Interview Guide

PROFESSIONAL RECRUITMENT
INTERVIEW GUIDE
ORGANIZATION
SUCCESS PROFILE
ASSESSED October 24, 2021
CREATED October 24, 2021
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " l e f t " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 2 2 0 , " h e i g h t " : 1 6 , " n a m e " : " i n t e r v i e w e d _ b y " } ] ]
Interviewed by
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " l e f t " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 2 2 0 , " h e i g h t " : 1 6 , " n a m e " : " i n t e r v i e w e d _ d a t e " } ] ]
Date
© Korn Ferry 2021. All rights reserved. Confidential.

INTERVIEW GUIDE
ABOUT THIS INTERVIEW GUIDE
This interview guide contains questions that will help you explore what was measured by the Korn
Ferry assessment solution. The questions are based on the success profile for the role and the scores
of the participant on the assessment solution. The guide should be used in conjunction with other
sources of information gathered throughout the recruitment process. You will find:
BEHAVIORAL COMPETENCIES Behavioral competencies drive success. They are skills and capabilities.
3 Resourcefulness (6.1 Planning and 6 Plans and Aligns (6.1 Planning and
Organising) Organising)
4 Builds Effective Teams (2.1 7 Decision Quality (1.1 Deciding &
Working With People) initiating action; 4.3 Analyzing)
5 Cultivates Innovation (5.2 Creating
and Innovating)
TRAITS Traits shape behavior. They are personality characteristics, such as

optimism, and other natural leanings, such as social astuteness. Traits are
core to who a person is. They provide insight into how a person is likely
to approach challenges and relate to others, but do not guarantee how
people will act.
8 Tolerance of Ambiguity
9 Need for Achievement
DRIVERS Drivers influence aspirations. They are the preferences, values, and
motivations that lie at the heart of critical questions: What is important to
me? What do I find rewarding?
10 Balance
11 Collaboration
INTERVIEW SUMMARY 12
NOTES 13
© Korn Ferry 2021. All rights reserved. Confidential. 2

I N T E R V I E W G U I D E | B E H AV I O R A L C O M P E T E N C I E S
RESOURCEFULNESS (6.1 PLANNING AND

ORGANISING)
Securing and deploying resources effectively and efficiently.
INTERVIEW QUESTIONS
[ [ i n p u t F i e l d
{ " t y p e " : " c h e c k b o x " , " l a b e l " : " " , " b o r d e r " : t r u e , " w i d t h " : 1 2 , " h e i g h t " : 1 2 , " c h e c k e d " : f a l s e } ] ]
Tell me about a time you had to start something from scratch.

Describe a time someone asked you for help to figure out resources for a project.
Tell me about a time you had to coordinate many different resources in order to get a job done.
[ [ i n p u t F i e l d { " t y p e " : " t e x t A r e a " , " f o n t S i z e " : " a u t o " , " b o r d e r " : t r u e , " w i d t h " : 4 3 5 , " h e i g h t " : 2 7 5 } ] ]
Actions
How did you approach it?
Thinking
Why did you approach it
that way?
Outcome
What was the result?
Learnings
What did you take away
from this?
Application
When did you use what
you learned in a different
situation?
POTENTIAL UNDERUSE ON TARGET

[ [ i n p u t F i e l d [ [ i n p u t F i e l d
{ " t y p e " : " c h e c k b o x " , " l a b e l " : " " , " b o r d e r " : t r u e , " w i d t h " : 1 2 , " h e i g h t " : 1 2 , " c h e c k e d " : f a l s e } ] ] { " t y p e " : " c h e c k b o x " , " l a b e l " : " " , " b o r d e r " : t r u e , " w i d t h " : 1 2 , " h e i g h t " : 1 2 , " c h e c k e d " : f a l s e } ] ]
Relies on the same resources over and over Orchestrates multiple activities simultaneously to
[
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
e c k b o x " , " l a b e l " : " " , " b o r d e r " : t r u e , " w i d t h " : 1 2 , " h e i g h t " : 1 2 , " c h e c k e d " : f a l s e } ] ]
accomplish a goal
Gets frustrated and becomes inefficient when things [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
don’t go as planned Gets the most out of limited resources

Tries to impose one way of doing things; doesn’t adjust Applies knowledge of internal structures, processes,
swiftly enough and culture to resourcing efforts
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " r s f " } ] ]
RATING 1: Not at all developed 2: Underdeveloped 3: Competent 4: Very strong 5: Outstanding NE: No evidence

BUILDS EFFECTIVE TEAMS (2.1 WORKING WITH

PEOPLE)
Building strong-identity teams that apply their diverse skills and perspectives to achieve common
goals.
INTERVIEW QUESTIONS
Tell me about a time you worked with a high-performing group or team.

Tell me about a time you encountered a team member who was dragging down the effectiveness of the team.
Tell me about a time you were in charge of a team and needed to get them focused around common goals.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?

Fails to recognize that morale, recognition, and Creates a feeling of belonging and strong team morale
belongingness are integral ingredients of effective [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
teams Fosters open dialogue and collaboration among the

[
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
team
Prioritizes and rewards individual efforts rather than [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
team achievements Establishes common objectives and a shared mindset

Doesn’t shape and distribute assignments in a way that

encourages teamwork
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " b e t " } ] ]

CULTIVATES INNOVATION (5.2 CREATING AND

INNOVATING)
Creating new and better ways for the organization to be successful.
INTERVIEW QUESTIONS
Describe your most creative contribution to the organization.

Tell me about the most unusual idea you've had that worked.
Tell me about a time when you identified an opportunity to innovate during the early stages of a project or process.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?

Stays within comfort zone rather than experimenting Comes up with useful ideas that are new, better, or
with new ways of looking at things unique
Presents ideas that are ordinary, conventional, and from Can take a creative idea and put it into practice
the past [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Introduces new ways of looking at problems
Tends to be critical of others’ original ideas
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " c i n " } ] ]

PLANS AND ALIGNS (6.1 PLANNING AND

ORGANISING)
Planning and prioritizing work to meet commitments aligned with organizational goals.
INTERVIEW QUESTIONS
Tell me about a time when you planned and organized a complex task or project from start to finish.
Tell me about a time when you had to ensure that the objectives of a project you were working on aligned closely with
organizational goals.
Tell me about a time when you stumbled because you didn’t anticipate a roadblock/obstacle.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?

Gets caught up in immediate needs without attending Sets objectives to align with broader organizational
to larger priorities goals
Gets caught off guard by problems due to the lack of Anticipates and adjusts effective contingency plans
contingency plans [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Stages activities with relevant milestones and
Haphazardly tracks progress or performance schedules
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " a e x " } ] ]

DECISION QUALITY (1.1 DECIDING & INITIATING

ACTION; 4.3 ANALYZING)
Making good and timely decisions that keep the organization moving forward.
INTERVIEW QUESTIONS
Describe a time you had to make a quick decision and gather a lot of information in a short time frame.
Describe a time when you had to make a decision without all the information you wanted or needed.
Give me an example of a difficult problem you worked on and walk me through your decision-making process.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?

Approaches decisions haphazardly or delays decision Makes sound decisions, even in the absence of
making complete information
Makes decisions based on incomplete data or Recognizes when a quick 80% solution will suffice
inaccurate assumptions [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Relies on a mixture of analysis, wisdom, experience,
Ignores different points of view or makes decisions that and judgment when making decisions
impact short-term results at the expense of longer-term
goals
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " d q u " } ] ]

INTERVIEW GUIDE | TRAITS
TOLERANCE OF AMBIGUITY
Comfort with uncertain, vague, or contradictory information that prevents a clear understanding or
direction.
INTERVIEW QUESTIONS
Tell me about a time when you had a problem and you didn't know what to do.
How do you make a decision when the available information is inadequate?

Tell me about a time when you had to act on something important before you had time to come up with a clear answer or
solution.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?
LOWER HIGHER
Tends to prefer clarity Energized by ambiguous situations

May defer decision making in contexts where Willing to make decisions in uncertain circumstances
information is insufficient [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Open to alternative solutions
Prefers situations with structure or concrete processes [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Comfortable operating in the midst of change or

transition
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " t a " } ] ]

INTERVIEW GUIDE | TRAITS
NEED FOR ACHIEVEMENT

A tendency to work intensely to achieve and exceed difficult standards.
INTERVIEW QUESTIONS
Tell me about a time when you got results that far exceeded your own or others' expectations.
Describe a time when you pushed harder for results than others around you.
Describe a time you championed a cause that others had abandoned.

Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?
LOWER HIGHER
Less motivated by external standards Appreciates hard work

Less concerned about how others define or evaluate Judges achievement according to the goal
achievement [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Strives to meet and exceed high standards
Tends not to work energetically to exceed expectations [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Driven to improve one’s ability or expertise
Content [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
Oriented toward high quality with a need to seek

increasingly challenging goals
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " n a " } ] ]

INTERVIEW GUIDE | DRIVERS
BALANCE
Motivated to integrate work and life in a sustainable, enjoyable, and meaningful way.
INTERVIEW QUESTIONS
Describe a time when you pushed yourself too hard at work. How did you know you had hit your limit?
How do you recharge?

How do you manage or “juggle” work demands and demands outside of work? Give an example.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?
LOWER HIGHER
Makes career a top life-priority Prefers flexibility and the freedom to set schedule and
[
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
location
Work accomplishments comprise the primary [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
component of identity Seeks out variety – an assortment of tasks, challenges

and responsibilities
Works at a pace that is manageable, enjoyable, and

rewarding
Values harmony between work and life demands

[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " b a l a " } ] ]

INTERVIEW GUIDE | DRIVERS
COLLABORATION
A preference for work-related interdependence, group decision making, and pursuing shared goals.
INTERVIEW QUESTIONS
Describe a time when you built a cross-functional team to handle a complex problem.
Describe a team you were asked to lead when the members didn’t work well together.
Tell me about a time when you succeeded in an initiative by collaborating with others.
Actions
Thinking
that way?
Outcome
Learnings
from this?
Application
situation?
LOWER HIGHER
Prefers to work independently Seeks community, affiliation, and teamwork

Is drawn to environments that reward autonomy Appreciates mutually respectful, interdependent work
[
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
relationships
Finds opportunities to achieve goals without much [
{
[
"
i
t
n
y
p
p
u
e
t
"
F
:
i
"
e
c
l
h
d
support from others Builds trust within and between teams

Pursues common goals and shares credit

Drawn to environments that reward consensus-building

and cross-teaming
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 4 8 , " h e i g h t " : 1 8 , " n a m e " : " c o l l " } ] ]

INTERVIEW GUIDE
INTERVIEW SUMMARY
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " l e f t " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 2 8 6 , " h e i g h t " : 1 5 , " n a m e " : " i n t e r v i e w e d _ b y " } ] ] [ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " l e f t " , " f o n t S i z e " : 1 0 , " b o r d e r " : t r u e , " w i d t h " : 1 2 0 , " h e i g h t " : 1 5 , " n a m e " : " i n t e r v i e w e d _ d a t e " } ] ]
Interviewed by Date
BEHAVIORAL COMPETENCIES Rating TRAITS Rating

[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " r s f " } ] ] [ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " t a " } ] ]
Resourcefulness (6.1 Planning and Organising) Tolerance of Ambiguity

[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " b e t " } ] ] [ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " n a " } ] ]
Builds Effective Teams (2.1 Working With People) Need for Achievement
[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " c i n " } ] ]
Cultivates Innovation (5.2 Creating and Innovating)

[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " a e x " } ] ]
Plans and Aligns (6.1 Planning and Organising) DRIVERS Rating

[ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " b a l a " } ] ]
Decision Quality (1.1 Deciding & initiating action; [ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " d q u " } ] ]
Balance
4.3 Analyzing) [ [ i n p u t F i e l d { " t y p e " : " t e x t F i e l d " , " t e x t A l i g n " : " c e n t e r " , " f o n t S i z e " : 1 0 , " b o r d e r " : f a l s e , " w i d t h " : 4 5 , " h e i g h t " : 1 5 , " n a m e " : " c o l l " } ] ]
Collaboration
ADDITIONAL COMMENTS
[ [ i n p u t F i e l d { " t y p e " : " t e x t A r e a " , " f o n t S i z e " : " a u t o " , " b o r d e r " : f a l s e , " w i d t h " : 5 4 5 , " h e i g h t " : 1 2 0 } ] ]

INTERVIEW GUIDE
NOTES
[ [ i n p u t F i e l d { " t y p e " : " t e x t A r e a " , " f o n t S i z e " : " a u t o " , " b o r d e r " : f a l s e , " w i d t h " : 5 4 0 , " h e i g h t " : 5 7 0 } ] ]

ABOUT KORN FERRY
Korn Ferry is a global organizational consulting firm. We work with
organizations to design their organizational structures, roles, and
responsibilities. We help them hire the right people and advise them
on how to reward, develop, and motivate their workforce. And, we help
professionals navigate and advance their careers.
This Assessment Report (this “Report”) is being delivered and disclosed to the client organization retaining Korn Ferry (the “Client”)
pursuant to its engagement agreement with Korn Ferry. By accepting receipt of this Report, the Client agrees that (a) it will treat the
Report and all of the information contained in the Report as private and confidential and will use the Report only for the purposes for
which it was obtained; (b) it will maintain complete control over this Report and the information contained in this Report; and (c) it will
otherwise hold and use this Report, and all of the information contained in this Report, in compliance with all applicable laws,
including all applicable data protection and privacy laws. This Report and the information contained in this Report should be regarded
as only one piece of the information needed to properly evaluate and assess the individual who is the subject of this Report. Thus,
the Client acknowledges and agrees that this Report and the information contained in this Report is being delivered to the Client
without any express or implied warranty of any kind and the Report will not be used by the Client as the sole source of decision
making regarding the individual who is the subject of this Report. The Client also acknowledges and agrees that all copyrights,
patents and trade secrets applicable to this Report, the material in this Report, and the format and context of this Report are owned
solely by Korn Ferry and the Client acquires no ownership or other right therein, except for the limited right to use the contents of the
Report for the purposes for which it was obtained. The Client shall indemnify, defend and hold Korn Ferry and all of its subsidiaries
and other affiliates harmless from and against any and all claims, demands, and actions (including administrative and regulatory
proceedings), and any and all losses, liabilities, judgments, fines, penalties, costs, and expenses (including attorney’s fees) which
Korn Ferry or any of its subsidiaries and other affiliates may suffer or incur, directly or indirectly, as a result of the use of or reliance
upon this Report by the Client or any of its personnel, or the disclosure of this Report or any portion thereof to the individual who is
the subject of this Report, or the publication of this Report or any part of this Report, or if the Client otherwise fails to adhere to or
comply with any of the foregoing.
Date: October 24, 2021

Version: v1.0.27
Language: en-US
Survey(s): Behavioral, Traits, Drivers
© Korn Ferry 2021. All rights reserved. Confidential.

Interview Guide

Uploaded by

Copyright:

Available Formats

You might also like

Interview Guide

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Interview Guide

Uploaded by

Copyright:

Available Formats

PROFESSIONAL RECRUITMENT

© Korn Ferry 2021. All rights reserved. Confidential.

ABOUT THIS INTERVIEW GUIDE

TRAITS Traits shape behavior. They are personality characteristics, such as

© Korn Ferry 2021. All rights reserved. Confidential. 2

RESOURCEFULNESS (6.1 PLANNING AND

Tell me about a time you had to start something from scratch.

POTENTIAL UNDERUSE ON TARGET

don’t go as planned Gets the most out of limited resources

© Korn Ferry 2021. All rights reserved. Confidential. 3

BUILDS EFFECTIVE TEAMS (2.1 WORKING WITH

Tell me about a time you worked with a high-performing group or team.

POTENTIAL UNDERUSE ON TARGET

teams Fosters open dialogue and collaboration among the

team achievements Establishes common objectives and a shared mindset

Doesn’t shape and distribute assignments in a way that

© Korn Ferry 2021. All rights reserved. Confidential. 4

CULTIVATES INNOVATION (5.2 CREATING AND

Describe your most creative contribution to the organization.

POTENTIAL UNDERUSE ON TARGET

© Korn Ferry 2021. All rights reserved. Confidential. 5

PLANS AND ALIGNS (6.1 PLANNING AND

POTENTIAL UNDERUSE ON TARGET

© Korn Ferry 2021. All rights reserved. Confidential. 6

DECISION QUALITY (1.1 DECIDING & INITIATING

POTENTIAL UNDERUSE ON TARGET

© Korn Ferry 2021. All rights reserved. Confidential. 7

How do you make a decision when the available information is inadequate?

Tends to prefer clarity Energized by ambiguous situations

Comfortable operating in the midst of change or

© Korn Ferry 2021. All rights reserved. Confidential. 8

NEED FOR ACHIEVEMENT

Describe a time you championed a cause that others had abandoned.

Less motivated by external standards Appreciates hard work

Oriented toward high quality with a need to seek

© Korn Ferry 2021. All rights reserved. Confidential. 9

How do you recharge?

component of identity Seeks out variety – an assortment of tasks, challenges

Works at a pace that is manageable, enjoyable, and

Values harmony between work and life demands

© Korn Ferry 2021. All rights reserved. Confidential. 10

Prefers to work independently Seeks community, affiliation, and teamwork

support from others Builds trust within and between teams

Pursues common goals and shares credit

Drawn to environments that reward consensus-building

© Korn Ferry 2021. All rights reserved. Confidential. 11

BEHAVIORAL COMPETENCIES Rating TRAITS Rating

Resourcefulness (6.1 Planning and Organising) Tolerance of Ambiguity

Cultivates Innovation (5.2 Creating and Innovating)

Plans and Aligns (6.1 Planning and Organising) DRIVERS Rating

© Korn Ferry 2021. All rights reserved. Confidential. 12

© Korn Ferry 2021. All rights reserved. Confidential. 13

Date: October 24, 2021

© Korn Ferry 2021. All rights reserved. Confidential.

You might also like