Interviewing Workshop
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GCA RRK
❏ Problem-solving ❏ Skills needed for role
❏ Focus on thought process ❏ Focus on domain knowledge
❏ Analytical ability ❏ Demonstration of work proficiency
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GCA VS RRK QUESTIONS
RRK Question: What are the best GCA Question: Tell me about a
qualifying questions to use during time you were involved in a difficult
discovery sessions and how do you negotiation and what steps you
use those to engage with executive took to achieve success.
stakeholders?
Gives a bad or "band-aid" Gives a basic, workable Goes beyond the problems at hand,
Identifies solution (i.e., solves some solution. May rely too heavily on Solves the problem at hand, raising potential issues and
Solutions issues but neglects important direction from others (e.g., co- leveraging info gathered. sketching out ideas for dealing with
ones). workers, managers). them.
It’s critical to ask a mix of both question types and redirect the
candidate if they answer your hypothetical question with
examples from their open experience.
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Scoring
Using the scoring scale
Scoring exercise
GETTING THE HIRING SIGNAL THAT YOU NEED: LEVERAGE THE
RUBRIC
Poor Borderline Solid Outstanding
Successfully managed a
Mishandled multiple aspects Fell short of project goals;
Developed and managed a complex, scalable project (e.g.,
of a project (e.g., timeline, may have sacrificed one
project plan, factoring in things multiple stakeholders, tight
Manages Projects budget, stakeholder buy-in) important outcome for another
like scalability and timeline, important org.
and could not turn things (e.g., lowered quality, did not
prioritization. implications, changing
around. prioritize well).
circumstances).
Anticipated objections and
Struggled to overcome
effectively influenced change.
moderate, easily-anticipated Moved a project forward but Achieved goals that had
Focused on impactful work
Gets Things Done obstacles or was unable to relied too heavily on others for substantial impact on key team
(e.g., improving processes,
resolve project disagreement guidance or buy-in. metrics.
building networks to speed
or criticism.
change management).
Described ineffective
Demonstrated teamwork in Helped coworkers for the good Actively helped foster effective
teamwork (e.g., not relying on
simple or routine projects but of the common goal (e.g., team dynamics (e.g., knowledge
Works as a Team others, unable to overcome
could not give more complex collaborated and shared sharing, leveraging everyone's
disagreements, blaming
examples. information). strengths)
coworkers).
Did not recognize significant Focused on tangible ways to
strengths or weaknesses. Identified vague examples of Recognized specific strengths leverage strengths and improve
Strives for Self Could not identify recent self development (little-to-no and weaknesses. Proactively weaknesses. Took full advantage
Development examples of self improvement specific plans or follow- searched for constructive of opportunities for self-
and did not seek out through). feedback and acted on it. development (e.g., via feedback,
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feedback. research, “stretch” projects).
SCORING EXERCISE: GCA RUBRIC (L2-3) + SCORING
SCALE
Poor Borderline Solid Outstanding
Misunderstands or neglects
Has some understanding of NON-TECH
the main issues but neglects Understands the main issues; Fully grasps the goal(s) and
Understands
the Problem
basic factors, despite
interviewer attempts to
the bigger picture (e.g., does not neglect any crucial context. Considers 1-2 strategic SCORING SCALE
scope). May get bogged factors. factors beyond what's crucial.
clarify.
down by minor factors.
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LEADERSHIP BREAKDOWN
ROLE- People
Operations GBO
RELATED
Project mgmt Client mgmt
KNOWLEDGE Data analysis Business Dev
Collaboration Comms
(RRK)
Coming in the door with the
skills it takes to succeed