LOGO

Competency-Based Interviewing

Competency-Based Interviewing (CBI) At Saraya

AIMS
By the end of this part, participants will:
Develop an understanding of the importance competencies for assessing people; Identify and use key skills of interviewing; Identify the strengths & limitations of the interview; Evaluate candidates & make fair, objective decisions; Analyse competency-based interviews; Practice interview skills and receiving feedback. of

23 October 2012

Benefits
Teaches interview techniques to determine an applicants level of self-awareness and self-assessment Saves money through hiring more effectively Leads to greater job satisfaction, fulfillment and longevity Provides and teaches formatted questions based on behavioral traits Examines real-life examples and case studies also include in-house case studies Empowers managers to make smart hiring choices Eliminates personal biases in interview questions Creates a format for interviewing that produces consistency and will fit all levels of the organization

What we will do
During this interactive session, we will learn and practice the techniques that will take our interviewing skills to a new and more effective level. Behavioral interviewing, done well, can lead to win-win hiring, also referred to as fit, as well as higher retention rates.

Recruitment
Recruitment is not about filling jobs that are currently vacant it is about making a continuous, long-term investment to build a high quality workforce capable of accomplishing the organizations mission now and in the future
Recruitment is a critical management function all levels of the organization should be involved in planning and implementation

Recruitment Challenges
Globalization The World is Flat Aging workforce in some countries
High cost of sustaining pension benefits reducing benefits could decrease the attractiveness of public sector employment Brazil has more retirees than employees

Changing definition of career has reduced the loyalty of employees to organizations

According to IPMA-HR aging workforce study:
51% do not believe that sufficient talent already exists in the organization to fill positions left by retiring workers 70% believe competition with the private sector for talent is increasing 60% believe that recruiting efforts will need to expand

How to Recruit ?
Interviewing based on job specifications is the norm. It is standard to interview based on the job description for a particular position. Interviewers can ask about a persons experience, skills and abilities, but how do you determine if this person will fit in with the team or be able to handle the diverse challenges that a position presents.

Steps in the Recruitment and Selection Process

Issuing a vacancy announcement; Job analysis; Sorting candidates and preparing a shortlist; Selection interviews

Impact of Poor Selection

The image and credibility of the organization; Cost; Performance of organization; Low morale; Unexpected openings. Decrease Excellence; Increase unwanted attrition and turnover; Any other reasons ?

Selection Interviews
Globally, over 95% of large organizations use interviews as a major part of the assessment procedure, and often selection decisions are based entirely on the interview. Based on the findings of many research studies, considerable confidence can be placed upon their reliability; however, interviews as they are typically conducted do not provide a solid basis upon which to make solid decisions.

Problems with Typical Interviews Research Findings

23 October 2012

Brainstorming

What are the main problems with typical selection interviews can SARAYA face?

23 October 2012

Research Findings
Interviewers make decisions early on in the interview:
Studies how that the average length of time between a candidate entering the interview room and a decision being made is just under fur minutes. After this time, information is perceived and accepted in a way that is congruent with the decision which has already been made.

23 October 2012

Research Findings
Interviewers have different views on the person they are looking for.

Interviewers can agree about some aspects of candidates, but not about others, and one candidate could be highly recommended by one interviewer and rejected by another.

23 October 2012

Research Findings
Interviewers use different databases for their assessments:

One interviewer may place great emphasis on a candidates previous experience in a similar job, whilst another may be influenced by his/her lack of mobility.

23 October 2012

Research Findings
Interviewers weigh the same information differently:
If a candidate confesses that he is not
always meticulous with details, one interviewer may perceive this as an admission of a careless approach to work, whilst another may perceive it as evidence that the candidate prioritizes effectively and spends most of his time working on important and substantive issues.

23 October 2012

Research Findings
Interviewers prefer candidates like themselves:
The interviewers favor candidates like themselves , for example in nationality, ethnicity, educational background, gender, or even general interest.

In one study, it was found that 80% of candidates who were personally liked were made job offers.

23 October 2012

Research Findings
Interviewers overweight negative information:

A number of studies suggest that interviewers give more weight to unfavorable than to favorable information.

23 October 2012

Research Findings
Interviewers rank candidate comparatively:
Studies suggest that a candidates assessment partially depends upon the other individuals being rated at the same time. In other words, assessments seem to come from person-to-person comparisons rather than from comparing each applicant thoroughly with the person specification for the job.

23 October 2012

Research Findings
A number of studies have demonstrated that how an applicant behaves in an interview is partly dependent on how the interviewer behaves.
In international studies, it was found that where interviewers were warm, had good eye contact, and used head nodding frequently, candidates became more relaxed, acted in a more friendly way themselves, became more talkative and generally were found to be more effective in creating a good impression.

23 October 2012

Research Findings

In one study, it was found that where the interviewers had decided to reject candidates, they talked less, were more cold and critical and interviewees reported themselves as feeling uncomfortable and became more hesitant in their replies.

23 October 2012

Research Findings

One study of potential recruits showed that 43% complained of poor interviewers and over 50% said that one or more companies had made a bad impression on them.

23 October 2012

The Halo Effect

A candidate says or does something the interviewer likes; the interviewer then sees all of the candidates further comments and actions as positive. The Homs Effect is the negative opposite of the halo effect.

23 October 2012

Stereotyping
Stereotyping occurs when interviewers consciously or unconsciously apply assumed characteristics of a group to an individual effectively typing the person. To avoid this, make sure that the panel is composed of different genders, nationalities, backgrounds,

23 October 2012

Improving Interview Effectiveness

The interview should be properly conducted; Interviewers should be trained; Focus on obtaining evidence; Interviewers should take notes; Interviewers should be supported by other assessment techniques; More than one interviewer involved in the selection process

23 October 2012

Competency-Based Interviews

23 October 2012

Exercise
Mini Interviews:
Participants will interview each other on a certain competency for 5 minutes; Other participants will evaluate interview.

23 October 2012

What Is Competencies
Key competencies are things you are competent at that are key to the job you are applying for such as particular skills you may have or what skills you have that you think would be advantageous to the potential employer. Key competencies are the knowledge, skills, attitudes and values needed by everyone across a variety of life contexts. Specialist skills are needed to perform all tasks

The Competency-Based Interview

Referred to as a behavioral interview A particular type of structured interview in which the interviewers questioning is directed at ascertaining the candidates qualities or capabilities on a number of specific job related dimensions of behavior (competencies).

23 October 2012

The Competency-Based Interview

Question usually focus on eliciting specific examples from the candidates describing situations where they might (or might not) have demonstrated the required behaviors.

23 October 2012

Key Definition
Competency-based interviews are structured and use behavioral questions to help the interviewer assess candidates based on critical competencies identified for the position.

23 October 2012

Examples
Key Competency: Communication
Key Behaviors/action to look for:
Actively listen Checks understanding Use Style, language and tone appropriate to audience Uses appropriate structure Have you ever had to convince your co-workers to accept an idea? How did you do it? What was the results? Tell me about a time your communication skills were put to the test. Tell me about a difficult or sensitive situation that required careful communication? Etc..

Interview Questions :

Interview Questions

Interview Questions should aim to elicit information about a candidates past experience, skills, knowledge, and behaviors.

Questioning Techniques
Open Questions Probing Questions Comparative Questions Behavioral Questions

23 October 2012

Open Questions
What kind of supervisors do you like? What aspects of your job do you consider most crucial?

23 October 2012

PROBE*
Problem ( position) Role Objective Behavior Effect

*Scott Bradbury: A Question of Evidence

Describe a situation in which you had to deal with a conflict in your team. What was the problem? What was your role? What was your objective? What did you actually do? What was the effect of your behavior?

23 October 2012

Probing Questions
I decided that it was time to move on Probe: Why was that? I did have some problems in that job Probe: What sort of problems? I see my strengths as being good with people Probe: In what way do you mean good with people?

23 October 2012

Comparative Questions

How do your responsibilities in your current job compare with those in the previous position?

23 October 2012

Behavioral Questions
Behavioral questions are based on the theory that past behavior is the best predictor for future behavior. Concentrate on:
Varied situations; Recent behavior;

23 October 2012

Examples of Behavioral Questions

Give me an example of a time when you had to explain something difficult to someone who did not have your background. Describe a time in the last 6 months when you had to help a client. Tell me how you organize yourself when you have a lot of work.

23 October 2012

More Behavioral Questions

In most organizations regulations and principles adhered to and some that more flexibly. Give me an where you have interpreted flexibility. there are rules, that have to be can be interpreted example of a time the rules with more

Tell me about a time when you have had to translate a strategy into actions and plans.

23 October 2012

OPEN - BACK
Opportunity Experience Behavioural description

Appraisal
Comparison Knowledge

23 October 2012

EXAMPLE 1
OPPORTUNITY: What opportunities did you have in
making decisions?

EXPERIENCE: Tell me about a time you had to make

a decision?

APPRAISAL: What kind of feedback have you

received about your decision-making?

COMPARISON: How would you compare your

decision-making with that of other colleagues?

KNOWLEDGE: What are the main elements in making

decisions?
23 October 2012

EXAMPLE 2
OPPORTUNITY:
your current job? How important are clients in

BEHAVIOURAL: How do you come to understand

their requirements?

APPRAISAL:

What do they think of you?

KNOWLEDGR: What is important in client service?

What lessons have you learned from your clients?

23 October 2012

SUMMARY AND RESTATEMENT

Retelling what has been said in the same words or in summary is a useful aid to effective listening. This provides a check when there is any doubt.

23 October 2012

SUMMARY QUESTIONS
They are used to summarize briefly, to review or to check interviewers understanding of the facts, or even to clarify respondents own thoughts:
As I understand it So what youre saying is

This is very useful in controlling a talkative respondent.

23 October 2012

Response to CBI Questions

There are three parts to a behavioral question:

SITUAION OR Task or Problem Action Result

23 October 2012

Collecting STARS

23 October 2012

Exercise:
Answer this question using the SituationAction-Result method: Give me an example of a time that you were able to take the lead in changing a practice for your organization.

23 October 2012

QUESTIONS TO AVOID
Closed questions Hypothetical Leading Multiple choice Double Marathon Inappropriate questions

23 October 2012

CLOSED QUESTIONS

Do you work well with people? How long did you do that job? Change them into behavioral question.

23 October 2012

HYPOTHETICAL QUESTIONS

What is the best way to handle a staff member who isnt performing to the required standard? Behavioral.

23 October 2012

LEADING QESTIONS
How well do you accept criticism? Your knowledge is up-to-date I suppose? Behavioral.

23 October 2012

OFFER OF ALTERNATIVES
Do you think that attitude or skill is the most important factor in this situation?

Better: What do you think is the most important quality needed for this post?

23 October 2012

THE COMPLEX LEAD

Budget cutbacks will mean that much more effort will have to be made to provide the sort of service we can be proud of, wont it?

Better.

23 October 2012

THE PERSONAL LEAD

When did you last lose your temper? How often do you feel aggressive? In this case, the questions assume the existence of a negative personality trait?

23 October 2012

MULTIPLE AND MARATHON QUESTIONS

Please tell me what you think your main achievements in the job were, why they were so good, and what skills relevant to the present job they indicate.
Such questions usually confuse the interviewee. We should split them into their constituent parts and ask one question at a time.
23 October 2012

INAPPROPRIATE QUESTIONS
Are you married? When do you intend to have children? Who will take care of your children when you are on duty travel?

 Structure of the Competency-Based Interview

23 October 2012

 Before the Interview

The success or failure of a job interview relates mainly to the amount and type of preparation. Our success as an organization depends on the quality of the people we hire. Select the right person for the job. That is where it all starts. Selection mistakes can cost money, time and effort.

23 October 2012

PREPARATION
Interviewers should be prepared in advance for their interview roles. Interviewers should meet before the interview to structure the interview: who will greet applicants, who will ask what,

23 October 2012

PRACTICAL PREPARATION
Timetable to allow a realistic amount of time for the interview Reception of candidates Interviewing room Information for the candidate

23 October 2012

COMPETENCIES
The competencies required for the job are to be determined and agreed upon on in advance of the interview by the interview panel.

The JD includes these competencies

23 October 2012

JOB Terms of Reference

1.
2. 3. 4.

TORs are very important to every employment interview. They outline the duties and responsibilities. Requirements (Skills, educational training). Competencies

23 October 2012

SARAYA Competency-based Interviewing Guide

Let us have a look at the Guide. It has the following parts on each value and competency:
Positive Indicators Negative Indicators Sample Questions

23 October 2012

QUESTIONS
The main interview questions are to be determined in advance of the interview and the same questions are to be asked of each candidate for the post.

23 October 2012

INTERVIEW WORKSHEET
An interview worksheet is to be prepared for each candidate and notes are to be taken during the interview.

23 October 2012

EVALUATION WORKSHEET
An evaluation of the candidates is to be prepared immediately after the interview.

23 October 2012

PANEL MEMBERS
To ensure transparency and objectivity, interview panel should include the post manager to whom the successful candidate will report, and may also include other supervisors or members of the work unit, managers outside the work unit, and/or a representative from the Recruitment Section. Gender balance of panel members.

23 October 2012

Before the Interview

Understand the job competencies job description person specification Understand the person resume/PHP background information performance management Questions Briefing the candidate Domestics

23 October 2012

Structure of the CBI

Introduction:
Chairperson or Secretary will introduce panel members and ask candidate to introduce himself/herself; Time available; Describe aim and format of interview; Mention that you will take notes; Explain agenda; Questions from candidate.

23 October 2012

Structure of the CBI

2. Opening Question Ice-breaker:

Tell me about the main responsibilities in your current job.

23 October 2012

BODY OF INTERVIEW
Ask candidate to briefly summarize education and recent work history; Ask questions relating to competencies/technical aspects of the job. Tell candidate which competency you are exploring;
Each Panel member will cover a competency Other Panel members may ask questions they may have about a competency explored by another member.

23 October 2012

Structure of the CBI

3.

Exploring Competencies: Cover each competency in turn; Try to get examples of behavior from different areas of the candidates experience; For each competency, aim to explore both positive and negative information; Summarize after each competency.

23 October 2012

Structure of the CBI

4. Closure:
After all the competencies have been covered, it may be necessary to discuss further issues such as current application and further aims. Provide an opportunity for the candidate to ad any further points: Is there anything else you feel is relevant, which you would like to add?

Explain next steps in the process

23 October 2012

 Evaluating Candidates

23 October 2012

ORCE

Observation Recording Classifying Evaluation

23 October 2012

ORCE

Observation Recording Classifying Evaluation

Observation:
Observe what candidates do or say. Watch body language Concentrate on getting the information you need

23 October 2012

OBSERVE NON - VERBAL BEHAVIOUR

Proximity Relaxed tone Smiles Eye contact Open gestures Nodding Interviewers Body Language Minimal input Quiet tone Permitting interruptions Downcast eyes Nervous gestures Physical distance Aggressive posture Tone of voice Staring eyes Hostile gestures

Physical positioning Interrupting Loud tone Dominant gestures

23 October 2012

ORCE
Record:

Observation Recording Classifying Evaluation

Take notes openly; In order to maintain rapport and write down important notes, write brief notes using key words. Use evaluation form Record what candidate said Take notes on other aspects of behavior: verbal fluency, hesitancy, excessive nerves.

23 October 2012

ORCE
Classifying: Observation Recording Classifying Evaluation
In order to classify effectively, the interview needs to have a good understanding of the competency and the behaviors associated with it. Determine which competency the behavior illustrates.

23 October 2012

ORCE
Which competency is being covered: Planning & Organizing, or Client Orientation I developed the plan for the team to follow; I set objectives and time lines; Thought through the possible problems; Ensure the plan met the client needs; Kept the client informed at every step; Adapted the plan as the client needs changed; Delivered on time within resource constraints.

Observation Recording Classifying Evaluation

23 October 2012

Evaluation
When evaluating candidates:
Observation Recording Classifying Evaluation Look for more than one piece of evidence; Look for trends and supporting evidence; Attempt to understand conflicting evidence.

23 October 2012

ORCE
Observation Recording Classifying Evaluation Evaluating:
At this stage, the interviewer needs to establish the level of the behavior described, usually rating the interviewee on the competency; Use the evaluation scale; Both numerical rating scales and a qualitative description are used for each competency.

23 October 2012

LISTENING
Make correct assessment and analysis of what is heard:

Sequence of ideas, Development of the theme, Emotional undertone

23 October 2012

NOTE TAKING
At the end of each interview, we shall need, before seeing the next candidate, to note any points we did not get down during the discussion, while they are fresh in our memory.
This is the time to complete the Interviewers Evaluation Form

23 October 2012

Exercises
Role Play

23 October 2012

Other Behaviors During the Interview

23 October 2012

TALKING TOO MUCH

Nerves or basic character may cause someone to be almost unstoppable. Dont allow this: Were getting rather short of time Im sorry, but times run out. I have another candidate waiting.

23 October 2012

TALKING TOO LITTLE

Perhaps the fault has been ours. We may have: Asked a difficult or embarrassing question before the conversational flow was established. Said something without realizing it that has puzzled or upset the candidate. Talked too much ourselves Overwhelmed the candidate with an excess of information, however relevant.

23 October 2012

CANDIDATE DOMINATING INTERVIEW

Some candidates may take control of the proceedings. As interviewer, it is essential that we remain master:
Forgive me, but I would prefer to stick to my original plan. Im afraid we are wasting each others time. I am sorry, but I have very little time. I must move you on quickly to the next point.

23 October 2012

SILENCE
A pause is often necessary to allow the respondents to order their thoughts Silences most often indicate that the person is thinking about his/her response. If it becomes too long, ask respondent if he/she needs more time or if something is unclear.
23 October 2012

CBI CONCLUSIONS
Good interviewers:
Ask for evidence of behaviour; OPEN BACK; Do not leap to a decision; Make sure questions are fair & relevant; Weigh up evidence objectively; Support decisions with evidence.

23 October 2012

LISTENING
A basic rule is that the candidate speaks for 80% of the time, and the interviewer speaks for only 20%.

Common Listening Problems

We let our attention wander; We let our emotions interfere with our judgment; We think ahead to what we want to say next and miss whats being said.

Examples
Does the interviewee give examples from his/her own experience?

Active Language
Does the interviewee use active language to describe his/her role?

Does he/she avoid using passive language

Logical Presentation

Are the answers organized, logical, concise and complete?

Non-Verbal Communication
Does interviewee:
Maintain eye contact? Use the right gestures? Respond to interviewers nonverbal communication?

CBI Questions
Should all questions in a CBI be behavioral questions?
Not necessarily.

Competency Gaps
Were there any competencies the interviewee couldnt prove or didnt have? Did the interviewee acknowledge the gaps and explain what steps he/she was going to take to overcome them?

QUESTIONS?

23 October 2012

LOGO