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SELECTION SKILLS.

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Presentation on theme: "SELECTION SKILLS."— Presentation transcript:

1 http://groups.yahoo.com/group/hrcommunity SELECTION SKILLS

2 http://groups.yahoo.com/group/hrcommunity PROGRAMME OBJECTIVES n Create an understanding of Selection tools and techniques and their appropriateness n Understand competency based selection n Learn interviewing skills n Understand the need for psychometric testing

3 http://groups.yahoo.com/group/hrcommunity LEARNING GRID Unconscious Incompetence Conscious incompetence Conscious competenceUnconscious competence I II III IV Awareness Learning/Training Practice Unlearning/Review

4 http://groups.yahoo.com/group/hrcommunity RECRUITMENT & SELECTION n Manpower Planning n Setting Specs n Advertising/Consultant/Online/Referral n Shortlisting CVs n Calling candidates n Group Process/Psychometric Testing n Interviews n Offer letter n Joining n Induction n Training n Grooming for productivity

5 http://groups.yahoo.com/group/hrcommunity COMMON ERRORS IN RECRUITING Selected Not selected Right personWrong Person A B

6 http://groups.yahoo.com/group/hrcommunity Selection Techniques n Interviews n Tests - General Ability,special aptitudes n Simulation exercise n Work Sample Tests n Personality questionnaires n Interest questionnaires n Bio Data n Reference Checks n Group Discussions n Handwriting Analysis etc. n Case discussions n Presentations n On - field accompaniment n In tray exercises n Assessment Centres (combination of above items)

7 http://groups.yahoo.com/group/hrcommunity Perfect Prediction - Validity Smith, Gregg & Andrews - 1987 Chance Astrology/Graphology References Typical Interviews Structured Interviews Work sample Tests Ability Tests Assessment Centers (development) Assessment Centers (selection) Personality Tests 0 0.1 0.2 0.3 0.4 0.7 0.6 0.5

8 http://groups.yahoo.com/group/hrcommunity RANKING OF SELECTION METHODOLOGIES 1 Patterns of past behaviour 2 TESTS - reported present behaviour 3 Interviews - with many How would you behave in the future questions

9 http://groups.yahoo.com/group/hrcommunity WHY DIFFERENT SELECTION TOOLS ? n Any one tool cannot get all the data n Need a set of different tools, which involve testing different faculties and behavior of candidates n Each tool is effective for for a specific set of relevant attributes

10 http://groups.yahoo.com/group/hrcommunity Critical Attribute Physical attribute : e.g. 6 feet tall Attainment :e.g. B.Tech Competency/Talent/Traits : e.g. Achievement Orientation Intuition Charisma

11 http://groups.yahoo.com/group/hrcommunity Competency Any quality or characteristic of a person, which underpins recurring successful performance

12 http://groups.yahoo.com/group/hrcommunity Skills, Knowledge & Talent n Skills : The How - tos of the role Capabilities that can be transferred from one person to another n 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 n 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.

13 http://groups.yahoo.com/group/hrcommunity The three levels of competencies are n DISTINGUISHING n THRESHOLD n FUNCTIONAL

14 http://groups.yahoo.com/group/hrcommunity A CHECK LIST FOR BEHAVIOURAL INDICATORS Each indicator should: n Describe directly observable behavior, or other specific evidence of an individuals competency n Describe just one piece of behavior of evidence n Not to be duplicated under two or more competencies n Include a verb phrase i.e. describe action

15 http://groups.yahoo.com/group/hrcommunity THE COMPETENCY PLANNING & ORGANISING Definition : Level 1 - Junior Manager n Manages own time and personal activities n Breaks complex activities into manageable tasks n Identifies possible obstacles to planned achievements

16 http://groups.yahoo.com/group/hrcommunity THE COMPETENCY PLANNING & ORGANISING Definition : Level 2 - Middle Manager n Produces contingency plans for possible future occurrences n Estimates in advance the resources and time scales needed to meet objectives n Co-ordinates team activities to make the best use of individual skills and specializations

17 http://groups.yahoo.com/group/hrcommunity THE COMPETENCY PLANNING & ORGANISING Definition : Level 3 - Senior Manager n Identifies longer term operational implications of business plans n Effectively plans utilization of all resources

18 http://groups.yahoo.com/group/hrcommunity THE 12 MOST COMMON COMPETENCIES n Communication n Achievement orientation n Customer Focus n Team work n Leadership n Planning and organising n Commercial awareness n Flexibility n Developing others n Problem solving n Analytical thinking n Building relationships Source: Competency based Recruitment & Selection by Robert Wood and Tim Payne

19 http://groups.yahoo.com/group/hrcommunity Competencies & Trainability TRAITS MOTIVES VALUES COGNITIVE CAPBILITIES SKILLS KNOWLEDGE More conscious More trainable Less Conscious Less Trainable E.g.: Has contacts E.g.: Results orientation,planning abilities

20 http://groups.yahoo.com/group/hrcommunity Critical Attributes for Sales Managers ( Example) n Interpersonal Skills n Influencing Skills n Results orientation n Customer Concern n Technical expertise n Providing direction n Analytical Thinking n Conceptual thinking n Information seeking n Staff development n Team building n Planning n Decision Making

21 http://groups.yahoo.com/group/hrcommunity Interview Entrevoir ( French) to have a glimpse of

22 http://groups.yahoo.com/group/hrcommunity WHAT IS AN INTERVIEW? A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries

23 http://groups.yahoo.com/group/hrcommunity OBJECTIVES OF SELECTION IN INTERVIEW 1 Selecting people for jobs by: Informing applicants about the job Gaining unbiased factual information against the criteria Influencing suitable candidates to accept 2 Demonstrating that the company operates a fair and equitable selection procedure (Public Relations)

24 http://groups.yahoo.com/group/hrcommunity Goodwill Bank n Need a process that will enhance company stature –Fair –Friendly –Rigorous –Respect for individual - Time bound How will a candidate not selected speak of your organisation?

25 http://groups.yahoo.com/group/hrcommunity SELECTION INTERVIEW - EFFECTIVENESS Bottom line Test - Answering Three key questions n Can he do the job(Competence) n Will he do the job( Motivation) n Will he fit in ( Team / Organisation)?( Match)

26 http://groups.yahoo.com/group/hrcommunity SELECTION INTERVIEW IF EFFECTIVE n Saves Time n Better job/person matching n Satisfied interviewers/Interviewees n Good image / PR n Tightening of recruitment process IF INEFFECTIVE n May end up recruiting unfit candidates n Missing suitable candidates n Demotivating suitable candidates from joining

27 http://groups.yahoo.com/group/hrcommunity UNDERSTANDING YOUR APPLICANTS According to research, students have listed the following Organisational characteristics as important to them: n Type of work you would do n Type of people you would like to work with n Training & development opportunities n Chances of promotion n Salary n Job security n Working condition n Reputation/image of the organisation n Geographical location n Hours expected at work n Benefits ( Company car, Pension, Loans etc.)

28 http://groups.yahoo.com/group/hrcommunity INTERVIEW PROCESS - REQUIREMENTS Venue INTERVIEW PROCESS CANDIDATE Expects Professionalism Realistic picture of job & company/organisation Input on where he stands (process, time scale etc.) Minimal Wait Objectivity INTERVIEWER Needs: Purpose of I/V Agreed Criteria Application form Time to prepare and judge job and company knowledge Skills to obtain & evaluate information and make effective judgements Relaxed and open minded Right attitude

29 http://groups.yahoo.com/group/hrcommunity List the things you would like to have seen when you last went for an interview. What did you expect from the company ?

30 http://groups.yahoo.com/group/hrcommunity SETTING THE ENVIRONMENT n No disturbance n No phone Calls n Seating - Neutral ( Perhaps an L shape ) n No distraction in the vicinity n No Power Statements n Having water available on the table ( for candidate ) n Have stationary ready ( for candidate )

31 http://groups.yahoo.com/group/hrcommunity Remember n Note taking - minimal, with permission n Stress Interviews - Try to avoid n Politeness - specially to bad n Airtime - 80 - 20

32 http://groups.yahoo.com/group/hrcommunity INTERVIEW STRUCTURE 1 Opening, rapport building 2 Current & previous roles 3 Aspirations & awareness 4 Education & upbringing 5 Circumstances & interests 6 Closing, wrap up

33 http://groups.yahoo.com/group/hrcommunity Interview - An Information Sorting Model Opening & Rapport Building Current & Previous Roles Aspirations & Awareness Education & Upbringing Circumstances & Interest Closing/Wrap up CA 1 CA2 CA3 CA4 CA5 Information Sorting Assessment

34 http://groups.yahoo.com/group/hrcommunity OPENING, RAPPORT BUILDING n Appropriate recognition n Relaxed Approach n Introduce yourself n Share - Interview purpose »Recruitment process »Job Role ( briefly) »Interview structure & Time n Check Understanding

35 http://groups.yahoo.com/group/hrcommunity Things to look out for in a CV n Organisation of events - Priority accordance n Clarity of depiction and succinctness n Unexplained breaks in Service and Education n Extent of customisation to the job applied n Quality of the CV: mode, spelling errors, verbosity

36 http://groups.yahoo.com/group/hrcommunity QUESTIONING SKILLS

37 http://groups.yahoo.com/group/hrcommunity TYPE OF QUESTIONS n Factual recall n Comparison n Opinion n Case Problems n Hypothetical n Rhetorical n Leading n Pumping

38 http://groups.yahoo.com/group/hrcommunity PAST BEHAVIOUR is the single best predictor of future behaviour

39 http://groups.yahoo.com/group/hrcommunity Structure of Questions n Open ended Questions How - What - When - Where - Who - Why n Close ended Questions Do you - Did you - Can you - Will you - Could you - Would you - Should you n Prompting/ encouraging expressions Tell me…, Describe … For example?, For instance?, In what sense? How come?, In simpler terms...

40 http://groups.yahoo.com/group/hrcommunity Questioning Pattern Broad Open ended Probe Narrow Close Summarise

41 http://groups.yahoo.com/group/hrcommunity Characteristics of Good Questions n Purposeful n Relevant n Clear & concise n Limited to one idea n Neutral in tone & substance

42 http://groups.yahoo.com/group/hrcommunity The quality & value of answer depends on the quality of the question

43 http://groups.yahoo.com/group/hrcommunity QUESTIONS COVERAGE n WHAT Qs - Elicit information about knowledge, facts/data, opinions n WHY Qs - Analytical skills, reasoning, logic etc. motivations( what else…How else…, Where else….) n HOW Qs - Knowledge of functional skills, process/steps ( also analytical skills) n HOW MUCH/HOW WELL Qs - validating achievements

44 http://groups.yahoo.com/group/hrcommunity THE INTERVIEW FUNNEL START WITH AN OPEN ENDED QUESTION LISTEN NARROW DOWN TO SPECIFIC AREA LISTEN HOW DID THE PERSON GO ABOUT IT LISTEN FIND OUT MOTIVATIONS LISTEN ACHIEVEMENTS LISTEN SUMMARISE AND SEEK AGREEMENT START WITH NEW AREA

45 http://groups.yahoo.com/group/hrcommunity INTERVIEW STRUCTURE

46 http://groups.yahoo.com/group/hrcommunity THE PANEL INTERVIEW SOME GUIDELINES n Agree roles & structures n Stick to roles n Do not interrupt n Do not help the candidate n Select lead interviewer n The others listen,take notes ( factual), ask questions around other key areas and observe non verbal behavior n Follow up at end of a section

47 http://groups.yahoo.com/group/hrcommunity Questioning Technique n S n Situation n T n Task n A n Achievement n R n Review

48 http://groups.yahoo.com/group/hrcommunity Telephonic Interviews n You cannot see the candidate, so you have to trust only two senses - hearing & intuition n Do not short circuit the interview. The process should be the same as a face-to-face interview n Follow the interview structure n Use the funnel - what, why, how,how well n Use many encouraging, prompting expressions,like … Yes Tell me more Describe I see For example? In what sense? n Keep sentences & discussions short n Summarise each section

49 http://groups.yahoo.com/group/hrcommunity INTERVIEW TIPS n Interviewers need to be provided with job description & specification of the requirements of the position to minimize the influence of stereotypes n Interview questions need to be job related n Avoid making quick decisions about an applicant n Avoid giving too much weight to a few characteristics n Try to put the applicant at ease during the interview n Communicate clearly with the applicant n Maintain consistency in the questions asked

50 http://groups.yahoo.com/group/hrcommunity Management Interviewing n Less emphasis on background : more on role and work n Ask about aspirations before role n Easy for candidate to obscure track record through jargon and generalities n A look good, talk good candidate may land up interviewing the interviewer - superficial interview may take place n Hence be specific - focus on Critical attributes

51 http://groups.yahoo.com/group/hrcommunity Focus on Roles n Job titles can be misleading n Main areas of job. Principal tasks that you do personally? Why? How do you divide your time? n Performance criteria,targets,priorities,performance ratings,informal reviews n Focus on relationships - up, down, or with colleagues n Time perspective n Breadth of perception of job relative to entire organisation n Perceived freedom to act n Ability to influence the organisation

52 http://groups.yahoo.com/group/hrcommunity Management skills n How results are achieved and how the candidate handles the process of management n Setting objectives for self and team n Decision making style - alone or team n Resolving conflicts - how and when n Handling customers - relationship based and task based n Resolving issues between internal demands and customer expectations

53 http://groups.yahoo.com/group/hrcommunity Management focus n Motivational style - sort of environment in team. Leading team front or back n Grooming others - spending time for developing people n Investing in self - learning & growing n Monitoring work of self and team n Handling communication & consultation n Influencing others through meetings and presentations

54 http://groups.yahoo.com/group/hrcommunity TYPES OF INTERVIEWS n Unstructured Interview n Situational Interview n Behaviour Description interview n Comprehensive structured interview n Structured behavioural interview n Oral Interview boards

55 http://groups.yahoo.com/group/hrcommunity INTERVIEWING FOR TALENT

56 http://groups.yahoo.com/group/hrcommunity TALENT What is Talent? A recurring pattern of thought, feeling or behavior that can be productively applied

57 http://groups.yahoo.com/group/hrcommunity TALENT According to Gallup there are 3 kinds of talent: 1. Striving : Why of the person 2. Thinking: How of the person 3. Relating : Who of the person

58 http://groups.yahoo.com/group/hrcommunity Talent ( some examples) n Striving Achiever ( A drive that is internal, constant & self imposed ) Mission ( a drive to put your beliefs into actions) n Thinking Responsibility (A need to assume personal accountability for your work ) Numerical ( An affinity for numbers ) n Relating Relator ( a need to build bonds that last ) Command ( an ability to take charge )

59 http://groups.yahoo.com/group/hrcommunity Talent Interview (Points to remember) n This should stand alone n It should be more structured, more focussed, less banter, more questions n Ask him about choices he makes n Let him reveal himself to you

60 http://groups.yahoo.com/group/hrcommunity Talent Interview (Listen for specifics) 1. Always listen for a specific example 2. Give credit only to the persons top of the mind response 3. Do not probe too much to get response Clues for talent: Rapid learning ability Source of satisfaction After they have been hired, check back to see if the people who subsequently performed well answered your question in a consistent way.This will take time and focus, but are essential to the art of interviewing for talent.

61 http://groups.yahoo.com/group/hrcommunity PSYCHOMETRIC TESTING Psychological tests have been devised and are used primarily for the determination and analysis of individual differences in general intelligence,specific aptitudes, educational achievement, vocational fitness,and non intellectual personality traits. These tests have been used for a variety of psychological, educational cultural, sociological and employment studies of groups and for individuals

62 http://groups.yahoo.com/group/hrcommunity TEST - VARIATIONS n Achievement / Attainment n Aptitude n Personality n Interest n Attitude n IQ ( Intelligence quotient)

63 http://groups.yahoo.com/group/hrcommunity APPLICATIONS OF PSYCHOMETRIC TESTING n Placement n Personnel selection n Training & development n Career & Succession Planning n Diagnosis & recommendation of Performance problems n Vocational education and career counseling

64 http://groups.yahoo.com/group/hrcommunity WHY TESTS n To reduce errors Standardized set of questions Objective evaluation

65 http://groups.yahoo.com/group/hrcommunity SELECTING TESTS n SOURCES n METRICS n INTERPRETATION

66 http://groups.yahoo.com/group/hrcommunity ONLINE TESTING n Standardization n Easy to administer across locations n Quick n Automatic Reports n Does not need interpretation expertise n Still requires to be anchored by qualified persons

67 http://groups.yahoo.com/group/hrcommunity REFERENCE CHECKS n Verify claims made by the candidate n Confirm selectors perceptions, sensing and inferences n Clarify doubts that may have arisen during the selection process n Add to understanding through input from referee or any specific area of concern n Hear first hand from referee or anything significant about the candidate ( positive or dysfunctional)

68 http://groups.yahoo.com/group/hrcommunity Effective Reference Checks - the Steps n Ensure that the candidate gives references that know him well n Be clear on what you wish to ask the referee n 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 n Confirm referees extent of familiarity with the candidate n Ask open ended questions to start with n Follow through with pointed questions in your areas of concern n THANK THE REFEREE for the time invested n Do a 360 degree reference check

69 http://groups.yahoo.com/group/hrcommunity ASSESSMENT

70 http://groups.yahoo.com/group/hrcommunity Behavior Assessment Process Observe Carefully watch and listen to what has happened Store Accurately store in memory what happened Classify Categorize behavior and other data into critical attributes Evaluate Rate data & behavior to agreed standard

71 http://groups.yahoo.com/group/hrcommunity ASSESSMENT GUIDELINES n People tend to behave in a consistent way n Understand the context of peoples behavior n Relate information from one source to another

72 http://groups.yahoo.com/group/hrcommunity RATINGS n Excellent - 4 Tremendous amount of data across all sections supporting the indicators. Goes beyond the indicators. A big strength area. This is where the candidate operates from,as a psychological platform ( will be an adjective for him )

73 http://groups.yahoo.com/group/hrcommunity RATINGS n 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

74 http://groups.yahoo.com/group/hrcommunity RATINGS n 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

75 http://groups.yahoo.com/group/hrcommunity RATINGS n Not acceptable - 1 Shows definite evidence of lack of the indicators. Falls short

76 http://groups.yahoo.com/group/hrcommunity COMMON FAILINGS IN ASSESSMENT n Leniency n The Halo effect n Mirror image n Contrast n Projection

77 http://groups.yahoo.com/group/hrcommunity Happy Interviewing

78 http://groups.yahoo.com/group/hrcommunity Dear Colleague, This is a personal invitation from us to you to join our hrcommunity. The hrcommunity virtually connects HR professionals to share current and emerging HR practices, HR resources & HR related information. Be in touch with the best brains in the hrcommunity. To join send a blank e-mail to hrcommunity-subscribe@yahoogroups.com Warm regards,Jayesh & Aruna Moderators – hrcommunity


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