Professional Documents
Culture Documents
PROGRAMME OBJECTIVES
Create an understanding of Selection tools
and techniques and their appropriateness
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
0.7 Assessment Centers (development)
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
Each indicator should:
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
CANDIDATE INTERVIEWER
Expects Needs:
•Professionalism • Purpose of I/V
•Realistic picture of job & • Agreed Criteria
company/organisation • Application form
•Input on where he •Time to prepare and judge job
stands (process, time and company knowledge
scale etc.) •Skills to obtain & evaluate
•Minimal Wait information and make effective
•Objectivity judgements
• Relaxed and open minded
• Right attitude
List the things you would like to
have seen when you last went for
an interview.
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
WHAT Q’s - Elicit information about knowledge,
facts/data, opinions
1. Opening -
2. Current & Previous What, why, How well Trends, people are not
roles static
3. Aspiration / What, why, how realistic
Awareness
4. Education & What, why, how well
Upbringing
5. Circumstances & What, why, how well Causes – relate past to
Interest implication present
6. Closing -
Description
Motivation
Achievement
THE PANEL INTERVIEW
SOME 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
Questioning Technique
Situation
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
A recurring pattern of
thought, feeling or behavior
that can be productively
applied
TALENT
According to Gallup there are 3 kinds of 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
Happy Interviewing