Competency based recruitment
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Recruitment

Recruitment

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Competency based recruitment Presentation Transcript

  • 1. WHAT IS RECRUITMENT?
  • 2. Recruitment is…The process of attracting people for the vacancy existingand differentiating between them to find the right manfor the job
  • 3. The Recruitment ProcessVacancyConcerned dept sends MRF to HRHR advertises and gets resumes for desired postHR sends CVs to HOD for scrutiny
  • 4. Selected resumes are called for interviewAfter various interviews, selected candidate is giventhe offer letter
  • 5. Hiring the right person is important Loss of productivity Frustration for coworkers and managers Career derailment for employee Countless hours of performance counseling and in theend resignation/termination
  • 6. One method to ensure that the right person is selectedfor the right job is Competency Based RecruitmentIt focuses on identifying those candidates that canevidence those behaviourally defined characteristicswhich underpin successful performance in the role youare seeking to fill
  • 7. What is competency?An underlying characteristic of a person in that may be amotive, a trait, a skill, an aspect of one’s self-image orsocial role, or a body of knowledge which he or she uses
  • 8. Knowledge + Skills +Attitude +Personal Characteristics=Competency
  • 9. Types of CompetenciesCompetenciesTechnical Knowledge Behavior InterpersonalCritical to What candidatessuccess know & how theythink
  • 10. Competencies…Lets make a list!
  • 11. HOW? Position Description Discussions with Dept Heads, Managers, Supervisors Incumbents Focus groups Make a list and classify according to category
  • 12. An Example-Programmer Analyst Designs applications, significant subsystems, and/orcomplete individual programs Identifies alternative implementations or strategiesand weigh the impact of each Must be able to work as a member of the team Experienced in C++ Capable of learning new ideas quickly able to develop software of the highest quality in ahigh pressure envt with other team members Able to meet deadlines Experienced with complex modules/systems
  • 13.  Designs applications, significant subsystems, and/orcomplete individual programs Identifies alternative implementations or strategiesand weigh the impact of each Must be able to work as a member of the team Experienced in C++ Capable of learning new ideas quickly Able to develop software of the highest quality in ahigh pressure envt with other team members Able to meet deadlines Experienced with complex modules/systemsTECHNICAL KNOWLEDGE BEHAVIOUR INTERPERSONAL
  • 14. THE INTERVIEW
  • 15. A Conventional Interview Questions are not designed systematically and not properlystructured Seldom equipped with formal guidelines regarding systemof rating/scoring the interview No standard format, therefore process of interviewing cango in any direction Low reliability and validity Susceptible to bias & subjectivity
  • 16.  The minute he walked in…he just looked like amanager Handshake…he is not confident He smiles too much…for his own good I know…gut feeling…I can tell He is taller than me
  • 17. Competency Based Interview A behavioural-based interviewing process designed toprovide employers with specific data that allows themto predict future job related behaviour Questions will evolve around personal experiences ofthe applicant and practical work related questionsdesigned around specific and pre-determinedcompetencies Standard scoring system which refers to behaviourindicator
  • 18. The CBT will be conducted as follows… Introductions Brief discussion of job Competency based interviewing Validation of technical/functional skills wherenecessary Interviewee’s opportunity to ask questions Close out
  • 19. The STAR Approach Situation in which you were involved Task you needed to accomplish Actions you took Results you achieved
  • 20. Competency Based Interviews precludes notions is based on the assumption that “Past Behavior is anindicator of Future Behavior” Decisions are made on facts Structured, job specific, focused on concrete andintangible competencies
  • 21. Example-HR Manager Competency-ability to recruit & interviewcandidatesQ-Describe a time when you had a position open for anunreasonably long period of timeQ-Tell me about a time when you hired someone wholater didn’t work out Competency-ability to develop & maintain up todate job descriptionsQ-Describe your responsibilitiesQ-Tell me about a time when you had difficultydeveloping a job description
  • 22. Common mistakes avoided… Halo or Horns effect Cloning Inconsistency First impressions Primacy & Recency approach Stereotyping Prejudice
  • 23. Comp. Based Int. enables you to… Identify skills & characteristics needed to succeed in aspecific work environment Isolate competencies required for a given job Earmark relevant experiences necessary to haveacquired these competencies Clarify what candidates have learned from theirexperiences Determine whether candidates can explain what theyhave learned on a given job & work environment
  • 24. Other methods of CBR Work Sample Tasks Group Discussions Tests Application Form
  • 25. However… No diversity-same mindsets Some positions require too much emphasis ontechnical skills
  • 26. To sum up… It is essential to get the right man into the right job Cost of an unsuccessful expense is one organizationcant afford Competencies can be developed; it is important toassess the learning ability Gives the organization a tool to evaluate knownquantities and see them in a different light, andevaluate their ability to make effective contribution tothe organization
  • 27. Thank You!