required:
o The approval matrix need to be followedo Approval is required in the following cases: o The PDM’er exceeds the GRID. o AR offered less than the mino Band Offered is not as per the experience & Grid.
Use the supporting documents to check the salary ranges. Please refer to the Salary Grid attached herewith of “Application Programmer” for hiring candidates in WDC & AD.
Explain the salary structure (CTC); It is advisable to have a verbal confirmation of the negotiated salary with the
candidate. Non-relevant experience should not be considered; Relevant experience: Should be calculated & captured correctly; Tier 1 Organizations include TCS, Infosys, Wipro, CTS, Accenture, Cap Gemini,
PwC, Oracle etc.
Sample Salary Grid
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Compensation Guidelines (Cont.): Other important details: Any gap in service must be excluded; General experience in teaching should be excluded; Non-Development experience should be fully excluded. This is not applicable to
cases while hiring people with domain and functional expertise; Simultaneous credit of having an education along with working can not be
given. Consider only one. For example, if for a person, who passed BSc in Apr; 2000 and has started working for a company until Apr 2004, and he/she has done a correspondence/evening/private MCA from Apr 2000 to Apr 2003: either we take combination of B.Sc. + rel. exp. or MCA + post MCA exp;
Project training during final year of educations are not to be credited as experience.
Additional Guidelines: Relocation can be offered (as per company policy) if the person has moved
more than 100 Kms; Notice Period on actual can be bought in case of a critical closure Job Code entered should be correct; People Manager should be tagged as per the list sent by the Hiring SPOC; For the Tech Evaluation rating for SE & SSE should be 2 while for a TL it should
be 2.5 in a scale of 0-4 in case of any vanilla skill (Java or MS). All the fields in the BBSI should be duly filled up.
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Compensation Guidelines: Joining Bonus
OBJECTIVE The policy is designed to provide joining bonus guidelines to effectively render
offers to prospective employees of IBM.
ELIGIBILITY & APPLICABILITY Eligibility of the joining bonus is restricted to FTH & Regular hires of IBM India
Private Limited only. Joining Bonus is not applicable for Third Party Contractors, Visiting Faculties
and Interns.
POLICY DETAILS Joining bonus will be given to employees as an exception only and is not to be
considered as a standard practice of compensation package to be offered. A joining bonus may be issued under the following circumstances: To make an offer more attractive to the prospective hire. To help reduce any payment commitments which the employee might have
with the previous employer. To help offset any lost value or out-of-pocket expense associated with joining
IBM.
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Compensation Guidelines: Joining Bonus
Scope and Approvals Approval for joining bonus rendered to a potential candidate will be as per
the approval matrix:
For Regular (Full Time & Part Time) Hires & Fixed Term Hires: Upto 9% of AR (not CTC) for all locations– Hiring Manager approval Dept head approval is needed for all locations if JB is offered above
9%of AR (not CTC)
Premium Skills: Web Development: Consulting Sal Grid to be followed for the following Skills
Application Developer-WebSphere Application Server Application Developer-WebSphere Studio Application Development Infrastructure Specialist-WebSphere Application Server
Joining bonus % is subject to change as per Business Demand which will be communicated by Hiring SPOCS accordingly.
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Expectations from a PDM’er:The PDM’er should check all the docs of the candidate to avoid any duplicity or fraud.Open ended questions should be preferred to close ended questions.Listen to the candidate.Need to understand what motivates the candidate.Talk about the growth opportunities.Mandatory Fields : Band/Sub Band, Relevant years, Location, AR, Reporting Managers name, Indenting Manager For ex- In case of ADM, Indenting Manager will be Debashish Das).AR/Performance Bonus/Location/Designation should be well communicated to the candidate.The names of the Reporting managers & connection advisors are shared with the panels, In case they don't have it, they should touch base the hiring coordinators across location or the BTO. Do not leave the field blank.For Project Specific Hiring mention the following without fail
Indicate it is “Project Specific Hiring” on top of the BBSIName and Dept code of the projectPeM name
Signature of the Panel with the employee id & Mobile Number.Reach Venue on timeThe Panel is suppose to Close the interview. Avoid putting on Hold.