Non-Tech

Interviewing Workshop
go/interviewing-workshop-nontech

Proprietary & Confidential

GOOGLE HIRING
ATTRIBUTES

General Cognitive Ability (GCA)

Leadership
Role-Related Knowledge (RRK)
Googleyness

Google | GPS | Proprietary & Confidential

HOW TO ASSESS GCA PROPERLY

Strong GCA Indicators Weak GCA Indicators

❏ Framed around realistic ❏ Brainteaser questions
situations ❏ Too focused on role-related
❏ Open-ended questions knowledge

Distinguishing between GCA and RRK can be challenging.

GCA RRK
❏ Problem-solving ❏ Skills needed for role
❏ Focus on thought process ❏ Focus on domain knowledge
❏ Analytical ability ❏ Demonstration of work proficiency
Google | GPS | Proprietary & Confidential
GCA VS RRK QUESTIONS
RRK Question: What are the best
qualifying questions to use during
discovery sessions and how do you
use those to engage with executive
stakeholders?
Are the following questions better suited to evaluate GCA or RRK?
Choose one Google product and
name some features that you would
add to our product.
Google | GPS | Proprietary & Confidential
GCA Question: Tell me about a
time you were involved in a difficult
negotiation and what steps you
took to achieve success.
What kind of unique challenges
would a business have from using
the Cloud that they wouldn’t have
using on-premise systems?
STRUCTURED RUBRICS: L2-3 GCA RUBRIC
Poor Borderline Solid Outstanding
Has some understanding of the
Misunderstands or neglects main issues but neglects the Understands the main issues; Fully grasps the goal(s) and
Understands the
basic factors, despite interviewer bigger picture (e.g., scope). May does not neglect any crucial context. Considers 1-2 strategic
Problem
attempts to clarify. get bogged down by minor factors. factors beyond what's crucial.
factors.
Gathers additional useful info,
Collects some info but should
Has inadequate or no Makes logical preparation choices above and beyond what's required.
have done more prep work. May
Prepares preparation, leaving room for (gathers appropriate info or draws Also demonstrates balance: knows
use irrelevant or limited
major issues. from relevant experience). to stop collecting info when there
resources.
are diminishing returns.

Gives a bad or "band-aid" Gives a basic, workable Goes beyond the problems at hand,
Identifies solution (i.e., solves some solution. May rely too heavily on Solves the problem at hand, raising potential issues and
Solutions issues but neglects important direction from others (e.g., co- leveraging info gathered. sketching out ideas for dealing with
ones). workers, managers). them.

Makes decisions that focus on

Makes some questionable
Supports Gives extremely flawed or no Makes sound choices and impact or account for anomalies
choices or does not sufficiently
Solutions rationale for decisions. sufficiently explains rationale. (e.g., success over time, potential
explain actions.
consequences, corner cases).
Response is generally clear and
Difficult to understand main Response is detailed, concise and
Response is understandable. structured. May have a minor flaw
Communicates points. Lacks structure and logical. Gives examples or
May incorrectly use terms or (e.g., wordiness) but ideas are
Clearly detail. May need considerable summarizes ideas when necessary.
need probing for clarity or detail. easy to understand. Minimal or no
probing. No probing needed.
probing needed.

Google | GPS | Proprietary & Confidential

 INTERVIEW QUESTIONS

Behavioral: a past challenge, generally from school or work.

Example: “Tell me about a time when…” or “Explain a project where
you...
Hypothetical: a future-focused challenge. Shows how candidates think
on the fly and adaptability to new situations.
Example: “Imagine you are asked to solve a problem where…” or “Design
something that…”

It’s critical to ask a mix of both question types and redirect the
candidate if they answer your hypothetical question with
examples from their open experience.
Google | GPS | Proprietary & Confidential
Scoring
Using the scoring scale
Scoring exercise
GETTING THE HIRING SIGNAL THAT YOU NEED: LEVERAGE THE
RUBRIC
Poor Borderline Solid Outstanding
Successfully managed a
Mishandled multiple aspects Fell short of project goals;
Developed and managed a complex, scalable project (e.g.,
of a project (e.g., timeline, may have sacrificed one
project plan, factoring in things multiple stakeholders, tight
Manages Projects budget, stakeholder buy-in) important outcome for another
like scalability and timeline, important org.
and could not turn things (e.g., lowered quality, did not
prioritization. implications, changing
around. prioritize well).
circumstances).
Anticipated objections and
Struggled to overcome
effectively influenced change.
moderate, easily-anticipated Moved a project forward but Achieved goals that had
Focused on impactful work
Gets Things Done obstacles or was unable to relied too heavily on others for substantial impact on key team
(e.g., improving processes,
resolve project disagreement guidance or buy-in. metrics.
building networks to speed
or criticism.
change management).
Described ineffective
Demonstrated teamwork in Helped coworkers for the good Actively helped foster effective
teamwork (e.g., not relying on
simple or routine projects but of the common goal (e.g., team dynamics (e.g., knowledge
Works as a Team others, unable to overcome
could not give more complex collaborated and shared sharing, leveraging everyone's
disagreements, blaming
examples. information). strengths)
coworkers).
Did not recognize significant Focused on tangible ways to
strengths or weaknesses. Identified vague examples of Recognized specific strengths leverage strengths and improve
Strives for Self Could not identify recent self development (little-to-no and weaknesses. Proactively weaknesses. Took full advantage
Development examples of self improvement specific plans or follow- searched for constructive of opportunities for self-
and did not seek out through). feedback and acted on it. development (e.g., via feedback,
Google | GPS | Proprietary & Confidential
feedback. research, “stretch” projects).
 SCORING EXERCISE: GCA RUBRIC (L2-3) + SCORING
SCALE
Poor Borderline Solid Outstanding

Misunderstands or neglects
Has some understanding of NON-TECH
the main issues but neglects Understands the main issues; Fully grasps the goal(s) and
Understands
the Problem
basic factors, despite
interviewer attempts to
the bigger picture (e.g., does not neglect any crucial context. Considers 1-2 strategic SCORING SCALE
scope). May get bogged factors. factors beyond what's crucial.
clarify.
down by minor factors.

Collects some info but Makes logical preparation

Gathers additional useful info,
above and beyond what's
Strong no hire
Has inadequate or no
should have done more prep choices (gathers appropriate required. Also demonstrates
Prepares preparation, leaving room for
major issues.
work. May use irrelevant or info or draws from relevant balance: knows to stop No hire
limited resources. experience). collecting info when there are
diminishing returns.
Gives a basic, workable
Leaning no hire
Gives a bad or "band-aid" Goes beyond the problems at
solution. May rely too heavily
Identifies
Solutions
solution (i.e., solves some
issues but neglects important
on direction from others
Solves the problem at hand,
leveraging info gathered.
hand, raising potential issues
and sketching out ideas for
Leaning hire
(e.g., co-workers,
ones). dealing with them.
managers).
Makes decisions that focus on
Hire
Makes some questionable impact or account for anomalies
Supports
Solutions
Gives extremely flawed or no
rationale for decisions.
choices or does not
Makes sound choices and
sufficiently explains rationale.
(e.g., success over time, Strong Hire
sufficiently explain actions. potential consequences, corner
cases).
Response is generally clear
Difficult to understand main Response is and structured. May have a Response is detailed, concise For discussion:
Communicates points. Lacks structure and understandable. May minor flaw (e.g., wordiness) and logical. Gives examples or
Clearly detail. May need incorrectly use terms or need but ideas are easy to summarizes ideas when go/int-feedback-
considerable probing. probing for clarity or detail. understand. Minimal or no necessary. No probing needed.
probing needed. examples
Google | GPS | Proprietary & Confidential
Wrap up
Key takeaways
Helpful links
APPENDIX
(do not use these slides unless instructed)
 GCA BREAKDOWN

GENERAL Understands problems

Prepares well & does research
COGNITIVE Finds great solutions
ABILITY Makes logical choices

(GCA) Explains ideas clearly

Solving problems and

making smart decisions

go/gca-guidelines
Google | GPS | Proprietary & Confidential
 LEADERSHIP BREAKDOWN

LEADERSHIP Everyone: People managers:

Diving in, working together Manages projects Coaches team

to get things done quickly Gets things done Empowers team
Works as a team Shares vision &
Strives for self- strategy
development Helps with career
development

Google | GPS | Proprietary & Confidential

 RRK BREAKDOWN* (EXAMPLES)

ROLE- People
Operations GBO
RELATED
Project mgmt Client mgmt
KNOWLEDGE Data analysis Business Dev
Collaboration Comms
(RRK)
Coming in the door with the
skills it takes to succeed

*These skills vary by level and role.

Google | GPS | Proprietary & Confidential
 GOOGLEYNESS
BREAKDOWN

GOOGLEYNESS Thrives in fast-paced, changing environments

Contributing to our Ethical
diverse, ever-changing, Challenges the status quo when needed
collaborative culture
Values different perspectives, values diversity
Cares about the team
Puts the user first

Google | GPS | Proprietary & Confidential