Date:

Applicant:

Interviewer:

Position Interviewing For:

BUILD RAPPORT:• Greet and thank the candidate for their interest in Wal-Mart.• Introduce yourself and briefly explain your role in the workplace.• Briefly explain the responsibilities of the job you are interviewing for.• Tell the candidate that you will be asking questions based on knowledge, skills, and abilities

necessary for the job, and you will be asking questions about their past work-relatedexperiences.

REVIEW APPLICATION:« Verify that work rjstory and reference information is accurate and complete. If a Gaps in

Employment form prints, ask the candidate to explain any gaps in employment and simply checkthe box [S] "Explained" or "Not Explained" on the printout. Do not write any notes or explanationson the form.

INSTRUCTIONS:

a8

Ask only questions that are listed on the worksheets.Only one question per competency should be asked of all candidates.Stay focused and be respectful of the candidate's time to ensure that the interview is thorough and iscompleted in a timely manner.Be patient; allow the candidate time to think and respond to questions.Listen closely to the responses and ensure that their answers include specific examples of theirexperiences.Do NOT take notes at any time during the interview.Ask one questior per competency and make a checkmark next to the evaluation standard scale thatbest fits their answer. The interviewer is free to choose the question they ask.

o (R) Role Model Described performance that.set the standard of excellence and exceeded therequirements of the job.

c (E) Exceeds Expectations Described performance that exceeded some of the requirementsof the job, but did not fully meet the standards of excellence.

o (S) Solid Performer Described performance that fully met the requirements of the job,o (D) Development Needed Described performance thet required improvement or not fully

meet the requirements of the job.c (B) Below Expectations Described performafKe that was clearly below the requirements of

the job.Once all competencies have been rated, transfer each sbmpetency rating from the COMPETENCYRATING to the SKILL RATING PAGE.Key the information from the SKILL RATING PAGE intoiie Career Preference system.Return the entire interview packet to Personnel, ensurincjsthat the document retention policy isfollowed.

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Judgment: Make Informed Judgments; Uses relevant business metrics, analyses, and reports to measure, monitor, and improve •performance. Identifies and applies sound, fact-based criteria in setting priorities and making decisions. Looks beyond symptoms todetermine the root causes of problems, and identify and implement applicable solutions. Integrates knowledge and expertise in making feet-based recommendations and decisions.

Describe a success you have had in analyzing and applying data to determine a resolution for a problem. What steps did you take?What information did you consider? What metrics did you use? What challenges did you face and how did you overcome them? What wasthe outcome?

What business data and information do you typically consider when setting priorities and making decisions? What steps did you take?What were your criteria in selecting the data and information? How did you determine the effectiveness of your priorities and decisions?

' What challenges did you face and how did you overcome them? What was the outcome?

(R)Modal

{} Integrated and applied relevant business metrics, analyses, and reports (fiat significantly improved business measurement,performance, and results. Independently planned for, identified, and applied rigorous, fact-based criteria to set appropriatepriorities and make optimal decisions, even in uncertain or complex situations. Anticipated and probed into the core of problemsto determine underlying patterns and root causes and identify and implement optimal short- and long-term solutions, integratedand facilitated the use or relevant and applicable knowledge and expertise to determine optimal, fact-based recommendations anddecisions that achieved short- and long-term organizational objectives.

[ ] Candidate described experience, performance or knowledge tharexceeded the standards listed under Solid Performer, but didnot fully meet the standards listed under Role Model.

Exceeds .

(S)

Solid Psrformer

I} Used relevant business metrics, analyses, and reports to measure, monitor, and improve performance. Identified and appliedsound, fact-based criteria in setting priorities and making decisions. Looked beyond symptoms to determine the root causes ofproblems and identify and implement appropriate solutions. Integrated knowledge and expertise in making fact-basedrecommendations and decisions.

(D)

DevelopmentAteeoW

[ 1 Candidate described experience, performance or knowledge that did not fully meet the standards listed under Solid Performer.

(8)

Belowtxpeetations

[ J Did not effectively use business metrics, analyses, and reports to measure, monitor, or improve performance. Failed to identifyor apply sound, fact-based criteria in setting priorities or making decisions. Failed to determine the root causes of problems, oridentify'or implement appropriate solutions. Ignored or failed to properly use knowledge and expertise when makingrecommendations and decisions.

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response {R,E,S,D or B) can be selected per

COMPETEJfCY RATING - Judgment: Make(rtfortn^d Judgments

/c/Vc/e one)

(R). Role Model

(E)

firceecfeExpectations

?3PSolid Performer

(D)

DevelopmentNeeded

(B)

SetewExpectations:.

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(8)Rcfe Mods!

(3)

Solid Performer

(D)

— .-„„ ,,,G miyaai or your

[ ] Created an environment where data and information were used to develop and deliver Customer-centered plans and solutionsthat exceeded expectations. Developed arxi sponsored Customer-focused initiatives and practices that were based on businesspriorities, that provided Customers with ongoing improvements in products, services, and experiences, and that grew thebusiness. Created an environment that challenged others to continually sack out and implement ways to increase levels ofCustomer service, build trust, and strengthen relationships. Removed barriers In existing processes, and designed andimplsmented new barrier-free processes end solutions that delivered exemplary Customer, service, and support.

erience, performance or knowledge that exceeded the standards listed under Solid Performer but didlisted under Role Model.

(5)

Solid Performer

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Execution and Results: Ensure Execution and Achieve Results: Conveys a sense of urgency in ways that motivate others tocomplete responsibilities and achieve goals. Pursues the achievement and alignment of measurable and meaningful goals. Leveragesresources and talent to achieve business goals. Ensures others are held accountable for achieving expected results. Prioritizes andbalances time, actions, and projects to ensure accomplishment of results. Monitors progress of others and redirects efforts when goalschange or results are not met.

Describe how you have identified and leveraged resources to execute initiatives and exceed business goals. Please provide specificexamples. What steps did you take? What information did you consider and why? How did you promote accountability? How did youmonitor Associate progress? How did you motivate Associates in these efforts? What was the impact of your efforts?

Describe how you have built and maintained an environment that promoted and supported associates in executing business goals.What staps did you take to achieve the goals? What information did you consider and why? How did you promote accountability? How didyou monitor Associate progress? How did you motivate associates in these efforts? What was the outcome?

(R)Role Model

[ ] Built and maintained an environment that created an immediate and compelling sense of urgency in others, and enabled Biemto achieve levels of performance and results that exceeded expectations. Ensured the achievement, alignment andimplementation of significant, meaningful, and measurable goals within own organization, continually raising performance to higherlevels. Anticipated, Identified, obtained, and leveraged resources and talent to exceed business goals, and taught others to do thesame. Built and maintained an environment thit clarified and reinforced accountability requirements so others exceeded expectedresults. Modeled and taught others how to prioritize, balance, organize, and allocate time, actions, and projects in a way thatgenerated positive outcomes, even in complex situations. Proactively monitored the progress of others, quickly intervening toredirect efforts and resources, to ansure success when goals changed or results were not met.

(E)

fcseExpatriations

I } Candidate described experience, performance or knowledge that exceeded the standards listed under Solid Performer, but didhot fully meet the standards listed under Role Model.

[ J Conveyed 3 sense of urgency In ways that motivated others to complete responsibilities and Achieve goals. Pursued theachievement and alignment of measurable and meaningful goals. Leveraged resources and talent to achieve tmsiness goals.Ensured others were held accountable for achieving expected results. Prioritized and balanced time, actions, and projects toensure accomplishment of results. Monitored progress of others and redirected efforts when goals changed or results were notma'met,

[ ] Candidate described experience, performance or knowledge that did not fun/ mset me standeros listed under Solid Performer.

DevelopmentNeeded

(B)

BelowExpectations

[ ] Did not convey a sense of urgency in ways that motivated others to complete responsibilities or achieve goals. Did not pursuethe achievement and alignment of measurable and meaningful goals. Failed to leverage resources and talent to achieve businessgoals. Did not ensure others were held accountable for achieving expected results. Did not prioritize or balance time, actions., andprojects in ways that ensured achievement of results. Did not monitor progress of others or redirect efforts when goals changedand results were not met. ;

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response (R,E,S,D or B) can be seleclcompetency.

selected per

COMPETENCY RATING - Execution andResults: firtsure Execution and Achieve

Rssutts

fciKls one)

(R)

Role Model

(E)Exceeds

Expectations

CW5Solid Performer

(D)

Oews/op/nenf -Ne&tfed

(B)

'•£g£bb»--;

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. 'fanning and Improvement: Ensure Planning and Improvement: Sets clear expectations, performance measures, and goals,and helps others do the same. Plans for and ensures others have the information, resources, implementation time, and talent needed toaccomplish business initiatives. Identifies and plans for improvement in performance using key business metrics.

Describe the plans you have developed to set expectations and goals within your organization. Please provide specific examples. Howhave you helped Associates to achieve these expectations and goals? How have you helped Associates overcome obstacles? How haveyou tracked performsnce against these expectations and goals? What challenges have you faced and how have you overcome them? Whathas been the impact of your efforts?

Describe one or more examples of when you developed and implemented plans to improve performance. What steps did you take?.' VVhai information did you consider and why? What resources and information did you provide? What challenges have you faced and how

have you overcome them? How did you determine the effectiveness of your actions? What has been the impact of your efforts?

(R)

Role Mode!

[} Set ole r̂, challenging, and achievable expectations, performance measures, and goals that directly aligned with and fullysupported business initiatives and priorities, and ensured others did the same. Proacfively planned for arid worked to ensureothers had the systems, resources, implementation time, and talent needed to maximize business success. Anticipated andplanned for ongoing improvement In performance against critical business measures, producing significant increases in processefficiency and results.

(E) [ ] Candidate described experience, performance or toiowtedge that exceeded the standards listed under Solid Performer, but didnot fully meet the standards listed under Role Model.

exceeosExpectations

{Sj f 1 Set dear expectations, performance measures, and goals, and helped others do the same. Planned for and ensured othershgq the information, resources, implementation time, and talent needed to accomplish business initiatives, identified and planned

Soiif4 Perio~nor for irnProvement in performance using key business metrics.

Development/Veecteo

[ J Candidate described experience, performance or knowledge that did not fully meet the standards listed under Solid Performer.

BelpyvExpectations.

[ ] Did r>ot set dear expectations, performance measures, and goals, or help others dp the same. Did not plan for or providesufficient systems, resources, time, information, and talent to achieve business initiatives. Did not establish plans for improvementin performance or failed to consider key business metrics when doing so,

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response (R,E,S,D or B) cs;> be selectedcompetency.

per

COMPETENCY RATING - Planning andEfteure Planning and

Improvement(circle one)

{*)

Role Mode!

(E)

ExceedsExpectations

Z{$)

Sd# rfoffiT&r

JP)

Development

(B)Behyi

Expectations"

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influence and Communicate: Build and influence Team: Develops and communicates logical, convincing reasons, includingessons learnsd, to build support for one's viewpoints and actions. Involves others in decisions and plans that affect them, when appropriate.Recognizes and rewards team accomplishments, celebrating team and organizational success. Ensures business priorities, changeinitiatives, and organizational information are communicated in clear and compelling ways. Promotes the exchange of diverse experiencesand ideas within own organisation. • .. .•

Describe now you influartCQ or communicate to build support for your ideas or recommendations. How did you integrate differentperspectives and idess? What did you do that succeeded? Wnat didn't? What resistance did you face and how did you counter it? Whatwas the outcome?

Describe a time when you recommended a new process or initiative that had the potential to improve business performance or resultsWhat was the new process or initiative? Why was it needed? What were the benefits of this approach? How did you build support for your 'recommendations? What resistance did you face and how did you counter it? What was the outcome?

(R)Rolf Model

I} Developed and communicated togica), convincing reasons, including lessons learned, that built support for one's viewpoints andactions at all levels, and helped others do the same, Collaborated with others, when appropriate, to ensure they were involved inand could influence the decisions and plans that affected them, in ways that enhanced individual and business success. Greeted •and maintained an environment where team accomplishments were recognized, rewarded, and celebrated in ways that motivatedgnd inspired others to continually improve job performance and business results. Created and maintained an environment whereethers ware fully engaped in and supported business priorities, change initiatives, and organizational information through clearcompelling, and effective two-way communication and leadership. Crested and maintained an environment that activew promotthe exchange of diverse experiences and ideas with others, inside and outside of the organization.

' promoted

(E) [ ] Candidate described experience, performance or knowledge that exceeded the standards listed under Solid Performer but didnot fully meet the standards listed under Role Model,

ExceedsExpectations

Solid Performer

[ ] Developed and communicated logical, convincing reasons, including lessons learned, to build support for one's viewpoints andactons. Involved others in decisions and plans that affected them, when appropriate. Recognized and rewarded teamaccomplishments, celebrating team and organizational success. Ensured business priorities, change Initiatives, andorganizational information were communicated in clear and compelling ways. Promoted tha exchange of diverse experiences and 'Ideas within own organization.

(D) I } Candidate described experience, performarics or knowledge that did not fully meet the standards listed under soiid Performer.

DevelopmentWe&cfed

Sa/pwExpectations

[ ] Failed to develop or communicate logical, convincing reasons, including lessons learned, to build support for one's viewpointsand actions. Did not appropriately involve others when making plans and decisions that affected them. Failed to recognize orreward team accomplishments and organizational success. Did not ensure business priorities, chaoge initiatives, andorganizational information were communicated in clear and compelling ways. Failed to promote the exchange of diverseexperiences and ideas within own organization.

COMPETENCY RATING GUIDELINES; Ask the above question, using the probing questions, rf needed, to thoroughlyevaluate (he applicant's skill level, based on the competency outlined. Only one response (R.E,S,D or B) can be selected percompetency.

0©W^gf feRGY RAHN.G - Influence andCommunicate; Build and Influence Team

(circle one.)

(R)

Role Model

, — —

ExceedsExp&ctqtions

~7&J~CJxSonfrPerfomer

(D)

Development/Veecfeo"

(B)• y 'Below

Expectstians '

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Talent: Manage and Leverage Talent (Leader): Develops talent plans for own organization targeted at increasing effectiveness,building diversity, and enhancing bench strength. Manages rotes, assignments, and developmental opportunities to maximize organizationalperformance, tnsures people processes (for example, selection, development, performance evaluation) lead to effective Associateperformance and desired results throughout own organization. Monitors Associate performance and provides constructive feedback that isspecific, honest, accurate, and timely. Provides learning opportunities, guidance, and support in the development of Associates.

What information do you consider when assigning work to develop Associates and build their capabilities? How did you ensure thewort< was completed appropriately? How did you monitor their progress? What feedback did you provide? What challenges did you face andhow did you overcome them? What was the impact of your efforts on the Associates and on the organization?

Describe the mentoring and learning opportunities you have provided to associates. In your response, describe how you have ensured.these opportunities supported career growth. What steps did you take? What information did you consider? Who did you involve? Whatwas the impact of your efforts on ths associates and on the organization?

(R)Role-Model

[ ] Proactivefy developed effective organizational talent plans, increasing effectiveness, enhancing diversity, and improving benchstrength in ways that positively impactsd organizational performance. Proactiyely planned for and managed roles, assignments,and developmental opportunities in ways that maximized short- and long-term individual and organizational development,*ngaaement, and performance. Ensured people processes (for example, selection, development performance evaluation) wareusedeftecfively and led to optimal Associate performance and results that exceeded expectations throughout the organization.Systematically monitored Associate performance and provided specific, honest, accurate, and timely constructive feedback thatsignificantly improved current and future Individual and organizational capabilities, and created an environment where others didthe same. Provided mentoring and learning opportunities for Associates, tailoring the guidance, information, and support theyreceived to bast improve individual and business performance, and ensured others did the same.

(E)

ExceedsExpectations.

[ ] Candidate described experience, performance or knowledge that exceeded the standards listed under Solid Performer, but cfidnot fully meet the standards listed under Role Model.

(S)

Solid P&rfamer

[} Developed talent plans for own organization targeted at increasing effectiveness, building diversity, and anharwing Benchstrength. Managed roles, assignments, and developmental opportunities to maximize organizational performance. Ensuredpeople processes (for example, selection, development, performance evaluation) led to effective Associate performance anddesired results throughout own organization. Monitored Associate performance and provided constructive feedback thai wasspecific, honest, accurate, and timely. Provided learning opportunities, guidance, and support in the development of Associates.

(D)

DevelopmentA/eecfed

[ ] Candidate described experfence, performance or knowledge that dio not fully meet the standards listed under Solid Performer.

(B)

BelowExpectations

[ ] Failed to develop talent plans for own organization targeted at increasing effectiveness, building diversity, or enhancing benchstrength. Failed to manage roles, assignments, and developmental opportunities to maximize organizational performance. Failedto ensure people processes (for example, selection, development, performance evaluation) led to effective Associate performanceand desired results throughout own organization. Did not monftor Associate performance or provide constructive feedback thatwas specie, accurate, and timely. Failed to provide teaming opportunities, guidance, and support in the development ofAssociates.

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response (R,E,S,D or B) can be selected percompetency- ,-.

COMPETeNCY RATING - Talent: Manage andLeverage talent (Leader)

{«rc/e one)

(R) 'Roto. Model

&C/ .Exceeds

Expectations

(S)Solid Performer

(D)Development

Needed

(B)

BefawExpectations

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Build Relationships: Network Internally and Externally: Builds trusting, collaborative relationships and alliances with others, insideiand outside of the organization. Relates to others in an accepting and respectful manner, regardless of their organizational level, personality,'or background. Promotes a team-based work environment that respects, embraces, and values diversity in others.

Descrit>e a situation when you and your team needed to collaborate with another department or business unit to drive business results.What steps did you take to achieve an effective collaborative relationship? How did you foster the interaction and cohesion between theteams? What resources did you use in this collaboration? How did these partnerships benefit your department or organization?

j Describe a time when you were responsible for coordinating a project that required you to consider views or opinions from differentj areas. What groups or 'unctions were involved? How did you handle the differences in ideas and viewpoints? What did you do to buildtrusting, collaborative relationships? What did you do when there were conflicting ideas or expectations? What did you learn through theuse of viewpoints different from your own?

(R)Role Model

[ ] Sought out, built, and maintained trusting and collaborative relationships and alliances with others, inside and outside of theorganization, in ways that accomplished key business objectives, and enabled others to do the same. Modeled and taughtAssociates how to relate to others in an accepting grid respectful manner, regardless of [heir organizational level, personality orbackground. Built and supported a team-based work environment that respected, embraced, and valued diversity in others inways that enhanced business performance and results.

[ ] Candidate described experience, performance or knowledge that exceeded the standards listed under Solid Performar, bui didnot folly meet the standards listed under Role Model.

ExceedsExpectations.

(S)

Solid Performer

[ ] Built trusting, collaborative relationships and alliances with othsre, inside and outside of the organization. Related to others inan accspting and respectful manner, regardless of their organizational level, personality, or background. Promoted a team-basedwork environment that respected, embraced, and valued diversity in others.

(D)

DevelopmentNeeded

{] Candidate described experience, performance or knowledge that did not fully meet the standards listed under Solid Performer.

Below

I j Failed to build trusting, collaborative relationships snd alliances with others, inside and outside of the organization. Rarelyelated to others in an accepting, respectful manner. Failed to promote a team-based work environment that respectedembraced, or valued diversity in others.

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate tne applicant's skill level, based on the competency outlined. Only one response (R,E,SSD or B) can be selected percompetency.

RATING - BundRefatiOnsnip-S: Network Internally and

EbcternaJfy

fcrrcfe one)

(R)Role. Modsl fixceetfs

Expectations.

(S)

Solid Performer

(D)

DevelopmentNeadsd

(B)

BetovrExpectations'

( e c e i v e i Ti.e Jun. 9. 2011 6 :29AM No. 1887

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I Ethics and Compliance: Ensure Ethics and Compliance: Actively communicates, trains, and guides Associates on compliance(with policies and procedures. Maintains an environment that promotes and reinforces the highest standards of integrity and ethics.Anticipates potential issues and takes action to enhance compliance,

Describe how you have maintained an environment that promoted and reinforced the highest standards of integrity and ethics amongAssociates. What steps did you take? How have you incorporated these ideals into associate initiatives? How was your team heldaccountable for behavior that did not conform to these standards? How did you measure the impact of your efforts?

Describe the steps you have taken to help associates anticipate, identify, and resolve compliance issues. Who was involved? Howhave you communicated the appropriate policies and procedures? What challenges did you face and how did you overcome them? Whatwas the impact of your efforts?

(R)Role Mods/

[ 5 Partnered with Associates to anticipate, identify, and resolve a broad range of compliance issues, providing the Communication;training, and guidance needed to address complex business and regulatory challenges. Buflt and maintained an environmentwhere adherence to and reinforcement of She highest standards of integrity and ethics were the norm, and modeled and taughtothers the behaviors needed to strengthen thie environment over time. Created and implemented structures, procedures, andcommunications that helped Managers and Associates anticipate potential issues and take action to enhance compliance, and didths same in own work.

{} Candidate described sxperience, performance or knowledge that exceeded the standards listed under Solid Performer, but didno( fully rneel the standards listed under Role Model.

SxcaedsExpectations

(S)

Solid Pefforrnaf

(} Actively communicated, trained, and guided Associates on compliance with policies and procedures. Maintained anenvironment that promoted and reinforced the highest standards of integrity and ethics. Anticipated potential issues and tookaction to enhance compliance.

(0)

DevelopmentWeeded

I } Candidate described experience, performance or knowledge that did not fully meet the standards listed under Solid Psrformer.

(B)

BslowExpectations

[ ] Rarely communicated, trained, or guidsd Associates to act in accordance with policies and procedures. Failed to maintain anenvironment trtat promoted or reinforced the highest standards of Integrity and stoics. Rarely anticipated potential issues or tookaction lo enhance compliance. »y.

COMPETENCY RATING GUIDELINES: Ask the above question, using the probing questions, if needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response (R,E,S,D or B) can be selected percompetency. *~-^

COMPETENCY RATING - Ethics andCompliance: Ensure Ethics and Compliance

(circle one)

(R)Role Modef

(E)exceeds

Expectations

r/m/' L^SoiKfTerfomer

(D)

DevelopmentNeeded

(B)Below

ttxpectatiofis-

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Jun. 9. 2011 5 : 3 1 - wa I m a r t). 7490

Adaptability; Adapt and Learn: Demonstrates creativity and strength in the face of change, obstacles, or adversity. Adapts tocompetjna demands and shifting priorities. Updates knowledge and skills to handle new complexities, challenges, and responsibilifias.Seeks exposure to new ideas and perspectives. Identifies and takes steps to improve adaptability and continuous learning capabilities irexposureown organization.

Describe a time when you and your team had to adapt in response to change, obstacles, or adversity. What was the situation? What;steps did you take? What challenges did you face and how did you overcome them? What was the outcome?

Describe the steps you have taken to promote an environment of adaptability and continuous learning in your organization. Whatinformation did you consider? What challenges did you face and how did you overcome them? How did you determine the impact of yourefforts? HOW have these efforts made your aasociates more adaptable? What was the outcoma?

(R)Rote Model

I) Adapted quickly and resourcefully to competing demands and shifting priorities, and helped others meet new challengesprofessionally and affectively. Actively sought and used new ideas and perspectives to improve performance and achieve higherlevel results, and helped others do ths same. Identified and worked to quickly develop and master the knowtectge and skillsrequired to effectively handle significant increases in complexity, challenge, and responsibility. Modeled strong creativity andstrength when responding to change, obstacles, or adversity, displaying a positive attitude and recovering quickly from signtftcantproblems. Sponsored programs gnd initiatives that improved adaptability and continuous teaming capabilities in own organization.

[ ] Candidate described experience, performance Or knowledge that exceeded the standards listed under Solid Performer, but didnot fully meet the standards listed under Role Modal

ExceedsExpectations

(S)

Solid Perfc/mer

(] Adapted to competing demands and shifting priorities. Sought exposure to new ideas and perspectives. Updated Knowledgeand skills to handle new complexities, challenges, and responsibilities. Demonstrated creativity and strength in the face ofchang_9, obstacles, or adversity. Identified and took steps to improve adaptability and continuous teaming capabilities in ownorganization.

(D) [} Candidate described experience, performance or knowledge that did not fully meet the standards listed under Solid Performer.

Needed

Sate*

[ ] Had difficulty adapting to competing demands and lifting priorities. Did not seek exposure to new ideas and perspectives.Rarely updated knowledge and skilte to handle new complexities;, challenges, and responsibilities. Showed little creatMry andstrength in the face of change, obstacles, and adversity. Had difficulty identifying or taking steps to improve adaptability andcontinuous learning capabilities in own organization.

COMPETENCY RATING GUIDELINES: AsK the above question, using the probing questions, rf needed, to thoroughlyevaluate the applicant's skill level, based on the competency outlined. Only one response (R,E,S,D or B) can be selected percompetency.

COMPETENCY RATING - Adaptability: Adaptand Learn

(circle one)

(R)Hole Model Exceeds •

Expsciations

(P)

DevelopmentNeeded

(B)

Below

Q ?011 6:29AM No, 1887R e c e i v e d l i m e Jun. V, W\