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SELECTION SKILLS

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

  2. 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 http://groups.yahoo.com/group/hrcommunity

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

  4. 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 http://groups.yahoo.com/group/hrcommunity

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

  6. 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) http://groups.yahoo.com/group/hrcommunity

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

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

  9. 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 http://groups.yahoo.com/group/hrcommunity

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

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

  12. Skills, Knowledge & Talent • Skills : • The How - to’s 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. http://groups.yahoo.com/group/hrcommunity

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

  14. A CHECK LIST FOR BEHAVIOURAL INDICATORS Each indicator should: • Describe directly observable behavior, or other specific evidence of an individual’s 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 http://groups.yahoo.com/group/hrcommunity

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

  16. THE COMPETENCYPLANNING & 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 http://groups.yahoo.com/group/hrcommunity

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

  18. 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 http://groups.yahoo.com/group/hrcommunity

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

  20. 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 Critical Attributes for Sales Managers( Example) http://groups.yahoo.com/group/hrcommunity

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

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

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

  24. Goodwill Bank • 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? http://groups.yahoo.com/group/hrcommunity

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

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

  27. 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.) http://groups.yahoo.com/group/hrcommunity

  28. INTERVIEW PROCESS - REQUIREMENTS Venue INTERVIEW PROCESS • 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 • CANDIDATE • Expects • Professionalism • Realistic picture of job & company/organisation • Input on where he stands (process, time scale etc.) • Minimal Wait • Objectivity http://groups.yahoo.com/group/hrcommunity

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

  30. 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 ) http://groups.yahoo.com/group/hrcommunity

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

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

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

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

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

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

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

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

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

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

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

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

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

  44. 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 http://groups.yahoo.com/group/hrcommunity

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

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

  47. Questioning Technique • Situation • Task • Achievement • Review http://groups.yahoo.com/group/hrcommunity

  48. 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 http://groups.yahoo.com/group/hrcommunity

  49. 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 http://groups.yahoo.com/group/hrcommunity

  50. 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 http://groups.yahoo.com/group/hrcommunity