Crafting Powerful Competency-Based Interviews

March 16, 2024

 Domestics

Fire Alarm Breaks Temperature Checks

Smoking Facilities Mobiles & Messages

 Ground Rules – Behaviours & Expectations

 Workbooks – please do not read ahead

 Promptness after breaks
 Participate Fully - Teamwork
 No question is considered a silly question.. so please just
ask!
 Yasmine Palace Recruitment Statistics

• Average leavers per month = ???

• Estimated cost per employee to recruit = 5000 QR

• No. of current vacancies = ??

 Program Objectives

By the end of the programme you will be able to :

 The Updated Recruitment Policy and Procedure

 Explain why we need to have an employer brand & what it is
 State the importance of the Selection Process
 Identify the stages of a selection interview
 Explain the theory and give examples of Behavioural Interviewing
 Complete appropriate preparation prior to conducting a Competency Based Interview
 Demonstrate the techniques involved in selecting the right person for a position
 State the legal Considerations associated with recruitment
 Conduct a Competency Based Interview to the standard of the Company
 Course Outline
• Why do we have an Employer brand
• Why do we have a structured interview
• The Importance of the Selection Process
• The Theory and Practice of Behavioural Interviewing
• The Structure of the Interview
o Preparation
o Contact
o Control
o Close
• The Decision Process
• Skills Practice Preparation
• Skills Practice and Feedback
• Toolkit to help attract & source the right Talent for our business
Session1

Updated Recruitment Policy and Procedure

 RECRUITMENT PROCESS FLOW

4
OFFER

3 REFERENCE Reference Check will be conducted while preparing the offer letter. The Offer
Letter to be signed by designated signatories. all pre-employment
CHECK communications from candidate must be coursed though the Human Resources.

2
INTERVIEW HR Department will initiate the initial interview, if qualified, will
endorse to Section Manager or Department Head for Final Interview.
Appropriate Interview Form must be used.
1
JOB POSTING After receipt of approved RRF, Human Resources will post the job
vacancy and start sourcing candidates fit for the role

RECRUITMENT Section Managers must fill-up the recruitment requisition form (RRF) and
REQUISITION get approval from department head, human resources, finance and CEO
Session 2

The Importance of the Employer Brand & Selection

Process
 Session Objectives

By the end of this session you will be able to:

 Understand why we have an employer brand & how we apply it to recruitment

 Define the terms “Recruitment” and “Selection”

 List the benefits of selecting “the right person” for a given job

 List the essential characteristics of “the right person” and explain why these
are so necessary

 Explain what is meant by the term “fit”

 Exercise 1

 Think of an International brand

 What does that brand say about themselves?

 Why would you want to work with the brand?

 Yasmine Palace Employer Brand

Why is it important?
Stand Out From Our Competitors
 Employer Brand – Where did it come from?

• In 2023, Yasmine Palace's business strategy focused on driving

growth and elevating guest experiences. Central to this vision is
the emphasis on inspiring our frontline staff to provide
unparalleled and unique experiences for our guests.

• To achieve this Yasmine Palace needed to create something very

new in the sector – a distinctive employer brand that would
attract the best in the industry whilst inspiring and motivating
employees to stay, and grow, with the business. A brand that
could be flexed for different levels, ages and roles.
Employer Brand – We are all accountable

• As a manager, you are integral to delivering Yasmine Palace

Commitment to employees.

• It’s more than saying what you’re going to do; it’s acting in a way that
models the standards to help define what’s important and what makes us
different from other companies.

• We count on you to share Yasmine Palace’s vision with your team and
model each behaviours.

• Yasmine Place commitment should be embodied in everything you do.

 Best Employer…

Career Meaningful Supportive Recognition Inclusive and

Growth and
Development
‫تطور المهني‬
‫والتطوير‬
We promise to invest in
your professional
growth and
development, providing
you with opportunities
for learning, training,
and skill‫نعدك باالستثمار في‬
‫ وتوفير‬،‫نموك المهني والتطوير‬
‫فرص للتعلم والتدريب وتطوير‬
‫المهارات‬.
Work and
Impact ‫عمل‬
‫ذو معنى وتأثير‬
We promise to offer you
challenging and
meaningful work that
allows you to make a real
impact and contribute to
projects that matter,
providing a sense of
purpose and fulfillment in
your role.‫نعدك بتقديم عمل تحدي‬
‫ومعنى يسمح لك بإحداث تأثير حقيقي‬
،‫والمساهمة في مشاريع ذات أهمية‬
‫مما يوفر الشعور بالغرض واإلنجاز‬
‫في دورك‬
Work-Life and Collaborative
Balance ‫توازن‬ Appreciation Culture ‫ثقافة‬
‫العمل والحياة‬ ‫االعتراف والتقدير‬ ‫شمولية وتعاونية‬
We promise to foster an
We promise to support We promise to inclusive and
your work-life balance, recognize and collaborative culture
offering flexible work appreciate your efforts where everyone's unique
arrangements and and achievements, perspectives and ideas
are encouraged and
understanding the celebrating your
respected, promoting a
importance of your successes and
sense of belonging and
personal commitments acknowledging your camaraderie within the
and well-being.‫نعدك بدعم‬ hard work.‫نعدك باالعتراف‬ team.‫نعدك بتعزيز ثقافة شمولية‬
‫ وتقديم‬،‫توازن عملك وحياتك‬ ،‫والتقدير لجهودك وإنجازاتك‬ ‫وتعاونية حيث يتم تشجيع واحترام‬
‫ترتيبات عمل مرنة وفهم أهمية‬ ‫واالحتفاء بنجاحاتك واالعتراف‬ ‫ مما‬،‫وجهات نظر وأفكار الجميع‬
‫التزاماتك الشخصية ورفاهيتك‬ ‫بجهودك الجادة‬. ‫يعزز االنتماء واألخوة في الفريق‬
 Exercise

Attracting Suitable People

 Attracting the Right Candidate

The person who is “right”

will match the technical skill level,

the competencies required to do the

job and fit into the team.

 Definition of an Interview

• A conversation with a purpose

• A two-way communication: not

an inquisition, third degree, nor
an examination under pressure
 Exercise

Group 1 Group 2
Purpose & Benefits Getting The Cost of Recruitment & Initial
the Right Talent Training
15 Minutes
 Cost of Resourcing

The figures below are estimated, based on a Supervisory Position

Through an Advert and agency

Advertisement or agency fee $1500.00

Interview costs $200.00
Administration costs $200.00
On boarding $400.00
Interruption costs $300.00
Other costs
$300.00

$2900.00
 Definition of Behavioural Competencies

The behaviours that employees

demonstrate or need to acquire,
to input into a job in-order to achieve
high levels of performance.
 Competency vs. Technical Skill

Technical skills Easier to identify, assess and train, they are

specific to the role or job.

Competencies The behaviours required from every employee

regardless of the role
 Leadership Competencies
Yielding Vision
Develop and communicate a clear vision that inspires and motivates others to achieve shared goals. ‫طّو ر وقّد م رؤية واضحة تلهم وتحفز‬
‫اآلخرين لتحقيق األهداف المشتركة‬.

Adaptability
Demonstrate flexibility and openness to change, adjusting strategies and approaches as needed to navigate challenges and
seize opportunities. ‫ وتعديل االستراتيجيات والنهج حسب الحاجة للتعامل مع التحديات واستغالل الفرص‬،‫تظهر المرونة واالنفتاح على التغيير‬.

Lead by Example
Set a positive example through your actions, behaviors, and work ethic, serving as a role model for others to follow. ‫ضع مثااًل إيجابًيا‬
‫ وكن قدوة لآلخرين لمتابعتك‬،‫ سلوكك وأخالقك العملية‬،‫من خالل أفعالك‬.

Learning Mindset
Foster a continuous learning mindset, encouraging personal growth and development for yourself and your team. ‫عزز وعي التعلم‬
‫ وشّج ع على النمو الشخصي والتطوير لنفسك ولفريقك‬،‫المستمر‬.

Agile Decision Making

Make informed and timely decisions, considering various perspectives, and adapting to changing circumstances. ‫اتخذ قرارات‬
‫ مع مراعاة وجهات نظر متعددة والتكيف مع الظروف المتغيرة‬،‫ مستنيرة وفي الوقت المناسب‬.
People Profile
Session 3

The Structure of the Interview - preparation & contact

 The Four Stages of an Interview

Stage 1: Preparation “If you fail to plan… you plan to fail”

Stage 2: Contact

Stage 3: Control

Stage 4: Close

31
 Preparation

An opportunity to:
Study all information available
Plan the format of the interview
Physical preparation

32
Exercise

Technical Skills & competencies required for

F&B team member, hostess & commis chef
 Contact

The purpose of this stage is to:

Put the candidate at ease
Set the scene for the interview
Establish a rapport

34
Session 3

The Structure of the Interview - Control & Close

 Control

At this stage, time is spent:

Encouraging the candidate to talk freely

Listen carefully to the answers and observe the candidate whilst

probing to ascertain the information required

The interviewer should supply the candidate with adequate information

about the job role and company/hotel
36
 Halo & Horns
"Halo" and Halo Effect: This is when a
"horns" effects refer positive overall impression
of a person (due to one
to cognitive biases in
positive trait or action)
which our overall
impression of a person influences us to think
influences how we positively of their other
perceive their specific characteristics, sometimes
traits or actions. These without valid evidence. For
effects can impact instance, if someone is
various areas, including perceived as physically
attractive, they might also
performance evaluations,
be assumed to be more
recruitment, and personal
relationships. competent, kinder, or
intelligent, even if there's
no objective basis for that
assumption.
Horns Effect: This is the
opposite of the halo effect.
A negative overall
impression of a person
(due to one negative trait
or action) can lead us to
perceive other aspects of
them more negatively. For
example, if someone has
a single characteristic we
view negatively, we might
assume they are less
competent in other areas
as well, even without
concrete evidence.
37
 Listening Process

Listen Evaluate Listen Plan Listen Rehearse Listen

Reply Reply

30% Listening v’s 70% Evaluating & Planning

38
 Close

At this stage, the interviewer must:

Review the company
Give candidate an opportunity to ask questions at a pre-determined point in the
interview
Clarify Terms & Conditions of the job
Inquire about reasonable adjustments that would be required if they were to be
offered the job.
Inform the candidate when he/she will know the outcome of the interview
Check that the candidate is still interested in the job
Thank the candidate for coming and wish them a safe onward journey
39
 Close

At this stage, the interviewer must:

• Overview of Yasmine Palace

• Development potential

• Yasmine Palace commitment – creating the right environment

• Competitive packages

40
Exercise

Practice the control & close

41
Session 5

The Theory and Practice of Behavioural Interviewing

 Behavioural Interviewing

Behavioural Interviewing means …

Gathering relevant information in predetermined

topic areas

Getting the candidate to talk about themselves

Collecting details of actual past performance

44
The Theory is…

Past behaviour
is the best predictor
of future performance

45
 Leadership Competencies

Yielding Vision
Develop and
communicate a clear
vision that inspires and
motivates others to
achieve shared goals.
‫طّو ر وقّد م رؤية واضحة تلهم وتحفز‬
‫اآلخرين لتحقيق األهداف المشتركة‬.
 Leadership Competencies

Adaptability
Demonstrate flexibility
and openness to change,
adjusting strategies and
approaches as needed to
navigate challenges and
seize opportunities. ‫تظهر‬
،‫المرونة واالنفتاح على التغيير‬
‫وتعديل االستراتيجيات والنهج حسب‬
‫الحاجة للتعامل مع التحديات‬
‫واستغالل الفرص‬.
 Leadership Competencies

Learning
Mindset
Foster a continuous
learning mindset,
encouraging personal
growth and development
for yourself and your team.
‫ وشّجع على‬،‫عزز وعي التعلم المستمر‬
‫النمو الشخصي والتطوير لنفسك‬
‫ولفريقك‬.
 Leadership Competencies

Agile Decision
Making
Make informed and timely
decisions, considering
various perspectives, and
adapting to changing
circumstances. ‫اتخذ قرارات‬
‫ مع‬،‫مستنيرة وفي الوقت المناسب‬
‫مراعاة وجهات نظر متعددة والتكيف مع‬
‫الظروف المتغيرة‬.
 Inertia Model

Inertia model pertains to the tendency of customers or consumers to stick with their current brand or
product, even when there might be better options available. This resistance to change can be due to various
reasons like habit, perceived high switching costs, or simple comfort with the status quo.
 Two Types of Memory
Semantic
1st January
Semantic Memory:
Definition: It is our memory for facts, concepts,
and knowledge about the external world. This
includes general world knowledge that we have
collected throughout our lives.
Examples: Knowing that Paris is the capital of
France, understanding the concept of
mathematics, or knowing what a cat is.
Characteristics:
• Not tied to personal experiences.
• Tends to be more stable over time.
• Involved in the understanding of language,
facts, and concepts.
Episodic
Episodic Memory:
Definition: It is our memory for specific events or
experiences in our lives, which can be replayed in our minds.
This includes when the memory occurred, where it took
place, and the emotions associated with it.
Examples: Remembering your first day at school, recalling a
vacation you took last year, or reminiscing about a birthday
party.
Characteristics:
• Tied to personal experiences.
• Has a time-stamped nature.
• More prone to forgetting over time compared to semantic
memory.
• Involves recollection of experiences, emotions, and the
contextual details of memories.
51
 Exercise
Episodic
Semantic

1st January

5 Minutes
Individually think of
2 Examples

52
Properties of an Episode

Time - When?

Place - Where?

People - Names?

Sequence - Beginning / Middle / End

Behaviour - What did YOU do?

Consequences - What did YOU do next?

Contrary evidence - Was there a time when it did

not go so well?
55
 Types of Question to Avoid

Closed

Leading

Multiple

Hypothetical

Confusing

Agreement Seeking
56
 Competency – Drive Results

Tell me about an occasion when you have felt under pressure at work to
achieve a particular goal?

Describe the situation?

Where were you?

Who was involved?

What happened exactly

How did you react?

What were the consequences?

57
 THE STAR TECNIQUE

• Situation, Task, Action, Result - a recommended format

for answering competency-based questions.

Situation: Describe the context or setting.

Task: Explain the challenge or responsibility you were given.

Action: Detail the steps you took to address the task or challenge.

Result: Share the outcomes of your actions.

 THE STAR TECNIQUE EXAMPLE
Question: Can you describe a time when you had to work closely with a team member who was particularly
difficult to get along with?

Situation: When I was working as a project coordinator at XYZ Corp, our team was assigned a significant client
project. There was a team member, John, who was known to be challenging to collaborate with due to his strong opinions
and reluctance to compromise."
Task: Despite our differences, it was crucial for the project's success that John and I collaborate efficiently. My
responsibility was to ensure that our sections of the project integrated seamlessly, and for that, I needed to establish a
working relationship with him.“
Action: I decided to set up a one-on-one meeting with John. I began by acknowledging his expertise and expressing
my desire to work collaboratively. I also introduced a shared project management tool where we could both log our
progress and address any discrepancies in real-time. To ensure transparency, I suggested we have brief check-ins at the
start of each day to discuss our tasks and any potential overlaps or clashes
Result: By addressing the issue head-on and proposing collaborative solutions, John and I managed to find common
ground. Our sections of the project integrated without any significant hitches. Additionally, our professional relationship
improved, and we went on to collaborate successfully on several other projects
Session 6

The Decision Process

Quote

“In an idealised world, our aim would be all persons in jobs perfectly suited to
them and society. This aim assumes the each person should use his abilities,
temperament and motivation in the best possible way for him; it also assumes
that society will make the best possible use of its total manpower resources”

Marvin Dunnette (1967)

University Professor in Minnesota

 Stop…….. THINK!

“Recruit in haste -

Repent at leisure !”

62
 Session Objectives

By the end of this session you will be able to:

List the alternative actions you can take as a result of

the interview

State when and how references should be sought

63
 Alternative Actions

1. Shortlist the candidate

2. Ask the candidate for a second interview

3. Reject the candidate

4. Refer the candidate to another department / hotel

5. Offer the position

6. Hold for another position

64
 Four Questions to consider

1. Has the candidate the competencies needed to be

successful?

2. Will the candidate fit into the team and style of the
department?

3. Where some of the technical skills are missing, can the

candidate be trained?

4. Is the right candidate interested?

65
Common Anticipated Questions
Competency Based Interview
Skills Practice

MOCK INTERVIEW

• WORK AS PAIR
• PICK A BEHAVIOUR CARD
• SIMULATE A COMPETENCY BASED
INTERVIEW BASED ON THE BEHAVIOUR
CARD
• SWITCH ROLE

68
Items for Action

70
Thank you