PSEG Interviewing Guide Disclaimer: This manual is a guide for employees, not an employment contract. It does not contain promises of any kind, nor does it establish or give any guarantees of employment. The legal relationship between the company and employees is employment-at-will. This means that the Company may discharge an employee without notice and without cause at any time. The company may change or withdraw any of its policies, programs, practices, procedures and guideline without advance notice. Moreover, the company will apply said policies, programs, practices, procedures and guidelines solely as it sees fit.

2

Table of Contents

Introduction................................................................................................................3

Interview Format........................................................................................................4

Sample Behavioral Questions ....................................................................................6

Other Interviewing Tips .............................................................................................9

Appendix A: PSEG Corporate Values and Behavioral Standards ..........................11

3

Introduction

Recruitment, staffing, selection, development, performance management, and retention --- all are

components of PSEG’s integrated talent management program. A successful interview is a critical

component in the overall selection process for positions within PSEG. The following guide has been

created to help employees prepare for interviewing for internal positions.

Before your next interview, make sure to familiarize yourself with the PSEG Interview Format and

Corporate Values detailed within this document. Give thoughtful consideration to your work experiences

and how you’ve demonstrated the values. Get comfortable with the STAR interview format and prepare

how you would respond to some of the sample questions provided. Review the additional interview tips

and finally RELAX. Good Luck!

4

Interview Format Your job posting (via Career Link) was the first step in introducing yourself through your education, job

skills and experience. The next key step, the interview, is your chance to communicate directly to the

hiring manager or hiring team your ability to contribute to the organization. Making a good impression at

your interview is easier if you do a little research beforehand and become comfortable with the behavioral

interview format you can expect at PSEG.

The method PSEG uses for interviewing all internal and external candidates is the behavior-based format.

Research suggests that the most accurate predictor of future performance is past performance in a similar

situation. Behavior based interviewing focuses probing questions on experiences, prior actions,

knowledge, skills and abilities that are job related. Hiring Managers will predetermine which skills are

necessary for the job for which they are hiring and then ask pointed questions to determine if you as the

candidate possess those skills.

The Star Method

What is the STAR method? STAR is a format that can be used by an interviewee to answer behavior

based questions – it encompasses all aspects of a response for which the interviewer is likely looking.

“STAR” is an acronym for Situation, Task, Action and Result(s):

Situation: Candidate describes a situation for which he/she was responsible for or involved.

Task: Candidate outlines the tasks involved in that situation.

Action: Candidate explains what he/she actually did or how he/she reacted to the situation/task.

Be thorough!

Results: Candidate provides examples of what results directly followed because of his/her

actions. Explain “what happened.”

5

Interview Preparation

Your interview preparation should include identifying examples of situations from your experiences and

determining how you will convey these points (with demonstrated STAR stories) during the interview.

When interviewing, always listen carefully to the question, ask for clarification if necessary, and make

sure you answer the question completely. The interviewer will sometimes ask you open ended questions

to allow you to choose which examples you wish to use. When a part of your story relates to a skill or

experience the interviewer wishes to explore further, he/she will then ask you very specific follow-up

questions regarding your behavior. These can include "What were you thinking at that point?" or "Tell me

more about your meeting with that person." or "Lead me through your decision process." Always identify

the results of your actions. Whenever you can, quantify your results.

You should expect behavioral interview questions aligned with key competencies (e.g. communication

skills, decision making, initiative) as well as the PSEG Corporate Values. The Values are detailed in

Appendix 1. The best preparation will include identifying examples of how you have exhibited these

values and formulating STAR responses.

Finally, do your research. Make sure you have some background on and understanding of the department

you are interviewing with and the key current issues for PSEG.

Logistics

The typical interview can last between 30 minutes to an hour, depending on the specifics of the situation.

You should expect to meet with an interview panel, which likely will mean meeting with an interview

team as opposed to several separate one on one interviews.

6

Sample Behavioral Questions Below are examples of behavioral interview questions directly related to each of the PSEG Corporate

Values. Additional sample questions related to key competencies are also provided. Take time to review

the samples and prepare responses based on your past experiences.

REMINDER: craft your responses using the STAR format. Identify the situation or task you were involved with; articulate the specific actions you took; conclude with the result or outcome of your actions.

Accountability

In leading a project, describe how you handled an obstacle in completing it.

Describe a time when you weighted the pros and cons of a situation and decided not to take

action, even though you were under pressure to do so?

Continuous Improvement

Tell me about what you have done to develop new and creative solutions to a business problem.

Give me an example of a specific approach you’ve developed.

Tell me about an operational problem you uncovered in a recent job and how you went about

addressing it.

Customer Focus

Tell me about a time you wanted to find out what your customer needed or thought about your

services, and how you got the information.

Tell me about a time you exceeded a customer’s expectations. Specifically, what did you do?

7

Diversity

Many times, team members have differing view points about how to solve a problem. Tell me

about a time you were in this situation. How did you approach the issue? What was the

outcome?

Describe what you have done to ensure that all team members’ opinions were heard in a recent

meeting?

Integrity

Describe a time when you communicated something and had to go back later and revise or

change your original communication.

Tell me about a time when you needed to “bend the rules” to get the job done.

Respect

Describe a situation in which you needed to influence the actions of co-workers over whom you

had no direct authority.

Describe the most effective technique(s) you’ve used to encourage full participation from every

member of a team you were on.

Safety

Tell me about a time in the workplace when you observed what you believed to be an unsafe

situation and how you handled it.

Other Sample Questions

Describe a conflict situation and how you communicated your solution.

Tell me about a time your efforts at solving a complex problem did not work.

Give me an example of when you initiated a change to a process. Explain the steps that you took.

8

Tell me about a time when you had to communicate the same information to different audiences

and had to vary your style for each.

Describe a time you faced a problem that had to be resolved and you were not sure how to

approach it.

Tell me about a decision you made that you believe had an impact beyond the scope of your job.

Describe what you have done in your position to foster a teamwork environment.

Tell me about a time when you believe your “out of the box” thinking made the difference in

successfully completing a task.

Tell me about a time when you were misunderstood. How did you discover it and what did you

do about it?

9

Other Interviewing Tips Your ability to relax, show self-confidence and communicate with pertinent information to each question

is important during an interview. Remember the interviewer has gone through this same process and does

understand the anxiety that can affect people during an interview. An interview is a two way street. It is

an opportunity to find out if you would be a good fit for the job and if you want to work for the

department. ASK QUESTIONS!!

Final points to keep in mind the day of the interview and immediately afterward:

Be on time - Being on time is interpreted by the interviewer as evidence of your commitment,

dependability and professionalism.

Relax and smile - Think of the interview as a conversation, not an interrogation. Remember that

the interviewer(s) can be just as nervous about making a good impression on you.

Be positive - Show openness by leaning into greetings with a firm handshake and smile. Show

high energy and interest. Don't make negative comments about current or former employers.

Be self confident - Establish a rapport with the interviewer(s) and make eye contact with him/her.

Answer questions in a clear voice.

Remember to listen - Communication is a two-way street. If you are talking too much, you will

probably miss cues concerning what the interviewer(s) feels is important.

Think before answering difficult questions - If you are unsure how to answer a question, don't be

afraid to ask for clarification, for better understanding before answering. It is fine to take your

notes and refer to them during the interview.

Avoid negative body language - Interviewers look to see how well you react under pressure.

Do not chew gum and avoid these signs of nervousness and tension:

• Frequently touching your mouth or playing with your hair

• Faking a cough to think about an answer to a question

• Gnawing on your lip

10

• Tight or forced smiles

• Fidgeting with pen

• Folding or crossing your arms

• Slouching

• Avoiding eye contact

• Shaking foot or leg

End the interview with a handshake and thank the interviewer or interview team for their time.

Reiterate your interest in the position and your qualifications. Politely ask when you can expect to

hear about the results of your interview.

Follow up with a thank-you (email is perfectly acceptable) to the interview team.

We wish you the best in your career development efforts. Regardless of the outcome, consider every

interview an opportunity to learn and grow from the experience.

11

Appendix A: PSEG Corporate Values and Behavioral Standards PSEG’s Corporate Values outline the roadmap to employee success. Using the values and set of

behavioral expectations in the interview process will result in better placement and selection of staff

because successful candidates will be able to demonstrate how they’ve applied the competencies in their

careers. Ultimately, the values are the underlying principles that guide operations, decisions and staff and

help the company achieve its vision.

PSEG Values (in alphabetical order)

Accountability

We live up to our commitments and take

responsibility for our actions and results.

Continuous Improvement

We set stretch goals, work together to achieve

them, measure our accomplishments and

learn from the accomplishments of others.

Customer Focus

Our customers depend on us to keep the

lights on and the gas flowing, and we

commit to meeting their expectations.

Diversity

We strive for diversity of people,

experiences and viewpoints.

Integrity

We hold ourselves to the highest ethical

standards, in what we do and what we say.

Respect

We promote trust and teamwork by

communicating openly and honestly with

each other and our communities.

Safety

Safety is always our number one priority,

for our employees, our customers and for

our communities.

Behavioral Standards

Expectations have been established for Individual Contributors, Supervisors/Managers, and

Directors/Executives relative to each value. The table on the next page details these behavioral standards.

12

Accountability – We live up to our commitments and take responsibility for our actions and results.

Individual Contributors Supervisors and Managers Directors and Executives Can be counted on to

accomplish goals and behaviors successfully

Demonstrates personal drive and sense of urgency; pushes self and others for results and quality

Takes ownership and responsibility for commitments

Consistently accomplishes

goals and displays appropriate behaviors

Monitors process, progress and results and responds appropriately to assign responsibility and take corrective action

Communicates expectations and provides support to enable and reinforce the development of capabilities through goals and behaviors

Demonstrates a passionate commitment to action to respond to immediate needs; anticipates and plans for future needs

Assesses risks and potential returns to achieve business objectives

Partners with others to create shared goals and plans in order to foster a collaborative and productive environment

Engages the workforce by spending time in the field and getting to know the people, their jobs, and tools required to make them successful

Is a role model to workforce

by consistently achieving results through others

Motivates and inspires the team to accept challenges and exceed expectations

Clearly communicates the company vision and strategy and establishes clear direction, stretch goals and measures

Inspires a sense of purpose and direction to ensure results are achieved

Makes sound business decisions based on current and future trends

Works well with others building strategic partnerships within and across organizational boundaries to improve business performance

13

Continuous Improvement – We set stretch goals, work together to achieve them, measure our

accomplishments and learn form the accomplishments of others.

Individual Contributors Supervisors and Managers Directors and Executives Actively seeks new learning

opportunities and applies these to daily work in support of accomplishing team goals

Understands how and why one’s position contributes to business objectives, and identifies and applies ways to improve personal performance

Achieves planned work results under rapidly changing or ambiguous situations

Applies business know how in identifying areas for work process improvements and provides solutions

Partners with others to positively solve disagreements and conflict and to garner consensus for change

Effectively communicates a

positive message about how changes affect the organization

Helps employees understand why their work is important and how it contributes to the business objectives and the group

Engages the team to constructively challenge the status quo and accepted practices and implements lessons learned to improve personal and team performance

Sustains effective performance levels by motivating self and work group when responding to rapidly changing or uncertain situations

Understands financial impact of decisions and manages resources effectively

Demonstrates flexibility and adaptability when facing complex issues and decisions while maintaining realistic optimism about the future

Energizes the workforce by

demonstrating a sense of urgency and facing tough challenges and adversity directly

Effectively articulates the business case for change and ensures understanding across the organization

Demonstrates an accurate assessment of the organization’s strengths and weaknesses, and implements plans for improving performance

Takes a process view to ensure continuous process improvement

Balances and translates operational, business and financial drivers to make effective business decisions

Knows the market and competitive environment to improve decisions

Sees patterns, interconnections, and interdependencies between strategies, structures, and processes

14

Diversity – We strive for diversity of people, experiences and viewpoints.

Individual Contributors Supervisors and Managers Directors and Executives Accepts and respects

differences in others’ strengths, perspectives, approaches, and personal choices

Values others’ points of view, even when not in agreement

Relates to and works well with all kinds of people, and builds constructive, effective relationships across the organization

Creates a climate in which

different styles, approaches and strategies are welcome

Acts as a role model for promoting diversity – takes action when appropriate to address inappropriate behaviors

Seeks out opportunities for diversity in forming teams

Seeks views and opinions of others valuing a diversity of perspectives

Utilizes diverse views,

perspectives and creativity as a key to improving competitiveness and leveraging talent across the organization

Takes leadership role in creating an organization that actively supports diversity, demonstrated by a personal appreciation and regard for individuals

Champions people of all backgrounds to work together in a respectful environment

15

Integrity – We hold ourselves to the highest ethical standards, in what we do and what we say.

Individual Contributors Supervisors and Managers Directors and Executives Demonstrates an

appropriate and effective set of core values

Is truthful and acts in the best interest of the organization and presents the unvarnished truth in an appropriate manner

Owns mistakes and accepts responsibility for one’s actions

Acts truthfully at all times and expects the same from others

Informs managers of unethical work situations

Rewards behaviors

consistent with honesty and integrity, and corrects the inappropriate behaviors of others

Acts honorably with all employees and treats everyone fairly through consistency between words and actions

Exhibits and is accountable to the organization’s values and code of conduct during daily work

Represents business results,

opportunities and problems honestly and reliably

Does the right thing under pressure; models the organization’s values and code of conduct

Exhibits high and consistent standards of conduct relating to service, product and accountability to employees, industry peers, and customers

16

Respect – We promote trust and teamwork by communicating openly and honestly with each other and

our communities.

Individual Contributors Supervisors and Managers Directors and Executives Creates and contributes

toward strong commitment, spirit and energy in his/her team

Actively contributes to building strong team through effective communication

Knows personal strengths and weaknesses and demonstrates ownership for personal development

Finds common ground and collaborates within and across team and departmental boundaries

Communicates honestly and in a constructive way

Fosters a sense of team

belonging and shared purpose

Communicates timely knowledge and information and provides resources

Recognizes potential in people, and demonstrates commitment to the development and advancement of talent

Practices active listening to understand individual concerns and challenges to identify and solve problems

Blends a variety of people

into high performing teams characterized by cooperation and collaboration across organizations

Develops an identity and the desire to succeed as a team

Attracts, develops and retains people of all backgrounds toward the development of a strong talent pipeline

Creates a positive environment where people openly communicate information, invite input from others and share ownership and visibility

17

Customer Focus – Our customers depend on us to keep the lights on and the gas flowing and we commit

to meeting their expectations.

Individual Contributors Supervisors and Managers Directors and Executives Is dedicated to meeting the

expectations and requirements of internal and external customers

Acts and performs work with customers in mind

Establishes and maintains effective relationships with customers and gains their respect and trust

Communicates

accountability for meeting the expectations and requirements of internal and external customers

Serves as a role model for acting with customers in mind

Listens to customers and utilizes feedback to implement improvements in products and services

Inspires others to meet or

exceed the expectations and requirements of internal and external customers

Anticipates and acts upon the needs of customers before issues arise

Develops and utilizes internal and external bench mark standards to drive improvements in customer satisfaction

18

Safety – Safety is always our number one priority, for our employees, our customers and for our

communities.

Individual Contributors Supervisors and Managers Directors and Executives Demonstrates a commitment

to ensuring a safe work environment

Consistently executes work in a safe and productive manner

Informs managers of unsafe work situations or practices and stops the job if unsafe work conditions exist

Communicates an

expectation for creating a safe work environment

Serves as a role model for performing work functions safely and takes action to remedy unsafe work situations or practices

Recognizes responsibility for safety by providing timely information and the knowledge and resources to ensure work is performed safely

Knows how to identify and quickly correct unsafe practices and conditions

Inspires others to focus on

working safely in our communities and work environments

Serves as a role model for performing work functions safely by clearly setting, communicating, and reinforcing high standards

Recognizes and rewards safe work practices

Never compromises safety to achieve results