SELECTION SKILLS

PROGRAMME OBJECTIVES

Create an understanding of Selection tools

and techniques and their appropriateness

Understand competency based selection

Learn interviewing skills

Understand the need for psychometric testing

LEARNING GRID
Unconscious
competence
IV

Conscious competence

Practice

Unlearning/Review

Unconscious
Incompetence
I

III
Learning/Training

Awareness

Conscious
incompetence
II

RECRUITMENT & SELECTION

Manpower Planning
Setting Specs
Advertising/Consultant/Online/Referral
Shortlisting CVs
Calling candidates
Group Process/Psychometric Testing
Interviews
Offer letter
Joining
Induction
Training
Grooming for productivity

COMMON ERRORS IN RECRUITING

Right person

Selected

Not selected

Wrong Person

Selection Techniques

Interviews
Tests - General Ability,special aptitudes
Simulation exercise
Work Sample Tests
Personality questionnaires
Interest questionnaires
Bio Data
Reference Checks
Group Discussions
Handwriting Analysis etc.
Case discussions
Presentations
On - field accompaniment
In tray exercises
Assessment Centres (combination of above items)

Perfect Prediction - Validity

0.7

Assessment Centers (development)

0.6

Work sample Tests

Ability Tests

Assessment Centers (selection)

0.5

Personality Tests

0.4
0.3
0.2

Structured Interviews
Typical Interviews
References

0.1

Astrology/Graphology

Chance

Smith, Gregg & Andrews - 1987

RANKING OF SELECTION METHODOLOGIES

1

Patterns of past behaviour

TESTS - reported present behaviour

Interviews - with many How would you

behave in the future questions

WHY DIFFERENT SELECTION TOOLS ?

Any one tool cannot get all the data

Need a set of different tools, which involve

testing different faculties and behavior of
candidates

Each tool is effective for for a specific set

of relevant attributes

Critical Attribute
Physical attribute : e.g. 6 feet tall
Attainment :

e.g. B.Tech

Competency/Talent/Traits :
e.g. Achievement Orientation
Intuition
Charisma

Competency
Any quality or characteristic of
a person, which underpins
recurring successful
performance

Skills :

Skills, Knowledge & Talent

The How - tos of the role

Capabilities that can be transferred from one person to
another

Knowledge
What you are aware of
Factual ( things you know) Can & should be taught
Experiential (understandings you have picked up along the
way). Less Tangible and therefor much harder to teach

Talent
Recurring patterns of thought feeling behavior,that carve individual
minds
If someone does not have the talent as part of his filter , then very
difficult for others to inject it.

The three levels of competencies are

DISTINGUISHING

THRESHOLD

FUNCTIONAL

A CHECK LIST FOR BEHAVIOURAL

INDICATORS
Each indicator should:

Describe directly observable behavior, or other

specific evidence of an individuals competency
Describe just one piece of behavior of evidence
Not to be duplicated under two or more
competencies
Include a verb phrase i.e. describe action

THE COMPETENCY
PLANNING & ORGANISING
Definition : Level 1 - Junior Manager

Manages own time and personal activities

Breaks complex activities into
manageable tasks
Identifies possible obstacles to planned
achievements

THE COMPETENCY
PLANNING & ORGANISING
Definition : Level 2 - Middle Manager

Produces contingency plans for possible

future occurrences
Estimates in advance the resources and time
scales needed to meet objectives
Co-ordinates team activities to make the best
use of individual skills and specializations

THE COMPETENCY
PLANNING & ORGANISING
Definition : Level 3 - Senior Manager

Identifies longer term operational

implications of business plans

Effectively plans utilization of all

resources

THE 12 MOST COMMON COMPETENCIES

Communication
Achievement orientation
Customer Focus
Team work
Leadership
Planning and organising
Commercial awareness
Flexibility
Developing others
Problem solving
Analytical thinking
Building relationships

Source: Competency based Recruitment & Selection by Robert Wood and

Tim Payne

Competencies & Trainability

SKILLS
Less Conscious
Less Trainable

TRAITS
MOTIVES
VALUES
COGNITIVE
CAPBILITIES

More conscious
KNOWLEDGE

E.g.: Has contacts

E.g.: Results orientation,planning abilities

More trainable

Critical Attributes for Sales Managers

( Example)

Interpersonal Skills
Influencing Skills
Results orientation
Customer Concern
Technical expertise
Providing direction
Analytical Thinking

Conceptual thinking
Information seeking
Staff development
Team building
Planning
Decision Making