EX-P&G SHARES: EXACT QUESTIONS ASKED IN P&G INTERVIEW #1.

hello guys my name is beros and welcome to the channel where I share with you tips and tricks that I read learn and apply in order to become a better version of myself now in this video I will share with you frequently Asked Procter Gamble interview questions and how to answer them now the reason why there is a list of frequently Asked interview questions at Procter Gamble is because of Procter Gamble every interviewer is given a guide before the interview in order to score the interviewee this is the guide that the interviewer use in order

to capture your responses and grade your responses based on the Peak Performance factors now on this guide under each Peak Performance Factor there are list of sample and guiding questions these questions are there to Aid the interviewers interviewing process in case they want to refer to these questions while interviewing the interviewee however most interviewers especially the ones who are nearly trained interviewers usually default to the sample questions instead of creating their own question and hence these questions become frequently asked questions in PNG interviews given the guide is a universal guide that is being used by

the interviewer across the globe at problem gamble now why do I have command on this subject number one I work for Procter Gamble for around 11 years number two I've been trained twice for taking and conducting interviews number three I've conducted hundreds of interviews within Procter Gamble and then later outside of Procter Gamble number four I work across different offices in different regions in Procter Gamble so I have a fair idea of what goes around across the globe almost all of these standard questions are available on the internet what I have done is scan the

internet and pick the questions that bases my experience were the ones that were most commonly asked so in this video I just don't only list down those selected questions rather also explain how you should best answer them now most of these questions I've learned by heart because someone like me who takes hundreds of interviews won't go every time in the interview room with a guidebook rather I have these questions already written down in my mind and I have memorized them and every time I go and sit in an interview I I just asked these questions

it is same with most of the interviewers in Procter Gamble because they don't take the guide every time they go to the interview rather at best they take the guide with them for the first 10 interviews and after that they've memorized those questions and this they just keep asking those questions again and again in their interview it's not really important to know the questions because what they are looking for is not the answer to the question rather they're looking for the answer to those Peak Performance factors can you demonstrate them in your examples or not

so while the questions are important what is more important is when you answer or when you reply back you touch on those Peak Performance factors and make sure that your example demonstrates that you've excelled in those Peak Performance factors now in case you are preparing for the assessment process of Procter Gamble before going ahead with this video do check out this video with the link above in this video I explain the assessment process of Procter and Gamble in detail and more so I talk in detail the Peak Performance factors at Procter Gamble these are the

factors basis which Procter Gamble judges a particular candidate that is applying for a particular role so much so that they even use these Peak Performance factors to judge and qualify the ratings and performance of their own employees so it is much that you understand the speak performance factors and how you will be graded and judged before you start preparing for specific questions and their answers which I will talk in this video now question number one under the lead with courage Peak Performance factor is tell me about a time when you were able to step into

a group take charge get support and bring about excellent results now here the interviewer is trying to judge your leadership capabilities like there's a particular group uh that is maybe struggling and or even if it's not struggling there is a task which is given to that particular group and you come in you take charge you become the leader of the group or you are assigned the leadership of the group and then you get support uh from with regards to could be time resources or budget and bring about excellent results so you go and deliver those

results so again here you just don't need to think about if there's a particular project which is already going on and you're jumping into that particular project it could be one example but even if you are assigned a particular project and said okay here's a particular project that is assigned to you you're going to lead it please tell us how you will bring about the support with regards to resources getting support from the top management or getting support even from within the group like making sure that the group which has different functions they are all

aligned they are all aligned to the vision and they give you all the support and all their best and then how did you and how are you able to bring about the results that were required of that particular project now second question under lead with courage Peak Performance factor is [Music] give an example of a time when you were leading and influencing the direction of a project or team and had to overcome significant change now again you don't really need to think a lot here any project that you're leading has a lot of change so

you can pick any project that you've led a strong example every time I say start with your examples not with the question so pick any example that you have where you led a particular project and just talk about it probably there will be some element of change in that particular project as long as the example is very interesting and as long as you can really strike chords with the interviewer because you manage that project end to end and there was strong leadership in it even if there is little element of change here and there and

you're not exactly answering this question it is still fine the idea here is to share a leadership project or share a leadership event where you really brought about significant and great results now third and last question under lead with courage Peak Performance factor is tell me about a time you had to lead a difficult project or team what was the approach to ensure success again you don't really need to think of difficult in terms of a team which was not coherent and which was a struggling team it can be any project any project where you

led you just need to share and you need to talk about it how that project was really difficult because it was a new project because it was the first time you were doing it and how the team was new or how the team was struggling or challenged or even if they were not struggling how that particular project was uni and you were able to bring good results to it again notice I would frankly use the same example to answer all these three questions they're simply about leadership these are leadership questions and any project which you've

LED you can use that and share that example and it will fit and answer any of these three questions that is why once again I always say start with your example if you have a strong example in place whether they're talking about a significant change in leadership a difficult situation in leadership or difficult theme or difficult project whatever it is that particular example can answer everything or all such questions which are around lead with courage under the Peak Performance factor of lead with courage now the most common question under the Peak Performance factor of innovate

for growth is can you think of a time when you thought there has to be a better way of doing this and you came up with an improvement to an existing idea or process that made it significantly better again anything that was previously going on and you fix that so here you analyze the status quo and saw that the way things were being done are not the most efficient way of doing things you did some intervention and ended up saving some money or you did some intervention and ended up driving better results just because the

way things were being done were not too optimal and what you came up with was an optimal way of doing things again make sure that you provide the context the action and the result so there was a certain way of doing things and the things were being done in a particular way an example that I usually give is in Middle East I was working on a project of optimizing the logistics and the logistics cost was very high so I analyzed the cost and determined and did some benchmarking and realized that the costs of logistics is

very high in in Middle East so what I did was I did an activity based costing so I analyzed so I analyzed all the cost elements that were involved in Saudi Logistics and saw that where we were losing money which areas or which elements were inefficient was it the fuel was it the rental was it the cost of the driver and so on so forth and basis that I was able to identify the Leaky areas and the areas which were sub-optimal and then I came up with the proposal of fixing those areas so for instance

one proposal was to open a bid for new Freight providers who can provide us better cost for the freight so again any work that is previously being done you just came in you tried to analyze you try to understand if there's smarter and efficient way of doing it and then you intervene and came up with Solutions and improved that particular process or that particular issue now the second question under innovate for growth is tell me about a problem you solved by approaching it in a relatively unconventional way again don't really bother about the word unconventional

it can be any smart idea or solution that you came up with anything that you analyze you figure it's not being done in the right way and you came up with the solution anything that you will come up has to be unconventional right you really don't need to convince the interviewer that this idea or suggestion that you came up with was not unconventional you just tell them whatever you came up with was not being done before was never being thought in that particular situation and you came up with that idea and hence that idea is

unconventional so don't bother about the word unconventional all you need to think of is a smart idea or solution that you came up with in order for you to solve a particular problem that existed in that particular situation now number three under innovate for growth is tell me about a time when you created something new or reapplied an existing idea when did you do it and what was the result now Procter Gamble is very big on not recreating the wheel rather trying to apply ideas that already exists this makes life very easy you just need

to say anything that you read in your course book anything that you read somewhere else or understood or have known from before you came in a particular situation or an organization and applied and fix it I do it for instance when I give an example of how I used to do a particular way in Procter Gamble and in my new organization I give that suggestion that we use to for instance track particular goals and measures in a particular Way by scorecarding them let's do the same here as well let's reapply and and copy paste the

same idea and get the desired results so you really don't need to come up with a smart idea from your side it can be any idea you just need to say there is certain idea that was being done or applied in a different department you have a friend there in that particular Department you connected with a friend he told you about the idea you just came back in your department and said let do the same in my department as well and voila you were able to solve the solution that was there and this will earn

you all the points from the interviewer that you are looking for now the champion productivity the frequently Asked question is about a time when you took charge of a particular project that resulted in reduction in cost or time again here you need to talk about productivity and productivity is not just about saving money but also about saving time so it could be a project that you just simplified so there was a particular way of doing things which were taking a lot of time and you came in and simplified the way that things were done and

you were able to save time once one example of simplification could be that there was a particular tool or a particular model that your team was using which was complicated and was taking a lot of time and you came in you created a new model from scratch and that started to save a lot of time for your team because your model was simple and it was more automated versus manual entries that were being done another question under Champion productivity is around simplification which tell me about a time when you simplified something again simply an example

of simplification where you save time or you've simplified a political process a simplified a particular model or a way of doing things which was more complicated was taking more time and it came in and you found a better way of doing it building on the example that I shared earlier it can be example of reporting so previously the person who used to do the reporting to the management had to pull out data from 10 different places but when you came in you created a central Data Bank where all the data was already pulled in and

all you have to do is for you to create those management reports you go into this library of data and create those management reports automatically and hence you simplified and save time for yourself another most frequently Asked question in this Champion productivity is an example when you eliminated complexity from a particular process or a situation again nothing different from what I've already shared you just need to come up with a project where you simplified things there were things which were done in a complex way taking more time and you came in and you certified found

an easier way and less time consuming way of doing things I commonly asked questions under execute with Excellence Peak Performance factors are an example of a situation where you had to overcome major obstacles to make something happen again don't you don't need to think about obstacle as something which is very different it's just any problem that you solved so there was a particular business problem or a business case or a business issue or any organizational issue that you solved you understood the issue you came up with the solution and then you implemented the solution what

you need to convince is that how did you make use of your knowledge for business organizational and your professional technical knowledge so let's say I'm Finance so my Professional Knowledge which is finance my business knowledge and organizational knowledge which is making influence how I was able to combine all these expertise that I have in order to come up with a solution for a particular problem another question I'm going to execute with Excellence is telling about a time when you have to work with limited resources so what did you do to successfully complete that particular task

now resources here can be both time or can be even money or can be even people so let's say you had a smaller team and you had to get the task done or let's say that there was a particular deadline that you had to meet just because it was a strict deadline how did you work in a tight deadline you had to prioritize things you had to work with your manager tell him that these are the things that you'll have to let go and these are the things you'll have to work on just because you

need to prioritize and get this going in the limited amount of time you have similarly with money you have to make choices and how do you make those choices where you had limited budget and you had to execute a particular task or a particular project at you or you have to deliver a particular result so how did you make choices between that budget and chose to spend in a particular way and decided not to spend in other buckets and how did you seek alignment for all of that so these are the kind of things that

you have to cook and give an example around another commonly asked question under execute with Excellence is telling me about a time when you had to meet a quick deadline here you need to talk about what did you do in order to deliver on that deadline what were the obstacles that were making the deadline even stricter and how did you manage to come around and deliver the Target or the task in that particular deadline again here one advice is that you can go and say that you had these XYZ tasks that had to be done

and you prioritize you chose the ones therefore more important and had an 80 impact on the results and the others which were less important and only had 20 percent of them back you killed them and you save time and by Saving Time you were able to meet the particular deadline so again executed Excellence is all about optimizing the way you perform or execute a particular Target how you prioritize how you be choiceful so these are the things that you need to bring in your example now one common question under brings out our best Peak Performance

factor is time when you develop and maintain productive relationships while working with others even though they may have a different point of view than yours now here you need to talk about how you influence people even when they differ from you and even when they have different opinions or different agendas so for instance you're working in a team you're in finance and there is a sales person in the team there's a marketing person in the team and how do you bring all of them together on the same page they have different agendas they have different

point of view so here things that I would like to talk about is make use of data because then there are no opinions right there is just data you share the data and you share the analysis and the insights and you convince everyone on the table to the issue or the problem that is on hand second is stay true to the strategy so whatever the choices that the company has made or whatever strategy or the plan of action you've made you always bring that in on the table and say okay this is the scope of

the project this is the plan of action this is what we are trying to achieve so let's not deviate from this this is what we've promised so every time there's a difference of opinion you can bring all the team members to that scope and say okay let's work within the scope and as long as they remain within the scope and then I make use of examples of how it is important to create emotional bank account with your team members you need to help them you need to go beyond the task and Beyond the ask in

times when they need help because when you help them in the times when they need help they will come and help you in the times when you need help they will be more open and more trusting and more forthcoming to listen to you understand you and hear you out and hence would be able to more support you in any agenda or anything that you want to drive within the company or within that particular project one way how I say I build this emotional bank account is that iPhone since go and try to help them with

their own tasks even if that is not my task so for instance there's a brand manager who is doing an analysis I will just go to him and I'll say how about I can help you with this particular pricing analysis and I can pull out some data for you and run this analysis for you and this just makes me become their friend because it's like I'm providing them a helping hand and then the doors of trust open because I'm not just policing them as Finance rather I'm providing them helping hand and hence there is more

trust and understanding now and therefore Whenever there is a situation where there are different point of views I still have that emotional bank account that I've built with all those team members and hence there is this respect and Trust for whatever that I'm saying or whatever that I'm propagating another question which is usually asked is about a time when you help a group of people achieve significant results or particular Target or particular goals again here you'll be talking about how you connect with your team you create that emotional bank account you make use of data

you come in you show your leadership you show them the direction you set the vision you motivate them or you bring a rallying cry so for instance there is a particular Target that the team has been missing and you come up and you say okay this is the rallying cry from for the team this is the vision we want to hit so how did you come and the theme was not delivering or team was demotivated out how did you come up with a rallying cry with the with a motto with a vision and you energize

the team this is where you say you bring doing uh you bring out your best like you bring out your leadership skills and you motivate the team bring them all together and then go ahead and deliver those results that are required similarly another question is an example when you had to work with others to deliver results and how did you ensure their success similarly how did you motivate them you showed their success by motivating them this is one way which is more about leadership but another way is how did you play your own part so

for instance the team was lacking in a particular area and you said okay I will go and I will learn this area or I will take care of this area let's say it was a particular analysis that had to be run on again I'll give an example of pricing so instead of someone else doing it you raise your hand and say okay I'll save you the effort and I'll run that analysis for you so you became a critical part of the team where you helped them with a critical pillar of the project and secondly you

also energize them so energizing is one area where you bring out your best and another area is your particular expertise or the third area is where you're not an expert but you still raise your hand and you extend your help just because you either have an understanding of that area or you want to learn so you want to just be an extra helping hand and hence you help the team deliver the results that they wanted to deliver now under situation questions one of the most common situational question asked is that if you have given like

two or three or four different projects with different timelines one is due now one is due in a month's time one is doing six months one is due in a year how would you go about executing them or working on them when you face obstacles with regards to delays in those projects again here you need to talk about prioritization prioritization is the key that how will you prioritize what is the mechanism that you will use for instance one mechanism is to use what is urgent what is important so you put them on a grid and

say okay which project is urgent which has the biggest impact which has high risk and hence basis that you will decide second is once you've done that analysis you go and align your manager or align the management team or align whoever the supervisor is to make sure that everyone has the same line of sight so you're not doing something which is just out of the blue or which is very much different from what the company strategy is so you've taken company strategy you've put all the projects according to in line with the company strategy prioritize

them and then you say Seek alignment from your manager or from the supervisor and hence basis that you go ahead and execute so these are the things that you have to say and talk about prioritization and alignment and all you need to talk about how you actively and passionately drive and go for results even if there are setbacks so even with those projects even if one of the project is failing you have all the passion to manage and keep going with other projects and not lose the entire chain of projects so you need to give

that to the interviewer saying that how much how much you are willing to stand up on your feet even if there is a setback another situation question that is usually asked is around that you found a way to improve something that was being done in a very Legacy format and has been done in past in that particular way on a going basis but now you sense that if you come up with the recommendation for change there will be opposition because people are used to doing the things in a particular way and they are very much

familiar and uh like the Legacy system so you coming up with the change there might be a position how will you go ahead and deal with the opposition you need to talk about first the realization that you understand that there will be opposition and that people have different opinions that is how the group is feeling how the team that is about to take or hear the news would feel or would react to what you are about to say or share and then be flexible like you don't need to be stubborn so whatever solution you come

up with there's some flexibility so you kind of create a win-win solution with the team also you proactively manage their feelings and manage the situation versus just coming up with the bomb of a news and saying this is how things need to be done so you need to manage them you kind of need to connect with them on a separate basis and not in a bigger environment and talk to them what you want to do what you're planning to do what you're thinking what your approach is and also understand their point of view and learn

to or listen to understand what they want to say what their reservations are so you completely understand and you can address those reservations when you come to the implementation stage and again make sure you talk about their recognition version of their feeling the recognition of how they would perceive and how they would feel or react so you have an understanding of where once you share your proposal where the environment would go so you have to have all that understanding and recognition and you have to say this to the interviewer that you understand and you recognize

and while this is a situational question but it would still be nice that you bring in an example so first you give an answer of how you will tackle the situation in a hypothetical situation and then you can bring in an example of saying oh by the way this situation happened to me in XYZ situation or in XYZ year and this is how I tackle it it will just give more meat to the interviewer that this person is not just talking hypothetically but he also has experienced this particular situation and has full command and whatever

he is saying he really has demonstrated that particular skill or that particular way of doing things so with any situational question make sure you give a hypothetical answer and then you pick an example from your past and just bring that example of saying how you've used that particular situation and exactly done the same things which you gave in the hypothetical question or in your hypothetical answer thank you for watching this video hopefully this was helpful and best of luck with your recruitment process at Procter Gamble