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COMPETENCY BASED

RECRUITMENT AND SELECTION


Recruitment is…

The process of attracting people for the vacancy existing


and differentiating between them to find the right man
for the job
Hiring the right person is important
 Loss of productivity

 Frustration for coworkers and managers

 Career derailment for employee

 Countless hours of performance counseling and in the


end resignation/termination
One method to ensure that the right person is selected
for the right job is Competency Based Recruitment

It focuses on identifying those candidates that can


evidence those behaviourally defined characteristics
which underpin successful performance in the role you
are seeking to fill
What is competency?

An underlying characteristic of a person in that may be a


motive, a trait, a skill, an aspect of one’s self-image or
social role, or a body of knowledge which he or she uses
Knowledge + Skills +Attitude +Personal Characteristics

=
Competency
Types of Competencies
Competencies

Technical Knowledge Behavior Interpersonal

Critical to What candidates


success know & how they
think
HOW?
 Position Description

 Discussions with Dept Heads, Managers, Supervisors

 Incumbents

 Focus groups

 Make a list and classify according to category


An Example-Programmer Analyst
 Designs applications, significant subsystems, and/or
complete individual programs
 Identifies alternative implementations or strategies and
weigh the impact of each
 Must be able to work as a member of the team
 Experienced in C++
 Capable of learning new ideas quickly
 able to develop software of the highest quality in a
high pressure envt with other team members
 Able to meet deadlines
 Experienced with complex modules/systems
 Designs applications, significant subsystems, and/or
complete individual programs
 Identifies alternative implementations or strategies
and weigh the impact of each
 Must be able to work as a member of the team
 Experienced in C++
 Capable of learning new ideas quickly
 Able to develop software of the highest quality in a
high pressure envt with other team members
 Able to meet deadlines
 Experienced with complex modules/systems

TECHNICAL KNOWLEDGE BEHAVIOUR INTERPERSONAL


THE INTERVIEW
A Conventional Interview
 Questions are not designed systematically and not properly
structured

 Seldom equipped with formal guidelines regarding system


of rating/scoring the interview

 No standard format, therefore process of interviewing can


go in any direction

 Low reliability and validity

 Susceptible to bias & subjectivity


 The minute he walked in…he just looked like a
manager

 Handshake…he is not confident

 He smiles too much…for his own good

 I know…gut feeling…I can tell


Competency Based Interview
 A behavioural-based interviewing process designed to
provide employers with specific data that allows them to
predict future job related behaviour

 Questions will evolve around personal experiences of


the applicant and practical work related questions
designed around specific and pre-determined
competencies

 Standard scoring system which refers to behaviour


indicator
The CBT will be conducted as follows…

 Introductions
 Brief discussion of job
 Competency based interviewing
 Validation of technical/functional skills where
necessary
 Interviewee’s opportunity to ask questions
 Close out
The STAR Approach
 Situation in which you were involved

 Task you needed to accomplish

 Actions you took

 Results you achieved


Competency Based Interviews
 precludes notions

 is based on the assumption that “Past Behavior is an


indicator of Future Behavior”

 Decisions are made on facts

 Structured, job specific, focused on concrete and


intangible competencies
Example-HR Manager
 Competency-ability to recruit & interview
candidates
Q-Describe a time when you had a position open for an
unreasonably long period of time
Q-Tell me about a time when you hired someone who
later didn’t work out
 Competency-ability to develop & maintain up to
date job descriptions
Q-Describe your responsibilities
Q-Tell me about a time when you had difficulty
developing a job description
Comp. Based Int. enables you to…
 Identify skills & characteristics needed to succeed in a
specific work environment
 Isolate competencies required for a given job
 Earmark relevant experiences necessary to have
acquired these competencies
 Clarify what candidates have learned from their
experiences
 Determine whether candidates can explain what they
have learned on a given job & work environment
Other methods of CBR
 Work Sample Tasks

 Group Discussions

 Tests

 Application Form
However…
 No diversity-same mindsets

 Some positions require too much emphasis on


technical skills
To sum up…
 It is essential to get the right man into the right job
 Cost of an unsuccessful expense is one
organization cant afford
 Competencies can be developed; it is important to
assess the learning ability
 Gives the organization a tool to evaluate known
quantities and see them in a different light, and
evaluate their ability to make effective contribution to
the organization
The Selection Interview
What is an interview?
An agenda driven social exchange between strangers with opportunity
to meet and directly interact with the candidate Easier to define with a
set of circumstances:
 Interaction between two or more people
 Relatively formal
 Pre-planned
 Specific purpose know by all
 Structured
 Controlling role(s) (interviewer) and responsive role (interviewee)
Awareness of these roles by all
The Selection Interview
Advantages

 Provides an opportunity for the organisation to recruit good


candidates and educate them about the job

 Efficient and practical method for measuring a number of


applicant KSAs

 Can help an employer make either an early decisions about an


applicants suitability (Screening out) or a later one (selecting)

 The interviewer is a person who understands the job and the


organisation
The Selection Interview
Two stage selection interviewing
1. Screening interview
2. Selection interview

1. Screening Interview
• Assessing applicant on general characteristics (rather than on job
specific KSAO’s.

• Typically checking applicants’ minimum work


experiences/requirements needed for the job e.g. license
requirements and credentials

• Interviewer evaluations and decisions particularly influenced by the


participants’ GMA, social skills, and personality (eg. Extraversion
demonstrated in the interview)
The Selection Interview
Two stage selection interviewing
1. Screening interview
2. Selection interview

2. Selection Interview
• Used to assess specific job related KSAs

• Composed of questions concerning job related knowledge,


interpersonal skills, problem solving skills or other work related
experiences or behaviors.

• Successful candidates had higher scores on specific work related


experiences, social skills, job knowledge and skills assessed by
situational judgment tests.
The Selection Interview
Single interviewer versus a panel of interviewers

Panel interviews are more costly, but can offer the following
advantages:
• Representation of different viewpoints
• Specialist expertise
• Reduction of biases

 Single interviewer is more prominent in manual occupations and


clerical jobs

 Whereas panel interview is more prominent in technical and


management positions
The Selection Interview
Designing the Interview:

Plan the process


• Establish the purpose and agenda
• Determine how structured an interview it will be
• Determine who the interviewers will be
• Train the interviewers
• Develop interview structure I topics, question, etc.
• Think about interview setting
• Anticipate problems (especially for counseling, performance
appraisal or exit interviews)
The Selection Interview
Designing the Interview Questions:

Form of Questions:

Open vs. closed Questions

• Closed: used to elicit yes/ no response or specific information


 E.g. do you have a current drivers license?

• Open: used to generate a more lengthy, detailed response on a


specific topic:
 E.g. can you tell me about a time when you have encountered
an angry customer
The Selection Interview
Designing the Interview Questions:

Form of Questions:

Probing questions

• Elaboration probe: tell me more


• Clarification probe: is this what you mean?
• Reflective probe: you seem upset by this
• Repetitive probe: so you’ve said that
The Selection Interview
Designing the Interview Questions:

Types of Questions:

• Background Questions
• Situational Questions
• Behavioral Questions
• Job Knowledge and other KSA questions
Designing the Interview Questions:
Types of Questions:
• Background Questions
 Allows for direct questioning of work experience, training and
qualifications can be very specific:
e. g. What experience have you had erecting point of sale
material?
• Situational questions
• Identify specific activities representative of job use critical
incidents technique (e.g. dealing with customer complaints) and then
use this information to form questions
• Ask applicant how they would behave in this situation FUTURE
oriented
• Evaluated used BARS behaviorally anchored rating scales of 5
point likert scales on which examples of low, average and high
responses are written.
Designing the Interview Questions:
Types of Questions:
• Behavioral Interview Questions

• However they are non- hypothetical questions that are PAST


oriented
• “Tell me more about a time when you…”
• “Describe a situation when you…”
• Assessed using STAR questions situational, task, action,
results
Designing the Interview Questions:
Types of Questions:
Job knowledge questions

• Asks candidates to describe their knowledge of workplace


practices and procedures

• Can be very specific (e.g. industry specific such as hotel


management)

 Example: What steps would you follow to conduct a


brainstorming session with a group of employees on safety?
Designing the Interview Questions:
Types of Questions:
Job knowledge questions

• Asks candidates to describe their knowledge of workplace


practices and procedures

• Can be very specific (e.g. industry specific such as hotel


management)

 Example: What steps would you follow to conduct a


brainstorming session with a group of employees on safety?
Designing the Interview Questions:
Types of Questions:

Other KSA questions

Personal Relations KSA questions


• Assessing sociability and interpersonal interaction skills

• Use situational interview questions to address personal relations.


Such questions should have a structured scoring format
Interviewer Training
Needs to focus on
• Receiving information: make candidate relaxed and
comfortable, reduce administrative errors like misunderstanding
what was said, not correctly remember what the applicant said.
Want to increase the amount of information obtained and ensure
it’s accuracy (e.g. note taking skills, reducing applicant anxiety).

• Evaluating information: avoiding common errors, assigning the


correct KSA weightings, avoiding intuitive evaluation and being
systematic and rating on separate scales for each characteristic.

• Interviewer behaviour in the delivery of questions: improving


interviewers skill at maintaining control throughout the interview
and on enhancing awareness of how the interviewers behaviour is
influencing the interaction (e.g. on how to delivery questions, role
of interview structure).
The End!

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