Professional Documents
Culture Documents
Application Form
Competency Based Interview
Competency Based Referee Report
Work Sample Tasks
Group Discussion
Verbal Comprehension Test
Numerical Computation Test
Customer Contact Styles Questionnaire.
An effective recruitment and selection campaign is supported by a wellplanned process, starting by analysing the available position to ensure that
the competencies required for the aligned tasks are identified and the
associated behaviours are accurately quantified. Detailed interview guides
must provide guidance and support to everyone involved in the recruitment
campaign, and must incorporate a well-balanced mix of different recruitment
activities to ensure that the information gathered from candidates is
meaningful and complete. This will mitigate the risk of a bad hiring decision.
Line managers often differ with regard to the skills and other requirements for
successful job performance for a particular position, even when the
competencies are clearly defined.
Demands to fill the position may place undue pressure on the interviewer to
make a hiring decision that they would not make under normal
circumstances. Recruitment takes time, and one must guard against taking
shortcuts.
Candidates who are interviewed by several managers are asked the same
questions by everyone. This limits the information gleaned from the
candidate and makes it impossible to judge whether they possess all the
required competencies.
Tell me about yourself seems to be one of the standard interview questions
that has been asked during most interviews, and one which all of us have
probably been asked at some stage in our job hunting endeavours. The
question is too broad, and generally does not elicit any pertinent job-related
information. It could also allow the candidate to take control of the interview.
Allowing a single competency to overshadow the lack of others or the
opposite can be a distinct downfall on the part of the interviewers. The
interview guide must clearly indicate the competencies needed for the job;
which competencies are must have and which are nice to have and
contain a clear scoring system.
Human nature, being what it is, means that bias could distort the
interviewers judgement. Many interviewers make snap decisions about
candidates based on information from the CV, the candidates dress-sense or
their handshake. This tends to cloud the interviewers objectivity and, no
matter what the candidate does or says thereafter, they do not stand a
chance of landing the job.
Answers given by candidates are misinterpreted by the interviewer. Instead
of asking follow-up questions to clarify their understanding, or to obtain a
deeper understanding of a situation, the interviewer moves on to the next
question too quickly.
Interviewers often focus on the core skills needed for the job and ignore the
motivational aspects of the position and candidate. There must be synergy
between the job and the person doing it.
How can I get experience if nobody will hire me? many school-leavers and
university graduates have asked this question. Some line managers tend to
ignore recent graduates because it is difficult to gather sufficient information
in an interview on which to base a hiring decision. This means that selection
methods other than solely interviews based on work experience need to be
implemented in the search for the best person for the position.
The selection systems in many organisations are not clearly defined, resulting
in a waste of time, money and effort. These include inadequate interviewing
guides, inappropriate interview questions and impractical scoring scales.
It is important for line managers to be trained in interviewing techniques
because, although they are supported by the HR department, it is ultimately
Planning and preparing for recruitment and selection which covers analysing
positions and drafting required competencies and specifications for different
roles.
Drawing up competency-based interviewing guides which includes
appropriate questions and rating scales.
Initial screening and short listing techniques.
Conducting competency-based interviews, recording responses and rating
competencies.
Conducting references, credit and criminal checks.
Making offers and declining unsuccessful candidates.
The impact of legislation on recruitment and selection practices.
Providing bona fide, validated, fair and unbiased standards against which to
assess applicant competencies to perform in the targeted role / job.
Improving the transparency of the selection process by clearly
communicating the behaviours employees must display for success in the
role / job.
Contributing to the design of a well-articulated, efficient and effective
recruitment and selection processes.
Creating efficiencies by providing re-usable selection tools and processes
(e.g., question banks for interviews and reference-checking organized by
competency; template interview and reference checking guides for roles /
jobs within the organization; targeted role plays, work simulations, in-basket
assessments; etc.)
Providing explicit, clear and transparent criteria on which to give candidates
feedback on their performance in the selection process (e.g., input for future
learning and development; etc.)
Providing standards for evaluating the success of the selection process - e.g.,
correlating the results of the selection process with competency-based onthe-job performance.
Some of the common benchmark competency-based practices in Recruitment
and Selection include:
Performance Management[edit]
Performance management programs are set up to provide feedback to
employees on how effectively they are performing in their jobs. Such
programs normally include a set of goals or objectives the employee must
accomplish within the review period as well as the standards or criteria for
determining whether the defined goals have been accomplished.
Linking individual goals to the corporate and work unit business plans and
goals;
By integrating the competencies for the employees job into the PM process
In this case, the performance plan includes the performance goals /
objectives for the review period as well as the complete set of competencies
from the competency profile for the employees role / job. The performance
goals / objectives address what must be accomplished during the review
period, and the competencies measure how the employee conducted
him/herself to accomplish their work. The advantage of this method is that all
competencies defined in the competency profile for the employees role / job
are evaluated. The disadvantage is that due the specific nature of the
performance goals / objectives, key competencies for the effective
performance during the review cycle, but not included in the competency
profile, will not be assessed.
The results are compiled and a report is provided to the employee. The report
includes the results for all competencies, highlighting both the competencies
that are strong as well as those rated lowest by the different stakeholder
groups. In almost all cases, individual ratings from others (except for the
employees supervisor) are combined in such a way (e.g., averaged ratings)
as to protect the anonymity of the individuals providing the feedback. The
report is set up to show similarities and differences in ratings across the
different stakeholder groups. The results of the process are normally used to
develop learning and action plans for improvement (see section on Learning
and Development). They can also feed into broader assessment programs
(e.g., management assessment centres; development programs) to support
employee career development and / or succession management within the
organizatio