Select the Perfect Team, using the Job Requirements process

Gary Hewins F.CIPD

Until last Friday 1 Oct Behavioural Development Manager, Sellafield

Ltd.

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By the end of this workshop you will

Be able to facilitate the Job Requirements process yourself, specifically on gaining a consensus job profile

Be more aware of the process and how it has been used within the Nuclear Industry

Know why time invested in selection pays dividends later

Add extra value when you use the Job Requirements process by knowing at least 3 extra benefits.

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Sellafield Ltd

A bit about Sellafield Ltd

originally called British Nuclear Fuels Ltd being formed out of the UKAEA in 1971

core business Fuel manufacture and reprocessing (recycling 97% of original fuel)

biggest earner of Japanese Yen in UK

owned UK Magnox Reactors and Westinghouse of America until being split

now 3 sites Sellafield in Cumbria, and Capenhurst & Risley in Cheshire, employing around 10,000.

Open word doc

Sellafield and Interplace

SL has been using Belbin Team Role theory since the late 80’s

originally used for middle and senior manager development workshops

Used within Company departmental teams and very successfully with a joint Company & Rolls Royce team working on a major Site project.

From the early 90’s used for internal selection and later for specialist external candidates

Time – have you noticed how everything has to be instant these days?

Question

How much time do you spend when choosing a new car?

How much time do you spend when choosing where to invest you money?

How much time do you spend when selecting someone for your team or Company?.

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Job Requirements Process

The user manual suggests that Job Requirements facility “should be completed by the person with direct responsibility over the jobholder” and can be used to:

Define a job in terms of Team Roles Find out behaviours a manager requires for the job Counsel a future job holder on behaviours needed Show 2 line mangers who are responsible for a job that they have

different ideas on the behaviour needed for that job,

We have found by involving more people that know the job well, you can get 3 additional benefits in selection, by:

1. Bringing extra clarity and understanding about the role2. Helping create an interview plan3. Helping write an training plan for the successful candidate.

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Job Requirements by the book A standard form is used that has 16 items split within 4 subsections

that are scored using the following scale:

A – Critical B – Important C – Useful D – Irrelevant E – Unhelpful

The job assessor are asked to rank the top 3 critical items

The data is then input in to Interplace.

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Descriptions to be scored and ranked

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Job Requirements – in practice at SL

Stage 1A. Brief Manager wishing to Select / recruitB. Agree who are best people that know the job well,C. Brief them as a group on Belbin and how to complete the JR form, D. Issue paperwork and ask them then to complete it on their own, making

notes on how and why they have rated the 16 areasE. Agree date for next meetingF. Prepare flip chart.

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Job Requirements – in practice at SL

Stage 2G - Facilitate the Job Requirements Exercise where they share and

discuss their scores and agree a single Consensus score for input into Interplace

H - Map the individual scores on flip chart, work through each of the 16 descriptors

I - Encourage and record key points of discussion, and start writing an interview plan and training plan for the successful candidate

J - Input the final agreed profile into InterplaceK - Share the Profile with the panel and agree final interview planL - Remind all involved to keep the profile Confidential as you may wish to

use it again in the future and it stops people faking good and avoids candidates ‘own’ Comparisons.

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Job Requirements – in practice at SL

Stage 3M - Carry out your usual Selection process, ie interview, presentation,

phychometrics etc. (SPI & Obs forms, issued with interview notification letters & returned prior to selection event)

N - Do not give panel order of best fit, until end of the day, as it may influence them.

O - Do not select or reject candidates purely on basis of best fitP - Ideally give 1 to 1 feedback to candidates, (you can probe areas for extra

evidence too) Q - Share ranked order and outputs with interview panel and agree selectionR - Give second feedback to successful candidate once in post to show how

well they fitted and agree any development plansS - Check out with line Manager 3 – 6 months later on how well selection has

been.

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Practical exercise (stage 1) Time does not allow a whole Job Requirements exercise

to be completed, but we can experience some of it Split into 4 groups Each is going to score a section and its 4 factors Group 1 Section 1 Task demands Group 2 Section 2 Dealing with people Group 3 Section 3 Work conditions and constraints Group 4 Section 4 Mental ability, Experience & training Read the rating descriptions again and then score for

the role of Training Manager. You have 10 mins.

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Practical exercise (stage 2)

Getting a consensus of minds and picking out the extras

Beach ball effect

Listen to all, even when it looks obvious ie all have give the same score, say A,A,A,A,A

Record key data Keep checking understanding Input final score in to interplace. ET&D

Summary Using the JR is simple and effective Time spent in deciding exactly what type of person you

are looking for and specifically getting a meeting of minds ensures better selection

Common language Clear understanding of what you want and reminds you

of what you don’t want3 additional benefits in selection, by:1. Bringing extra clarity and understanding about the

role2. Helping create an interview plan3. Helping write an training plan for the successful

candidateAnd finally helping you Select the perfect team.

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Questions & Answers

Who has the first question?

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Finally

Thank you for your interest

Gary Hewins 0796 88 444 30 gary.hewins@tesco.net

Select the perfect team 6 Oct 10.ppt