competency based interviewing workshop slides (march 2005)- chandramowly

8/14/2019 Competency Based Interviewing Workshop Slides (March 2005)- Chandramowly

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H R D Dimensions mowly


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Management People Management Self Management


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Name 4 competencies forLeadership success.

People Management 40%


Personal character

Strategic Management 13%

Process Management 12%


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How Do You Identify the Best

People?



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Performance

Prediction


Academic

Tests? Thoughts

Behaviours?


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Competencies encompassCompetencies encompassWhat is Competency? Uses MS officePhd. In C.S

Controls

Emotions


that promote high performance inthat promote high performance inindividuals and organizationsindividuals and organizations

Is courageous

There are 3

Streams of

Competencies.


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EmpathyEmpathy

Shows Concern ,Listens well

Experience in dealing withpeople, sensing perceptions of others

Competency

Display/Visibility

BehaviourAction

Outcome


Beliefs, Attitudes, values,options/Assumptions

about others

Level of emotionalinvolvement, anxiety/Comfort

level towards others

Motive Intent


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Proactive PowerProactive Power

Skilled Descriptors:Enjoys working hard

Is action oriented and full of energy for the things he/she

sees as challenging

Not fearful of acting with a minimum of planning

Seizes more opportunities than others

Observable Behavior:Lots of activity in short bursts

Awareness of impact on others

Tolerance of mistakes

Activities across a number of interests/domains

High energy for things he/she enjoys doing

Can act without a lot of lannin


Unskilled Descriptors:Slow to act on an opportunity

May be overly methodical, a perfectionist, or risk averse

May procrastinate

May not set very challenging goalsMay lack confidence to act

May know what to do but hesitates to do it

May not be motivated; may be bored with the work or

burned out

Over-usemay be a workaholic

ignores personal life

burn-out

may have personal and family problems due todisinterest and neglect

may not attend to important but non-challenging duties

and tasks


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Purpose of Interviewing

Predict or Estimate performance

Job Fit , Organisation fit


What competencies will they bring

Collect enough information

Dig for more information Look for Learning from experience


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PerformancePerformanceManagementManagement

ProcessProcess

EmployeeEmployee

DevelopmentDevelopmentPlansPlans

RecruitmentRecruitment

CompetencyCompetencyModelingModeling


ModelingModeling ra n ngra n ngDevelopmentDevelopmentstrategiesstrategies

SuccessionSuccessionPlanningPlanning

CompensationCompensationandand

BenefitsBenefits

Selection &Selection &PromotionPromotion

AnAn

IntegratedIntegratedHRHR

ProcessesProcesses


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Why Competency Based?

Competencies Are More Encompassing than

Experience Alone.

Competencies Are Not Restricted to Specific


Competencies Are Determined Through aThorough Job Analysis.

Competencies Are More Directly Linked toSuccessful Job Performance.


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The Purpose

o re ct uturePerformance


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What is Interviewing?What is Interviewing?

Interaction between two people

Usually face-to-face

Generally with questions and answers


Seeks to achieve specific goals

Vary in degrees of formality depending on

intended results


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Differing GoalDiffering Goal

Persuasive interview

Appraisal interview

Exit interview


Counseling interview

B E I


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Types of InterviewQuestions

Closed-ended

Knowled


Hypothetical

Behavioral


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FALLACIES THAT ACCOUNT

FOR 80% OF PEOPLEMISJUDGEMENTS

The instant insight Many Eyes


Human Perfectibility

Continuing Success

Objective Referee

Scientific Test


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Research on PerformancePredictability

Selection Tools

Mean PredictiveValidity


- -

Reference Check

Assessment Centers

Traditional Board Interviews

Cognitive Ability Testing

Structure Behaviour Interview

.

.26

.36

.37

.53

.70

Source:In search of Competence: Structured Behavior Interviews Mark S. Van Clieal


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RESEARCH ONINTERVIEWING SUCCESS

Most of the research on interviewingsuccess and accuracy has found that -


Structured or formal interviewsoutperform unstructured or informalinterviewing.


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The Shift : Traditional toCompetency based

Assessment of

individuals' skills,

Analysis of candidates'core being - highlighting

ersonalit traits


education examiningcompetencies

Assessing how well they

might integrate intocompany culture.


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What has research to say?Behavioral interviewing, in fact, is said to be 55 percentpredictive of future on-the-job behavior, while traditional

interviewing is only 10 percent predictive.

Wright et al (1989) estimate on aggregate statistical data a correlationcoe c en w su sequen o per ormance o . o . or

structured situational interviews.

The two elements that contribute towards interview predictability are-

reliability and criterion related validityreliability and criterion related validity. Reliability means that twointerviewers using the same process to interview a candidate wouldproduce the same over all assessment. Criterion related validity is thecorrelations of the questions asked in the interview to the jobperformance.


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What are Behavioural

Competency Based Questions?

Focus - Recent Past BehaviourDerived from C B D

pen n eSingular

Sets up ProbesFormat


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Why Behavioral Based

interviewing? Consistence and Equity

Facilitates pointed and substantivequestions and responses


Real Life examples Vs Canned responses

Past behaviour is proven to be most

accurate future behaviour

Structure aids interviewers making interviewtime


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The Founder

BEI Interview method technique is based on

Critical Incident Technic developed by


anagan s ase on e prem se a

a few critical incidents in the life of the

interviewer will provide

Redesigned, structured and popularised byDavid McClelland and Boatzis


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Using Competency Scale5 = Very Important 3 = Neutral 3 = Not important

Competencies Future ImportanceCurrent Importance

1 2 3 4 5 1 2 3 4 5


1 2 3 4 5 1 2 3 4 5

1 2 3 4 5 1 2 3 4 5

1 2 3 4 5 1 2 3 4 5

1 2 3 4 5 1 2 3 4 5

1 2 3 4 5 1 2 3 4 5

1 2 3 4 5 1 2 3 4 5


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B A R S



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How can we make ourinterviews better?

Make Them Structured.


.

Make Them BehaviorallyFocused.


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DDI Research based


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1. Been There, Done that,

Have had real experience



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2. Seen others do that

- both well and badly



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3. Knows how that works



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4. Could learn that



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Been There, Done that, Have had realexperience

Seen others do that both well and Badly

DoneDone

SeenSeen


Knows how that works

Could learn that

KnowsKnows

LearntLearnt

Based on Recruitment Architect, Lominger Inc


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Drafting Questions


or


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Behavioral Questions Ask For:Behavioral Questions Ask For:

S ecific SituationsS ecific Situations

Develop Behavioral Questions


ExperiencesExperiences

Specific ActionsSpecific Actions

OutcomesOutcomes


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Questions Focus On:Questions Focus On:

Develop Behavioral Questions


WhatWhat

WhenWhen

WhereWhere

WhyWhy

HowHow

WhoWho


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Examples ofBehavioral Questions

Job Element: Organization

Question: Give examples of

Job Element: CustomerService


a busy workday.Question: Give an example of atime when you made a baddecision about what should be apriority in your workday.

difficult customer servicesituation you ever had tohandle. Tell what you did andsaid and what was theoutcome?


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Example ofBehavioral Interviewing

Job Element:

Teamwork

Job Element:

Application of Knowledge


Question: Describe a

situation where others

working with you disagreed

with your ideas. What didyou do? What was the

outcome? What did you

learn from this experience?

Question: Give an example of

when you used your training in

(area of knowledge) to a work

situation. Was there a changeor result? What would you do

differently if you had to do it

again?


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Developing Behavioral Questions

A specific situation relative to a job element

Behavioral questions are constructed to elicit threeBehavioral questions are constructed to elicit three

factors:factors:


The result or outcome of the action.

Example:

Job element: Decision making ability.

Question: Tell of a time when you had to make a decision in ahurry and you lacked information. What did you do? What was theoutcome?


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Next, bring in a statement that relates to aspecific job element (KSAAE):


Give a specific example of how youGive a specific example of how you dealt with adealt with adifficult person . . .difficult person . . .

Tell about a time when youTell about a time when you had many workhad many workprojects going at the same timeprojects going at the same time . . .. . .

Describe an instance when youDescribe an instance when you handled ahandled astressful situation . . .stressful situation . . .


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Developing Behavioral Questionsfor the Position

Behavioral questions may include other phrasesto elicit more detail:


o was nvo ve n t e s tuat on

If you had to repeat your actions in a similarsituation, would you do anything differently?

What did you learn from this situation?

How did others respond to your actions?

How well do you think you did?


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Asking forContrary Evidence

Then, ask another question eliciting contraryevidence . . .


Question: Think of a time when you were instrumentalin developing a team project that didnt succeed. Whatwas your role? Why do you think it didnt succeed?

D l i B h i l Q ti


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for OtherJob-Related Factors

After you have developed questions for thecritical KSAAs, develop two to three questions

- --


Shift work

Willingness to travel

Answering the telephone

all day

Working weekends

Working alone or insmall groups

Circle of Learning


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Circle of Learning

SelfAwareness

ExperiencesNewChallen es

Tell me about,..Specific steps


Personal ChangePersonal Change

LearningsSenseMaking

Why use thatapproach?

What did you learn?

Examples ofapplications

Source: Woller & Associates


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Structuring B E I

EstablishRapport

SetTrigger

Competency

Eventanalysis

Probe fordetails

Closureof the

Interview

Ice Critical event Get clear Get details Allow


Anxietyreduction

Expectation setting

Trigger matchof eventCharacteristics

Allow to

change event

start and theend of event

Start & endofinvolvement

Create theskeleton forprobing

event

Nature ofinvolvement

Probethoughts,feeling andactions

e to addanythingrelated tothe event

Thank and

close

The Process of Developing TargetC t i


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Competencies

Ask Incumbents of Known Performance Levels

About Situations that Went Well.

Compare the Responses ofHigh Performersto Low/AveragePerformers in Order to Find Out What they do Differently.


The Competencies Directly Associated with High Performance are

the Ones You Want to Target.

Process of Logging Coding and Scoring of BEI


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Process of Logging, Coding and Scoring of BEI


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competency based interviewing workshop slides (march 2005)- chandramowly

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