IMPORTANT NOTE FOR USERS OF INTERVIEW ARCHITECT Express

INTERVIEW ARCHITECT Express is a human resources tool designed to assist employers

with the interviewing process. INTERVIEW ARCHITECT Express is not intended to constitute
legal advice. If legal advice is desired, users of the materials should seek the services of
competent legal counsel.

INTERVIEW ARCHITECT Express assists employers in the selection of the best-qualified

internal or external candidates. Employment laws in the country, state, province or locality in
which the materials are used may contain prohibitions with regard to certain inquiries during
the pre-employment interview process.

Lominger
Make sureLimited,
you let Inc. cannot be responsible
the Interviewee for implementation
know to answers and use
questions giving of the drawn
examples materials
fromthat
his /
deviates from these
her Professional legal requirements.
experience and follow Users of the materials
the following format. should become familiar with
applicable laws restricting the types of inquiries which can Be made in pre-employmentb
interviews
ACTIONS:and use did
How the materials accordingly.
they approach problem / situation etc.? What did they do to solve it?
(Listen for specific action steps.)

THINKING: Ask them to explain their thought process, why they selected a certain approach.
Why did they choose to do it a certain way? (Listen for rationale and consideration of
alternatives.)

OUTCOME: What was the result? What was the impact?

LEARNINGS: What did they take away from that experience?

APPLICATION: Ask them to describe a time when they used those lessons in different
situations.
This is a Lominer Competency Based interview guide that is to be used by a trained GM interviewer.

Interview questions are based on valid Lominger competencies and candidates should be
encouraged to draw from their professional experience when answering.

Lominger Competencies assessed in this guide:

Timely Decision Making

Functional / Technical Skills

Integrity and Trust

Learning on the Fly

Peer Relationships

Drive for Results

Lominger Competencies allows us to capture Learning agility, in a much more effective way (Ask
what the person has learned from the experience and how they have applied going forward)

Probing what he/she has learned about his/her experience is key and critical to define learning
agility which is very critical within our new GM culture

Please capture the Learning Agility a candidate demonstrates on the Learning Evaluation
Form.

At the End of the Interview, Please meet with the Second Interviewer / Interviewing Team
and both have to come to consensus on rating the competencies of the candidate.
The purpose of this Competency based interview is to understand specific behavior,
attributes, attitude and Learning agility based on the candidates past professional
experience in order to assess future performance in the new organization/role.

Competencies listed above are those defined as critical to be successful in the new role.

Prepare the candidate for todays interview

Introduce yourself to the candidate and explain your role in the organization

Give a brief overview of the role and inform the candidate that you will also
take time at the end of interview to answer any questions that he or she may
have.

Explain that the purpose of this interview is to understand specific behavior

in the candidates past professional experience in order to assess future
performance. Competencies listed above are those defined as critical success
factors .

Explain to the candidate that you will be asking questions about specific
experiences in his/her background and would like to understand through
actual examples, how he/she acted in a certain situation which demonstrates
a measurement of the competency being assessed.

Explain to the candidate that there are no right/wrong answers in this

interview. The process simply seeks to share very specific examples from the
candidates professional experience.

Ask the candidate if he/she has any questions

Begin the interview

Introduction and Summary

I have reviewed your resume and qualifications. Could you give me a quick overview
of your background and key experiences before we begin our interview?

Of the positions you have held/experiences you have had, which did you like the most
and why?

Which did you like least and why?

Why are you planning to leave your current role/organization?

Why are you interested in joining General Motors/in this role?

Candidate: INTERVIEW ARCHITECT Express
Position:
Interviewer: Date of Interview:

Functional/Technical
Candidate Timely
Learning
Peer
Integrity
Summary
Learning Drive
Decision
Relationships
for
on
and
Results
Making
the
Skills
Trust
Evaluation
Evaluation Fly
Form
Makes
Has
Is
Can the
Learns
Can decisions
widely
be functional
quickly
quickly
find
counted when
trusted; into
on
is and
commona exceed
timely
seen technical
facingas a manner,
ground
new andknowledge
problems;
goals
direct, sometimes
solve
successfully;
truthful and
aproblems
relentless with
skills
isfor
and
individual; incomplete
to do the
theversatile
good
constantly
can of job
information
learner;
present
and all; can at a high
represent
open
consistently
the toonelevel
and
change;
unvarnished under
ofanalyzes
his/her
oftruth
the accomplishment.
own
top tight deadlines
interests
in an both and
successes
and very
performers;
appropriateyetand
beand
fair to
Use this summary evaluation to assess overall learning orientation at the conclusion of the competency-
failures
other groups;
for able
clues
canto
to
solve
improvement;
problems
helpful
bottom-line
1. manner;
Experience, oriented;
keeps a quickwith
steadfastlyexperiments
confidences; peers
pushes
admitswith
self and
a minimum
will
mistakes;
and try
others anything
ofresults.
doesn't
for noise;
torelates
is
find
seen
misrepresentsolutions;
toas a team
enjoys
player
him/herself theand
job)for challenge
is cooperative;
personal of unfamiliar
gain. easily
tasks;
interview.past performance and track record
pressure; make decision. (as it doing the
based
quickly
gains trust
grasps
andthe
support Consider
essence
of peers;
and theall of the candidate's
encourages
underlyingcollaboration; responses
structure of anything. to all questions
can be candid with peers. when completing the summary.
Items on the right side of the page describe characteristics of more agile learners. Items on the left side
of the page are more descriptive of passive, random or non-learners.
MAIN INTERVIEW QUESTION: (Pick one.)
(Check
Whatall
Describe
Tell me
Clearly
frame.
your
competitor

Tell
1
that ayou
areas
about
Misses
original
Requirements
Explain
Tell me about
me about
deadlines.
are
time
are
moves,
hearing.)
a you
time
you
whentechnically
had
when
you
youto
communication.
what youwhen
a
a time
Takes
resolved
got
Less
orPASSIVE
the
decision
time
doyou
to
when
keep
whenofyou
the path
had
market
youyou
said
got
least
2
communicated
you
make
results
had
skilled
aaquick
to
conflict
even
learn
in? decision
than changed.
though
something
something
you were
Meets
/ NON-LEARNERSRequirements
Requirements
many
up-to-date
made
worked
work
results
and on
something
later
in
projects
ayour
some

difficult
andand

regretted.
whendifferent
resistance
field
othersLikes
at the
tried
to one
3
having
gather
new
major
had

project
or area.
and
same
person
very
with
a
to
factor

with
lot
go
quickly.

time,
peers.
of
back
changed
information
Exceeds
latersuch
ACTIVE / AGILE Requirements
LEARNERS
peers
andfrom
wereother
working 4
andinrevise
as
aashort

units.
failed.than another, and this came
challenges
budget
or time
change
cut,
Far exceeds
Requirements
against tight 5
SITUATION
back to haunt you.
(Record main points to describe situation.)
SITUATION (Record main points to describe situation.)
2. Job / Functional / Technical
Closed Skills processor
/ internal Open to ideas of others
SITUATION (Record main points to describe situation.)
LEARNING PROBES:
LEARNING PROBES: General Specific / detailed

1 2 3 4 5
LEARNING
A. ACTIONS PROBES:
THINKINGHow
Explain
did you
yourapproach
thinking -it?
why
How
you
didselected
you do it?
that
(Listen
approach.
for specific
Why did action
you choose
steps.) to do it that way? (Listen
A. ACTIONS
for rationale and
Howconsideration
did you approach
of alternatives.)
it? How did you do it? (Listen for specific action steps.)
Clearly Misses Narrow in interests
Less than / sources Meets Many interests / sources
Exceeds Far exceeds
A. ACTIONS How
Requirementsdid you approach it? How did you do it?
Requirements (Listen for specific action
Requirements steps.)
Requirements Requirements
Accepts personal risks; takes the lead in first
B. THINKING Explain
Avoids risks; your
waits; thinking
prefers - why you
staying theselected
same that approach. Why did you choose to do it that way? (Listen
time situations
for THINKING
B. OUTCOME
rationale and
Explain
consideration
What your
was thinking
the of alternatives.)
result? -What
why you
was selected that approach. Why did you choose to do it that way? (Listen
the impact?
3a.
for Competencies
rationale
B. THINKING and I interviewed
consideration
Explain your thinking foryou
of alternatives.)
- why selected
(include that approach.
comments Why low
about very high, did or
you choosecompetencies)
overused to do it that way? (Listen
for rationale and consideration of alternatives.)
Cautious Energetic; experimental; high drive

C. OUTCOME
EMOTIONAL
LEARNINGSWhat REACTION
Whatwas
didthe
youHow
result?
takedidWhat
youfrom
away feel
was or
the
react
that impact?
during that
experience? experience?
(Listen (Listen
for principles orfor specifics,
rules not
of thumb.)

1 2 3 4 5
C. OUTCOME What
generalizations.) Closed;
was thelow interest
result? Whatinwas
feedback
the impact? Asks for feedback; seeks improvement
C. OUTCOME What was the result? What was the impact?
Clearly Misses Less than Meets Exceeds Far exceeds
Focus on "what" answers
Requirements and solutions Requirements
Requirements Focus on "why" and how; new approaches
Requirements Requirements
OUTCOME
APPLICATION
D. LEARNINGS What
Whatwas
didthe
Describe a result?
you time What
takewhen
away youwas
from the those
used
that impact?
lessons (Listen
experience? in different situations.
for principles or rules of thumb.)
D. LEARNINGS What did you take away from that experience? (Listen for principles or rules of thumb.)
D. LEARNINGS Planful;
What didfollows
you take steps
awayand
fromprocess Resourceful;
that experience? (Listen getsor
for principles it rules
doneofsomehow
thumb.)
3b. Other characteristics related to job requirements (that I learned about during the interview)
IDENTIFY THEMES
E. APPLICATION
LEARNINGS What FROM
Describe
did a time
you CANDIDATE'S
take when
awayyou
Lives
from
in you
used
the used
present
RESPONSES:
thatthose lessons (Listen
experience? in different situations.
for principles
(Check all that or
yourules
are of thumb.)
hearing.)
E. APPLICATION Describe a time when those lessons inComfortable projecting into the future
different situations.
NEGATIVE THEMES
E. APPLICATION Describe a TOtimeWATCH
when you OUT usedFOR: POSITIVE
those lessons THEMES
in different TO LOOK FOR:
situations.

1 2 3 4 5
Doesn't spot underlying patterns
Doesn't keep technical/functional skills current Detects essence
Balance between technical skills and other skills
IDENTIFY THEMES
F. APPLICATION Describe
Clearly Misses
FROM
a timeCANDIDATE'S
when you used those RESPONSES:
lessons in different
(Checksituations.
all that you are hearing.)
IDENTIFYLowTHEMES FROMLess than
CANDIDATE'S
interest in technical/functional
Requirements Requirements
Meets
excellence RESPONSES:Effort to(Check
Requirements
Exceeds
all that
stay current you are hearing.)
in field
Requirements
Far exceeds
Requirements
NEGATIVE Can't explain
THEMES TOideas /
WATCH concepts
OUT well
FOR: Makes
POSITIVE
IDENTIFY THEMES FROM CANDIDATE'S RESPONSES: (Check all that you are hearing.) the
THEMES complex
TO understandable
LOOK FOR:
NEGATIVE
Lacks THEMES
practical experience TO WATCH
in his/her technicalOUT FOR:
specialty POSITIVE THEMES
Excited about technicalTOaspects
LOOKof FOR:work
Need for consensus/high
Not willing to give
participation
and take Admits when
Knows mistakes
to push
and and
moveswhenon to back off
IDENTIFY
NEGATIVE THEMES THEMES
Likes FROM
his TO
/ apply CANDIDATE'S
WATCH
her personal
Procrastinates and
OUT FOR:
solutions
is often late
RESPONSES:
POSITIVE
UsesHelps THEMES
(Check
varied others all TO
that
think LOOK
you are
things FOR:
hearing.)
through
4. Learning Agility Doesn't what he/she knows Spends timetactics to
acquiring get
new things done;
knowledge resourceful
Fear of being
May hedgewrongorornot
being
takecriticized
aA stand
loner Willing
Can
Shows keepto go
personal
with afeelings
consistency; partial
actionssolution
from
match getting
and improve
words in the way
as needed
NEGATIVE THEMESWastes TO WATCH
timetoand OUT
resourcesFOR: POSITIVE THEMES TO LOOK FOR:
High standards
Can't communicate a non-expert Understands application of skills and knowledge; explains
DisclosesCan't separate
mostly Competitive
the critical
for personal gainand
from
and confrontive
the trivial
advantage Knows
Finds
Treats common
expertisepriorities
others ground/points
with
clearly of agreement;
dignity/respect; uses
is direct, but win-win
diplomatic
OVERALL RATING: Stays
Rate the in
Unfocused
his/her
person and
comfort
from zone1 being most like
1-5, with
disorganized
Analyzes
Highthe
skills leftsuccesses
column,
need/drive
and 5failures
and
to achieve being most like the right column.
results

1 2 3 4 5
(Check only one) Cautious and inflexible; procrastinatesTerritorial Takes
Treats risks
others with respect
Gives up too soon orBlames
looks forothers to cover
the easy self
solution (Overuse)
Keeps
Likes new Lacks
confidences patience/tolerance
challenges for those less technically
Gives up too easily; takes the safest route Perseverance;
skilled works through barriers
Clearly
Slow
Seen as out for
Misses
Doesn't
to decide
him/herself;know
whenwhat
harms
Less
he/she
peers
others
than
meets
expect
with resistance
or need
disclosures
Meets Gives
Sizes
Willingup
astoissues
well
admitasand Exceeds
asksprojects
for helpconsequences
mistakes
Far exceeds
Doesn't carefully analyze problems Makes connections/can see relationships and patterns
Requirements
Isn't bold enough to Requirements
push things through Requirements
Works with and through Requirements
others Requirements
OVERALL COMPETENCY
1. Mostly Passive/
MakesRATING:
2. More Passive/
too many
Doesn't use varied sources for information
Where would
promises
3.you
Mixed
rate this person
(Overuse)
Focuses
Has on
4.
the
More
on
Impulsive
Too part this Agile
competency?
accommodating;
decisions
of the without
truth
a questioning, experimental attitude
wants
he/she to5.beMostly
considering
can
Agile
liked bybetter
disclose everyone

1 2 3 4 5
Non-Learner Non-Learner alternatives
(Overuse) Learner
Drives for results at any cost Learner
Clearly misses Less thanDoesn't experiment
Meets Gets Exceeds (Overuse) Overly direct; catches people off guard;Overuses
Far exceeds
to the essence/root quickly discloses
5. Organization
OVERALL / Culture
COMPETENCY Fit
RATING: Where would you rate
too this
much
OVERALL
Comments: COMPETENCY
requirements RATING: Where
requirements requirements person on this competency?
requirements
would you rate this requirements
person on this competency?
OVERALL COMPETENCY RATING: Where would you rate

1 2 3 4 5
this person
(Overuse) on for
Changes thisthe
competency?
sake of changing

1 2 3 4 5
OVERALL
Clearly COMPETENCY
Clearly misses
misses Less RATING: Where
Less than
than Meets
Meets Exceeds
would you rate this
Exceeds Far
Far exceeds
person on this competency?
exceeds Overuses
Overuses

1 1 2 2 3 3 4 4 5 5
requirements
Clearly misses
requirements requirements
Less than
requirements requirements
Meets
requirements requirements
Exceeds
requirements requirements
Far exceeds
requirements Overuses
OVERALL
Clearly
COMPETENCY
requirements
misses Less
RATING: Where
requirements
than
would you rate this
requirements
Meets
person on this competency?
requirements
Exceeds requirements
Far exceeds
Clearly Misses Less than Meets Exceeds FarOveruses
exceeds

1 2 3 4 5
requirements
Requirements requirements
Requirements requirements
Requirements requirements requirements
Requirements Requirements
Clearly misses Less than Meets Exceeds Far exceeds Overuses
requirements requirements requirements requirements requirements

Copyright 2011 Lominger International: A Korn/Ferry Company.

All Rights Reserved.
Candidate: INTERVIEW ARCHITECT Express
Position:
Interviewer: Date of Interview:

6. How do you rate this person relative to the standard for this position?

1
Well Below the
Standard 2
Slightly Below the
Standard 3
At the Standard
4
Slightly Above
the Standard 5
Well Above the
Standard

7. Can this individual grow to reach the standard for this position in a reasonable period of
time?

1
20% Sure
2
40% Sure
3
60% Sure
4
80% Sure 5
100% Sure

Copyright 2011 Lominger International: A Korn/Ferry Company.

All Rights Reserved.