Competency Based Selection

Kartik Agrawal Manisha Anantharam 23/01/2012

The Purpose of Selection

To place individuals (internal / external) who can make worthwhile contributions to an organization into appropriate jobs or roles. Competency based Selection is An assessment criteria and not The assessment criteria.

Why Competency Based Selection?

Organizational Streamlining Workforce Planning Internet Based Exams Improving Job Person Match Predicting Success Reducing Turnover

How Competencies contribute to Selection?

Identification of the Competencies / Competency levels (ideally 6-8) which are critical for effective performance. Identification of Critical Competencies used to decide between equally suitable candidates for a role. Identification of the generic Behavioral Indicators, i.e. how would these behaviors actually come out in the target job.

Identifying Recruitment Critical Competencies

List the most critical job tasks List the competencies required for these tasks. Rank these competencies. Consider those competencies which could be developed on the job. Remaining competencies are the Critical competencies.

Identification of the generic Behavioral Indicators

Detailed indicators can be developed using: An interview. A facilitated/focused group approach. Questionnaires.

Note: Though behaviors need to be job-specific but they must not be so specific that they could be demonstrated only by someone already doing the job.

Using Competencies to Word Job Advertisements

Example 1 This role requires people with a proven track record of Working with people; Working with Information; Developing the Business; Achieving results. Example 2 Successful Customer Services Staff operate as a part of a team, providing support to each other and sharing experience. The role is demanding and it is important that you are able to adapt your style to the different style of others and to present information in different ways when customers dont understand you the first time.

Using competencies to choose and design assessment methods

General points
Not all assessments assess competencies. Finding the right assessment methods + Assess General fit with the team (first impression). + Refer to a checklist of essentials (Screening Criteria). + Self-Introspection of the candidate. + Do reference checks + Personal / Career history analysis. + Ask for specific examples (structured interview). + Work samples and Simulations. + Psychometric tests.

Using competencies to choose and design assessment methods

Other factors in Good Selection + Relevance and reliability of tools + Skilled assessors + Appropriate decisions Testing Assessment methods + Use assessment methods with existing job-holders. + Collect ratings of job performance for each job-holder. + Compare assessment scores with job performance scores.

Collecting applicant information

Information required for early screening is usually collected using application forms. Telephone based questionnaires using IVR. Questionnaires administered via computers. Competency based questionnaire:
Open format questions A competency-rating questionnaire A forced-choice questionnaire

Competency based information

Open-format questions
Ex: This job involves developing others. Please provide 2 examples of situations which exhibit such behavior.

Competency-rating questionnaires
Rate how often you do the following Key: 1:Usually 2: Often 3: Rarely 4: Never
a) Account for the impact of your decisions on others

b) Share your learning experiences with colleagues

c) Talk about the achievements of your employer outside of work d) Identify and seek information you think you need for a job

Competency based information

Forced-Choice questionnaires
From each pair of statements chose the statement which describes you better + Adapts personal style to develop relationships. + Seeks consensus for all decisions. + Presents own views with conviction + Avoids making decisions which will be unpopular
+ Keeps responsibility for decision-making within scope of own role + Seeks and gives constructive feedback

Competency based Interviews

Interview Structure
Introduce yourself, establish rapport

Open the interview 5%

Let your interviewer tell you what the agenda for the discussion will be Listen to the interviewer give you their expectations of the interview

Gathering Data 70%

Behavioural questions Technical screen General CV information confirmation

Ask the questions you prepared

Try to obtain more specific details about the job description Ask the interviewer what the next steps are and when you can expect to hear back from them

Close the Interview 10%

Behavioural Questions
A behavioural question is looking for information about:
The details of a specific situation or event Your specific action or behaviour and The outcome of the situation - In other words, what you did.

A behavioural question is not looking for:

Your opinion What what you think you would do in a situation Your assessment of your own strengths, weaknesses or performance - In other words, what you think you would do.

So Why Use this Approach?

Advantages of examining past behavior
Reduces misunderstanding about a your past experiences Reduces your effort to make a good impression Reduces emphasis on the hypothetical Prevents personal impressions from affecting evaluation Provides actual examples of your knowledge, skills and attributes Promotes consistency in interviews and assures all key areas for success are covered in the conversation

Past Behavior is the Best Predictor of Future Behavior

Example - Core Competencies New Graduate PreSales Role

Effective Communication Resiliency
Good listening and presentation skills Able to explain complex issues in a simplified manner Able to deal with change Able to take constructive feedback

Team Skills

A good team player and leader People-oriented

Driven to be in sales Not risk-averse, uses initiative Determined to succeed

Sales Personality

Achievement Oriented

Choose these Competencies to Measure if Candidates will Fit into Companys Culture

Innovation Continuous improvement Quality team Giving Back/Trust/Fair/Integrity Fun Empowerment

Profit contribution No Technology Religion Market Transitions Open Communication Teamwork Drive change

For Example...
Competency: Customer Orientation
Definition: A willingness to help and serve others and meet their needs whether they are internal or external customers. Understands urgency.

Question: Tell me about a time when you felt effective in dealing with a customer (internal or external). What was the outcome? How and when did you communicate your findings to the customer?

Response:

I recently completed my thesis and presented my findings to the academic review board. I asked my advisor for the background of the board members and saw that two had a specialization in the topic of my thesis so I knew to expect a lot of challenging questions. I made sure that I had double checked all of my data and knew my sources before the review meeting so I was able to answer even the most obscure questions. Also my advisor had mentioned that there was one member of the board who had problems with his sight so I made sure that all of my documents were printed in a larger font to make them easier to read.