Interview Guide for

Chief People Officer

This comprehensive interview guide for a Chief People Officer (CPO) role establishes a rigorous, structured approach to assessing candidates for this critical C-suite position. Created to ensure consistent evaluation across all candidates while focusing on essential behavioral competencies and past performance, this guide will help your organization identify a CPO who can effectively drive people strategy and culture alignment with business objectives.

How to Use This Guide

This interview guide serves as a blueprint for conducting thorough, fair, and effective interviews for your Chief People Officer position. To maximize its value:

Customize for your specific context - Adapt questions and scenarios to reflect your [company]'s size, industry challenges, and specific people strategy needs
Share with the interview team - Ensure all interviewers understand the structure, questions, and evaluation criteria to maintain consistency across interviews
Follow the structured approach - Using the same questions for all candidates enables fair comparison and reduces unconscious bias
Leverage follow-up questions - Dig deeper into candidate responses to get beyond prepared answers and understand their authentic leadership approach
Score independently - Have each interviewer complete their evaluation before discussing candidates to prevent groupthink and capture diverse perspectives

For additional guidance on conducting effective interviews, check out our article on how to conduct a job interview and why structured interviews matter.

Job Description

Chief People Officer

About [Company]

[Company] is a [industry] leader committed to innovation and excellence. With [number] employees across [locations], we're looking for an exceptional Chief People Officer to join our executive team and help shape our future through strategic people leadership.

The Role

As Chief People Officer, you'll be a key member of the executive leadership team reporting directly to the CEO. You'll develop and implement a comprehensive people strategy aligned with our business objectives. This executive will drive organizational effectiveness, talent development, and a positive workplace culture that enables our people to thrive and our business to grow.

Key Responsibilities

Design and implement an enterprise-wide people strategy aligned with business objectives
Lead and manage the HR function, including talent acquisition, learning & development, compensation & benefits, performance management, and employee relations
Drive strategic workforce planning to ensure we have the right talent to meet current and future business needs
Champion our company culture
Partner with executive leadership to drive organizational design, change management, and leadership development
Provide strategic counsel to the CEO, Board, and executive team on people-related issues and opportunities
Develop and monitor key HR metrics to drive data-based decision making
Ensure compliance with relevant employment laws and regulations across all locations
Lead and develop a high-performing HR team

What We're Looking For

15+ years of progressive HR leadership experience, with at least 7+ years in senior HR leadership roles
Experience as a strategic partner to C-level executives and boards of directors
Track record of building and scaling HR functions in growing organizations
Strong business acumen and understanding of how the people function can drive business results
Experience leading organizational transformation and change management
Deep knowledge of best practices in talent management, compensation, benefits, and HR operations
Excellent leadership, communication, and interpersonal skills
Strategic thinking combined with hands-on execution capabilities
Experience in [industry] preferred but not required
Bachelor's degree required; advanced degree in HR, Business, or related field preferred
SPHR, SHRM-SCP or related professional certification a plus

Why Join [Company]

At [Company], we're not just building [products/services], we're creating a workplace where exceptional people can do their best work. We offer:

Competitive compensation package with base salary range of [$Range] plus bonus potential and equity
Comprehensive benefits including medical, dental, vision, 401(k) with company match
Professional development opportunities and leadership coaching
Work-life balance with flexible work arrangements
The opportunity to make a significant impact as a key member of our executive team

Hiring Process

We've designed a thorough yet efficient interview process to help us get to know you while respecting your time:

Initial Screening Interview - A 45-minute conversation with our talent acquisition leader to discuss your background and interest in the role
Leadership & Vision Interview - A deep-dive discussion with our CEO about your strategic vision and leadership approach
Functional Expertise Interview - A conversation with our executive team to explore your HR expertise and competencies
Case Study Presentation - You'll prepare and present your approach to a specific people strategy challenge
Team & Culture Interview - Meet with key stakeholders to explore cultural fit and team dynamics
Final Executive Interview - A concluding conversation with the CEO and Board representative

Ideal Candidate Profile (Internal)

Role Overview

The Chief People Officer (CPO) serves as a strategic partner to the CEO and executive team, developing and executing people strategies that drive business results. This leader will shape organizational culture, drive talent management initiatives, and build scalable HR processes that support business growth. The CPO will be a change agent, championing company values while navigating complex organizational challenges.

Essential Behavioral Competencies

Strategic Leadership - Ability to develop and implement a comprehensive people strategy that aligns with and drives business objectives. Translates business needs into effective talent strategies.

Business Acumen - Deep understanding of the business context and how people initiatives impact organizational outcomes. Connects HR initiatives to business metrics and goals.

Change Management - Expertly leads organizational transformation, helping the company navigate growth and change while maintaining employee engagement and productivity.

Executive Presence - Communicates with influence at all levels of the organization, especially with the C-suite and Board. Builds trust and credibility with diverse stakeholders.

Talent Development - Creates systems and culture that identify, develop, and retain top talent. Builds leadership bench strength and succession planning capabilities.

Desired Outcomes

Design and implement a comprehensive people strategy that aligns with our business objectives within the first 90 days
Elevate employee engagement scores by 15% within the first year through targeted culture initiatives and improved management practices
Develop and execute a talent acquisition strategy that reduces time-to-hire by 20% and increases quality-of-hire metrics
Redesign performance management and compensation frameworks to drive higher performance and better align with company goals

Ideal Candidate Traits

Strategic Visionary: Thinks ahead to anticipate future people needs while connecting daily execution to long-term goals
Empathetic Leader: Balances business needs with genuine care for employee wellbeing and development
Change Champion: Comfortable driving organizational transformation and helping others navigate uncertainty
Data-Driven Decision Maker: Uses HR analytics to inform strategy and measure impact of people initiatives
Business Partner: Views HR as a strategic function that directly contributes to business performance
Culture Builder: Authentic leader who embodies and shapes company values and culture
Versatile Communicator: Adapts communication style to influence diverse stakeholders from frontline employees to board members
Calm Under Pressure: Maintains composure and clear thinking during challenging situations
Continuous Learner: Stays current on HR innovations and best practices

Screening Interview

Directions for the Interviewer

This initial screening interview aims to efficiently assess whether the candidate meets the basic qualifications and has the potential to excel as our Chief People Officer. Focus on evaluating their career trajectory, strategic HR leadership experience, and alignment with our company's needs. This conversation should help determine if they warrant advancement to more in-depth interviews.

Listen for evidence of strategic thinking, culture-building experience, and a balance of vision with practical execution ability. Pay attention to how they've navigated complex people challenges and their approach to partnering with executive teams. Note their communication style and executive presence as these will be critical for success.

Save 5-10 minutes at the end for the candidate to ask questions. Their questions often reveal much about their priorities and level of interest in the role.

Directions to Share with Candidate

"Today's conversation is an opportunity for us to get to know each other better and explore your background and interest in the Chief People Officer role. I'll ask about your career journey, key accomplishments, and approach to HR leadership. This is also a chance for you to learn more about [Company] and this opportunity, so please feel free to ask questions throughout our discussion."

Interview Questions

Tell me about your HR leadership journey and how it has prepared you for this Chief People Officer role.

Areas to Cover

Career progression through increasingly senior HR leadership roles
Scale and complexity of organizations they've supported
Key inflection points or pivotal experiences that shaped their leadership approach
Specific experience relevant to our industry or business model
Evidence of strategic impact at the executive level

Possible Follow-up Questions

What aspects of your current or most recent role do you find most engaging?
How has your approach to HR leadership evolved over time?
What experiences have best prepared you for the challenges of a CPO role?
What experience do you have working with boards or governing bodies?

What do you believe are the most critical responsibilities of a Chief People Officer in driving business success?

Areas to Cover

Understanding of the strategic nature of the CPO role
Ability to connect people strategy to business outcomes
Perspective on balancing operational excellence with strategic initiatives
Views on the CPO's role in shaping organizational culture
Experience with change management and organizational transformation

Possible Follow-up Questions

How have you measured the business impact of HR initiatives?
What specific examples can you share of linking people strategy to business results?
How do you balance being a strategic advisor with running effective HR operations?
How do you approach building credibility with the executive team?

Describe a comprehensive people strategy you developed and implemented. What was the business context, your approach, and the outcomes?

Areas to Cover

Strategic thinking and planning process
Ability to assess organizational needs and translate to actionable plans
Experience with change management and stakeholder alignment
Measurable results and business impact
Challenges faced and how they were overcome

Possible Follow-up Questions

How did you get buy-in from key stakeholders?
What metrics did you use to measure success?
What would you do differently if you could do it again?
How did you cascade the strategy throughout the organization?

Tell me about your experience leading organizational transformations or significant change initiatives.

Areas to Cover

Types of transformations led (growth, restructuring, cultural, M&A)
Approach to change management and communication
Methods for gaining buy-in and managing resistance
Success metrics and outcomes
Lessons learned from challenges

Possible Follow-up Questions

How did you support leaders through the change process?
What resistance did you encounter and how did you address it?
How did you maintain employee engagement during periods of uncertainty?
What frameworks or methodologies do you use to guide change efforts?

How do you approach building and nurturing organizational culture, particularly in a growing or changing company?

Areas to Cover

Philosophy on culture development and its relationship to business success
Experience defining and operationalizing company values
Methods for measuring and evolving culture
Approach to diversity, equity, inclusion and belonging
Examples of successful culture initiatives they've led

Possible Follow-up Questions

How do you ensure culture is consistently experienced across different departments or locations?
What role do you believe leadership plays in culture development?
How have you addressed cultural challenges or misalignments?
How do you measure the impact of culture on business outcomes?

What interests you about joining [Company] as our Chief People Officer at this point in your career?

Areas to Cover

Knowledge of our company, industry, and business challenges
Alignment between their career goals and our needs
Authentic enthusiasm and motivation for the role
Cultural fit and values alignment
Long-term career aspirations

Possible Follow-up Questions

What research have you done about our company and industry?
What specific aspects of our business or culture appeal to you?
What questions do you have about our business strategy or challenges?
How does this role fit into your longer-term career plans?

Interview Scorecard

Strategic HR Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited strategic experience; primarily operational HR background
2: Some strategic experience but lacks depth or executive-level impact
3: Solid strategic experience with evidence of business impact
4: Exceptional strategic leadership experience with demonstrated transformational results

Change Management Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience leading organizational change
2: Has supported change initiatives but not led them at enterprise level
3: Successfully led significant organizational changes with positive outcomes
4: Distinguished track record of leading complex transformations with measurable success

Cultural Leadership

0: Not Enough Information Gathered to Evaluate
1: Minimal experience developing or shaping organizational culture
2: Has implemented cultural initiatives but with limited scope or impact
3: Demonstrated ability to define, build and sustain positive workplace cultures
4: Exceptional culture builder with innovative approaches and measurable results

Executive Presence & Communication

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or executive-level polish
2: Communicates clearly but may struggle with influence or presence
3: Strong communicator with appropriate executive presence
4: Exceptional communicator who inspires trust and confidence at all levels

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited strategic planning experience or approach
2: Likely to Partially Achieve Goal - Has strategy experience but execution may be inconsistent
3: Likely to Achieve Goal - Demonstrated success developing and implementing HR strategies
4: Likely to Exceed Goal - Exceptional track record of transformative people strategies

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with engagement initiatives
2: Likely to Partially Achieve Goal - Has implemented engagement programs with mixed results
3: Likely to Achieve Goal - Successful track record of improving employee engagement
4: Likely to Exceed Goal - Exceptional ability to drive engagement with innovative approaches

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited talent acquisition strategy experience
2: Likely to Partially Achieve Goal - Some talent acquisition experience but limited metrics focus
3: Likely to Achieve Goal - Demonstrated success improving talent acquisition effectiveness
4: Likely to Exceed Goal - Exceptional talent acquisition strategist with innovative approaches

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited compensation/performance system experience
2: Likely to Partially Achieve Goal - Some relevant experience but not comprehensive
3: Likely to Achieve Goal - Strong track record redesigning these systems successfully
4: Likely to Exceed Goal - Exceptional experience creating innovative, effective frameworks

Candidate Recommendation

1: Strong No Hire - Does not meet minimum qualifications or lacks critical experiences
2: No Hire - Meets some qualifications but significant gaps exist
3: Hire - Strong candidate who meets key requirements
4: Strong Hire - Exceptional candidate who exceeds requirements

Leadership & Vision Interview

Directions for the Interviewer

This interview should be conducted by the CEO or other senior executive and focuses on the candidate's strategic vision, leadership philosophy, and executive partnership capabilities. The goal is to assess whether the candidate can function as a true strategic partner at the executive level while effectively leading the people function.

Focus on evaluating their strategic thinking, business acumen, change leadership abilities, and their approach to executive partnership. Listen for evidence of how they've navigated complex organizational challenges, influenced executive teams, and delivered business impact through people strategies.

This conversation should help determine if they have the vision, presence, and strategic capabilities required for this executive role. Allow ample time for two-way dialogue, as this interview is also about assessing chemistry and compatibility with the leadership team.

Directions to Share with Candidate

"Today's conversation will focus on your strategic vision, leadership approach, and how you partner with executive teams to drive business success through people strategy. We'll explore your experiences leading complex initiatives, how you've navigated organizational challenges, and your philosophy on the evolving role of HR leadership. I'm interested in both your strategic thinking and how you translate vision into practical execution."

Interview Questions

How would you define the role of a Chief People Officer in today's business environment, and specifically at [Company]?

Areas to Cover

Strategic vision for the CPO role beyond traditional HR functions
Understanding of current business and talent landscape challenges
Views on executive partnership and board engagement
Balance of strategic leadership with operational excellence
Perspective on the CPO as a business leader, not just an HR leader

Possible Follow-up Questions

How has your vision of the CPO role evolved throughout your career?
What do you see as the biggest differences between a CPO and traditional HR leadership roles?
How do you balance strategic leadership with ensuring operational excellence?
How do you approach building credibility with business leaders who may view HR as administrative?

What are the biggest challenges facing HR leaders in [industry] today, and how would you address them at [Company]?

Areas to Cover

Knowledge of industry-specific talent and organization challenges
Forward-thinking perspective on workforce trends
Strategic approach to addressing complex people challenges
Understanding of how external factors impact talent strategies
Innovative thinking and solutions orientation

Possible Follow-up Questions

How do you stay informed about industry and workforce trends?
What specific approaches have you used to address similar challenges?
How would you prioritize addressing multiple concurrent challenges?
What metrics would you use to measure progress against these challenges?

Describe your approach to developing a comprehensive people strategy that aligns with business objectives. How would you approach this at [Company]?

Areas to Cover

Strategic planning methodology and process
Approach to understanding business context and needs
Methods for engaging stakeholders and building alignment
Implementation and change management approach
Measurement and accountability framework

Possible Follow-up Questions

How do you ensure alignment between people strategy and business strategy?
How do you translate strategic objectives into operational priorities and actions?
What role do you believe data should play in people strategy development?
How do you maintain strategic focus while addressing day-to-day priorities?

Tell me about a time when you had to influence the executive team or board on a significant people-related decision or investment. What was your approach and the outcome?

Areas to Cover

Experience operating at executive and board levels
Approach to building cases for people investments
Communication and influencing style with senior leaders
Business acumen and ability to connect people initiatives to business outcomes
Persistence and adaptability when facing resistance

Possible Follow-up Questions

What preparation was most important for success in this situation?
How did you address skepticism or resistance?
What did you learn about executive influence from this experience?
How did you measure the impact of the decision or investment?

How do you approach building and leading a high-performing HR team? What would be your approach to assessing and developing our current team?

Areas to Cover

Leadership philosophy and people development approach
Team assessment methodology
Experience building HR capabilities and structures
Views on HR team structure and specialization vs. generalization
Approach to talent management within the HR function

Possible Follow-up Questions

How do you identify and develop future HR leaders?
What do you look for when hiring HR team members?
How do you maintain team engagement during periods of change?
How have you restructured HR teams to better serve business needs?

Describe your experience leading a major organizational transformation. How did you approach it, what challenges did you face, and what were the outcomes?

Areas to Cover

Types of transformations led (cultural, structural, M&A, etc.)
Change management methodology and approach
Stakeholder management and communication strategy
Ability to navigate complexity and ambiguity
Resilience when facing challenges or setbacks

Possible Follow-up Questions

How did you maintain business continuity during the transformation?
What resistance did you encounter and how did you address it?
How did you measure the success of the transformation?
What would you do differently if you could do it again?

Interview Scorecard

Strategic Vision & Thinking

0: Not Enough Information Gathered to Evaluate
1: Limited strategic vision; primarily operational or tactical perspective
2: Articulates sound strategic principles but lacks depth or originality
3: Clear, compelling strategic vision with practical implementation approach
4: Exceptional strategic thinker who connects people strategy to business in innovative ways

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business context and drivers
2: Basic business understanding but struggles to connect HR to business outcomes
3: Strong business acumen with ability to link people strategies to business needs
4: Exceptional business understanding with demonstrated ability to drive business results through people strategies

Executive Influence & Partnership

0: Not Enough Information Gathered to Evaluate
1: Limited experience influencing at executive level
2: Some experience but lacks sophistication or consistent success
3: Demonstrated ability to effectively partner with and influence executives
4: Exceptional track record of executive influence and partnership

Change Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited experience leading complex organizational change
2: Has led change but with mixed results or limited complexity
3: Successful track record leading significant organizational transformations
4: Exceptional change leader with innovative approaches and consistent success

Leadership Philosophy & Approach

0: Not Enough Information Gathered to Evaluate
1: Unclear or ineffective leadership philosophy
2: Sound but conventional leadership approach
3: Well-developed, effective leadership philosophy
4: Exceptional, inspiring leadership approach that develops others

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Lacks strategic depth or implementation experience
2: Likely to Partially Achieve Goal - Can develop strategy but execution may be uneven
3: Likely to Achieve Goal - Strong strategic planning and implementation capability
4: Likely to Exceed Goal - Exceptional strategist with outstanding execution track record

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited culture-building experience
2: Likely to Partially Achieve Goal - Has cultural experience but impact may be limited
3: Likely to Achieve Goal - Proven ability to positively impact culture and engagement
4: Likely to Exceed Goal - Exceptional culture builder with transformative results

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited strategic talent acquisition experience
2: Likely to Partially Achieve Goal - Some experience but not comprehensive
3: Likely to Achieve Goal - Strong talent acquisition strategic experience
4: Likely to Exceed Goal - Exceptional talent strategist with innovative approaches

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited relevant experience in these areas
2: Likely to Partially Achieve Goal - Some experience but may lack innovative approach
3: Likely to Achieve Goal - Solid experience redesigning these frameworks
4: Likely to Exceed Goal - Exceptional experience creating leading-edge approaches

Candidate Recommendation

1: Strong No Hire - Does not demonstrate leadership or strategic capability needed
2: No Hire - Shows some leadership qualities but significant gaps exist
3: Hire - Strong leadership capability and strategic vision for the role
4: Strong Hire - Exceptional leader who will drive transformative impact

Functional Expertise Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's technical HR expertise across core functional areas. The goal is to evaluate their knowledge depth, practical experience, and innovative thinking in talent management, compensation, employee relations, HR operations, and legal compliance. This interview should be conducted by HR leaders, other functional executives, or board members with HR oversight experience.

Probe for specifics on their experience designing and implementing HR programs and systems. Listen for evidence of both strategic thinking and practical execution. Assess whether they stay current with evolving best practices and can adapt approaches to different organizational contexts. This interview should determine if they have the functional expertise to excel as CPO while avoiding getting stuck in operational details.

Save 10 minutes at the end for the candidate to ask questions, as their questions can reveal their priorities and depth of HR expertise.

Directions to Share with Candidate

"In this conversation, we'll explore your expertise across key HR functional areas. I'm interested in understanding your experience designing and implementing programs in talent management, compensation, organizational development, and other core areas. We'll discuss specific examples of your work, your approach to HR challenges, and how you stay current with evolving best practices. This will help us understand how your functional expertise would apply to our specific organizational needs."

Interview Questions

Describe your approach to talent acquisition in a competitive market. What innovative strategies have you implemented to attract and retain top talent?

Areas to Cover

Experience designing comprehensive talent acquisition strategies
Innovative sourcing and employer branding approaches
Use of data and metrics to improve recruiting effectiveness
Experience with different recruiting models and technologies

Possible Follow-up Questions

How have you adapted recruiting strategies for different roles or markets?
What metrics do you use to evaluate talent acquisition effectiveness?
How have you incorporated technology into your talent acquisition approach?
How have you built effective partnerships between recruiting teams and hiring managers?

Tell me about your experience developing and implementing performance management systems. What approach do you find most effective and why?

Areas to Cover

Philosophy on performance management and its purpose
Experience designing or revamping performance systems
Approach to goal setting, feedback, and performance discussions
Views on ratings, calibration, and performance differentiation
Integration with compensation, development, and succession planning

Possible Follow-up Questions

How do you measure the effectiveness of a performance management system?
How have you addressed manager capability in performance conversations?
What role do you believe technology should play in performance management?
How have you evolved your thinking on performance management over time?

How do you approach compensation strategy and program design? Describe a comprehensive compensation program you've developed or significantly redesigned.

Areas to Cover

Experience designing compensation philosophy and strategy
Approach to pay equity and transparency
Knowledge of various compensation vehicles and when to use them
Experience with executive compensation and board interaction
Use of market data and internal equity considerations

Possible Follow-up Questions

How do you ensure compensation programs drive desired behaviors and results?
How have you addressed pay equity issues in previous roles?
What process do you use for annual compensation planning?
How do you communicate compensation programs to employees?

How do you leverage HR data and analytics to make strategic decisions? Provide specific examples of how you've used data to drive HR program design or improvements.

Areas to Cover

Types of HR analytics capabilities built or utilized
Experience using data to identify issues and opportunities
Approach to measuring program effectiveness and ROI
Examples of data-driven decisions that created business impact
Balance of qualitative and quantitative insights

Possible Follow-up Questions

What HR metrics do you believe are most important to track and why?
How do you build data literacy within HR teams?
How do you present HR data to executive teams effectively?
What technology have you found most effective for HR analytics?

How do you ensure HR compliance across multiple jurisdictions while maintaining business agility? Describe your approach to managing legal and regulatory requirements.

Areas to Cover

Experience managing compliance across different locations
Approach to balancing risk management with business needs
Methods for staying current on evolving regulations
Experience handling complex employee relations issues
Perspective on the partnership between HR and legal

Possible Follow-up Questions

How do you stay informed about changing employment laws?
How do you prepare the organization for significant regulatory changes?
How do you ensure consistent policy application while addressing local requirements?
How do you approach sensitive investigations or high-risk employee situations?

Interview Scorecard

Talent Management Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited expertise in talent acquisition, development and management
2: Solid understanding but lacks depth in some talent management areas
3: Comprehensive talent management expertise with proven implementation success
4: Exceptional talent strategist with innovative approaches and measurable results

Compensation & Benefits Knowledge

0: Not Enough Information Gathered to Evaluate
1: Basic understanding of compensation principles
2: Solid compensation knowledge but limited strategic application
3: Strong strategic compensation expertise with program design experience
4: Exceptional compensation strategist with innovative program design expertise

HR Operations & Technology Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience with HR systems and operational design
2: Basic operational experience but not comprehensive
3: Strong operational experience with technology implementation success
4: Exceptional operational expertise with transformative HR technology implementation

DEIB Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited DEIB experience beyond basic compliance
2: Some DEIB program experience but not comprehensive
3: Strong DEIB expertise with successful program implementation
4: Exceptional DEIB leader with innovative programs and measurable impact

HR Analytics Capabilities

0: Not Enough Information Gathered to Evaluate
1: Limited experience using data to inform HR decisions
2: Basic analytics experience primarily with standard metrics
3: Strong analytics expertise with experience driving decisions with data
4: Exceptional analytics capabilities with innovative approaches to HR measurement

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Lacks comprehensive HR expertise
2: Likely to Partially Achieve Goal - Has expertise in some areas but not all
3: Likely to Achieve Goal - Strong expertise across HR functional areas
4: Likely to Exceed Goal - Exceptional expertise with innovative strategic approach

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited experience with engagement initiatives
2: Likely to Partially Achieve Goal - Some experience but results unclear
3: Likely to Achieve Goal - Strong experience improving engagement
4: Likely to Exceed Goal - Exceptional experience with transformative results

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited talent acquisition expertise
2: Likely to Partially Achieve Goal - Basic expertise but not comprehensive
3: Likely to Achieve Goal - Strong talent acquisition expertise
4: Likely to Exceed Goal - Exceptional talent acquisition strategist

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited expertise in these areas
2: Likely to Partially Achieve Goal - Basic expertise but lacks innovation
3: Likely to Achieve Goal - Strong expertise with successful implementation history
4: Likely to Exceed Goal - Exceptional expertise with innovative approaches

Candidate Recommendation

1: Strong No Hire - Significant gaps in HR functional expertise
2: No Hire - Some expertise but lacks breadth or depth needed
3: Hire - Strong HR expertise across key functional areas
4: Strong Hire - Exceptional expertise with innovative approaches

Case Study Presentation

Directions for the Interviewer

This exercise assesses the candidate's ability to analyze a complex people-related business challenge, develop a strategic approach, and communicate it effectively. It evaluates strategic thinking, problem-solving, business acumen, and communication skills in a simulated real-world scenario relevant to our organization.

Provide the case study to the candidate at least 48 hours before the interview to allow adequate preparation time. The case should address a significant HR challenge relevant to our organization, such as talent strategy during rapid growth, organizational redesign, culture transformation, or another complex people issue.

During the presentation, assess both content quality and delivery style. Look for strategic thinking, practical implementation plans, and executive-level communication skills. The Q&A portion is critical—challenge their assumptions and approach to evaluate their ability to think on their feet and defend their recommendations.

This exercise reveals how candidates would approach actual challenges in the role and provides insight into their executive presence and communication style.

Directions to Share with Candidate

"We'd like you to prepare a 30-minute presentation addressing a strategic people challenge we're facing. You'll have 30 minutes to present your analysis and recommendations, followed by 30 minutes of Q&A with our leadership team.

The case study is: [Company] is experiencing rapid growth and needs to scale our workforce by 50% over the next 18 months while maintaining our culture and high performance standards. We're expanding into new markets and facing intense competition for talent. Please analyze this situation and develop a comprehensive people strategy that addresses talent acquisition, employee development, culture sustainability, and organizational design. Include specific initiatives, implementation approach, timeline, resource requirements, and how you would measure success.

We're looking for strategic thinking, practical recommendations, and a clear implementation plan. Please prepare slides to guide your presentation and be ready to respond to questions from the leadership team."

Interview Scorecard

Strategic Analysis & Problem Solving

0: Not Enough Information Gathered to Evaluate
1: Surface-level analysis that misses key issues or context
2: Adequate analysis but lacks depth or strategic insight
3: Thorough analysis that identifies core issues and strategic implications
4: Exceptional analysis with nuanced understanding of interconnected factors

Solution Development & Creativity

0: Not Enough Information Gathered to Evaluate
1: Basic or conventional solutions without innovation
2: Solid solutions but largely standard approaches
3: Well-developed solutions with some innovative elements
4: Highly creative and effective solutions tailored to our specific context

Implementation Planning

0: Not Enough Information Gathered to Evaluate
1: Vague implementation approach lacking specifics
2: Basic implementation plan but gaps in practicality or thoroughness
3: Comprehensive, practical implementation plan with clear phases
4: Exceptional implementation plan addressing potential obstacles and contingencies

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited connection to business context or outcomes
2: Basic business understanding but not deeply integrated
3: Strong business perspective integrated throughout approach
4: Exceptional business acumen with clear ROI orientation

Communication & Executive Presence

0: Not Enough Information Gathered to Evaluate
1: Ineffective communication or lack of executive presence
2: Adequate communication but room for improvement in clarity or impact
3: Clear, compelling communication with appropriate executive presence
4: Exceptional communication that inspires confidence and engagement

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Strategy presented lacks comprehensiveness or alignment
2: Likely to Partially Achieve Goal - Strategy has some good elements but gaps exist
3: Likely to Achieve Goal - Strategy is comprehensive and well-aligned to objectives
4: Likely to Exceed Goal - Strategy is exceptional with innovative, high-impact elements

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited focus on engagement and culture
2: Likely to Partially Achieve Goal - Some culture elements but not comprehensive
3: Likely to Achieve Goal - Strong culture and engagement approach
4: Likely to Exceed Goal - Exceptional culture strategy with innovative approaches

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Weak or conventional talent acquisition approach
2: Likely to Partially Achieve Goal - Basic strategy that addresses some needs
3: Likely to Achieve Goal - Comprehensive talent strategy with clear metrics
4: Likely to Exceed Goal - Innovative talent strategy with multi-faceted approach

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited attention to these frameworks
2: Likely to Partially Achieve Goal - Basic approach but not innovative
3: Likely to Achieve Goal - Well-designed frameworks aligned to strategy
4: Likely to Exceed Goal - Innovative approaches that drive performance

Candidate Recommendation

1: Strong No Hire - Presentation revealed significant gaps in capability
2: No Hire - Presentation showed adequate but not compelling capabilities
3: Hire - Strong presentation demonstrating key capabilities needed
4: Strong Hire - Exceptional presentation showing outstanding potential

Team & Culture Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's leadership style, cultural fit, and ability to build effective relationships across the organization. It should be conducted by a mix of potential direct reports, peers, and other key stakeholders. The goal is to evaluate how the candidate builds teams, relates to others at various levels, and aligns with our organizational values and culture.

Pay special attention to the candidate's interpersonal style, emotional intelligence, and authenticity. Listen for evidence of their ability to adapt their communication and leadership approach to different audiences while remaining true to their core values. This interview should help determine whether the candidate would be successful navigating the specific cultural dynamics of our organization.

Encourage honest dialogue about both strengths and development areas. The candidate's self-awareness and growth mindset are important indicators of their potential success. Save time at the end for the candidate to ask questions of the team, as this interaction can reveal much about their collaborative style.

Directions to Share with Candidate

"This conversation is an opportunity to explore your leadership approach, how you build teams and relationships, and how you might fit with our organizational culture. You'll be meeting with a diverse group of stakeholders who would be working with you in this role. We encourage open, authentic dialogue to help us all determine whether this would be a successful partnership. We're interested in both your accomplishments and your learning journey as a leader."

Interview Questions

Tell us about your leadership philosophy and how it has evolved throughout your career. How would you describe your leadership style?

Areas to Cover

Core leadership values and principles
Self-awareness about leadership strengths and development areas
Examples of how they've adapted their style to different situations
Experience developing other leaders
Evolution and growth as a leader over time

Possible Follow-up Questions

How do you adapt your leadership style to different team members or situations?
What feedback have you received about your leadership style?
How do you ensure your leadership approach aligns with organizational culture?
What leadership challenges are you currently working on improving?

Describe how you've built, developed, and led high-performing HR teams. What approaches have been most effective?

Areas to Cover

Team building and development philosophy
Experience recruiting and developing HR talent
Approach to creating team cohesion and collaboration
Methods for driving high performance and accountability
Examples of successful team transformations or achievements

Possible Follow-up Questions

How do you address performance issues within your team?
How do you develop future leaders within the HR function?
How do you foster innovation and continuous improvement?
What team structures have you found most effective for HR organizations?

How do you build relationships and influence across different levels and functions of an organization?

Areas to Cover

Approach to stakeholder relationship development
Methods for influencing without authority
Experience partnering with skeptical business leaders
Communication adaptability for different audiences
Examples of successfully navigating organizational politics

Possible Follow-up Questions

How do you build credibility with business leaders who may be skeptical of HR?
How do you balance being a trusted advisor to executives while advocating for employees?
How do you navigate competing priorities across different stakeholder groups?
How do you approach difficult conversations with senior leaders?

Tell us about a time when you had to drive cultural change in an organization. What was your approach and what results did you achieve?

Areas to Cover

Experience assessing and understanding organizational culture
Methods for defining desired culture and values
Change management approach for cultural initiatives
Examples of specific programs or initiatives implemented
Measurement of cultural change and impact

Possible Follow-up Questions

How did you gain buy-in for the cultural change?
What resistance did you encounter and how did you address it?
How did you sustain the cultural changes over time?
How did you make culture tangible rather than just aspirational?

What questions do you have for us about our team, culture, or organization?

Areas to Cover

Depth and thoughtfulness of questions
Focus areas that reveal priorities and values
Listening skills and ability to build on responses
Authenticity and genuine curiosity
Alignment between their questions and our culture

Possible Follow-up Questions

Based on our conversation, what excites you most about this opportunity?
What potential challenges do you see in joining our organization?
How would you approach your first 90 days to learn our culture?
What support would you need to be successful in our environment?

Interview Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Leadership approach is ineffective or misaligned with our needs
2: Adequate leadership capabilities but lacks distinction
3: Strong, effective leadership approach aligned with our culture
4: Exceptional leader who inspires and develops others

Relationship Building & Influence

0: Not Enough Information Gathered to Evaluate
1: Limited ability to build relationships and influence others
2: Basic relationship skills but may struggle with certain stakeholders
3: Strong relationship builder with effective influence skills
4: Exceptional relationship builder who creates trust at all levels

Cultural Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited experience or effectiveness in shaping culture
2: Some cultural leadership experience but impact unclear
3: Strong cultural leader with successful initiatives
4: Exceptional culture shaper with transformative impact

Emotional Intelligence

0: Not Enough Information Gathered to Evaluate
1: Limited self-awareness or social awareness
2: Basic emotional intelligence but room for growth
3: Strong emotional intelligence with good self-regulation
4: Exceptional emotional intelligence that enhances leadership

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Relationship or influence limitations would hinder strategy
2: Likely to Partially Achieve Goal - Has capability but may face cultural challenges
3: Likely to Achieve Goal - Strong relationship skills to drive strategy implementation
4: Likely to Exceed Goal - Exceptional ability to build coalitions for strategic change

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited cultural leadership capability
2: Likely to Partially Achieve Goal - Some cultural leadership but impact may be limited
3: Likely to Achieve Goal - Strong cultural leadership for engagement improvement
4: Likely to Exceed Goal - Exceptional culture shaper with proven engagement impact

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited influence to drive recruitment changes
2: Likely to Partially Achieve Goal - Some capability but may face resistance
3: Likely to Achieve Goal - Strong influence skills to transform talent acquisition
4: Likely to Exceed Goal - Exceptional ability to build talent acquisition coalitions

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited influence for complex change management
2: Likely to Partially Achieve Goal - Some capability but may face resistance
3: Likely to Achieve Goal - Strong change leadership for framework redesign
4: Likely to Exceed Goal - Exceptional change leader for transformative frameworks

Candidate Recommendation

1: Strong No Hire - Significant cultural or leadership fit concerns
2: No Hire - Some fit concerns that would limit effectiveness
3: Hire - Strong cultural fit with effective leadership approach
4: Strong Hire - Exceptional cultural fit with outstanding leadership capability

Final Executive Interview

Directions for the Interviewer

This final interview should be conducted by the CEO and/or relevant Board members and focuses on confirming the candidate's fit for the role based on insights gathered through the previous interviews. It's an opportunity to address any outstanding questions or concerns, discuss compensation expectations, and gauge mutual interest. The conversation should be more conversational than scripted, allowing for authentic dialogue.

Use this interview to assess executive presence, cultural alignment, and chemistry with the leadership team. Discuss the candidate's leadership vision and how they would contribute to the executive team beyond their functional role. This is also the time to sell the opportunity to the candidate if you're interested in moving forward.

Be prepared to discuss next steps in the process, including timeline for decision-making, reference checks, and potential start date. Ensure the candidate has clarity on compensation structure, benefits, and other terms before concluding.

Directions to Share with Candidate

"This conversation is an opportunity for us to address any remaining questions and discuss how we might work together. We'll explore your reflections on the interview process so far, your leadership vision for the CPO role at [Company], and your compensation expectations. This is also a chance for you to ask any questions about the role, our organization, or the leadership team that would help you evaluate whether this opportunity is right for you."

Interview Questions

Based on your conversations throughout this process, what excites you most about the CPO opportunity at [Company], and what gives you pause?

Areas to Cover

Level of engagement and enthusiasm for the opportunity
Self-awareness about potential challenges or concerns
Alignment between their interests and our needs
Authenticity and transparency in their reflection
Thoughtfulness about organizational fit

Possible Follow-up Questions

How does this opportunity compare to others you might be considering?
What would need to be true for you to be successful here?
What support would you need from me and the executive team?
How do you see yourself complementing our current leadership team?

If you were to join us, what would be your top three priorities in the first 90 days, and how would you approach them?

Areas to Cover

Initial focus areas and rationale for prioritization
Balance between learning and action
Approach to stakeholder engagement and relationship building
Assessment methodology for understanding current state
Thoughtfulness about change management

Possible Follow-up Questions

How would you balance urgent needs with longer-term initiatives?
How would you approach building relationships across the organization?
What information would you need from us to refine these priorities?
How would you measure your success after 90 days?

How would you describe your ideal partnership with the CEO and executive team? What does a successful working relationship look like to you?

Areas to Cover

Vision for executive team collaboration
Communication style and preferences
Approach to managing disagreement or conflict
Expectations of CEO support and involvement
Balance of autonomy and alignment

Possible Follow-up Questions

How have you successfully partnered with CEOs in the past?
How do you approach disagreements with other executives?
What do you need from a CEO to be successful?
How do you balance being a thought partner and a functional leader?

Tell me about the organizational culture you aspire to create, and how you would partner with the executive team to build and sustain it.

Areas to Cover

Cultural vision and values alignment with our organization
Understanding of culture as a business driver
Approach to operationalizing culture in practices and systems
Methods for measuring and evolving culture
Perspective on executive team's role in culture-building

Possible Follow-up Questions

How do you balance preserving culture while driving necessary change?
How do you help leaders model and reinforce desired culture?
How have you successfully shifted culture in previous organizations?
How do you ensure culture transcends physical location in hybrid work environments?

What questions do you have for me about the role, organization, or anything else we've discussed throughout this process?

Areas to Cover

Depth and thoughtfulness of questions
Focus areas that reveal priorities and values
Ability to build on previous conversations
Comfort level engaging with CEO/Board
Questions about organization, role, or leadership team

Possible Follow-up Questions

Based on everything you've learned, what would you need to accept this role?
What timeline are you working with for making a decision?
What else would be helpful for you to know about this opportunity?
How do you feel about the interview process so far?

Let's discuss compensation expectations to ensure we're aligned. What are you looking for in terms of compensation structure and total package?

Areas to Cover

Compensation expectations and flexibility
Understanding of various compensation vehicles
Prioritization of different elements (base, bonus, equity, benefits)
Transparency and reasonableness of expectations
Alignment with our compensation philosophy and ranges

Possible Follow-up Questions

How do you think about the balance between fixed and variable compensation?
What benefits or perks are most important to you?
How have your compensation expectations evolved over your career?
What would make this a compelling package for you beyond just the numbers?

Interview Scorecard

Executive Partnership Potential

0: Not Enough Information Gathered to Evaluate
1: Limited ability to partner effectively at executive level
2: Basic partnership capabilities but may not be optimal
3: Strong potential for effective executive partnership
4: Exceptional executive partner who will enhance leadership team

Strategic Clarity & Prioritization

0: Not Enough Information Gathered to Evaluate
1: Unclear priorities or misaligned with business needs
2: Basic priorities but may lack strategic focus
3: Clear, well-reasoned priorities aligned with business needs
4: Exceptional strategic clarity with perfect prioritization

Cultural Alignment & Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited cultural alignment or leadership capability
2: Basic alignment but may not fully embody our values
3: Strong cultural alignment with effective leadership approach
4: Exceptional cultural fit with transformative leadership potential

Compensation Alignment

0: Not Enough Information Gathered to Evaluate
1: Expectations significantly misaligned with our range
2: Expectations at upper end of our range with limited flexibility
3: Expectations aligned with our range with reasonable flexibility
4: Expectations highly aligned with clear win-win potential

Overall Fit & Readiness

0: Not Enough Information Gathered to Evaluate
1: Significant concerns about fit or readiness for role
2: Some concerns that may limit effectiveness
3: Strong overall fit with readiness for the challenge
4: Exceptional fit with outstanding readiness for immediate impact

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Strategic approach misaligned with our needs
2: Likely to Partially Achieve Goal - Some strategic capability but gaps exist
3: Likely to Achieve Goal - Strong strategic capability well-aligned with our needs
4: Likely to Exceed Goal - Exceptional strategist who will transform our approach

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited cultural leadership capability
2: Likely to Partially Achieve Goal - Some capability but may not be transformative
3: Likely to Achieve Goal - Strong cultural leadership aligned with our values
4: Likely to Exceed Goal - Exceptional cultural leader who will significantly impact engagement

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Talent approach misaligned with our needs
2: Likely to Partially Achieve Goal - Basic approach that may have limited impact
3: Likely to Achieve Goal - Strong talent strategy aligned with our needs
4: Likely to Exceed Goal - Exceptional talent strategist who will transform our approach

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited expertise in these areas
2: Likely to Partially Achieve Goal - Basic capability but may lack innovation
3: Likely to Achieve Goal - Strong expertise aligned with our needs
4: Likely to Exceed Goal - Exceptional expertise with transformative potential

Final Candidate Recommendation

1: Strong No Hire - Significant concerns about fit or capability
2: No Hire - Some concerns that outweigh potential benefits
3: Hire - Strong candidate who meets our key requirements
4: Strong Hire - Exceptional candidate who will drive significant impact

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed in the Chief People Officer position.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.

Scores and interview notes are important data points but should not be the sole factor in making the final decision.

Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

What are the candidate's strengths relative to our key competencies for this role?

Guidance: Focus the discussion on how the candidate's capabilities align with the essential behavioral competencies: Strategic Leadership, Business Acumen, Change Management, Executive Presence, and Talent Development.

What are the candidate's development areas or potential concerns?

Guidance: Discuss any gaps in experience, skills, or approach that might impact the candidate's effectiveness in the role.

Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Calls

Directions for Conducting Reference Checks

Reference checks are a crucial final step in validating our assessment of the Chief People Officer candidate. These conversations provide valuable third-party perspectives on the candidate's leadership effectiveness, strategic impact, and potential fit for our organization.

Aim to speak with at least 3-4 references, including former supervisors, peers, and direct reports to get a comprehensive view. When possible, ask the candidate to facilitate introductions to ensure references are expecting your call.

Focus on validating specific aspects of the candidate's experience that are most critical for success in this role. Listen carefully for patterns across references and note both consistencies and inconsistencies with what you learned during interviews.

Remember that even positive references often contain valuable nuance about working style, development areas, and how to best support the candidate if hired. These conversations can provide important onboarding insights.

The same questions can be used for multiple reference calls, though you may want to tailor certain questions based on the reference's specific relationship with the candidate.

Questions for Reference Checks

What was your working relationship with [Candidate], and how long did you work together?

Guidance: Establish the context of the relationship, including reporting lines, timeframe, and how closely they worked together. This helps calibrate the rest of the feedback.

How would you describe [Candidate]'s leadership style and effectiveness as an HR/People leader?

Guidance: Listen for specific examples that illustrate leadership approach, impact on organizations and teams, and alignment with our culture. Probe for both strengths and development areas in their leadership.

Can you describe [Candidate]'s strategic impact on the organization? What were their most significant contributions?

Guidance: Focus on understanding their ability to connect people initiatives to business outcomes. Ask for specific examples of strategic initiatives they led and their measurable impact.

How effectively did [Candidate] partner with the executive team and influence across the organization?

Guidance: Assess their ability to build relationships at senior levels, influence without authority, and navigate complex organizational dynamics. This is critical for C-suite effectiveness.

What were [Candidate]'s key strengths and development areas? How did they respond to feedback?

Guidance: Listen for self-awareness, learning agility, and growth mindset. Pay attention to whether development areas mentioned align with critical requirements for our role.

How would you describe [Candidate]'s approach to developing organizational culture and driving change initiatives?

Guidance: Understand their track record in shaping culture and leading organizational transformation. Ask for specific examples of culture initiatives and their effectiveness.

On a scale of 1-10, how highly would you recommend [Candidate] for this Chief People Officer role, and why?

Guidance: The numerical rating helps quantify their overall assessment, while the explanation often reveals the most insightful feedback. Follow up on both positive and concerning aspects mentioned.

Reference Check Scorecard

Strategic Leadership Capability

0: Not Enough Information Gathered to Evaluate
1: Limited strategic leadership capability reported
2: Moderate strategic leadership with some impact
3: Strong strategic leadership with significant impact
4: Exceptional strategic leader who transformed organizations

Executive Influence & Partnership

0: Not Enough Information Gathered to Evaluate
1: Struggled to influence at executive level
2: Variable effectiveness in executive partnerships
3: Effective executive partner with good influence skills
4: Exceptional executive partner with outstanding influence

Change Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Limited effectiveness leading organizational change
2: Moderately effective with some successful initiatives
3: Highly effective change leader with proven track record
4: Transformational change leader with exceptional results

Team Leadership & Talent Development

0: Not Enough Information Gathered to Evaluate
1: Limited team development capability
2: Basic team leadership with moderate effectiveness
3: Strong team leader who develops high-performing teams
4: Exceptional team builder with outstanding talent development

Cultural Leadership Impact

0: Not Enough Information Gathered to Evaluate
1: Limited impact on organizational culture
2: Some cultural initiatives with variable effectiveness
3: Significant positive impact on organizational culture
4: Transformational culture leader with lasting impact

Design and implement a comprehensive people strategy aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited strategic capability reported
2: Likely to Partially Achieve Goal - Mixed feedback on strategic impact
3: Likely to Achieve Goal - Strong strategic capability confirmed
4: Likely to Exceed Goal - Exceptional strategic impact validated

Elevate employee engagement scores through culture initiatives and management practices

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited culture impact reported
2: Likely to Partially Achieve Goal - Some culture impact but mixed results
3: Likely to Achieve Goal - Strong culture impact confirmed
4: Likely to Exceed Goal - Transformational culture impact validated

Develop and execute a talent acquisition strategy that improves hiring metrics

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited talent impact reported
2: Likely to Partially Achieve Goal - Some talent initiatives with mixed results
3: Likely to Achieve Goal - Strong talent strategy impact confirmed
4: Likely to Exceed Goal - Exceptional talent strategy validated

Redesign performance management and compensation frameworks

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal - Limited impact in these areas reported
2: Likely to Partially Achieve Goal - Some initiatives with mixed results
3: Likely to Achieve Goal - Strong impact confirmed in these areas
4: Likely to Exceed Goal - Exceptional impact validated in these areas

Frequently Asked Questions

How should I modify this interview guide for companies of different sizes?

For smaller companies, you might focus more on the CPO's ability to be hands-on while still strategic, potentially combining some interviews and simplifying the case study. For larger enterprises, place greater emphasis on organizational complexity, scale, and the candidate's experience managing large HR teams and multiple HR specialties.

What if a candidate has strong HR expertise but limited C-suite experience?

Focus on assessing their executive presence, strategic thinking, and ability to influence at senior levels. You might add specific questions about how they've partnered with executives in the past and how they envision stepping into a more strategic role. The case study presentation becomes even more important in this scenario to evaluate their strategic capabilities.

Should I use the same evaluation criteria for internal and external candidates?

While the core competencies should remain consistent, you might adjust the emphasis slightly. For internal candidates, focus more on their growth potential and ability to transition from their current role, while acknowledging their existing organizational knowledge. For external candidates, place more emphasis on cultural fit and their ability to quickly understand the business context.

How can I assess a candidate's ability to handle our specific industry challenges?

Tailor the case study to reflect your industry's specific people challenges. Additionally, add industry-specific questions to the Leadership & Vision Interview and ensure references can speak to relevant experience. Consider creating a special interview focused on industry knowledge if this is particularly critical for your context.

What's the best way to assess cultural fit for this senior role?

The Team & Culture Interview is designed specifically for this purpose, but cultural alignment should be evaluated throughout the process. Pay attention to the questions candidates ask, how they interact with different stakeholders, and their articulation of values and leadership philosophy. The cultural fit assessment should focus on alignment with your values while avoiding homogeneous thinking.

How important is the case study presentation for CPO candidates?

The case study is extremely valuable for CPO candidates as it provides insight into their strategic thinking, problem-solving approach, and communication style in a simulated real-world scenario. It gives a preview of how they would approach complex people challenges in your organization and how effectively they can present to executive stakeholders.