Recruitment and competency based job interviewing

RECRUITMENT AND COMPETENCY-BASED JOB INTERVIEWING (CBI)

CHARLES COTTER

BOLIVIA LODGE, POLOKWANE

3-4 AUGUST 2015

TRAINING PROGRAMME OVERVIEW

• HR Planning process

• Recruitment process and methods Day 1• Selection process and methods

• Competency-based job interviews - theory Day 2• Competency-based job interviews - practical

INTRODUCTORY LEARNING ACTIVITY

• Complete the statement by inserting one (1) word only. In order to be an effective recruiter, I need to/to be .…………………………………..

• Now find other learners with the same word as you.

• Jot these words down on the flip-chart.

• Each learner will have the opportunity to elaborate on their chosen word.

HRM FUNCTIONS

HRM VALUE CHAIN PROCESS

• HR/Workforce Planning

• Attracting/Acquiring qualified and competent employees

• Retaining qualified and competent employees

• Motivating qualified and competent employees

• Evaluating qualified and competent employees

• Training and Developing qualified and competent employees

LEARNING ACTIVITY 1

• By referring to step 1: HR Planning of the HRM process, evaluate the efficiency and effectiveness of this step at your organization.

• Identify areas of improvement (gaps) and recommend how the HR function can enhance performance and value add.

HR PLANNING

BENEFITS OF HR PLANNING

• Eliminates surprises

• Smoothens out business cycles

• Identifies and alerts HR managers of problems early

• Prevents problems

• Takes advantages of opportunities

• Improves the image of the HR department

INTEGRATED HR AND BUSINESS PLANNING

HR PLANNING PROCESS

STEP 4 – HR PLANNING: RECONCILING

LEARNING ACTIVITY 2

• Apply steps 2 - 6 of the HR Planning process at your organization.

Step 2: Forecasting Human Resource Demand

Step 3: Analyzing Supply

Step 4: Reconciling

Step 5: HR Action Planning

Step 6: Monitor, Evaluate and Adjust the HR Action Plan

LEARNING ACTIVITY 3

• Review the efficiency and effectiveness of current organization Recruitment policy, procedure and process.

• Identify gaps and recommend improvement strategies.

RECRUITMENT PROCESS

• Defining the role (Job Analysis)

Job Specification Job Description

• Attracting applications

Recruitment methods (internal and external) Employee value proposition (EVP)

• Managing the application and selection process

• Making the appointment

COMPONENTS OF EVP

LEARNING ACTIVITY 4

• Develop a Recruitment Strategy for your organization. Focus on the following key components:

• Defining the role (Job Analysis):

Job description Job specification

• Attracting applicants:

Recruitment methods (internal and/or external) Develop an EVP for the department

MANAGING THE APPLICATION AND SELECTION PROCESS

• The Curriculum Vitae (CV) or

• The application form

• Dealing with applications

• The ‘candidate experience’

LEARNING ACTIVITY 5

• Describe how you will administer and manage the application process at your organization. Focus on the following key components:

• Collection and collation of application forms and CV’s

• Dealing with applicants

SELECTION PROCESS - ILLUSTRATION

SELECTION PROCESS AND METHODS

• Short-listing

• Assessing applicants to decide who should be offered a job

• Making the employment appointment (offer)

References Medical examinations Psychometric testing Performance tests

• Employment offer

LEARNING ACTIVITY 6

• Develop a Selection Strategy for your organization. Focus on the following key components:

Process

Selection methods

10 MISTAKES JOB INTERVIEWERS MAKE - ARTICLE

• LEARNING ACTIVITY 7

• Identify some of the key lessons/learning points from the article.

• Describe how these lessons can be applied to your organization’s competency-based job selection interview (CBI) process.

DEFINING COMPETENCY-BASED INTERVIEWS

• Competency-based interviews (also called structured interviews) are interviews where each question is designed to test one or more specific skills.

• The answer is then matched against pre-decided criteria and marked accordingly.

• For example, the interviewers may want to test the candidate's ability to deal with stress by asking first how the candidate generally handles stress and then asking the candidate to provide an example of a situation where he worked under pressure.

DIFFERENTIATING BETWEEN COMPETENCY-BASED INTERVIEWS AND NORMAL INTERVIEWS

• Normal interviews are essentially a conversation where the interviewers ask a few questions that are relevant to what they are looking for but without any specific aim in mind other than getting an overall impression of you as an individual.

• Questions are fairly random and can sometimes be quite open.

• Competency-based interviews are more systematic, with each question targeting a specific skill or competency.

• Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples.

• The interviewers will then dig further into the examples by asking for specific explanations about the candidate's behaviour or skills.

CBI PROCESS FLOW

SKILLS AND COMPETENCIES FOR CBI

Adaptability

Compliance

Communication

Conflict management

Creativity and Innovation

Decisiveness

Delegation

External awareness

Flexibility

Independence

Influencing

Integrity

Leadership

Leveraging diversity

Organisational awareness

Resilience and tenacity

Risk taking

Sensitivity to others

Team work

HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED

Positive indicators Negative indicators

Demonstrates a positive approach towards the problem.

Considers the wider need of the situation

Recognises his own limitations

Is able to compromise

Is willing to seek help when necessary

Uses effective strategies to deal with pressure/stress

Perceives challenges as problems

Attempts unsuccessfully to deal with the situation alone

Used inappropriate strategies to deal with pressure/stress

HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED

S-T-A-R CBI QUESTIONING PROCESS

CBI CHECKLIST

• Prepare for the interview

• Follow a logical sequence

• Create a proper environment

• Relax the candidate

• Let the candidate do the talking

• Perfect your questioning

CBI CHECKLIST

• Become a better listener

• Keep your reactions to yourself

• Stay in control

• Take notes

• Sell but don’t oversell the position

• Conclude on a proper note

HOW TO MASTER ASKING BEHAVIOURAL INTERVIEW QUESTIONS - ARTICLE

• LEARNING ACTIVITY 8

• Identify some of the key lessons/learning points from the article.

• Describe how these lessons can be applied to your organization’s competency-based job selection interview (CBI) process.

LEARNING ACTIVITY 9

• Role Play:

Divide into syndicate groups. Conduct a competency-based job selection interview with a prospective job applicant. Each group member will play a defined role.

• De-briefing:

Review and evaluate the efficiency and effectiveness of this competency-based job interview. Identify improvement areas and recommend strategies to improve future interviews.

CONCLUSION

• Key points

• Summary

• Questions

CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• [email protected]

• LinkedIn

• Twitter: Charles_Cotter