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PSEG Interviewing Guide

Disclaimer: This manual is a guide for employees, not an employment contract. It does not contain promises of any kind, nor does it establish or give any guarantees of employment. The legal relationship between the company and employees is employment-at-will. This means that the Company may discharge an employee without notice and without cause at any time. The company may change or withdraw any of its policies, programs, practices, procedures and guideline without advance notice. Moreover, the company will apply said policies, programs, practices, procedures and guidelines solely as it sees fit.

Table of Contents Introduction ................................................................................................................3 Interview Format........................................................................................................4 Sample Behavioral Questions ....................................................................................6 Other Interviewing Tips .............................................................................................9 Appendix A: PSEG Corporate Values and Behavioral Standards ..........................11

Introduction
Recruitment, staffing, selection, development, performance management, and retention --- all are components of PSEGs integrated talent management program. A successful interview is a critical component in the overall selection process for positions within PSEG. The following guide has been created to help employees prepare for interviewing for internal positions.

Before your next interview, make sure to familiarize yourself with the PSEG Interview Format and Corporate Values detailed within this document. Give thoughtful consideration to your work experiences and how youve demonstrated the values. Get comfortable with the STAR interview format and prepare how you would respond to some of the sample questions provided. Review the additional interview tips and finally RELAX. Good Luck!

Interview Format
Your job posting (via Career Link) was the first step in introducing yourself through your education, job skills and experience. The next key step, the interview, is your chance to communicate directly to the hiring manager or hiring team your ability to contribute to the organization. Making a good impression at your interview is easier if you do a little research beforehand and become comfortable with the behavioral interview format you can expect at PSEG.

The method PSEG uses for interviewing all internal and external candidates is the behavior-based format. Research suggests that the most accurate predictor of future performance is past performance in a similar situation. Behavior based interviewing focuses probing questions on experiences, prior actions,

knowledge, skills and abilities that are job related. Hiring Managers will predetermine which skills are necessary for the job for which they are hiring and then ask pointed questions to determine if you as the candidate possess those skills.

The Star Method What is the STAR method? STAR is a format that can be used by an interviewee to answer behavior based questions it encompasses all aspects of a response for which the interviewer is likely looking.

STAR is an acronym for Situation, Task, Action and Result(s): Situation: Candidate describes a situation for which he/she was responsible for or involved. Task: Candidate outlines the tasks involved in that situation. Action: Candidate explains what he/she actually did or how he/she reacted to the situation/task. Be thorough! Results: Candidate provides examples of what results directly followed because of his/her actions. Explain what happened.

Interview Preparation Your interview preparation should include identifying examples of situations from your experiences and determining how you will convey these points (with demonstrated STAR stories) during the interview.

When interviewing, always listen carefully to the question, ask for clarification if necessary, and make sure you answer the question completely. The interviewer will sometimes ask you open ended questions to allow you to choose which examples you wish to use. When a part of your story relates to a skill or experience the interviewer wishes to explore further, he/she will then ask you very specific follow-up questions regarding your behavior. These can include "What were you thinking at that point?" or "Tell me more about your meeting with that person." or "Lead me through your decision process." Always identify the results of your actions. Whenever you can, quantify your results.

You should expect behavioral interview questions aligned with key competencies (e.g. communication skills, decision making, initiative) as well as the PSEG Corporate Values. The Values are detailed in Appendix 1. The best preparation will include identifying examples of how you have exhibited these values and formulating STAR responses.

Finally, do your research. Make sure you have some background on and understanding of the department you are interviewing with and the key current issues for PSEG.

Logistics The typical interview can last between 30 minutes to an hour, depending on the specifics of the situation. You should expect to meet with an interview panel, which likely will mean meeting with an interview team as opposed to several separate one on one interviews.

Sample Behavioral Questions


Below are examples of behavioral interview questions directly related to each of the PSEG Corporate Values. Additional sample questions related to key competencies are also provided. Take time to review the samples and prepare responses based on your past experiences.

REMINDER: craft your responses using the STAR format. Identify the situation or task you were involved with; articulate the specific actions you took; conclude with the result or outcome of your actions.

Accountability In leading a project, describe how you handled an obstacle in completing it. Describe a time when you weighted the pros and cons of a situation and decided not to take action, even though you were under pressure to do so?

Continuous Improvement Tell me about what you have done to develop new and creative solutions to a business problem. Give me an example of a specific approach youve developed. Tell me about an operational problem you uncovered in a recent job and how you went about addressing it.

Customer Focus Tell me about a time you wanted to find out what your customer needed or thought about your services, and how you got the information. Tell me about a time you exceeded a customers expectations. Specifically, what did you do?

Diversity Many times, team members have differing view points about how to solve a problem. Tell me about a time you were in this situation. How did you approach the issue? What was the outcome? Describe what you have done to ensure that all team members opinions were heard in a recent meeting?

Integrity Describe a time when you communicated something and had to go back later and revise or change your original communication. Tell me about a time when you needed to bend the rules to get the job done.

Respect Describe a situation in which you needed to influence the actions of co-workers over whom you had no direct authority. Describe the most effective technique(s) youve used to encourage full participation from every member of a team you were on.

Safety Tell me about a time in the workplace when you observed what you believed to be an unsafe situation and how you handled it.

Other Sample Questions Describe a conflict situation and how you communicated your solution. Tell me about a time your efforts at solving a complex problem did not work. Give me an example of when you initiated a change to a process. Explain the steps that you took.

Tell me about a time when you had to communicate the same information to different audiences and had to vary your style for each. Describe a time you faced a problem that had to be resolved and you were not sure how to approach it. Tell me about a decision you made that you believe had an impact beyond the scope of your job. Describe what you have done in your position to foster a teamwork environment. Tell me about a time when you believe your out of the box thinking made the difference in successfully completing a task. Tell me about a time when you were misunderstood. How did you discover it and what did you do about it?

Other Interviewing Tips


Your ability to relax, show self-confidence and communicate with pertinent information to each question is important during an interview. Remember the interviewer has gone through this same process and does understand the anxiety that can affect people during an interview. An interview is a two way street. It is an opportunity to find out if you would be a good fit for the job and if you want to work for the department. ASK QUESTIONS!!

Final points to keep in mind the day of the interview and immediately afterward: Be on time - Being on time is interpreted by the interviewer as evidence of your commitment, dependability and professionalism. Relax and smile - Think of the interview as a conversation, not an interrogation. Remember that the interviewer(s) can be just as nervous about making a good impression on you. Be positive - Show openness by leaning into greetings with a firm handshake and smile. Show high energy and interest. Don't make negative comments about current or former employers. Be self confident - Establish a rapport with the interviewer(s) and make eye contact with him/her. Answer questions in a clear voice. Remember to listen - Communication is a two-way street. If you are talking too much, you will probably miss cues concerning what the interviewer(s) feels is important. Think before answering difficult questions - If you are unsure how to answer a question, don't be afraid to ask for clarification, for better understanding before answering. It is fine to take your notes and refer to them during the interview. Avoid negative body language - Interviewers look to see how well you react under pressure. Do not chew gum and avoid these signs of nervousness and tension: Frequently touching your mouth or playing with your hair Faking a cough to think about an answer to a question Gnawing on your lip

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Tight or forced smiles Fidgeting with pen Folding or crossing your arms Slouching Avoiding eye contact Shaking foot or leg

End the interview with a handshake and thank the interviewer or interview team for their time. Reiterate your interest in the position and your qualifications. Politely ask when you can expect to hear about the results of your interview.

Follow up with a thank-you (email is perfectly acceptable) to the interview team.

We wish you the best in your career development efforts. Regardless of the outcome, consider every interview an opportunity to learn and grow from the experience.

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Appendix A: PSEG Corporate Values and Behavioral Standards


PSEGs Corporate Values outline the roadmap to employee success. Using the values and set of behavioral expectations in the interview process will result in better placement and selection of staff because successful candidates will be able to demonstrate how theyve applied the competencies in their careers. Ultimately, the values are the underlying principles that guide operations, decisions and staff and help the company achieve its vision.

PSEG Values (in alphabetical order) Accountability We live up to our commitments and take responsibility for our actions and results. Continuous Improvement We set stretch goals, work together to achieve them, measure our accomplishments and learn from the accomplishments of others. Customer Focus Our customers depend on us to keep the lights on and the gas flowing, and we commit to meeting their expectations. Diversity We strive for diversity of people, experiences and viewpoints. Integrity We hold ourselves to the highest ethical standards, in what we do and what we say. Respect We promote trust and teamwork by communicating openly and honestly with each other and our communities. Safety Safety is always our number one priority, for our employees, our customers and for our communities.

Behavioral Standards Expectations have been established for Individual Contributors, Supervisors/Managers, and Directors/Executives relative to each value. The table on the next page details these behavioral standards.

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Accountability We live up to our commitments and take responsibility for our actions and results.

Individual Contributors Can be counted on to accomplish goals and behaviors successfully Demonstrates personal drive and sense of urgency; pushes self and others for results and quality Takes ownership and responsibility for commitments

Supervisors and Managers Consistently accomplishes goals and displays appropriate behaviors Monitors process, progress and results and responds appropriately to assign responsibility and take corrective action Communicates expectations and provides support to enable and reinforce the development of capabilities through goals and behaviors Demonstrates a passionate commitment to action to respond to immediate needs; anticipates and plans for future needs Assesses risks and potential returns to achieve business objectives Partners with others to create shared goals and plans in order to foster a collaborative and productive environment Engages the workforce by spending time in the field and getting to know the people, their jobs, and tools required to make them successful

Directors and Executives Is a role model to workforce by consistently achieving results through others Motivates and inspires the team to accept challenges and exceed expectations Clearly communicates the company vision and strategy and establishes clear direction, stretch goals and measures Inspires a sense of purpose and direction to ensure results are achieved Makes sound business decisions based on current and future trends Works well with others building strategic partnerships within and across organizational boundaries to improve business performance

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Continuous Improvement We set stretch goals, work together to achieve them, measure our accomplishments and learn form the accomplishments of others.

Individual Contributors Actively seeks new learning opportunities and applies these to daily work in support of accomplishing team goals Understands how and why ones position contributes to business objectives, and identifies and applies ways to improve personal performance Achieves planned work results under rapidly changing or ambiguous situations Applies business know how in identifying areas for work process improvements and provides solutions Partners with others to positively solve disagreements and conflict and to garner consensus for change

Supervisors and Managers Effectively communicates a positive message about how changes affect the organization Helps employees understand why their work is important and how it contributes to the business objectives and the group Engages the team to constructively challenge the status quo and accepted practices and implements lessons learned to improve personal and team performance Sustains effective performance levels by motivating self and work group when responding to rapidly changing or uncertain situations Understands financial impact of decisions and manages resources effectively Demonstrates flexibility and adaptability when facing complex issues and decisions while maintaining realistic optimism about the future

Directors and Executives Energizes the workforce by demonstrating a sense of urgency and facing tough challenges and adversity directly Effectively articulates the business case for change and ensures understanding across the organization Demonstrates an accurate assessment of the organizations strengths and weaknesses, and implements plans for improving performance Takes a process view to ensure continuous process improvement Balances and translates operational, business and financial drivers to make effective business decisions Knows the market and competitive environment to improve decisions Sees patterns, interconnections, and interdependencies between strategies, structures, and processes

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Diversity We strive for diversity of people, experiences and viewpoints.

Individual Contributors Accepts and respects differences in others strengths, perspectives, approaches, and personal choices Values others points of view, even when not in agreement Relates to and works well with all kinds of people, and builds constructive, effective relationships across the organization

Supervisors and Managers Creates a climate in which different styles, approaches and strategies are welcome Acts as a role model for promoting diversity takes action when appropriate to address inappropriate behaviors Seeks out opportunities for diversity in forming teams Seeks views and opinions of others valuing a diversity of perspectives

Directors and Executives Utilizes diverse views, perspectives and creativity as a key to improving competitiveness and leveraging talent across the organization Takes leadership role in creating an organization that actively supports diversity, demonstrated by a personal appreciation and regard for individuals Champions people of all backgrounds to work together in a respectful environment

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Integrity We hold ourselves to the highest ethical standards, in what we do and what we say.

Individual Contributors Demonstrates an appropriate and effective set of core values Is truthful and acts in the best interest of the organization and presents the unvarnished truth in an appropriate manner Owns mistakes and accepts responsibility for ones actions Acts truthfully at all times and expects the same from others Informs managers of unethical work situations

Supervisors and Managers Rewards behaviors consistent with honesty and integrity, and corrects the inappropriate behaviors of others Acts honorably with all employees and treats everyone fairly through consistency between words and actions Exhibits and is accountable to the organizations values and code of conduct during daily work

Directors and Executives Represents business results, opportunities and problems honestly and reliably Does the right thing under pressure; models the organizations values and code of conduct Exhibits high and consistent standards of conduct relating to service, product and accountability to employees, industry peers, and customers

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Respect We promote trust and teamwork by communicating openly and honestly with each other and our communities.

Individual Contributors Creates and contributes toward strong commitment, spirit and energy in his/her team Actively contributes to building strong team through effective communication Knows personal strengths and weaknesses and demonstrates ownership for personal development Finds common ground and collaborates within and across team and departmental boundaries Communicates honestly and in a constructive way

Supervisors and Managers Fosters a sense of team belonging and shared purpose Communicates timely knowledge and information and provides resources Recognizes potential in people, and demonstrates commitment to the development and advancement of talent Practices active listening to understand individual concerns and challenges to identify and solve problems

Directors and Executives Blends a variety of people into high performing teams characterized by cooperation and collaboration across organizations Develops an identity and the desire to succeed as a team Attracts, develops and retains people of all backgrounds toward the development of a strong talent pipeline Creates a positive environment where people openly communicate information, invite input from others and share ownership and visibility

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Customer Focus Our customers depend on us to keep the lights on and the gas flowing and we commit to meeting their expectations.

Individual Contributors Is dedicated to meeting the expectations and requirements of internal and external customers Acts and performs work with customers in mind Establishes and maintains effective relationships with customers and gains their respect and trust

Supervisors and Managers Communicates accountability for meeting the expectations and requirements of internal and external customers Serves as a role model for acting with customers in mind Listens to customers and utilizes feedback to implement improvements in products and services

Directors and Executives Inspires others to meet or exceed the expectations and requirements of internal and external customers Anticipates and acts upon the needs of customers before issues arise Develops and utilizes internal and external bench mark standards to drive improvements in customer satisfaction

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Safety Safety is always our number one priority, for our employees, our customers and for our communities.

Individual Contributors Demonstrates a commitment to ensuring a safe work environment Consistently executes work in a safe and productive manner Informs managers of unsafe work situations or practices and stops the job if unsafe work conditions exist

Supervisors and Managers Communicates an expectation for creating a safe work environment Serves as a role model for performing work functions safely and takes action to remedy unsafe work situations or practices Recognizes responsibility for safety by providing timely information and the knowledge and resources to ensure work is performed safely Knows how to identify and quickly correct unsafe practices and conditions

Directors and Executives Inspires others to focus on working safely in our communities and work environments Serves as a role model for performing work functions safely by clearly setting, communicating, and reinforcing high standards Recognizes and rewards safe work practices Never compromises safety to achieve results