Bitstream

Submitted by:
D. Sai Chaitra – 2019PGPH018

Irene Maria Saji – 2019PGPH027

Naina Dasouni – 2019PGPH032

Shailza Gupta – 2019PGPH034

Definition & Requirements of the job
Vice President, Networking products division
Job definition:
The Vice President of the Networking Products Division is Knowledge Skills Abilities
responsible for designing, planning and implementing strategic
marketing plans for their new product. The VP is also responsible
Prior working experience Delegation and Lead,manage and
for building, managing and leveraging the human capital to with networking products communication skills monitor a team
strengthen their offerings and achieve business goals.
A fair understanding of Relevant technical skills Effective decision making
VARs channel marketing
Responsibilities
❏ To lead and develop the new business division of Domain knowledge Creativity and Strategy formulation
producing and selling network print manager to the adaptability
customers
❏ To improve and monitor the product development
processes according to the customer needs
❏ To analyze and understand the market trends pertaining Jim Sole, CEO
& President
to this division so as to position the product accordingly
and to develop a whole communications plan:
advertising, promotion, and so forth
❏ To hire and build a direct sales force and enforce them to VP,
VP, OEM, VP, Retail VP Type VP, OEM, Networ
sell the product to the VARs and also to decide on how & Sales & Sales and VP, Software Operatio
VP,Retail
Strategic Strategic CFO king
which of the available VARs to be recruited for the same Marketin Marketing Engineering ns Planning Planning product
s
g
❏ To oversee his subordinates to drive them towards the
same goal of adding more value to their product
offerings.
Testing for the requirements
Candidate Educational Previous Technical Total
Shortlisting Scorecard: name Qualification Experience Skills score
(out of 3) (out of 3) (out of 3) (out of 9)

This is a shortlisting technique that can be used for initial screening. It involves comparing
William
candidates based on the essential criteria that are identified from the job requirements. Here, the Wendel
criteria chosen could be:
● Educational Qualifications Fred Fallon
● Previous Experience
● Relevant Technical skills
The candidates are scored on whether he/she meets the criteria by looking at their resumes. An Chris Cowan

important step here is deciding the scoring system. For instance, we could use a scoring system
that uses these scores: Mitchell
0=fails to meet the criteria, 1=partially meets the criteria, 2=meets the criteria, 3=exceeds criteria. Madison
The candidates are ranked according to their total scores and the ones with the least scores
could be eliminated An example of a Shortlisting Scorecard

Keyword Searches: Phone Interviews: Psychometric Tests:

This method involves searching for relevant
keywords in the candidate’s resume using a
suitable Applicant Tracking System (ATS). The
keywords could be words that highlight the
candidate’s previous job role, domain knowledge,
experience and other prospects.
In our case, keywords could be related to PC
Networks, leadership roles and VARs channels.
Telephonic interviews before the actual
interviews act as an efficient and cost effective
screening method. It helps the recruiters
understand if the candidate is fit for the job and
the organisation. Here phone interviews would
be a suitable method to screen the candidates
based on their behavioural skills like
Communication skills
Psychometric tests helps to identify the
personality styles of the candidates and can
act as a reliable indicator of the candidate’s
capabilities.
We could use a leadership psychometric test
in our case that is designed such that it can
identify the candidates who have leadership
styles required for the role.
 Structured Interview
Ways of getting the
information Focus: Gathering factual info. about
past behaviour
● In-tray exercise: a work simulation
assessment where candidate is
presented with a workplace scenario BEI Philosophy: Past behaviour predict
future behaviours
● Reference check: helps to ensure
the accuracy of information provided
by the candidate Investigative not reflective

Additional information
required
● Subjective aspects of the candidate
● How the candidate will react to a given
situation
● Differentiating competencies that a
person possesses . eg- decision
making with sensitivity to people issues
● Behavioral competencies
Competency Based
Competencies to be tested
Curiosity
0 no opportunity to observe the factor Adaptability
1 very little of the factor shown
Decision Making
Risk taking
2 not much of the factor shown
Work Oriented-Motivation
Determination
Insight
3 moderate amount of the factor shown Collaboration and Influence
Strategic Orientation
4 quite a lot of the factor shown
5 a great deal of the factor shown

Rating Scale for BEI

Interview Questions We will expect answers that reflect the listed competencies in the
candidates behaviour. We will look for these competencies throughout
the selection process and will want the candidate who displays them
We will construct interview questions for each competency. The questions
most often (the rating scale is based on this).
will focus on understand : Who are you? How do you do what you do?

● Tell me a situation that was ● What motivates you at

rather risky
● How did you access the extent
of risk? How did you minimize
it? What was the result?
● Tell me a time when you chose
to play traditional and safe.
Why? How often is this typical
of you?
Risk-taking
work? We will expect answers that are well structured preferably using STAR
● What are your long term technique-
and short term career
goals? How are you
Situation. Have the candidate describe the situation that they were in.
planning to achieve
these? Task. What goal was the candidate working towards?
● How do you derive Action. Have the candidate describe in detail what actions they took to
happiness at work? make the best of the situation and complete their task.
Result. Have the candidate describe the outcome of the action and ask
Motivation what the candidate learned.

● How do you invite others on your team to
share their inputs?
● What do you do to broaden your knowledge
and enrich your experience? How often do
you do that? Why is it important for you?
● How do you tackle the unknown? What is
your general strategy in dealing with
unknown territories, techniques, products
etc?
● How do you encourage learning in your
team?
Curiosity
Jim is really interested in finding what makes the employee tick. So,
here the competency in concern in Work Motivation. So an ideal answer
will be on the following lines-
What motivates you at work?
● Clearly explains what motivates him ( eg- I am motivated by the
constant challenges my work presents and my quest to
overcome and ultimately mastering them)
● Gives example from past behaviour (eg- In my previous
organisation I was constantly exploring innovative sales
channels. VARs was a new territory for me and I was engaged
in making sure I am able to understand the ground realities of
this and deliver my best which I did by getting 100M revenue.
Thank you