5. Selected resumes are called for interview
After various interviews, selected candidate is given
the offer letter
6. 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
7. 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
8. 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
12. HOW?
Position Description
Discussions with Dept Heads, Managers, Supervisors
Incumbents
Focus groups
Make a list and classify according to category
13. 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
14. 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
16. 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
17. 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
He is taller than me
18. 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
19. 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
20. The STAR Approach
Situation in which you were involved
Task you needed to accomplish
Actions you took
Results you achieved
21. 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
22. 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
23. Common mistakes avoided…
Halo or Horns effect
Cloning
Inconsistency
First impressions
Primacy & Recency approach
Stereotyping
Prejudice
24. 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
25. Other methods of CBR
Work Sample Tasks
Group Discussions
Tests
Application Form
27. 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