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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
Unlearning/Review Learning/Training
Awareness
Unconscious Conscious
Incompetence incompetence
I II
RECRUITMENT & SELECTION
■ Manpower Planning
■ Setting Specs
■ Advertising/Consultant/Online/Referral
■ Shortlisting CV’s
■ Calling candidates
■ Group Process/Psychometric Testing
■ Interviews
■ Offer letter
■ Joining
■ Induction
■ Training
■ Grooming for productivity
COMMON ERRORS IN RECRUITING
Selected
√ A
Not selected B
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
Ability Tests
0.1 Astrology/Graphology
0
Chance
Smith, Gregg & Andrews - 1987
RANKING OF SELECTION METHODOLOGIES
Competency/Talent/Traits : e.g..
Achievement
orientation
Intuition
Charisma
Competency
■ DISTINGUISHING
■ THRESHOLD
■ FUNCTIONAL
A CHECK LIST FOR BEHAVIOURAL
INDICATORS
SKILLS
Entrevoir ( French)
to have a glimpse of
WHAT IS AN INTERVIEW?
IF EFFECTIVE IF INEFFECTIVE
■ Saves Time ■ May end up recruiting
■ Better job/person unfit candidates
matching
■ Satisfied ■ Missing suitable
interviewers/Interviewees candidates
■ Good image / PR
■ Tightening of recruitment ■ Demotivating suitable
process candidates from
joining
UNDERSTANDING YOUR APPLICANTS
According to research, students have listed the
following Organisational characteristics as important
to them:
■ Type of work you would do
■ Type of people you would like to work with
■ Training & development opportunities
■ Chances of promotion
■ Salary
■ Job security
■ Working condition
■ Reputation/image of the organisation
■ Geographical location
■ Hours expected at work
■ Benefits ( Company car, Pension , Loans etc.)
INTERVIEW PROCESS - REQUIREMENTS
Venue
INTERVIEW
PROCESS
INTERVIEWER
CANDIDATE Needs:
Expects • Purpose of I/V
•Professionalism • Agreed Criteria
•Realistic picture of job & • Application form
company/organisation •Time to prepare and judge job
•Input on where he and company knowledge
stands (process, time •Skills to obtain & evaluate
scale etc.) information and make effective
•Minimal Wait judgements
•Objectivity • Relaxed and open minded
• Right attitude
List the things you would like to have
seen when you last went for an interview.
What did you expect from the company
SETTING THE ENVIRONMENT
■ No disturbance
■ No phone Calls
■ Seating - Neutral ( Perhaps an L shape)
■ No distraction in the vicinity
■ No ‘Power Statements’
■ Having water available on the table ( for
candidate)
■ Have stationary ready ( for candidate)
Remember
■ Note taking - minimal , with permission
■ Airtime - 80 - 20
INTERVIEW STRUCTURE
1 Opening, rapport building
6 Closing , wrap up
Interview - An Information Sorting
Model
Opening & Rapport Building CA 1
Assessment
OPENING, RAPPORT BUILDING
■ Appropriate recognition
■ Relaxed Approach
■ Introduce yourself
■ Check Understanding
Things to look out for in a CV
■ Factual recall
■ Comparison
■ Opinion
■ Case Problems
■ Hypothetical
■ Rhetorical
■ Leading
■ Pumping
PAST BEHAVIOUR is the
single best predictor of
future behaviour
Structure of Questions
■ Open ended Questions
How - What - When - Where - Who - Why
Probe
Narrow
Close
Summarise
Characteristics of Good Questions
■ Purposeful
■ Relevant
■ Clear & concise
■ Limited to one idea
■ Neutral in tone & substance
The quality & value of answer
depends on the quality of the
question
QUESTIONS COVERAGE
1. Opening -
2. Current & Previous What, why, How well Trends, people are not
roles static
3. Aspiration / Awareness What, why, how realistic
Description
Motivation
Achievement
THE PANEL INTERVIEW
SOME GUIDELINES
■ Stick to roles
■ Do not interrupt
■ Task
■ Achievement
■ Review
Telephonic Interviews
■ You cannot see the candidate , so you have to trust only two
senses - hearing & intuition
■ Do not short circuit the interview. The process should be the
same as a face-to-face interview
■ Follow the interview structure
■ Use the funnel - what, why, how,how well
■ Use many encouraging , prompting expressions ,like …
• Yes
• Tell me more
• Describe
• I see
• For example?
• In what sense?
■ Keep sentences & discussions short
■ Summarise each section
INTERVIEW TIPS
■ Interviewers need to be provided with job description
& specification of the requirements of the position to
minimize the influence of stereotypes
■ Interview questions need to be job related
■ Avoid making quick decisions about an applicant
■ Avoid giving too much weight to a few characteristics
■ Try to put the applicant at ease during the interview
■ Communicate clearly with the applicant
■ Maintain consistency in the questions asked
Management Interviewing
■ Less emphasis on background : more on role and
work
■ Ask about aspirations before role
■ Easy for candidate to obscure track record through
jargon and generalities
■ A ‘look good, talk good’ candidate may land up
interviewing the interviewer - superficial interview
may take place
■ Hence be specific - focus on Critical attributes
Focus on Roles
■ Job titles can be misleading
■ Main areas of job . Principal tasks that you do
personally? Why’? How do you divide your time?
■ Performance criteria,targets,priorities,performance
ratings,informal reviews
■ Focus on relationships - up, down , or with
colleagues
■ Time perspective
■ Breadth of perception of job relative to entire
organisation
■ Perceived freedom to act
■ Ability to influence the organisation
Management skills
■ How results are achieved and how the candidate
handles the process of management
■ Setting objectives for self and team
■ Decision making style - alone or team
■ Resolving conflicts - how and when
■ Handling customers - relationship based and task
based
■ Resolving issues between internal demands and
customer expectations
Management focus
■ Motivational style - sort of environment in
team. Leading team front or back
■ Grooming others - spending time for
developing people
■ Investing in self - learning & growing
■ Monitoring work of self and team
■ Handling communication & consultation
■ Influencing others through meetings and
presentations
TYPES OF INTERVIEWS
■ Unstructured Interview
■ Situational Interview
What is Talent?
■ Achievement / Attainment
■ Aptitude
■ Personality
■ Interest
■ Attitude
■ IQ ( Intelligence quotient)
APPLICATIONS OF PSYCHOMETRIC
TESTING
■ Placement
■ Personnel selection
■ Training & development
■ Career & Succession Planning
■ Diagnosis & recommendation of
Performance problems
■ Vocational education and career
counseling
WHY TESTS
■ To reduce errors
• Objective evaluation
SELECTING TESTS
■ SOURCES
■ METRICS
■ INTERPRETATION
ONLINE TESTING
■ Standardization
■ Easy to administer across locations
■ Quick
■ Automatic Reports
■ Does not need interpretation expertise
■ Still requires to be anchored by qualified
persons
REFERENCE CHECKS
■ Verify claims made by the candidate
■ Confirm selectors perceptions, sensing and
inferences
■ Clarify doubts that may have arisen during
the selection process
■ Add to understanding through input from
referee or any specific area of concern
■ Hear first hand from referee or anything
significant about the candidate ( positive or
dysfunctional)
Effective Reference Checks - the Steps
■ Ensure that the candidate gives references that know him well
■ Be clear on what you wish to ask the referee
■ Let the referee know
– That his/her input is important
– that you care about the candidates career choice / direction
– the context of the job that the candidate has applied for
■ Confirm referee’s extent of familiarity with the candidate
■ Ask open ended questions to start with
■ Follow through with pointed questions in your areas of concern
■ THANK THE REFEREE for the time invested
■ Do a 360 degree reference check
ASSESSMENT
Behavior Assessment Process
Evaluate
Rate data & behavior
to agreed standard
Classify
Categorize behavior and other
data into critical attributes
Store
Accurately store in memory what happened
Observe
Carefully watch and listen to what has happened
ASSESSMENT GUIDELINES
■ V Good - 3
A lot of data from at least two three
sections, or overwhelmingly in at least
one section supporting the indicators.
This is the way the indicators are
defined. Supports with examples
RATINGS
■Acceptable - 2
Evidence from at least one section of the
interview. Supports at least 2/3 of the
indicators. Will do. Exhibits data with
some examples
RATINGS
■ Not acceptable - 1
■ Leniency
■ The Halo effect
■ Mirror image
■ Contrast
■ Projection