Competency Based Interviewing Workshop Slides (march 2005)- Chandramowly

H R D Dimensions

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H R D Dimensions

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Management – People Management – Self Management H R D Dimensions

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Name 4 competencies for Leadership success…. • People Management

40%

• Personal character

35%

• 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? H R D Dimensions

Thoughts Behaviours? mowly

What is Competency? Competencies encompass

Uses MS office Phd. In C.S Controls Emotions Is courageous

There are 3 Streams of Competencies…… that promote high performance in individuals and organizations . H R D Dimensions

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COMPETENCIES – 3 STREAMS ORGANISATIONAL COMPETENCIES

Unique organisational factors that are key to competitiveness

JOB / ROLE COMPETENCIES

Things individuals must demonstrate to be effective in Jobs and Roles

INDIVIDUAL COMPETENCIES

Skills, Values and personal attributes possessed by an individual at an adequate level

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Outcome

Empathy

Competency Display/Visibility

Shows Concern , Listens well Action

Experience in dealing with people, sensing perceptions of others

Behaviour

Level of emotional involvement, anxiety/Comfort level towards others

Motive

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Beliefs, Attitudes, values, options/Assumptions about others

Intent

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Proactive 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

Unskilled Descriptors:


Slow to act on an opportunity
May be overly methodical, a perfectionist, or risk averse
May procrastinate
May not set very challenging goals
May 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

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 planning

Over-use


may be a workaholic
ignores personal life
burn-out
may have personal and family problems due to disinterest and neglect


may not attend to important but non-challenging duties and tasks

burned out

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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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Competency Modeling

Performance Management Process

Employee Development Plans

Recruitment Selection & Competency Training & Modeling Development Promotion strategies

An Integrated HR Processes H R D Dimensions

Compensation and Benefits

Succession Planning mowly

Why Competency Based?  Competencies Are More Encompassing than Experience Alone.  Competencies Are Not Restricted to Specific Work Experiences.  Competencies Are Determined Through a Thorough Job Analysis.  Competencies Are More Directly Linked to Successful Job Performance.

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The Purpose To Predict future Performance

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 Goal – Persuasive interview – Appraisal interview – Exit interview – Counseling interview –B E I

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Types of Interview Questions Closed-ended Knowledge Hypothetical Behavioral

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FALLACIES THAT ACCOUNT FOR 80% OF PEOPLE MISJUDGEMENTS • • • • • •

The instant insight Many Eyes Human Perfectibility Continuing Success Objective Referee “Scientific” Test

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Research on Performance Predictability Selection Tools

Mean Predictive Validity

Traditional 1-to-1 interview

.20

Reference Check

.26

Assessment Centers

.36

Traditional Board Interviews

.37

Cognitive Ability Testing

.53

Structure Behaviour Interview

.70

Source: In search of Competence: Structured Behavior Interviews – Mark S. Van Clieal H R D Dimensions

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RESEARCH ON INTERVIEWING SUCCESS Most of the research on interviewing success and accuracy has found that Structured or formal interviews outperform unstructured or informal interviewing.

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The Shift : Traditional to Competency based Assessment of individuals' skills, knowledge and education

Analysis of candidates' core being - highlighting personality traits, examining competencies Assessing how well they might integrate into company culture.

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What has research to say? Behavioral interviewing, in fact, is said to be 55 percent predictive of future on-the-job behavior, while traditional interviewing is only 10 percent predictive. Wright et al (1989) estimate on aggregate statistical data a correlation coefficient (with subsequent job performance) of 0.47 to 0.54 for structured situational interviews. The two elements that contribute towards interview predictability arereliability and criterion related validity. validity Reliability means that two interviewers using the same process to interview a candidate would produce the same over all assessment. Criterion related validity is the correlations of the questions asked in the interview to the job performance.

What are Behavioural Competency Based Questions? Focus - Recent Past Behaviour Derived from C B D Open Ended Singular Sets up Probes Format

Why Behavioral Based interviewing? • Consistence and Equity • Facilitates pointed and substantive questions and responses • Real Life examples Vs Canned responses • Past behaviour is proven to be most accurate future behaviour • Structure aids interviewers making interview time H R D Dimensions

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Why Behavioral Based interviewing? • Ties interview questions directly to job competencies • Increase ease of cross comparing across candidates • Aids in finding the best match for the job • Has proven to be more pro-active • Helps to manage cost H R D Dimensions

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The Founder BEI Interview method technique is based on Critical Incident Technic developed by Flanagan (1954) is based on the premise that a few critical incidents in the life of the interviewer will provide Redesigned, structured and popularised by David McClelland and Boatzis H R D Dimensions

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Using Competency Scale 5 = Very Important Competencies

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3 = Neutral

3 = Not important

Current Importance

Future Importance

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BARS

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How can we make our interviews better? • Make Them Structured. • Make Them Competency Based. • Make Them Behaviorally Focused.

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DDI – Research based

4 Dimensional Approach

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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Done Been There, Done that, Have had real experience Seen Seen others do that both well and Badly Knows Knows how that works Learnt Could learn that H RonDRecruitment Dimensions Based Architect, Lominger Inc

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Drafting Questions for B E I

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Develop Behavioral Questions Behavioral Questions Ask For:


Specific Situations




Experiences




Specific Actions




Outcomes

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Develop Behavioral Questions Questions Focus On:

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What




Why




When




How




Where




Who

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Examples of Behavioral Questions Job Element: Organization Question: Give examples of how you determine priorities on a busy workday. Question: Give an example of a time when you made a bad decision about what should be a priority in your workday.

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Job Element: Customer Service Question: Tell of the most difficult customer service situation you ever had to handle. Tell what you did and said and what was the outcome?

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Example of Behavioral Interviewing Job Element: Teamwork Question: Describe a situation where others working with you disagreed with your ideas. What did you do? What was the outcome? What did you learn from this experience? H R D Dimensions

Job Element: Application of Knowledge Question: Give an example of when you used your training in (area of knowledge) to a work situation. Was there a change or result? What would you do differently if you had to do it again? mowly

Developing Behavioral Questions Behavioral questions are constructed to elicit three factors:
A specific situation relative to a job element
An action taken
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 a hurry and you lacked information. What did you do? What was the outcome? H R D Dimensions

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Developing Behavioral Questions Next, bring in a statement that relates to a specific job element (KSAAE):








Give a specific example of how you dealt with a difficult person . . . Tell about a time when you had many work projects going at the same time . . . Describe an instance when you handled a stressful situation . . .

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Developing Behavioral Questions for the Position Behavioral questions may include other phrases to elicit more detail:








Who was involved in the situation? If you had to repeat your actions in a similar situation, 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 for Contrary Evidence Then, ask another question eliciting contrary evidence . . . Question: Think of a time when you were instrumental in developing a team project that didn’t succeed. What was your role? Why do you think it didn’t succeed?

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Developing Behavioral Questions for Other Job-Related Factors


After you have developed questions for the critical KSAAs, develop two to three questions for other job-related factors--factors such as:




Shift work Willingness to travel Answering the telephone all day

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Working weekends Working alone or in small groups

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Circle of Learning

Tell me about, ..Specific steps

Self Awareness New Challenges Examples of applications

Experiences Personal Change

Sense Making What did you learn? HR D Dimensions Source: Woller & Associates

Why use that approach?

Learnings mowly

Structuring B E I Establish Rapport

Set Trigger Competency

Ice breakers

Critical event recollection

Anxiety reduction

Trigger match of event Characteristics

Expectatio n setting

Allow to change event

Event analysis

Probe for details

Get clear outline start and the end of event

Get details of the event

Start & end of involvement Create the skeleton for probing

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Nature of involvemen t Probe thoughts, feeling and actions

Closure of the Interview

Allow interviewe e to add anything related to the event Thank and close

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The Process of Developing Target Competencies Ask Incumbents of Known Performance Levels About Situations that Went Well. Compare the Responses of High Performers to Low/Average Performers in Order to Find Out What they do Differently. The Competencies Directly Associated with High Performance are the Ones You Want to Target.

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Process of Logging, Coding and Scoring of BEI

BBI – Some “Do’s’ and Don’ts” • One question per competency • Use all the appropriate probes • If they seem ‘stuck’ on ‘what did I learn” ask them, what would you do if you could do it all over again • If difficulty in getting response, restate the question • Look for more specificity and ask for examples • Try not to get involved in the story but focus on experience and learning •Try to scale the response to each competency

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