1. Right Offer, First Time Effective PDM Interview – V30 Your handy guide ( Based on ‘Behavioral Based Structured Interview’ Method) Disclaimer: Not to be distributed within or outside IBM

2. 2 History of Changes Common Mistakes in BBSI – Need More Focus Real Situation Examples/Quiz Week Day Interviews eDownloader ReHire Guidelines

3. 3 Expectations from PDMers  Ensure candidate joins IBM  Understand Candidate’s value  Explain CTC structure and Negotiate  Judicious usage of Relocation Expense & Joining Bonus to make the offer competitive Ensure that IBMs’ offer is ‘The First and Final Offer’ Agencies informed that IBMs’ offer is ‘The First, Right and Final Offer’ Right Offer, First Time Objective Action Taken IBM does not encourage Re-negotiation IBM does not encourage Re-negotiation

4. 4 The balancing act Candidates’ aspirations IBM’s ‘Right Offer, First Time’

5. 5 “Perfect for your team! Perfect for IBM!” A PDMers’ Great Decision

6. 6 Phases of an Effective Interview PreInterview Post

7. 7 Pre - Interview Phase

8. 8 1.Read Resume/ Verify Documents 6.Effective PDM Checklist update 3. Ascertain Resource Criticality 5.Direct Feedback from Tech Panelist 2. Receive Competency based Salary Grid Pre Interview 4. Prepare Questions

9. 9 Improved Tech Panelist Feedback Effectiveness Tech Evaluation Feedback Form Tech Panelist & PDMer In Person Feedback (5 mts)

10. 10 Phase 2: The Interview Tips: Applying the BBSI approach will make the PDM round to be approximately of 45 mts

11. 11 1. Apply Behavioral Based Structured Interview 6.Effective PDM Checklist update 4. IBM Values & Proposition 3. Discuss Role Relocation, Joining Date, Notice Period 2. Document in BBSI form throughout the whole phase The Interview Phase 5. Negotiate Offer Tips: Offer a warm welcome to candidates Help them to settle Allow them to open up

12. 12 Hiring : The best way Evidence based approach No decision during interview process Gauge across multiple attributes Process Oriented: BBSI way First Impression Intuitive Gut feeling Subjective

13. 13 Synchronised Steps BBSI approach to evaluate the candidate Gather the facts Make the decision Negotiate

14. 14 A three pronged approach  1st impressions  Biases  Intuition  Prejudices  Preconceived notions Look beyond narrowtraits not only attechnical competency,intelligence, oraffability Is the candidatemotivated andcompetentfor the job? Remain Objective fighting against Information across multiple parameters Evidence based approach

15. 15 BBSI: An example "Can you describe for me..." "Can you describe for me..." "Can you give me an example where your team had conflict?" "Can you give me an example where your team had conflict?" “Yes, once one of my team member…” “Sure. The challenge in my team was…”

16. 16 How can we know if it is a complete answer? A Situation requiring the specific skill Action takenResult 123

17. 17 What if I don’t get complete answer for all the 3 components? Scenario that you explained is not apt. Can you rethink of any other scenario that.. Can you be more specific on the results? I haven’t got the complete answer on Action. Can you elaborate more on the specific step of..

18. 18 Get complete answers: The BBSI way Avoid accepting generic statements. Probe deeply. Developed a new procedure Could you explain more on the steps? Turned the department around

19. 19 Job Simulations  Structured Situational Questions oTo know about skills that have not been demonstrated oSituation can be the real expected one (Behavioral is to bring out the candidate’s experience or skill that is exhibited & Structured Situational explores non demonstrated skill)  Elements for creating Questions oPeople, Conflict, Action  Duration o

20. 20 e –learning Reference Clips that should be played from the BBSI course (Softskill) Practice asking Behavioral Based Question: oDifference between Traditional and Behavioral Based Question – Page # 3/15 oBehavioral Based Questioning Process Simulation – Page #14/15 Using Structured Situational Questions: oDifference between Behavioral based Questions and Structured Situational Questions – Page #3/14 oDefining the situation - Page #5/14 oExplore the possibilities - Page #6/14

21. 21 Structured Situational Questions The likely team the candidate is likely to work with People Challenges faced Conflict Elements that make the Challenge immediate Catalyst Eg. Client comes up with a new requirement during the Testing Phase Scenario

22. 22 Decide on the correct answer  Expect the Action & Result  Test the question with the familiar people  Adjust the question, if the answers are not as expected

23. 23 Include a holistic assessment Technical Knowledge Motivational levels Analytical Growth Trend & Potential Problem Solving & Thinking Adaptability Team Work / Leadership (for Senior level candidates)

24. 24 Document the Interview “ Documenting while conducting the interview is not at all possible. I need to find out a better way! ”

25. 25 Why should an Interview be documented ? Difficulty to recall Provide Justification and Feedback to HR Avoid confusing a candidate’s skill with another

26. 26 Document it Interview Phase  Note facts for decision making  (Eg. cancelled reservation - asked for advice - talked to sales rep) Pre Interview Phase  Prepare questions (Include spaces for the answers) Post Interview Phase  Recall important missed points Cross check the missed points by paraphrasing summary to the candidate

27. 27 What should not to be documented?  Wrong example  Time taken to recollect a suitable scenario  Subjective evaluation o“He answered better than other candidates” o“He is not very flexible”

28. 28 Cascade your pride of being an IBMer by referring to :  A Century Old company  Leaders in IT (hardware and Software), Research  Nobel Prize winners  Legacy of acquisitions and spin-offs.acquisitionsspin-offs  German SAP (1972) by five former IBM engineersSAP  Chinese Lenovo became world-famous after acquiring IBM's Thinkpad business in 2005Lenovo  Opportunity in a wide range of Technology, Sectors  India ; Key GDC  Focus on diversity hires  Flexible Timing & Working from Home  Only when appropriately needed  Will be decided by the Project Manager, based on project & job profile need  Focus on Employee Skills – Trainings & Certification  #2 in Global Brand Value for the Year 2010  Focused Harassment Policies

29. 29 Negotiating the offer  Evidences and Ratings can be used to negotiate better  Improve your Negotiation Skills  Competency Guidelines of Offer Range to be used For an outstanding candidate, salary range must not be immediately compared with current team members as their increment rate will differ from the candidate - Overall hiring cost can be optimized by making the right offer Competency will put the offer ‘on-hold’ only where there is –A change in demand/requirement –No demand for a location, experience or technology

30. 30 Post Interview

31. 31 3. Handover documents 2. Effective PDM Checklist Update* 1. Document in BBSI form (Include details missed) Post Interview Mandatory Entry Required (without which HR will not accept the BBSI form from PDMers Ensure that the final offer (agreed by you and the candidate) is documented in BBSI Form JRSS of the candidate to be specified. This entry is required in GOM for Global tracking.

32. 32 Disadvantages of Bad Hiring Decision  Waste of Hiring Cost  Time spent by Managers oOn Counseling oOn Managing more or unnecessary issues caused by unproductive employee  Cost of replacing unproductive employee  Loss of Reputation with customers  Unproductive employee may affect other Employee’s morale

33. 33 Reference  Book on Performance Based Hiring by Lou Adler  BBSI Course from IBM E-Learning Title Conducting the Behavioral-based Interview LA ID HR214

34. 34 Common Mistakes in BBSI – Need More Focus  Incorrect Version Used  Department Code missing  Job Family not updated  Designation Missing  Current CTC and CTC offered missing or incorrectly filled in  PDMer’s Emp id and Name missing  Current and Joining Location details incorrectly updated  Relocation Allowance - Eligibility and Recommendation are two different items and must be answered separately  Band details not updated

35. 35 Quiz – Q1 A PDMer performing the following step. Find out the step that he is missing PDMer checked with the HR on the eligibility of the Notice period buyout for that requirement He confirmed the candidate to go ahead with the same during interview Submitted the BBSI doc to Recruitment Team What happened in Real Situation after above step Candidate joins IBM and applying for reimbursement Payable asking for evidence HR Team looking for the evidence in BBSI & it is not available Newly Joined IBMer in trouble and checks with the PDMer PDMer couldn’t recall as it happened 6 months back and he conducted 8 interviews on that day

36. 36 Quiz – Q2 A PDMer performing the following step. Find out the step that he is missing PDMer indicating the requirement location Candidate having some constraint in moving to location other than the requirement location PDMer committing for the same location Submitted the BBSI doc to Recruitment Team What happened in Real Situation after above step Requirement get withdrawn Candidate join assuming that he will be given the same location as he requested Newly Joined IBMer has been assigned another project/location that is critical He couldn’t relocate & impacts the Project Immediate needs He stays in bench for assignment in his required location

37. 37 Quiz – Q3 How can I get the latest documents like BBSI, Salary grid etc Contact Recruitment Team Contact Competency Use the Tool eDownloader eDownloader Benefits Gets the latest file updates and News on a single click When the version changes Weekly updates on Requirements Training Documents & Updates on Common mistakes Tracks Training Completion Automatically gets logged in like SameTime

38. 38 Week Day Interviews Week Day Interview Benefits Panelists Effective Panelist Time Utilization Reduced Load of Interviews with more # of Panelists IBM Increase in Conversion Ratio Increase in Quality Candidates turn up Increase in higher band Candidates Improved TAT of Recruitment leading to better Delivery Management Candidates Complete Elimination in waiting period Current Trial Period & Yielded Benefits Week Day Interviews were conducted for past 1.5 months in SAP Yielded all above benefits Conversion ratio increased by 15% Support Required from PDMers Panelist Roster plan for the next 1 week to be published on every Thursday Preferrably 2 fixed slots per week will help in better planning of Panelists and Recruitment Team Confirmation on the Interview Schedule from Recruitment Team after Candidate confirmation

39. 39 Competency SPOCs to share Roster Plan Competency – To update appropriately

40. 40 Re-Hire Guidelines Former IBM employees may be considered for re-employment with IBM, subject to certain conditions including rehire eligibility. The re-hire policy is applicable for all candidates who were previously employed by IBM in any type of employment (SSP, FTH or Regular). Re-Hire Checks ReHire Status When employees voluntarily resign from, or are separated by IBM, managers are required to document rehire eligibility as Yes, or Restricted (Conditional). A Restricted (Conditional) rehire status signifies that further investigation is required to determine the reason for the status, prior to approval being provided for return to IBM PBC Rating Previous PBC ratings of 3 or 4 would also require further information be obtained from the prior manager or current HR manager / HR partner Mandatory review of the last 2 PBC ratings as part of the rehire eligibility check needs to be performed. Approval Required or Not : If rehire eligibility is yes, and PBC rating is 1, 2+, or 2, the manager can proceed to hire. If rehire eligibility is restricted (conditional), OR Any former employee with at least two consecutive PBC ratings of 3 or a PBC 4 rating, will require approval from the previous Manager, HR Partner approval (HR review) and BU HR VP approval in order to be rehired. This is in addition to the rehire check done with the separations team.

41. 41 Re-Hire Guidelines (Cont.): RE-HIRE SALARY CONSIDERATIONS ReHires within an Year –No increases for rehires within a year of their separation –Re-hires within a year will necessarily have to come at the same band/level at which they were before resigning. Any exception to this should be approved by HR partner and previous manager & compensation Partner ReHires with more than 1 Year as gap –If an ESP cycle has passed, increases up to 15% may be given. Any exception will require the approval of HR Partner, Previous Manager and Compensation Partner. All rehire eligible candidates for conversion roles –All rehire eligible candidates for conversion roles (SSP/FTH to regular, SSP to FTH) whose date of rehire (the date of offer processing) is less than 1 Year where the new compensation offered is 15% more than previous employed annual salary require an approval from HR Partner. Hiring Manager approval is required prior to rollout of such offer Employee being rehired from subsidiaries –They need not be sent to compensation & benefits team for approval. All approvals would be sought from previous or up-line manager for the percentage of increase. If Rehire candidates prior employment details is not available in the IBM systems –It will follow the exception process

42. 42 Other Hiring Guidelines

43. 43 Additional Activities During Interview  Re-calculate technical evaluation score card & bridge gap if any  In case the PDMer has any doubt, he can suggest another round of technical interview  Carry out back ground check to ascertain validity of documented details in CV  Jot down discrepancies & inconsistencies if any in the “ADDITIONAL COMMENTS” field of the BBSi form  All documented details should be clarified duly with the candidates  Assess the attitude of the candidate (Discussed in detail through BBSI approach) Interview Process

44. 44  Current pay slip Photocopy  Updated Resume  Hard-copy of filled up EAF version 1.6  Photograph Passport sized (1 copy)  Photocopy of passport (first and last page) or any identification proof  Photocopy of the current offer/increment letter, which shows your current remuneration  For SSP to Regular: NOC from the Vendor & the PM’s Approval is required.  Photo copy of previous job offer & release certificate if any job change has taken place during past 6 months  NOC from present employer if the employer is IBM vendor or business associate/partner In case of incomplete documents, please do not do the PDM interview. Please forward the documents to Hiring SPOC in your location Documents Required:

45. 45 BBSI & Educational Qualification  BBSi (Behavior Based Structured Interview)  Mandatory fields oBand and Sub Band oRelevant years oLocation oAnnual Remuneration oReporting Manager oIndenting Manager  Check with hiring SPOC s for details of Reporting & Indenting Manager; Educational Qualification  Calculation of relevant experience based on educational qualification: oType 1: BE / B Tech / MCA / M Sc / MA / CA / MBA Software Management – No adjustment oType 2: MBA after BA / B Sc / BBA / B Com / BCA – No adjustment oType 3: BA / B Sc / B Com / BBA / BCA - minus 1 Year oType 4: ME/ M Tech/ MS – plus 1 year oType 5: MBA after BE / B Tech / MCA / M Sc / MA / CA – plus 1 year oType 6: MBA after ME / M Tech or Doctorate / Fellow in Management - plus 2 years

46. 46 Job Family The new BBSI has a few minor changes, highlighted in bullets below – oThe candidate name on the 1st page of the BBSI has been bifurcated into First/Middle/Last name to be more specific. Similarly the interviewer name mentioned previously, has been removed from the page oOn the 2nd page, changes have been made to PRG code (annexure attached for reference). For eg previously for Application Developer-band 6, we used to mention 4AP6. Here, 4 used to denote that he is not a PEM, AP for App Prog and 6 would be the band. Going forward, we will just mention AP as per the new Job Codes since band details are already there in the BBSI. If the candidate is supposed to be a PEM, the same has to be taken care by his Manager once he joins in HRMS portal (creation of Org Unit). oOn the 4th page, in the Relocation column, City needs to be specified (mandatory). For eg, instead of mentioning NCR, we need to specify if Noida, Gurgaon etc. For more details you can refer to the below link - http://d12db054.de.ibm.com/e_dir/ehript.nsf/0/FDAE46DF 6A72412CC125738C005BC965?OpenDocument

47. 47 Band Restructuring: Recommendation Band DesignationPRG CodeJob FamilyRecommended Split Indicative Relevant Exp (Yrs) 56GA5GA5 6Associate System Engineer Associate Consultant 4AP6 (GH) AP6G0-1Yrs 6System Engineer Consultant 4AP6 4KT6 AP KT 6A3-4 Yrs 6Senior System Engineer Senior Consultant 4AP6 4KT6 AP KT 6B4+ Yrs 7Advisory System Analyst Advisory Consultant Associate Project Manager Associate IT Architect 4AP7 4KT7 4PM7 4AR7 AP KT PM AR 7A5+ Yrs 7Senior System Analyst Senior Advisory Consultant Advisory IT Architect Project Manager 4AP7 4KT7 4AR7 4PM7 AP KT AR PM 7B8+ Yrs 8Consulting System Analyst1PM8 4PM8 PM 8

48. 48 Skill vs Job Code mapping Serial no. SkillJob Code 1ABAP/ ABAP-HR / Basis / Security / WAS / Technical BW / XI / EP / ABAP CRM / ABAP SRM / ABAP.APO / ABAP.Workflow / ABAP.WebGUI Technical BW Consultant ---In case the BW consultant has worked in BW development related work like queries, report, Load monitoring, extraction etc then the consultant should be classified as TECHNICAL BW AP 2All skills except those above ( example - all functional skills ) and Functional BW Functional BW consultant : In case the BW consultant is working in Blueprint/ design phase or handling areas like Business planning and simulation(BPS) or IP or BW modeling then the consultant should be classified as Functional BW. KT X = 1, 2, 3 for People Manager. 4 for Non People Manager

49. 49 Band & Role description – 6A & 6B Band 6A: Focuses on individual objectives and developing professional effectiveness. Skills: Environment: Has professional knowledge related to incumbent's position. Requires ability to absorb professional knowledge quickly and develop skills. Communication/Negotiation: Draw upon professional concepts to carry out assigned duties. Take instruction Problem Solving: Recognize job-related problems. Do a root cause analyzes using existing techniques or tools, prepare and recommend solution alternatives. Contribution and Leadership: Works on professional projects. Work is often reviewed for developmental purposes. Impact on Business/ Scope: Accountable for individual results. Contributes to project delivery and adheres to deadlines Band 6B: Focuses on team objectives and developing professional effectiveness. Skills: Environment: Has professional knowledge and experience related to incumbent's position, team, and department. Requires ability to develop professional skills in the team. Communication/Negotiation: Collaborate with others to ensure completion of assigned duties. Negotiation is required. Problem Solving: Recognize job-related problems. analyze causes using existing techniques or tools, prepare and recommend solution alternatives. Challenge the validity of given procedures and processes with the intent to enhance and improve. Contribution and Leadership: Understand the standard mission of the professional group and vision in own area of competence. May directly or indirectly influence people in own project. Position may require Leading a team and coordination of activities of less experienced or less knowledgeable team members. Impact on Business/ Scope: Accountable for individual or team results. May contribute by supporting activities that are subject to business measurements, impact customer satisfaction, or impact immediate costs

50. 50 Band & Role description – 7A & 7B Band 7A: Job description: Responsible for development, support and implementation of a complex project module. Typically works on medium risk, complex projects. Participates and may provide technical leadership to a small team. Receives minimal direction and supervision from more experienced staff members or management. Communication/Negotiation: Requires good written and verbal communication/negotiation skills with peers and management. Responsible to coach, guide and mentor junior member to scale up faster. Problem Solving: Demonstrates analytical ability and creativity in developing and implementing plans and solutions for complex project modules. Resolves issues using creative techniques. Contribution/ Leadership: Accountable for meeting project targets. Helps developers understand and implement design and ensure completion of routine technical/operational activities for a small project. Maybe responsible for to manage a module or project. Band 7B: Job description: Responsible for developments, design, implement/integrate, maintain and document complex applications supporting key business activities. Requires extensive knowledge on multiple technologies/expert knowledge in one technology. Receives assignments where the processes and work instructions may or may not exist. Communication/Negotiation: Able to train users of applications, offer tips for increased productivity across user community. Encourages and accepts personal feedback and promotes cooperation between team members. Responsible for coaching, guiding and mentoring junior members in the team to help them scale up faster. Problem Solving: Demonstrates the ability to identify and solve problems quickly; ability to identify tasks, which could be automated thus increasing team productivity and efficiency. Contribution/Leadership: Accountable for meeting project targets. May be required to provide Sr. Management advise on specialised technical issues. Has project management responsibilities and manages allocation of development resources across projects and leads overall functional teams. Fully contributing team member and provides leadership to a small team.

51. 51 Compensation Calculator

52. 52 Compensation Guidelines: Compensation guidelines for hiring  Methodology: Ranges have been constructed off the incumbent population and are subject to revision every quarter.  Competencies may have their own guidelines within the broad compensation guidelines with C&B approval  Clip level checks required: oThe approval matrix need to be followed oApproval is required in the following cases: oThe PDM’er exceeds the GRID. oAR offered less than the min oBand Offered is not as per the experience & Grid.  Use the supporting documents to check the salary ranges. Please refer to the Salary Grid attached herewith of “Application Programmer” for hiring candidates in WDC & AD.  Explain the salary structure (CTC);  It is advisable to have a verbal confirmation of the negotiated salary with the candidate. Non-relevant experience should not be considered;  Relevant experience: Should be calculated & captured correctly;  Tier 1 Organizations include TCS, Infosys, Wipro, CTS, Accenture, Cap Gemini, PwC, Oracle etc.

53. 53 Compensation Guidelines (Cont.): Other important details:  Any gap in service must be excluded;  General experience in teaching should be excluded;  Non-Development experience should be fully excluded. This is not applicable to cases while hiring people with domain and functional expertise;  Simultaneous credit of having an education along with working can not be given. Consider only one. For example, if for a person, who passed BSc in Apr; 2000 and has started working for a company until Apr 2004, and he/she has done a correspondence/evening/private MCA from Apr 2000 to Apr 2003: either we take combination of B.Sc. + rel. exp. or MCA + post MCA exp;  Project training during final year of educations are not to be credited as experience. Additional Guidelines:  Relocation can be offered (as per company policy) if the person has moved more than 100 Kms;  Notice Period on actual can be bought in case of a critical closure  Job Code entered should be correct;  People Manager should be tagged as per the list sent by the Hiring SPOC;  For the Tech Evaluation rating for SE & SSE should be 2 while for a TL it should be 2.5 in a scale of 0-4 in case of any vanilla skill (Java or MS).  All the fields in the BBSI should be duly filled up.

54. 54 Compensation Guidelines: Joining Bonus OBJECTIVE  The policy is designed to provide joining bonus guidelines to effectively render offers to prospective employees of IBM. ELIGIBILITY & APPLICABILITY  Eligibility of the joining bonus is restricted to FTH & Regular hires of IBM India Private Limited only.  Joining Bonus is not applicable for Third Party Contractors, Visiting Faculties and Interns. POLICY DETAILS  Joining bonus will be given to employees as an exception only and is not to be considered as a standard practice of compensation package to be offered.  A joining bonus may be issued under the following circumstances:  To make an offer more attractive to the prospective hire.  To help reduce any payment commitments which the employee might have with the previous employer.  To help offset any lost value or out-of-pocket expense associated with joining IBM.

55. 55 Compensation Guidelines: Joining Bonus Scope and Approvals  Approval for joining bonus rendered to a potential candidate will be as per the approval matrix: For Regular (Full Time & Part Time) Hires & Fixed Term Hires:  Upto 9% of AR (not CTC) for all locations– Hiring Manager approval  Dept head approval is needed for all locations if JB is offered above 9%of AR (not CTC) Premium Skills: Web Development: Consulting Sal Grid to be followed for the following Skills  Application Developer-WebSphere Application Server  Application Developer-WebSphere Studio Application Development  Infrastructure Specialist-WebSphere Application Server Joining bonus % is subject to change as per Business Demand which will be communicated by Hiring SPOCS accordingly.

56. 56 Expectations from a PDM’er: The PDM’er should check all the docs of the candidate to avoid any duplicity or fraud. Open ended questions should be preferred to close ended questions. Listen to the candidate. Need to understand what motivates the candidate. Talk about the growth opportunities. Mandatory Fields : Band/Sub Band, Relevant years, Location, AR, Reporting Managers name, Indenting Manager For ex- In case of ADM, Indenting Manager will be Debashish Das). AR/Performance Bonus/Location/Designation should be well communicated to the candidate. The names of the Reporting managers & connection advisors are shared with the panels, In case they don't have it, they should touch base the hiring coordinators across location or the BTO. Do not leave the field blank. For Project Specific Hiring mention the following without fail Indicate it is “Project Specific Hiring” on top of the BBSI Name and Dept code of the project PeM name Signature of the Panel with the employee id & Mobile Number. Reach Venue on time The Panel is suppose to Close the interview. Avoid putting on Hold.