Interview Guide for

Program Manager

Welcome to the comprehensive Program Manager interview guide. This resource combines industry best practices with structured behavioral interviewing techniques to help you identify high-performing program managers who can successfully lead complex initiatives. The carefully designed interview sequence and targeted questions will help you assess candidates' ability to plan, execute, and deliver results while effectively managing stakeholders and teams.

How to Use This Guide

This interview guide serves as your roadmap to consistently evaluate Program Manager candidates and make data-driven hiring decisions. Yardstick's approach combines structured interviews with objective assessment to help you identify top talent.

Customize for Your Needs: Adapt this guide to align with your company's specific requirements, culture, and the unique aspects of your program management role.
Collaborate with Your Team: Share this guide with all interviewers to ensure alignment on evaluation criteria and interview approach for a cohesive assessment process.
Maintain Consistency: Use the same questions and evaluation criteria for all candidates to enable fair comparisons and reduce bias in your decision-making.
Utilize Follow-up Questions: Dig deeper with the provided follow-up questions to get beyond prepared answers and understand how candidates have handled real situations.
Complete Scorecards Independently: Have each interviewer complete their scorecard before discussing the candidate to prevent groupthink and capture diverse perspectives.

For more insights on structured interviewing, check out our guide on how to conduct a job interview and learn about the importance of using structured interviews when hiring.

Job Description

Program Manager

About [Company]

[Company] is a forward-thinking organization committed to innovation and excellence. We foster a collaborative environment where talented individuals come together to solve complex problems and deliver impactful solutions to our clients and customers.

The Role

As a Program Manager at [Company], you will be responsible for overseeing the planning, execution, and delivery of strategic programs and initiatives. This is a critical role that directly contributes to our organizational success by ensuring projects are completed on time, within budget, and to the highest quality standards. Your ability to coordinate multiple workstreams while managing stakeholder expectations will be instrumental in driving positive outcomes.

Key Responsibilities

Define program scope, objectives, and deliverables in collaboration with stakeholders
Develop comprehensive program plans including timelines, milestones, resources, and budgets
Lead cross-functional teams and facilitate effective communication and collaboration
Proactively identify and mitigate risks throughout the program lifecycle
Monitor program progress against established KPIs and report on performance
Manage stakeholder relationships and expectations effectively
Identify and implement process improvements to enhance program efficiency
Ensure program deliverables meet quality standards and align with strategic goals
Provide mentorship and guidance to team members

What We're Looking For

5+ years of experience in program or project management
Bachelor's degree in Business Administration, Project Management, or related field
Strong understanding of project management methodologies (Agile, Waterfall, Scrum)
Proven ability to lead complex programs and cross-functional teams
Exceptional communication and stakeholder management skills
Experience with project management tools and software
Strong analytical and problem-solving capabilities
Detail-oriented with exceptional organizational skills
Ability to prioritize and manage multiple competing tasks
Adaptability and resilience when facing changing priorities
Collaborative mindset with a focus on team success

Why Join [Company]

At [Company], we believe in empowering our employees to grow professionally while making a meaningful impact. We foster a culture of innovation, collaboration, and continuous learning.

Competitive salary: [Pay Range]
Comprehensive benefits package including health, dental, and vision insurance
Professional development opportunities and career advancement
Flexible work arrangements
Collaborative and inclusive work environment
[Additional benefits specific to company]

Hiring Process

We've designed our hiring process to be thorough yet efficient, allowing us to make timely decisions while getting to know you well.

Initial Screening: A 30-minute conversation with our recruiter to discuss your background and interest in the role.
Program Planning Exercise: A practical assessment where you'll develop a high-level program plan based on a scenario we provide.
Career & Experience Discussion: An in-depth conversation about your professional journey and relevant program management experience.
Stakeholder Management & Leadership Interview: Focused discussion on how you manage stakeholders and lead teams through complex programs.
Optional: Process Improvement & Problem-Solving Interview: Additional evaluation of your approach to optimization and resolving program challenges.

Ideal Candidate Profile (Internal)

Role Overview

The Program Manager will be responsible for overseeing complex initiatives from inception to completion. This role requires someone who can effectively plan and execute programs, manage stakeholders at all levels, lead cross-functional teams, communicate clearly and persuasively, and continuously improve processes. The ideal candidate is both strategic and detail-oriented, with the ability to see the big picture while managing the day-to-day execution.

Essential Behavioral Competencies

Program Planning & Management: Ability to define clear program objectives, develop comprehensive plans, manage resources effectively, track progress against goals, and ensure successful program execution and delivery.

Stakeholder Management: Skill in identifying, analyzing, and managing stakeholder expectations and concerns; building trust-based relationships; and communicating effectively with diverse stakeholders to gain support and ensure program success.

Team Leadership & Collaboration: Capacity to lead, motivate, and coordinate cross-functional teams; foster a collaborative environment; delegate effectively; develop team members' capabilities; and resolve conflicts constructively.

Communication: Proficiency in clear, concise, and persuasive communication across various formats and audiences; active listening; and the ability to translate complex technical information into accessible terms for different stakeholders.

Process Improvement: Aptitude for identifying inefficiencies, analyzing root causes, developing and implementing solutions, and continuously optimizing processes to enhance program effectiveness and outcomes.

Desired Outcomes

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements
Establish effective governance structures and reporting mechanisms that provide timely and accurate program status updates to stakeholders
Build and maintain strong stakeholder relationships across all levels of the organization
Lead cross-functional teams effectively, ensuring clear roles, accountability, and high performance
Identify and implement at least two significant process improvements annually that enhance program efficiency

Ideal Candidate Traits

Strategic thinker who can see the big picture while managing tactical details
Natural leader who can influence without direct authority
Excellent communicator who adapts messaging for different stakeholders
Highly organized with exceptional time management and prioritization skills
Proactive problem-solver who anticipates and mitigates risks
Adaptable and resilient in the face of changing priorities and challenges
Diplomatic negotiator who can balance competing interests and priorities
Data-driven decision-maker who leverages metrics to track progress and success
Customer-focused with strong emphasis on quality and stakeholder satisfaction
Self-motivated professional who takes ownership and drives results

Screening Interview

Directions for the Interviewer

This initial screening interview aims to evaluate candidates' core program management experience, approach, and skills. The goal is to determine if they have the fundamental capabilities and mindset required for successful program management at [Company]. Focus on understanding their program management methodology, experience with complex initiatives, stakeholder management approach, and team leadership style. The questions are designed to provide insights into their planning capabilities, communication skills, and problem-solving approach. Listen for concrete examples that demonstrate success in previous program management roles.

Be sure to allocate 5-10 minutes at the end for the candidate to ask questions. Their questions can provide valuable insights into what they value and how they think about program management.

Directions to Share with Candidate

We'll spend the next 30 minutes discussing your program management experience and approach. I'll ask you several questions about your background, methodology, and how you've handled specific program management situations in the past. I encourage you to provide specific examples whenever possible. At the end, you'll have time to ask any questions you may have about the role or [Company].

Interview Questions

Tell me about your experience managing complex programs. What types of programs have you led, and what was your approach to ensuring their success?

Areas to Cover

Scope and scale of programs managed
Industries or domains where they have program management experience
Methodologies and frameworks used
Key responsibilities in previous program management roles
Metrics used to measure program success
Challenges encountered and how they were overcome

Possible Follow-up Questions

How many concurrent programs have you managed at once?
What was the largest budget you've managed for a program?
How did you determine which methodology to use for different programs?
What tools or software do you typically use for program management?

Walk me through your process for developing a program plan from initial concept to execution.

Areas to Cover

Approach to gathering requirements and defining scope
Stakeholder identification and engagement
Resource planning and allocation
Risk assessment and mitigation planning
Timeline and milestone development
Budget planning and management
Communication and reporting frameworks
Governance structure establishment

Possible Follow-up Questions

How do you handle scope changes during program planning?
How do you ensure alignment between program objectives and organizational goals?
What techniques do you use to estimate resource needs accurately?
How do you incorporate lessons learned from previous programs?

Describe a situation where you had to manage multiple stakeholders with competing priorities. How did you handle it?

Areas to Cover

Identification of stakeholders and their interests
Methods for balancing competing priorities
Communication strategies used
Negotiation and conflict resolution approaches
Decision-making process
Results achieved
Lessons learned

Possible Follow-up Questions

How did you maintain relationships with stakeholders whose priorities couldn't be fully accommodated?
What criteria did you use to prioritize among competing demands?
How did you communicate difficult decisions to stakeholders?
What would you do differently if faced with a similar situation now?

Tell me about a time when a program you were managing faced significant challenges or was at risk of missing critical deadlines. How did you turn it around?

Areas to Cover

Nature of the challenges faced
Initial impact assessment
Actions taken to address the issues
Resources mobilized or reallocated
Communication with stakeholders
Adjustments to the program plan
Outcome and results
Preventive measures implemented afterward

Possible Follow-up Questions

How did you identify the root causes of the issues?
What early warning signs did you notice or wish you had noticed?
How did you prioritize which issues to address first?
What did you learn from this experience that you've applied to subsequent programs?

How do you approach leading cross-functional teams, particularly when you don't have direct authority over team members?

Areas to Cover

Team building and motivation strategies
Influence without authority techniques
Communication and collaboration approaches
Goal setting and alignment methods
Performance management without direct authority
Conflict resolution strategies
Team recognition practices

Possible Follow-up Questions

How do you handle team members who aren't meeting their commitments?
What strategies have you found most effective for gaining buy-in from team members?
How do you balance team needs with individual needs?
Can you share a specific example of successfully leading a team without direct authority?

How do you typically track and report program progress? What metrics do you find most valuable?

Areas to Cover

Key performance indicators used
Tracking tools and methodologies
Reporting frequency and formats
Approaches to measuring program health
Methods for identifying and addressing variances
Stakeholder communication regarding progress
Continuous improvement of reporting processes

Possible Follow-up Questions

How do you determine the appropriate level of detail for different stakeholders?
How have you used data visualization in your reporting?
Can you give an example of how you've used metrics to identify and address an emerging issue?
How do you balance quantitative and qualitative measures of program health?

Interview Scorecard

Program Planning & Management

0: Not Enough Information Gathered to Evaluate
1: Shows limited experience with program planning; lacks structured approach to program management
2: Has basic program planning skills but may struggle with complex initiatives; methodology not fully developed
3: Demonstrates strong program planning abilities; uses established methodologies; shows competence in managing program execution
4: Exhibits exceptional program planning expertise; tailors methodologies to fit specific needs; proven track record of successful program delivery

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Shows minimal experience managing diverse stakeholders; struggles with competing priorities
2: Can manage straightforward stakeholder relationships but may have difficulty with complex dynamics
3: Demonstrates effective stakeholder management; balances competing interests appropriately; communicates well with various stakeholders
4: Exhibits superior stakeholder management skills; navigates complex political environments effectively; proactively addresses stakeholder concerns

Team Leadership & Collaboration

0: Not Enough Information Gathered to Evaluate
1: Shows limited experience leading teams; relies primarily on formal authority
2: Can lead teams in straightforward situations but may struggle with challenging team dynamics
3: Demonstrates effective team leadership; shows ability to influence without authority; fosters collaboration
4: Exhibits exceptional leadership capabilities; inspires team performance; creates highly collaborative environments; develops team members

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication is unclear or inconsistent; struggles to adapt messaging to different audiences
2: Communicates adequately in standard situations but may have difficulty with complex or sensitive communications
3: Demonstrates clear, consistent communication; adapts style appropriately; listens effectively
4: Exhibits superior communication skills; highly persuasive; exceptional listener; masterfully handles difficult conversations

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on limited experience with successful program delivery
2: May Partially Achieve Goal but likely to face challenges with timelines, budget, or quality
3: Likely to Achieve Goal based on demonstrated experience with program delivery
4: Likely to Exceed Goal with exceptional track record of delivering programs ahead of schedule, under budget, with outstanding quality

Establish effective governance structures and reporting mechanisms

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal due to limited experience with program governance
2: May Partially Achieve Goal but governance structures may lack completeness or effectiveness
3: Likely to Achieve Goal based on demonstrated experience with program governance
4: Likely to Exceed Goal with innovative and highly effective governance approaches

Build and maintain strong stakeholder relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated stakeholder management approach
2: May Partially Achieve Goal with some stakeholders but not across all levels
3: Likely to Achieve Goal based on relationship-building approach
4: Likely to Exceed Goal with exceptional stakeholder management skills

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Work Sample: Program Plan Development

Directions for the Interviewer

This work sample assesses the candidate's ability to develop a high-level program plan based on a realistic scenario. It evaluates their planning methodology, risk assessment capabilities, resource allocation approach, and overall program management mindset. Provide the candidate with the scenario and requirements at least 24 hours before the interview to allow adequate preparation time.

During the session, focus on understanding their thought process rather than looking for a specific "right" answer. The quality of their planning approach, assumptions made, risks identified, and how they would handle contingencies are more important than the specific details of their plan. Ask probing questions to understand why they made specific choices and how they would adjust their plan as the program progresses.

Directions to Share with Candidate

I'll be asking you to walk me through the program plan you've prepared based on the scenario provided. We're interested in understanding your approach to program planning, including how you establish governance, manage risks, allocate resources, set milestones, and engage stakeholders. Please explain your thinking and assumptions as you present your plan. After your presentation, I'll ask some follow-up questions to better understand your approach.

This exercise is designed to simulate a real program planning situation, though simplified for time constraints. There's no single "right" answer – we're more interested in your planning methodology and thought process.

Program Planning Scenario

You are the newly appointed Program Manager for a cross-functional digital transformation initiative at [Company]. The program aims to implement a new customer relationship management (CRM) system that will replace three legacy systems and standardize customer management processes across sales, marketing, and customer service departments. The program must be completed within 12 months and has a budget of $1.5 million.

Your task is to develop a high-level program plan that includes:

Program governance structure
Major phases and key milestones
Resource requirements
Risk assessment and mitigation strategies
Stakeholder engagement approach
Success metrics and reporting framework

Additional context:

The organization has 500+ employees across three locations
Sales, marketing, and customer service departments have historically operated independently with different processes
There is some resistance to change, particularly from the sales team
IT resources are limited and shared across multiple initiatives
The executive team has identified this as a strategic priority

Please prepare a 15-minute presentation of your program plan. You may use slides, a document, or any other format you prefer. Be prepared to discuss your rationale and answer questions about your approach.

Interview Questions

Walk me through your program governance structure. How would you ensure appropriate oversight and decision-making?

Areas to Cover

Program leadership structure
Decision-making framework and authorities
Escalation paths
Governance meeting cadence and participants
Change control process
Role of executive sponsors
Integration with existing organizational governance

Possible Follow-up Questions

How did you determine the appropriate level of governance for this program?
How would you handle decisions that cut across different departments?
What would your approach be if governance decisions were being delayed?
How would you balance governance rigor with program agility?

Explain your phasing approach and key milestones. How did you determine this structure?

Areas to Cover

Logic behind program phases
Milestone selection criteria
Dependencies between phases
Critical path considerations
Timeline feasibility assessment
Approach to scheduling
Balance between quick wins and long-term objectives

Possible Follow-up Questions

How would you adjust this timeline if the executive team wanted to accelerate completion?
Which milestones do you consider most at risk, and why?
How did you account for testing and training in your timeline?
What contingencies have you built into your schedule?

How did you approach risk assessment for this program? What do you consider the top risks, and how would you mitigate them?

Areas to Cover

Risk identification methodology
Risk assessment criteria (impact, probability)
Top program risks identified
Mitigation strategies for key risks
Risk monitoring approach
Contingency planning
Residual risk management

Possible Follow-up Questions

How would you handle an emerging risk not identified in your initial assessment?
What's your approach to balancing risk mitigation costs against potential impact?
How would you engage stakeholders in risk management?
How would you handle a risk that becomes an issue despite mitigation efforts?

Describe your approach to stakeholder engagement, particularly given the resistance from the sales team.

Areas to Cover

Stakeholder identification and analysis
Communication planning for different stakeholder groups
Specific strategies for the resistant sales team
Approach to gathering and incorporating feedback
Methods for building buy-in and support
Change management integration
Measurement of stakeholder satisfaction and engagement

Possible Follow-up Questions

How would you identify informal influencers within the sales team?
What specific tactics would you use to address concerns from resistant stakeholders?
How would you adjust your approach if initial engagement efforts weren't successful?
How would you balance addressing stakeholder concerns with maintaining program momentum?

How would you approach resource allocation for this program, especially given the limited IT resources?

Areas to Cover

Resource requirements identification
Resource allocation prioritization
Approach to handling resource constraints
Strategies for sharing limited resources
Skills assessment and gap analysis
External resource considerations
Resource utilization optimization

Possible Follow-up Questions

How would you handle competing priorities for the same IT resources?
What would your approach be if you determined additional resources were necessary?
How would you measure and monitor resource utilization?
What strategies would you employ to maximize efficiency of limited resources?

Interview Scorecard

Program Planning & Management

0: Not Enough Information Gathered to Evaluate
1: Plan lacks structure; phases and milestones are not clearly defined; minimal consideration of constraints
2: Basic plan with standard phases; some gaps in milestone definition; limited consideration of dependencies
3: Well-structured plan with logical phases; clear milestones; appropriate consideration of constraints and dependencies
4: Exceptional plan with innovative approach; comprehensive milestones; sophisticated handling of constraints and dependencies

Risk Management

0: Not Enough Information Gathered to Evaluate
1: Minimal risk identification; mitigation strategies are vague or unrealistic
2: Basic risk assessment; standard mitigation approaches; limited contingency planning
3: Comprehensive risk assessment; well-developed mitigation strategies; appropriate contingency planning
4: Exceptional risk management; innovative mitigation approaches; sophisticated contingency planning with triggers

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Limited stakeholder analysis; generic engagement approach; minimal strategies for resistance
2: Basic stakeholder mapping; standard engagement tactics; some specific approaches for resistance
3: Comprehensive stakeholder analysis; tailored engagement strategies; effective approaches for managing resistance
4: Sophisticated stakeholder management; innovative engagement techniques; exceptional strategies for building buy-in

Resource Planning

0: Not Enough Information Gathered to Evaluate
1: Incomplete resource requirements; minimal strategies for handling constraints
2: Basic resource planning; standard approaches to constraints; limited optimization
3: Comprehensive resource planning; effective strategies for constraints; good optimization approaches
4: Exceptional resource planning; innovative solutions to constraints; sophisticated optimization strategies

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated planning approach
2: May Partially Achieve Goal but likely to face challenges with timeline, budget, or quality
3: Likely to Achieve Goal with sound planning methodology and execution approach
4: Likely to Exceed Goal with exceptional planning, creative solutions, and robust execution strategy

Establish effective governance structures and reporting mechanisms

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal due to inadequate governance structure
2: May Partially Achieve Goal but governance or reporting framework has gaps
3: Likely to Achieve Goal with well-designed governance and reporting approach
4: Likely to Exceed Goal with innovative and highly effective governance and reporting frameworks

Lead cross-functional teams effectively

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on team leadership approach
2: May Partially Achieve Goal but may struggle with certain team dynamics
3: Likely to Achieve Goal with solid team leadership strategy
4: Likely to Exceed Goal with exceptional team leadership capabilities

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Chronological Interview

Directions for the Interviewer

This interview focuses on understanding the candidate's career progression and program management experience over time. The goal is to assess their growth, learning, and development as a program manager. Spend more time on recent and relevant roles, particularly those involving similar scope and complexity to this position.

Focus on understanding the context of their work — team size, budget, stakeholders involved, challenges faced, and results achieved. Listen for patterns in their career that demonstrate progressive responsibility, increasing complexity of programs managed, and growth in leadership capabilities.

Pay particular attention to the candidate's approach to program management and how it has evolved over time. Look for evidence of adaptability, continuous learning, and the ability to apply lessons from past experiences to new challenges.

Directions to Share with Candidate

In this interview, we'll walk through your career experience chronologically, focusing on your program management roles and responsibilities. I'll ask you about specific programs you've managed, the challenges you faced, and the results you achieved. This helps us understand your growth and experience as a program manager. Feel free to use specific examples and share both successes and lessons learned from challenging situations.

Interview Questions

Let's start with an overview of your career. What drew you to program management, and how has your approach evolved over time?

Areas to Cover

Initial interest in program management
Career progression and development
Evolution of program management philosophy
Key influences on management style
Growth in skills and capabilities
Adaptation to changing methodologies and practices
Professional development pursued

Possible Follow-up Questions

What aspects of program management do you find most rewarding?
How have industry or methodology changes affected your approach?
What professional development has been most valuable to you?
How has your leadership style evolved throughout your career?

Starting with your most recent role at [Company X], tell me about your position and responsibilities.

Areas to Cover

Role scope and responsibilities
Types of programs managed
Program size (budget, team, timeline)
Reporting structure and level of authority
Key stakeholders managed
Technologies or methodologies used
Performance metrics and results achieved
Reason for leaving or seeking new opportunities

Possible Follow-up Questions

What were the most significant programs you managed in this role?
How did you measure success for these programs?
What were the biggest challenges you faced?
How would your manager and team describe your management style?

Tell me about a particularly complex program you managed in this role. What made it complex, and how did you ensure its success?

Areas to Cover

Program scope and objectives
Sources of complexity (technical, organizational, stakeholder)
Approach to planning and execution
Challenges encountered and how they were addressed
Team composition and management
Stakeholder management approach
Results achieved compared to expectations
Lessons learned

Possible Follow-up Questions

How did you prioritize competing demands within this program?
What unexpected issues arose, and how did you handle them?
How did you keep stakeholders aligned throughout the program?
What would you do differently if you were to manage this program again?

Moving to your previous role at [Company Y], how did your responsibilities differ from your most recent position?

Areas to Cover

Changes in scope and responsibility
Differences in program types or industries
Team size and composition variations
Reporting structure changes
Different methodologies or tools used
Growth in skills or capabilities
Challenges of the transition
Key accomplishments in this role

Possible Follow-up Questions

How did you adapt your management style to the different environment?
What new skills did you develop in this role?
How did your previous experience prepare you for this position?
What was the most significant learning from this role?

Tell me about a program that didn't go as planned during your career. What happened, and what did you learn from it?

Areas to Cover

Program context and objectives
Initial approach and planning
Issues that arose and their causes
Actions taken to address problems
Impact on program outcomes
Communication with stakeholders
Personal and team learnings
How learnings were applied to subsequent programs

Possible Follow-up Questions

At what point did you realize the program was at risk?
What would you have done differently with hindsight?
How did you communicate challenges to stakeholders?
How has this experience influenced your approach to program management?

Looking across your career, how have you approached process improvement in the programs you've managed?

Areas to Cover

Methodology for identifying improvement opportunities
Examples of process improvements implemented
Approach to measuring improvement impact
Stakeholder engagement in improvement initiatives
Challenges encountered in implementing changes
Results achieved through improvements
Evolution of improvement approach over time

Possible Follow-up Questions

How do you prioritize which processes to improve?
How do you gain buy-in for process changes from resistant stakeholders?
What tools or techniques have you found most helpful for process improvement?
Can you share a specific example where your process improvement significantly impacted program outcomes?

Which of your past roles do you think has best prepared you for this Program Manager position, and why?

Areas to Cover

Relevance of previous experience to this role
Transferable skills and knowledge
Similar challenges or environment
Applicable methodologies or approaches
Relevant stakeholder management experience
Team leadership similarities
Industry or domain knowledge applicability

Possible Follow-up Questions

What aspects of this role do you think might be new or challenging for you?
How would you apply specific experiences from that role to this position?
What additional skills or knowledge do you think you'd need to develop?
How does this role fit into your overall career progression?

Interview Scorecard

Program Planning & Management Evolution

0: Not Enough Information Gathered to Evaluate
1: Limited growth in planning capabilities; relies on basic approaches regardless of program complexity
2: Some evidence of evolving planning approaches; adapts methodologies but may lack sophistication
3: Clear progression in planning capabilities; adapts approaches appropriately for different programs
4: Exceptional growth trajectory; sophisticated and nuanced planning approaches; continues to evolve and innovate

Stakeholder Management Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience with diverse stakeholders; minimal evidence of effective stakeholder management
2: Some experience managing stakeholders; handles routine stakeholder situations but may struggle with complexity
3: Substantial experience with diverse stakeholders; demonstrates effective management of complex stakeholder situations
4: Extensive and sophisticated stakeholder management experience; exceptional results in challenging stakeholder environments

Team Leadership Growth

0: Not Enough Information Gathered to Evaluate
1: Minimal growth in leadership capabilities; limited evidence of effective team leadership
2: Some growth in leadership skills; handles routine team leadership but may struggle with complex dynamics
3: Significant growth in leadership capabilities; demonstrates effective leadership in various situations
4: Exceptional leadership development; sophisticated approach to different team dynamics; consistent success in team leadership

Process Improvement Track Record

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of process improvement initiatives; minimal impact on program effectiveness
2: Some examples of process improvements; standard approaches with moderate impact
3: Strong track record of meaningful process improvements; measurable impact on program outcomes
4: Exceptional history of innovative process improvements; significant measurable impact on program effectiveness

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on historical performance
2: May Partially Achieve Goal but history suggests potential challenges with timeline, budget, or quality
3: Likely to Achieve Goal based on demonstrated track record of successful program delivery
4: Likely to Exceed Goal with proven history of exceptional program delivery performance

Build and maintain strong stakeholder relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on stakeholder management history
2: May Partially Achieve Goal but past performance suggests potential relationship challenges
3: Likely to Achieve Goal based on demonstrated stakeholder relationship skills
4: Likely to Exceed Goal with proven excellence in building and maintaining stakeholder relationships

Identify and implement process improvements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on limited process improvement history
2: May Partially Achieve Goal but scope or impact of improvements may be limited
3: Likely to Achieve Goal based on demonstrated process improvement capabilities
4: Likely to Exceed Goal with proven track record of significant process innovations

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Competency Interview: Stakeholder Management and Leadership

Directions for the Interviewer

This interview focuses on assessing the candidate's abilities in stakeholder management and team leadership – two critical competencies for successful program managers. The questions are designed to evaluate how the candidate builds relationships with diverse stakeholders, handles conflicting priorities, communicates effectively, and leads teams through complex initiatives.

Listen for specific examples that demonstrate the candidate's approach to stakeholder engagement, communication strategies, conflict resolution techniques, and leadership style. Pay attention to how they balance competing interests, influence without authority, and build trust with stakeholders at all levels. Also evaluate their ability to lead cross-functional teams, particularly in situations where they don't have direct authority over team members.

Directions to Share with Candidate

In this interview, we'll focus on your experience with stakeholder management and team leadership. I'll ask you about specific situations where you've managed complex stakeholder relationships and led teams through challenging initiatives. Please provide concrete examples from your experience, describing the situation, your actions, and the results achieved. I'm interested in understanding not just what you did, but why you chose those approaches and what you learned from the experiences.

Interview Questions

Describe a situation where you had to manage stakeholders with competing priorities or conflicting interests. How did you approach it? (Stakeholder Management)

Areas to Cover

Nature of the competing priorities or conflicts
Stakeholder analysis approach
Communication strategies employed
Methods for finding common ground
Negotiation and compromise tactics
Decision-making process
Resolution achieved
Relationship management throughout the process

Possible Follow-up Questions

How did you identify each stakeholder's core needs versus their stated positions?
What specific techniques did you use to build trust with the stakeholders?
How did you handle stakeholders who remained unsatisfied with the resolution?
What would you do differently if faced with a similar situation now?

Tell me about a program where you had to influence senior leadership to gain support or resources. What was your approach, and what was the outcome? (Stakeholder Management, Communication)

Areas to Cover

Context of the needed support or resources
Understanding of senior leadership priorities and concerns
Preparation and research conducted
Communication approach tailored to leadership
Data and evidence presented
Strategies for building credibility and trust
Results of the influence attempt
Follow-up and relationship management

Possible Follow-up Questions

How did you adapt your communication style for different leaders?
What objections did you encounter, and how did you address them?
How did you demonstrate the value proposition to leadership?
What have you learned about influencing senior stakeholders throughout your career?

Describe a time when you led a cross-functional team through a challenging program or phase. What leadership approaches did you use? (Team Leadership & Collaboration)

Areas to Cover

Team composition and dynamics
Nature of the challenges faced
Leadership style and approaches
Methods for building team cohesion
Decision-making processes
Conflict resolution techniques
Performance management approaches
Results achieved by the team

Possible Follow-up Questions

How did you establish your leadership credibility with the team?
What techniques did you use to motivate team members from different functions?
How did you handle team members who weren't meeting expectations?
What would you do differently if leading a similar team now?

Tell me about a time when you had to communicate difficult news or changes to stakeholders. How did you approach it? (Communication, Stakeholder Management)

Areas to Cover

Nature of the difficult news or changes
Stakeholder impact analysis
Communication planning process
Message framing and delivery approach
Channels used and timing considerations
Handling of questions and concerns
Follow-up communication and support
Outcomes and lessons learned

Possible Follow-up Questions

How did you prepare for potential reactions?
What specific techniques did you use to maintain trust during the process?
How did you balance transparency with appropriate messaging?
How did you support stakeholders through the change or difficulty?

Describe a situation where you needed to resolve a conflict within your program team. What was your approach? (Team Leadership & Collaboration, Communication)

Areas to Cover

Nature and source of the conflict
Impact on the program and team dynamics
Initial assessment approach
Conflict resolution techniques employed
Communication methods used
Balance of team vs. individual needs
Resolution outcome
Preventive measures implemented afterward

Possible Follow-up Questions

How did you remain neutral while addressing the conflict?
What techniques do you find most effective for resolving different types of conflicts?
How did you rebuild team cohesion after the conflict?
What have you learned about conflict resolution throughout your career?

Tell me about a time when you needed to lead organizational change as part of a program. How did you engage stakeholders and manage resistance? (Stakeholder Management, Team Leadership & Collaboration)

Areas to Cover

Nature and scope of the change
Stakeholder impact assessment
Change management approach
Communication strategy
Methods for addressing resistance
Techniques for building buy-in and support
Implementation and monitoring approach
Results and lessons learned

Possible Follow-up Questions

How did you identify potential sources of resistance?
What specific techniques did you use to build change champions?
How did you measure the effectiveness of your change management approach?
What have you learned about leading change that you'd apply to future programs?

Interview Scorecard

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Demonstrates limited ability to manage stakeholder relationships; struggles with competing priorities
2: Shows basic stakeholder management skills; handles straightforward situations but may struggle with complexity
3: Exhibits strong stakeholder management capabilities; effectively balances competing interests; builds good relationships
4: Demonstrates exceptional stakeholder management; navigates complex dynamics with sophistication; builds strong trust-based relationships

Team Leadership & Collaboration

0: Not Enough Information Gathered to Evaluate
1: Shows limited leadership capabilities; struggles to build team cohesion or manage conflicts
2: Demonstrates basic team leadership; handles routine situations but may struggle with complex team dynamics
3: Exhibits strong leadership skills; builds effective teams; manages conflicts constructively; fosters collaboration
4: Demonstrates exceptional leadership; inspires high performance; expertly navigates complex team dynamics; builds highly collaborative environments

Communication

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or adaptability; struggles with difficult messages or diverse audiences
2: Shows adequate communication skills; handles routine communication but may struggle with complexity
3: Demonstrates strong communication capabilities; adapts style appropriately; delivers difficult messages effectively
4: Exhibits exceptional communication skills; highly persuasive; masterfully tailors approach to different situations and audiences

Influence Without Authority

0: Not Enough Information Gathered to Evaluate
1: Relies primarily on formal authority; limited toolset for influencing without position power
2: Shows basic influencing skills; some success in straightforward situations
3: Demonstrates effective influence without authority; builds buy-in through multiple approaches
4: Exhibits sophisticated influence capabilities; consistently achieves results through relationships, expertise, and persuasion

Build and maintain strong stakeholder relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated stakeholder approach
2: May Partially Achieve Goal but likely to face challenges with certain stakeholder groups
3: Likely to Achieve Goal based on demonstrated relationship-building approach
4: Likely to Exceed Goal with exceptional stakeholder relationship capabilities

Lead cross-functional teams effectively

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated leadership approach
2: May Partially Achieve Goal but may struggle with certain team dynamics
3: Likely to Achieve Goal based on demonstrated team leadership capabilities
4: Likely to Exceed Goal with exceptional team leadership skills

Establish effective governance structures and reporting mechanisms

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated governance approach
2: May Partially Achieve Goal but structures may lack effectiveness
3: Likely to Achieve Goal based on demonstrated governance capabilities
4: Likely to Exceed Goal with sophisticated governance approach

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Optional Competency Interview: Process Improvement and Problem Solving

Directions for the Interviewer

This optional interview focuses on evaluating the candidate's capabilities in process improvement and problem-solving, which are essential for program managers who need to continuously optimize operations and navigate complex challenges. The questions are designed to assess how the candidate identifies inefficiencies, analyzes root causes, develops solutions, and implements improvements.

Listen for specific examples that demonstrate the candidate's analytical thinking, creativity in problem-solving, and ability to drive meaningful process improvements. Pay attention to their systematic approach, how they measure success, and their ability to engage others in improvement initiatives. Also evaluate their resilience when facing obstacles and their capacity to learn from both successes and failures.

Directions to Share with Candidate

In this interview, we'll focus on your experience with process improvement and problem-solving in program management. I'll ask you about specific situations where you've identified and implemented improvements or resolved complex problems. Please provide concrete examples from your experience, describing the situation, your approach, and the results achieved. I'm interested in understanding your methodology for approaching improvements and problems, as well as the impact of your solutions.

Interview Questions

Tell me about a significant process improvement you implemented in a program you managed. What was your approach from identification to implementation? (Process Improvement)

Areas to Cover

How the improvement opportunity was identified
Analysis conducted to understand the current process
Root cause analysis approach
Solution development methodology
Stakeholder engagement in the improvement process
Implementation strategy
Measurement of results
Sustainability of the improvement

Possible Follow-up Questions

How did you prioritize this improvement among other potential opportunities?
What resistance did you encounter, and how did you address it?
How did you ensure the improvement was sustainable?
What would you do differently if implementing this improvement again?

Describe a complex problem you encountered in a program that required innovative thinking to solve. How did you approach it? (Problem Solving, Process Improvement)

Areas to Cover

Nature and context of the problem
Initial assessment and problem definition
Analysis methodology
Creative thinking techniques used
Alternative solutions considered
Decision-making process
Implementation approach
Results and impact of the solution

Possible Follow-up Questions

How did you engage others in the problem-solving process?
What constraints did you face, and how did you work within them?
How did you validate that your solution would be effective?
What lessons did you learn from this experience?

Tell me about a time when you needed to improve program efficiency due to resource constraints or budget limitations. What was your approach? (Process Improvement, Problem Solving)

Areas to Cover

Context and nature of the constraints
Assessment of current resource utilization
Efficiency opportunity identification methodology
Prioritization approach
Solution development process
Implementation strategy
Impact on program efficiency
Balance of quality and efficiency

Possible Follow-up Questions

How did you identify which areas offered the greatest efficiency opportunities?
How did you ensure quality wasn't compromised while improving efficiency?
What specific tools or techniques did you use to optimize resources?
How did you get buy-in from stakeholders for the efficiency measures?

Describe a situation where you implemented data-driven improvements to a program. How did you use metrics to identify opportunities and measure success? (Process Improvement)

Areas to Cover

Types of data and metrics used
Data collection and analysis approach
How opportunities were identified from the data
Improvement targets setting
Implementation methodology
Measurement framework for success
Results achieved
Ongoing monitoring approach

Possible Follow-up Questions

How did you ensure you were measuring the right things?
What challenges did you face in collecting or analyzing the data?
How did you communicate data insights to stakeholders?
How did you balance quantitative and qualitative factors in your decision-making?

Tell me about a time when your initial approach to solving a program issue wasn't working, and you needed to pivot to a new solution. How did you handle it? (Problem Solving, Process Improvement)

Areas to Cover

Initial problem and approach
How the need to pivot was identified
Assessment of the situation
New solution development process
Managing stakeholder expectations during the change
Implementation of the new approach
Results achieved with the new solution
Lessons learned from the experience

Possible Follow-up Questions

How did you recognize that the initial approach wasn't working?
How did you balance persistence with knowing when to change course?
How did you maintain team morale and stakeholder confidence during the pivot?
What did this experience teach you about your problem-solving approach?

Describe how you've used retrospectives or lessons learned to drive continuous improvement in programs you've managed. (Process Improvement)

Areas to Cover

Retrospective methodology
Frequency and timing of retrospectives
Facilitation approach
Participation and engagement strategies
How insights were captured and prioritized
Implementation of learnings
Impact on subsequent program phases or new programs
Evolution of the retrospective process itself

Possible Follow-up Questions

How do you create an environment where team members feel comfortable sharing honest feedback?
How do you prioritize which improvements to implement from retrospectives?
How do you ensure lessons learned are actually applied to future work?
How have you evolved your retrospective approach over time?

Interview Scorecard

Process Improvement

0: Not Enough Information Gathered to Evaluate
1: Shows limited process improvement capabilities; approaches lack structure or impact
2: Demonstrates basic process improvement skills; uses standard approaches with moderate results
3: Exhibits strong process improvement capabilities; implements effective improvements with measurable impact
4: Demonstrates exceptional process improvement expertise; drives innovative, high-impact improvements consistently

Problem Solving

0: Not Enough Information Gathered to Evaluate
1: Problem-solving approach lacks structure or effectiveness; struggles with complex issues
2: Shows adequate problem-solving skills; resolves straightforward problems but may struggle with complexity
3: Demonstrates strong problem-solving capabilities; effectively addresses complex issues with good results
4: Exhibits exceptional problem-solving expertise; innovative approaches to complex problems; outstanding results

Analytical Thinking

0: Not Enough Information Gathered to Evaluate
1: Analysis lacks depth or structure; limited use of data in decision-making
2: Shows basic analytical capabilities; uses straightforward analysis techniques
3: Demonstrates strong analytical thinking; effectively uses data and structured analysis
4: Exhibits sophisticated analytical capabilities; leverages multiple analytical approaches; exceptional insights

Innovation & Adaptability

0: Not Enough Information Gathered to Evaluate
1: Shows limited innovation or adaptability; relies on conventional approaches
2: Demonstrates some innovation; adapts to change but may not drive creative solutions
3: Exhibits good innovation capabilities; adapts well to change; develops creative solutions
4: Demonstrates exceptional innovation; highly adaptable; consistently develops novel, effective approaches

Identify and implement process improvements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated process improvement approach
2: May Partially Achieve Goal but improvements may lack significance or sustainability
3: Likely to Achieve Goal based on demonstrated improvement methodology
4: Likely to Exceed Goal with exceptional process improvement capabilities

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on problem-solving and efficiency approach
2: May Partially Achieve Goal but likely to face challenges with complex constraints
3: Likely to Achieve Goal based on demonstrated problem-solving capabilities
4: Likely to Exceed Goal with exceptional problem-solving and optimization skills

Establish effective governance structures and reporting mechanisms

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal based on demonstrated reporting and measurement approach
2: May Partially Achieve Goal but systems may lack comprehensiveness
3: Likely to Achieve Goal based on demonstrated governance and reporting capabilities
4: Likely to Exceed Goal with sophisticated governance and measurement approaches

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

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. 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.

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 Checks

Directions for Conducting Reference Checks

Reference checks are a critical final step in the hiring process for Program Managers. While many reference checks yield limited insights, this is often because they're conducted superficially. The questions below are designed to gain deeper insights into the candidate's program management capabilities, leadership style, and performance in previous roles.

When setting up reference calls, ask the candidate to make the initial introduction to their references. This establishes a connection and increases the likelihood of candid feedback. Explain to references that their input is valuable for understanding how to best support the candidate if hired, not just for making a hiring decision.

Keep in mind that reference checks should provide objective information to complement your assessment, rather than simply confirming what you already believe. Be open to new information that might contradict or enhance your current understanding of the candidate. If you hear consistent feedback across multiple references that contradicts your interview assessment, it's worth reconsidering your evaluation.

This reference check format can be used with multiple references, including former managers, colleagues, and direct reports to gain a comprehensive view of the candidate.

Questions for Reference Checks

In what capacity did you work with [Candidate], and for how long?

Guidance: Establish the context of the relationship and the reference's ability to provide relevant feedback. Deeper insights usually come from those who worked closely with the candidate for a significant period.

Can you describe the scope and complexity of the programs that [Candidate] managed while working with you?

Guidance: This helps verify the candidate's experience and understand the scale and complexity of programs they've managed. Listen for details about budget size, team size, stakeholder diversity, and program duration.

How would you describe [Candidate]'s approach to program planning and execution?

Guidance: Look for insights into the candidate's methodology, thoroughness, and ability to balance planning with execution. Pay attention to whether they have a structured approach and how they adapt when plans need to change.

Can you give me an example of how [Candidate] handled a particularly challenging program situation or crisis?

Guidance: This question reveals problem-solving abilities, resilience, and leadership under pressure. Listen for specific examples that demonstrate how they analyze problems, develop solutions, and lead teams through difficulties.

How effective was [Candidate] at managing stakeholders, particularly those with competing priorities or at senior levels?

Guidance: Stakeholder management is crucial for program managers. Listen for specific techniques the candidate used to build relationships, manage expectations, and navigate organizational politics.

How would you describe [Candidate]'s leadership style when managing program teams?

Guidance: This reveals how the candidate motivates teams, handles conflicts, and drives performance. Pay attention to whether their style would fit with your organization's culture and the specific needs of this role.

On a scale of 1-10, how likely would you be to hire [Candidate] again for a similar role, and why?

Guidance: This direct question often reveals true feelings about the candidate's capabilities. Ask for specific reasons for the rating, whether high or low. A hesitation or qualification even with a high rating can be revealing.

Reference Check Scorecard

Program Planning & Management

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant weaknesses in planning or execution
2: Reference suggests adequate but unremarkable planning and execution capabilities
3: Reference confirms strong planning and execution skills with good results
4: Reference enthusiastically endorses exceptional planning and execution abilities with outstanding results

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Reference indicates difficulties managing stakeholder relationships
2: Reference suggests adequate stakeholder management in routine situations
3: Reference confirms effective stakeholder management across various situations
4: Reference enthusiastically endorses sophisticated stakeholder management with exceptional results

Team Leadership & Collaboration

0: Not Enough Information Gathered to Evaluate
1: Reference indicates leadership weaknesses or team management issues
2: Reference suggests adequate but unremarkable leadership capabilities
3: Reference confirms strong leadership skills with positive team outcomes
4: Reference enthusiastically endorses exceptional leadership abilities with outstanding team results

Problem Solving & Resilience

0: Not Enough Information Gathered to Evaluate
1: Reference indicates weaknesses in problem-solving or handling pressure
2: Reference suggests adequate problem-solving in routine situations
3: Reference confirms strong problem-solving abilities even in challenging situations
4: Reference enthusiastically endorses exceptional problem-solving and resilience

Successfully plan and deliver complex programs on time, within budget, and meeting all quality requirements

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate is unlikely to achieve this goal
2: Reference suggests candidate may partially achieve this goal with support
3: Reference confirms candidate is likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate will exceed expectations in this area

Build and maintain strong stakeholder relationships

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate is unlikely to achieve this goal
2: Reference suggests candidate may partially achieve this goal with support
3: Reference confirms candidate is likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate will exceed expectations in this area

Lead cross-functional teams effectively

0: Not Enough Information Gathered to Evaluate
1: Reference suggests candidate is unlikely to achieve this goal
2: Reference suggests candidate may partially achieve this goal with support
3: Reference confirms candidate is likely to achieve this goal based on past performance
4: Reference enthusiastically endorses candidate will exceed expectations in this area

Frequently Asked Questions

How should I adapt this interview guide if we need to hire a Program Manager with specific industry experience?

You can customize the work sample and interview questions to reflect your industry context. For example, if hiring for healthcare, create a scenario involving healthcare systems integration. You might also add industry-specific questions to the screening interview and adjust the ideal candidate profile to highlight relevant industry knowledge. Remember that for experienced Program Managers, transferable skills often matter more than specific industry background.

Should we include additional technical assessments for Program Managers who will be managing technology implementations?

While technical knowledge can be valuable, avoid deep technical assessments unless the role specifically requires technical decision-making. Instead, include questions about managing technical teams, communicating with technical and non-technical stakeholders, and translating technical concepts. The work sample can include a technical component while focusing on the candidate's ability to plan and manage rather than their technical expertise.

How can we evaluate remote program management capabilities if this is a remote position?

Incorporate questions about remote collaboration tools, virtual stakeholder management, and distributed team leadership into your interviews. You might adapt the work sample to include a remote collaboration component or add a specific competency interview focused on remote work effectiveness. Look for evidence of strong communication skills, proactive problem-solving, and experience with remote work tools. Learn more about interviewing for adaptability, which is especially important for remote work.

What if our Program Manager needs to manage programs across multiple countries or cultures?

Add questions about cross-cultural communication and global team management to your interviews. Look for candidates with experience working across time zones and with diverse teams. You might include a scenario in the work sample that involves international considerations or add specific questions about navigating cultural differences. Consider evaluating language skills if relevant to your specific needs.

How should we weigh experience versus potential for this role?

For Program Manager roles, experience with similar scope and complexity is valuable, but don't overlook candidates who show strong potential with transferable skills. Look for evidence of progressive responsibility, learning agility, and success in handling increasing complexity. Weigh each candidate's specific strengths against your organization's needs and available support. A candidate with less experience but exceptional stakeholder management and leadership skills may outperform someone with more years but weaker soft skills.

How can we ensure our assessment of Program Managers is unbiased and objective?

Using this structured interview guide with consistent questions and evaluation criteria for all candidates helps reduce bias. Ensure diverse interview panels, complete scorecards independently before discussing candidates, and focus on evidence from interviews rather than assumptions. The behavior-based questions and work sample provide objective data points for evaluation. Consider reviewing your notes for potential bias triggers and focus on specific examples rather than general impressions.