1. Candidate Evaluation Process

2. Candidate Evaluation Process
Overview
This candidate assessment packet has been designed to help management
determine which candidates are best suited to fill openings within xpedx.
The tools included with this packet provide an objective methodology for
managers to use in assessing the skill set an individual possesses in
relationship to the specific position for which he or she is being considered.
It is critical that good management practices be applied when using these
tools, and objectivity is maintained throughout the process to allow the best
decisions to be made when selecting individuals for positions. Please note
that there are forms in the event there are internal candidates as well as the
general form for both internal and external candidates.
If you, or anyone on your interview team have questions pertaining to this
process or its application, those questions should be directed to your
manager, or an appropriate Human Resources representative.

3. Candidate Evaluation Process
Individual Rating Form - Individual Contributor
To be completed by the interviewing manager(s) after the interview
Candidate Name: Date:
Position for which Candidate is being considered:
Rating
Low High
Competency 1...........5
Position Competencies:
Total:
Assets Liabilities
Summary of Information:
Final Overall Summary:
Superior; exceeds all requirements fully

High Average; exceeds some requirements

Average; meets all requirements

Below Average; meets some requirements

Final Overall Rating:
Poor; reject unless other evidence is contrary

Interviewer Name: Date:

4. Candidate Evaluation Process
Interview Questions: Individual Contributor
The information listed below, describes the relevant competencies which will be assessed during
the candidate interview. Use of sample questions during the interview will help to ensure
continuity in the assessment process for all candidates.
Competency Definition Sample questions
Customer Focus Is dedicated to meeting the expectations How do you get and keep up to date
1.
and requirements of internal and external information about customers and what
customers; gets first hand customer do you do with it?
information and uses it for improvements in
products and services; acts with customers Who are your internal customers?
2.
in mind; establishes and maintains effective What’s different about dealing with
relationships with customers and gains their them than external?
trust and respect.
Interpersonal Relates well to all kinds of people, up, down, Have you ever had to negotiate with
3.
Savvy and sideways, inside and outside the people you didn't like or didn't trust?
organization; builds appropriate rapport;
listens; builds constructive and effective Does your interpersonal style differ
4.
relationships; uses diplomacy and tact; truly depending upon who you're with?
values people; can diffuse even high tension
situations comfortably.
Problem Solving Solves difficult problems with effective What were some of the toughest
5.
solutions; asks good questions and probes problems you ever solved?
all fruitful sources for answers; can see
underlying or hidden problems and patterns; Tell me about a time when someone
6.
is excellent at honest analysis; looks beyond taught you a lot about how to solve
the obvious and doesn't stop at the first problems?
answer.
Drive for Results Can be counted on to exceed goals Tell me about a time when you got
7.
successfully; is constantly and consistently results against the odds?
one of the top performers; very bottom-line
oriented; steadfastly pushes self and others Who do you consider a model results
8.
for results. getter and why?
Action Oriented Enjoys working hard; is action oriented and Tell me about times when you seized
9.
full of energy for the things that he/she sees opportunities, grabbed something, and
as challenging; not fearful of acting with a ran with it yourself.
minimum of planning; seizes opportunities
when they arise. 10. Why do you think your activity
style/pace/action orientation is the
way it is?

5. Candidate Evaluation Process
Interview Questions: Individual Contributor, continued
Competency Definition Sample questions
Organizing Can marshal resources to get things done; Tell me about a project you have
1.
uses resources effectively and efficiently; worked on where you had to marshall
arranges information and files in a useful resources.
manner.
Tell me about how you would go about
2.
organizing a situation that is in total
disarray.
Priority Setting Creates focus; spends his/her time and the 3. Tell me about a top priority project
time of others on what’s important; where you have encountered
eliminates roadblocks. roadblocks and what you did to
remove them.
Describe what you take into
4.
consideration when prioritizing tasks.
Functional/ Has the functional/technical knowledge and Have you ever been in a situation
5.
Technical Skills skills to do the job at a high level of where you knew more about the
accomplishment. technical aspects of the job than your
boss did?
Are you skilled technically in more
6.
than one area?

6. Candidate Evaluation Process
Individual Rating Form - 1st Level Supervisor
To be completed by the interviewing manager(s) after the interview
Candidate Name: Date:
Position for which Candidate is being considered:
Rating
Low High
1...........5
Position Competencies: Competency
Total:
Liabilities
Summary of Information: Assets
Final Overall Summary:
Superior; exceeds all requirements fully

High Average; exceeds some requirements

Average; meets all requirements

Final Overall Rating:
Below Average; meets some requirements

Poor; reject unless other evidence is contrary

Interviewer Name: Date:

7. Candidate Evaluation Process
Interview Questions: 1st Level Supervisor
The information listed below, describes the relevant competencies which will be assessed during
the candidate interview. Use of sample questions during the interview will help to ensure
continuity in the assessment process for all candidates.
Competency Definition Sample questions
Customer Focus Is dedicated to meeting the expectations How do you get and keep up to date
1.
and requirements of internal and external information about customers and what do
customers; gets first hand customer you do with it?
information and uses it for improvements in
products and services; acts with customers Who are your internal customers? What’s
2.
in mind; establishes and maintains effective different about dealing with them than
relationships with customers and gains their external?
trust and respect.
Managing & Clearly assigns responsibility for tasks and Do you monitor progress personally or do
3.
Measuring decisions; sets clear objectives and you set up self running checklists and
measures; monitors process, progress, and systems for keeping track?
results appropriately; delivers timely and
objective feedback on accomplishments. Have you ever had a project/process
4.
failure as a manager/project leader?
Problem Solving Solves difficult problems with effective What were some of the toughest problems
5.
solutions; asks good questions and probes you ever solved?
all fruitful sources for answers; can see
underlying or hidden problems and patterns; Tell me about a time when someone
6.
is excellent at honest analysis; looks beyond taught you a lot about how to solve
the obvious and doesn't stop at the first problems
answer.
Drive for Results Can be counted on to exceed goals Tell me about a time when you got results
7.
successfully; is constantly and consistently against the odds?
one of the top performers; very bottom-line
oriented; steadfastly pushes self and others Who do you consider a model results
8.
for results. getter and why?
Action Oriented Enjoys working hard; is action oriented and Tell me about times when you seized
9.
full of energy for the things that he/she sees opportunities, grabbed something, and ran
as challenging; not fearful of acting with a with it yourself.
minimum of planning; seizes opportunities
when they arise. 10. Why do you think your activity
style/pace/action orientation is the way it
is?

8. Candidate Evaluation Process
Interview Questions: 1st Level Supervisor, continued
Competency Definition Sample questions
Process Good at figuring out the processes Have you ever inherited a broken down
1.
Management necessary to get things done; knows process you had to fix in a hurry?
how to organize people and activities;
understands how to separate and When you design a process to get
2.
combine tasks into efficient work flow; something done, how do you go about
knows what to measure and how to lining up the steps?
measure it; can see opportunities for
synergy and integration where others
can't; can simplify complex processes;
gets more out of fewer resources.
Directing Others Is good at establishing clear directions; sets Describe how you assign tasks to
3.
stretching objectives; distributes the others.
workload appropriately; brings out the best in
people; is a clear communicator. Describe a situation where you may not
4.
have been as effective as you would
have liked in directing others and why.
Organizing Can marshal resources to get things done; Tell me about a project you have worked
5.
uses resources effectively and efficiently; on where you had to marshall
arranges information and files in a useful resources.
manner.
Tell me about how you would go about
6.
organizing a situation that is in total
disarray.
Planning Accurately scopes our length and difficulty of Describe for me steps you feel are
7.
tasks and projects; sets objectives and important in the planning process.
goals; breaks down work into process steps;
measures performance against goals; Tell me about a project you have been a
8.
evaluates results. part of that wasn’t well planned out and
why.
Priority Setting Creates focus; Spends his/her time and the Tell me about a top priority project
9.
time of others on what’s important; where you have encountered roadblocks
Eliminates roadblocks. and what you did to remove them.
10. Describe what you take into
consideration when prioritizing tasks.
Delegation Clearly and comfortably delegates both 11. Have you ever been in trouble for not
routine and important tasks and decisions; delegating?
broadly shares both responsibility and
accountability; tends to trust people to 12. Give me an example of how you divided
perform; lets subordinates finish their own up a project/ assignment in your work
work. group.

9. Candidate Evaluation Process
Individual Rating Form - Middle Manager
To be completed by the interviewing manager(s) after the interview
Candidate Name: Date:
Position for which Candidate is being considered:
Rating
Low High
1...........5
Position Competencies: Competency
Total:
Liabilities
Assets
Summary of Information:
Final Overall Summary:
Superior; exceeds all requirements fully

High Average; exceeds some requirements

Average; meets all requirements

Final Overall Rating:
Below Average; meets some requirements

Poor; reject unless other evidence is contrary

Interviewer Name: Date:

10. Candidate Evaluation Process
Interview Questions: Middle Manager
The information listed below, describes the relevant competencies which will be assessed during
the candidate interview. Use of sample questions during the interview will help to ensure
continuity in the assessment process for all candidates.
Competency Definition Sample questions
Customer Focus Is dedicated to meeting the expectations How do you get and keep up to date
1.
and requirements of internal and external information about customers and
customers; gets first hand customer what do you do with it?
information and uses it for improvements in
products and services; acts with customers Who are your internal customers?
2.
in mind; establishes and maintains effective What’s different about dealing with
relationships with customers and gains their them than external?
trust and respect.
Managing & Clearly assigns responsibility for tasks and Do you monitor progress personally
3.
Measuring decisions; sets clear objectives and or do you set up self running
measures; monitors process, progress, and checklists and systems for keeping
results appropriately; delivers timely and track?
objective feedback on accomplishments.
Have you ever had a
4.
project/process failure as a
manager/project leader?
Problem Solving Solves difficult problems with effective What were some of the toughest
5.
solutions; asks good questions and probes problems you ever solved?
all fruitful sources for answers; can see
underlying or hidden problems and patterns; Tell me about a time when someone
6.
is excellent at honest analysis; looks beyond taught you a lot about how to solve
the obvious and doesn't stop at the first problems
answer.
Drive for Results Can be counted on to exceed goals Tell me about a time when you got
7.
successfully; is constantly and consistently results against the odds?
one of the top performers; very bottom-line
oriented; steadfastly pushes self and others Who do you consider a model
8.
for results. results getter and why?
Action Oriented Enjoys working hard; is action oriented and Tell me about times when you
9.
full of energy for the things that he/she sees seized opportunities, grabbed
as challenging; not fearful of acting with a something, and ran with it yourself.
minimum of planning; seizes opportunities
when they arise. 10. Why do you think your activity style/
pace/action orientation is the way it
is?

11. Candidate Evaluation Process
Individual Rating Form - Middle Manager, continued
Competency Definition Sample questions
Process Good at figuring out the processes Have you ever inherited a broken down
1.
Management necessary to get things done; knows process you had to fix in a hurry?
how to organize people and activities; When you design a process to get
2.
knows what to measure and how to something done, how do you go about
measure it; can see opportunities for lining up the steps?
synergy and integration where others
can't; can simplify complex processes;
gets more out of fewer resources.
Directing Others Is good at establishing clear directions; sets Describe how you assign tasks to
3.
stretching objectives; distributes the others.
workload appropriately; brings out the best in Describe a situation where you may not
4.
people; is a clear communicator. have been as effective as you would
have liked in directing others and why.
Organizing Can marshal resources to get things done; Tell me about a project you have worked
5.
uses resources effectively and efficiently; on where you had to marshall
arranges information and files in a useful resources.
manner. Tell me about how you would go about
6.
organizing a situation that is in total
disarray.
Planning Accurately scopes our length and difficulty of Describe for me steps you feel are
7.
tasks and projects; sets objectives and important in the planning process.
goals; breaks down work into process steps; Tell me about a project you have been a
8.
Measures performance against goals; part of that wasn’t well planned out and
evaluates results. why.
Priority Setting Creates focus; spends his/her time and the Tell me about a top priority project
9.
time of others on what’s important; where you have encountered roadblocks
eliminates roadblocks. and what you did to remove them.
10. Describe what you take into
consideration when prioritizing tasks.
TQM/Re- Is dedicated to providing the highest quality 11. Tell me about a process you have re-
Engineering products and services; is committed to engineered.
continuous improvement. 12. Describe what continuous improvement
means to you.
Managing Can design practices, processes, and 13. Have you ever managed anything where
Through Systems procedures which allow managing from a the people or units reporting to you were
distance; is comfortable letting things in different cities?
manage themselves without intervening; can 14. Tell me about a time when you had to
impact people and results remotely. figure how to get your message across
to remote locations without going there.

12. Candidate Evaluation Process
Individual Rating Form - Senior Manager
To be completed by the interviewing manager(s) after the interview
Candidate Name: Date:
Position for which Candidate is being considered:
Rating
Low High
1...........5
Position Competencies: Competency
Total:
Liabilities
Assets
Summary of Information:
Final Overall Summary:
Superior; exceeds all requirements fully

High Average; exceeds some requirements

Average; meets all requirements

Final Overall Rating:
Below Average; meets some requirements

Poor; reject unless other evidence is contrary

Interviewer Name: Date:

13. Candidate Evaluation Process
Interview Questions: Senior Manager
The information listed below, describes the relevant competencies which will be assessed during
the candidate interview. Use of sample questions during the interview will help to ensure
continuity in the assessment process for all candidates.
Competency Definition Sample questions
Customer Focus Is dedicated to meeting the expectations How do you get and keep up to date
1.
and requirements of internal and external information about customers and what
customers; gets first hand customer do you do with it?
information and uses it for improvements in
products and services; acts with customers Who are your internal customers?
2.
in mind; establishes and maintains effective What’s different about dealing with
relationships with customers and gains their them than external?
trust and respect.
Interpersonal Relates well to all kinds of people, up, down, Have you ever had to negotiate with
3.
Savvy and sideways, inside and outside the people you didn't like or didn't trust?
organization; builds appropriate rapport;
listens; builds constructive and effective Does your interpersonal style differ
4.
relationships; uses diplomacy and tact; truly depending upon who you're with?
values people; can diffuse even high tension
situations comfortably.
Business Acumen Knows how businesses work; knowledgeable What strategic business objectives
5.
in current and possible future policies, have you set this year for your
practices, trends, and information affecting location or group? Why?
his/her business and organization; knows the
competition; is aware of how strategies and Which business leaders do you
6.
tactics work in the marketplace. respect the most? Why?
Perspective Looks to the broadest possible view of an Lots of companies say they are going
7.
issue/challenge; has broad ranging personal to be a global competitor, what do you
and business interests and pursuits; can think that really means?
easily pose future scenarios; can think What clubs/organizations are you
8.
globally. active in?
Strategic Agility Sees ahead clearly, can anticipate future What are your major sources of
9.
consequences and trends accurately; has business information?
broad knowledge and perspective; is future
oriented; can articulately paint credible 10. Who are some model business
pictures and visions of possibilities and success stories for you (companies or
likelihoods; can create competitive and individuals)?
breakthrough strategies and plans.

14. Candidate Evaluation Process
Individual Rating Form - Senior Manager, continued
Competency Definition Sample questions
Managing Vision Communicates a compelling and inspired Have you ever been involved in
1.
& Purpose vision or sense of core purpose; talks creating a mission or values
beyond today; talks about possibilities; is statement for an organization and
optimistic; creates mileposts and symbols to then having to communicate it to
rally support behind the vision; makes the various audiences?
vision sharable by everyone; can inspire and
motivate entire units or organizations. 2. Tell me about a time you
communicated a new direction during
a reorganization or start-up.
Approachability Is easy to approach and talk to; spends the What do you do to put others at ease?
3.
extra effort to put others at ease; can be
warm, pleasant & gracious; is sensitive to Contrast the most and least
4.
and patient with the interpersonal anxieties of intimidating people you know.
others; builds rapport well; is a good
listener.
Negotiating Can negotiate skillfully in tough situations Tell me about a time when you
5.
with both internal and external groups; can conducted a formal negotiation with
settle differences with minimum noise; can an outside group.
win concessions without damaging
relationships; can be both direct and forceful Tell me about a time when you’ve
6.
as well as diplomatic; gains trust quickly of made peace with an adversary.
other parties to the negotiations; has a good
sense of timing.

15. Candidate Evaluation Process
Candidate Ranking Sheet
Rank below, the names of those candidates with whom you have conducted interviews for the
position of:
Your input will be included with all other input to determine which candidate is best suited overall
to fill the position. Feel free to include any additional comments as needed in the appropriate
space below.
If appropriate, list other positions
for which the candidates should be
Ranking considered
1st:
2nd:
3rd:
4th:
5th:
Comments: