Competency based recruitment
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Competency Based Recruitment
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WHAT IS RECRUITMENT?
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Recruitment is…
The process of attracting people for the vacancy existing and differentiating between them to find the right man for the job
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The Recruitment Process Vacancy
Concerned dept sends MRF to HR
HR advertises and gets resumes for desired
post
HR sends CVs to HOD for scrutiny
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Selected resumes are called for interview
After various interviews, selected candidate is given the offer letter
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Hiring the right person is importantLoss of productivity
Frustration for coworkers and managers
Career derailment for employee
Countless hours of performance counseling and in the end resignation/termination
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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
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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
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Knowledge + Skills +Attitude +Personal Characteristics
=
Competency
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Types of Competencies Competencies
Technical Knowledge Behavior
Interpersonal
Critical to What candidates success know & how they think
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Competencies…Lets make a list!
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HOW? Position Description
Discussions with Dept Heads, Managers, Supervisors
Incumbents
Focus groups
Make a list and classify according to category
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An Example-Programmer AnalystDesigns applications, significant subsystems,
and/or complete individual programsIdentifies alternative implementations or
strategies and weigh the impact of eachMust be able to work as a member of the teamExperienced 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 deadlinesExperienced with complex modules/systems
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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 deadlinesExperienced with complex modules/systems
TECHNICAL KNOWLEDGE BEHAVIOUR INTERPERSONAL
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A Conventional InterviewQuestions 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
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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
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Competency Based InterviewA 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
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The CBT will be conducted as follows…
IntroductionsBrief discussion of jobCompetency based interviewingValidation of technical/functional skills where
necessaryInterviewee’s opportunity to ask questionsClose out
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The STAR Approach
Situation in which you were involved
Task you needed to accomplish
Actions you took
Results you achieved
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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
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Example-HR ManagerCompetency-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 outCompetency-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
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Common mistakes avoided…Halo or Horns effect
Cloning
Inconsistency
First impressions
Primacy & Recency approach
Stereotyping
Prejudice
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Comp. Based Int. enables you to…Identify skills & characteristics needed to
succeed in a specific work environmentIsolate competencies required for a given jobEarmark relevant experiences necessary to
have acquired these competenciesClarify what candidates have learned from
their experiencesDetermine whether candidates can explain
what they have learned on a given job & work environment
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Other methods of CBRWork Sample Tasks
Group Discussions
Tests
Application Form
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However…No diversity-same mindsets
Some positions require too much emphasis on technical skills
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To sum up…It is essential to get the right man into the
right jobCost of an unsuccessful expense is one
organization cant affordCompetencies can be developed; it is
important to assess the learning abilityGives 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
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Thank You!