OBJECTIVES
Create an understanding of Selection tools and techniques and their appropriateness Understand competency based selection
Learn interviewing skills Understand the need for psychometric testing
LEARNING GRID
Unconscious competence
IV
Unlearning/Review Practice
Conscious competence
III
Learning/Training
Unconscious Incompetence I
Awareness
Conscious incompetence II
Manpower Planning Setting Specs Advertising/Consultant/Online/Referral Shortlisting CVs Calling candidates Group Process/Psychometric Testing Interviews Offer letter Joining Induction Training Grooming for productivity
Selected
Not selected
Selection Techniques
Interviews Tests - General Ability,special aptitudes Simulation exercise Work Sample Tests Personality questionnaires Interest questionnaires Bio Data Reference Checks Group Discussions Handwriting Analysis etc. Case discussions Presentations On - field accompaniment In tray exercises Assessment Centres (combination of above items)
Assessment Centers (selection) Personality Tests Structured Interviews Typical Interviews References Astrology/Graphology
Chance
Interviews - with many How would you behave in the future questions
Any one tool cannot get all the data Need a set of different tools, which involve testing different faculties and behavior of candidates
Critical Attribute
Physical attribute : Attainment : e.g. 6 feet tall e.g. B.Tech
Competency Any quality or characteristic of a person, which underpins recurring successful performance
Skills :
The How - tos of the role Capabilities that can be transferred from one person to another
Knowledge
What you are aware of Factual ( things you know) Can & should be taught Experiential (understandings you have picked up along the way). Less Tangible and therefor much harder to teach
Talent
Recurring patterns of thought feeling behavior,that carve individual minds If someone does not have the talent as part of his filter , then very difficult for others to inject it.
DISTINGUISHING THRESHOLD
FUNCTIONAL
Describe directly observable behavior, or other specific evidence of an individuals competency Describe just one piece of behavior of evidence Not to be duplicated under two or more competencies Include a verb phrase i.e. describe action
Manages own time and personal activities Breaks complex activities into manageable tasks Identifies possible obstacles to planned achievements
Produces contingency plans for possible future occurrences Estimates in advance the resources and time scales needed to meet objectives Co-ordinates team activities to make the best use of individual skills and specializations
Communication Achievement orientation Customer Focus Team work Leadership Planning and organising Commercial awareness Flexibility Developing others Problem solving Analytical thinking Building relationships
Source: Competency based Recruitment & Selection by Robert Wood and Tim Payne
More conscious
KNOWLEDGE
More trainable
Interpersonal Skills Influencing Skills Results orientation Customer Concern Technical expertise Providing direction Analytical Thinking
Conceptual thinking Information seeking Staff development Team building Planning Decision Making
Interview
WHAT IS AN INTERVIEW?
A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries
Demonstrating that the company operates a fair and equitable selection procedure (Public Relations)
Goodwill Bank
SELECTION INTERVIEW - EFFECTIVENESS Bottom line Test - Answering Three key questions
(Competence)
( Motivation)
SELECTION INTERVIEW
IF EFFECTIVE Saves Time Better job/person matching Satisfied interviewers/Interviewees Good image / PR Tightening of recruitment process IF INEFFECTIVE May end up recruiting unfit candidates
Missing suitable candidates
Type of work you would do Type of people you would like to work with Training & development opportunities Chances of promotion Salary Job security Working condition Reputation/image of the organisation Geographical location Hours expected at work Benefits ( Company car, Pension , Loans etc.)
CANDIDATE
Expects Professionalism Realistic picture of job & company/organisation Input on where he stands (process, time scale etc.) Minimal Wait Objectivity
INTERVIEWER
Needs: Purpose of I/V Agreed Criteria Application form Time to prepare and judge job and company knowledge Skills to obtain & evaluate information and make effective judgements Relaxed and open minded Right attitude
List the things you would like to have seen when you last went for an interview. What did you expect from the company ?
No disturbance No phone Calls Seating - Neutral ( Perhaps an L shape ) No distraction in the vicinity No Power Statements Having water available on the table ( for candidate ) Have stationary ready ( for candidate )
Remember
INTERVIEW STRUCTURE
1
2
CA 1 CA2
Information Sorting
CA3 CA4
CA5
Assessment
Introduce yourself
Share - Interview purpose
Recruitment process Job Role ( briefly) Interview structure & Time
Check Understanding
QUESTIONING SKILLS
TYPE OF QUESTIONS
Factual recall Comparison Opinion Case Problems Hypothetical Rhetorical Leading Pumping
Structure of Questions
Do you - Did you - Can you - Will you - Could you Would you - Should you
Tell me, Describe For example?, For instance?, In what sense? How come?, In simpler terms...
Questioning Pattern
Broad Open ended
Probe
Narrow
Close Summarise
Purposeful Relevant Clear & concise Limited to one idea Neutral in tone & substance
The quality & value of answer depends on the quality of the question
QUESTIONS COVERAGE
WHAT Qs - Elicit information about knowledge, facts/data, opinions WHY Qs - Analytical skills , reasoning, logic etc. motivations( what elseHow else, Where else.) HOW Qs - Knowledge of functional skills, process/steps ( also analytical skills) HOW MUCH/HOW WELL Qs - validating achievements
INTERVIEW STRUCTURE
1. Opening 2. Current & Previous roles 3. Aspiration / Awareness 4. Education & Upbringing 5. Circumstances & Interest 6. Closing What, why, How well What, why, how realistic What, why, how well What, why, how well implication Description Motivation Achievement Causes relate past to present Trends, people are not static
The others listen,take notes ( factual) , ask questions around other key areas and observe non verbal behavior
Follow up at end of a section
Questioning Technique
Situation
Task Achievement Review
Telephonic Interviews
You cannot see the candidate , so you have to trust only two senses - hearing & intuition Do not short circuit the interview. The process should be the same as a face-to-face interview Follow the interview structure Use the funnel - what, why, how,how well Use many encouraging , prompting expressions ,like
Yes Tell me more Describe I see For example? In what sense?
INTERVIEW TIPS
Interviewers need to be provided with job description & specification of the requirements of the position to minimize the influence of stereotypes Interview questions need to be job related
Management Interviewing
Ask about aspirations before role Easy for candidate to obscure track record through
A look good, talk good candidate may land up interviewing the interviewer - superficial interview may take place
Focus on Roles
Management skills
How results are achieved and how the candidate handles the process of management
Setting objectives for self and team Decision making style - alone or team
Management focus
Motivational style - sort of environment in team. Leading team front or back Grooming others - spending time for developing people
TYPES OF INTERVIEWS
Unstructured Interview Situational Interview Behaviour Description interview Comprehensive structured interview
TALENT
What is Talent? A recurring pattern of thought, feeling or behavior that can be productively applied
TALENT
According to Gallup there are 3 kinds of talent:
1. Striving : Why of the person 2. Thinking: How of the person 3. Relating : Who of the person
Striving
Achiever ( A drive that is internal, constant & self imposed ) Mission ( a drive to put your beliefs into actions)
Thinking
Responsibility (A need to assume personal accountability for your work ) Numerical ( An affinity for numbers )
Relating
Relator ( a need to build bonds that last ) Command ( an ability to take charge )
Talent Interview
(Points to remember)
PSYCHOMETRIC TESTING
Psychological tests have been devised and are used primarily for the determination and analysis of individual differences in general intelligence,specific aptitudes , educational achievement , vocational fitness,and non intellectual personality traits. These tests have been used for a variety of psychological , educational cultural , sociological and employment studies of groups and for individuals
TEST - VARIATIONS
Placement Personnel selection Training & development Career & Succession Planning Diagnosis & recommendation of Performance problems Vocational education and career counseling
WHY TESTS
To reduce errors
SELECTING TESTS
SOURCES
METRICS INTERPRETATION
ONLINE TESTING
Standardization Easy to administer across locations Quick Automatic Reports Does not need interpretation expertise Still requires to be anchored by qualified persons
REFERENCE CHECKS
Verify claims made by the candidate Confirm selectors perceptions, sensing and inferences Clarify doubts that may have arisen during the selection process Add to understanding through input from referee or any specific area of concern Hear first hand from referee or anything significant about the candidate ( positive or dysfunctional)
Ensure that the candidate gives references that know him well Be clear on what you wish to ask the referee Let the referee know That his/her input is important that you care about the candidates career choice / direction
the context of the job that the candidate has applied for
Confirm referees extent of familiarity with the candidate Ask open ended questions to start with Follow through with pointed questions in your areas of concern THANK THE REFEREE for the time invested Do a 360 degree reference check
ASSESSMENT
ASSESSMENT GUIDELINES
RATINGS
Excellent - 4 Tremendous amount of data across all sections supporting the indicators. Goes beyond the indicators. A big strength area. This is where the candidate operates from,as a psychological platform ( will be an adjective for him )
RATINGS
V Good - 3 A lot of data from at least two three sections, or overwhelmingly in at least one section supporting the indicators. This is the way the indicators are defined. Supports with examples
RATINGS
Acceptable - 2 Evidence from at least one section of the interview. Supports at least 2/3 of the indicators. Will do. Exhibits data with some examples
RATINGS
Not acceptable - 1
Shows definite evidence of lack of the indicators. Falls short
Leniency
The Halo effect
Mirror image
Contrast
Projection
Happy Interviewing