This document discusses competency-based interviews, which are commonly used in the pharmaceutical industry. [1] Competency-based interviews focus on evaluating applicants based on behavioral examples that demonstrate competencies relevant to the job. [2] Interviewers will ask questions designed to probe specific skills and behaviors and ask applicants to provide real examples from their past experience. [3] Preparing for these interviews involves researching the competencies important for the role and developing examples from one's background that illustrate these competencies.
This document provides an introduction to competency-based interviews. It explains that many top companies now use competency-based systems to select, evaluate, train, pay, and promote employees. Competencies are the key characteristics that differentiate top performers. The document outlines what competency-based interviews are, how they have become more sophisticated over time, and stresses that candidates must understand and adapt to these changes in order to succeed during interviews at leading organizations.
The document discusses competency-based interviews, which assess candidates based on behavioral competencies rather than subjective judgments. It explains that competencies are skills, abilities, and knowledge required for a role. Competency-based interviews ask behavioral questions to understand how candidates have demonstrated competencies in past situations, and situational questions to evaluate their abilities. The document provides examples of behavioral and situational questions and the STAR method for answering behavioral questions. It emphasizes that competency-based interviews reduce bias and better predict future job performance compared to traditional interviews.
The document provides an overview of competency-based recruitment and selection using a competency-based behavioral interviewing (CBBI) model. It defines competencies and their benefits, outlines TSC core competencies and competency levels, and describes how to structure CBBI interviews by obtaining situation, action, and result responses from candidates and probing for more details on behaviors. An example interview is provided to demonstrate assessing a candidate's customer service competency level.
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
This document provides an introduction to competency-based interviews. It explains that many top companies now use competency-based systems to select, evaluate, train, pay, and promote employees. Competencies are the key characteristics that differentiate top performers. The document outlines what competency-based interviews are, how they have become more sophisticated over time, and stresses that candidates must understand and adapt to these changes in order to succeed during interviews at leading organizations.
The document discusses competency-based interviews, which assess candidates based on behavioral competencies rather than subjective judgments. It explains that competencies are skills, abilities, and knowledge required for a role. Competency-based interviews ask behavioral questions to understand how candidates have demonstrated competencies in past situations, and situational questions to evaluate their abilities. The document provides examples of behavioral and situational questions and the STAR method for answering behavioral questions. It emphasizes that competency-based interviews reduce bias and better predict future job performance compared to traditional interviews.
The document provides an overview of competency-based recruitment and selection using a competency-based behavioral interviewing (CBBI) model. It defines competencies and their benefits, outlines TSC core competencies and competency levels, and describes how to structure CBBI interviews by obtaining situation, action, and result responses from candidates and probing for more details on behaviors. An example interview is provided to demonstrate assessing a candidate's customer service competency level.
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Becoming an Effective Interviewer PresentationJenny Sommers
This document provides guidance on becoming an effective interviewer. It discusses identifying different types of interviews, strategies for different stages of interviewing including preparation, conducting the interview using the STAR model, expected questions, tips, and evaluation. Preparation involves self-exploration, researching the employer and position. Conducting the interview covers behavioral questions, the STAR technique, questions to expect and ask. Evaluation includes follow-up, assessing job fit, and improving for next time. The presentation aims to help interviewees succeed.
Created during HRCU 646 Training and Development at Brandman University, this presentation is the visual portion of a half- to full-day introductory training on hiring and selection.
The accompanying transcript/presenter script can be found at: http://bit.ly/1ApW63x.
Follow-up "simulation" activity can be found at: http://bit.ly/HRCU646-Sim.
Authors:
Justin Orton
Gloria Rayo
Saralyn Smith
This document summarizes key points from a training workshop on effective interviewing techniques. It discusses behavioural event interviewing and targeted selection as effective methods. Specifically, it recommends focusing interviews on evaluating candidates based on the job requirements, using past behaviour as a predictor of future performance, and asking questions that generate concrete examples from a candidate's experience. Poor interviewing can result in hiring mistakes and higher costs, while effective interviewing using behavioural techniques can help identify the best-fit candidates.
This document provides guidance on effective interview skills and techniques for finding the right candidate for a position. It discusses the importance of ice breakers, properly formulated interview questions, and maintaining appropriate dos and don'ts during an interview. Specifically, it recommends:
- Using open-ended questions to assess a candidate's competencies, honesty, and other qualities rather than yes-or-no questions.
- Reading a candidate's resume and application thoroughly to find clues about their fit rather than asking direct questions.
- Creating a respectful and positive atmosphere to allow candidates to openly share information rather than conducting interviews in an authoritative or unprofessional manner.
Because Great Interviewers Are Made, Not Born: The Key to Hiring SuccessBizLibrary
The document summarizes an online presentation about training interviewers. It includes:
1) The presentation discusses the importance of structuring interviews and using competency-based behavioral questions to improve predictive validity and reduce hiring mistakes and bias.
2) Interviewers can be trained on conducting effective blended behavioral interviews, including eliciting complete behavioral responses, evaluating responses, and following a professional process.
3) The best way to learn interviewing skills is through short, bite-sized e-learning modules that can be applied directly to practice and complement on-the-job learning and coaching.
This document provides an overview of the interview process, including:
- The bases of selection including job descriptions, specifications, and HR planning.
- Types of recruitment like internal and external recruiting.
- The steps of the selection process such as application, testing, interviews, references.
- Types of interviews including structured, unstructured, behavioral, and situational.
- Tips for successful interviews such as preparing questions, conducting the interview, and evaluating performance.
- Common problems that can occur like unqualified interviewers and biases.
- Key communication and interviewing skills needed like active listening, questioning, and establishing rapport.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
The document discusses Behavioral Event Interviews (BEI) as a selection tool that judges candidates' competencies based on their past experiences rather than what they say they can do. It explains that BEIs involve an interviewer questioning a candidate about specific past events using a structured format while two recorders take notes without asking questions. The interviewer interrupts the candidate's story to have them divide the event into milestones and discuss their thoughts and actions at each point. After the interview, the panel rates the candidate on competencies like leadership and motivation based on how they demonstrated each skill. BEIs differ from simple interviews by focusing on how candidates actually behaved in real past situations rather than hypothetical scenarios.
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
Getting the Right People in the Right Seats on the Bus:Behavioral Interviewing discusses behavioral interviewing as a more effective interviewing technique than traditional interviewing. Behavioral interviewing is based on the assumption that past performance predicts future performance, and involves asking candidates about specific past experiences that demonstrate the key behaviors needed for the job. It has a 70% validity rate for predicting job success, compared to only 19% for traditional interviewing. The document provides guidance on developing behavioral interview questions focused on competencies required for the role.
This document provides an overview of strategic talent management. It discusses what talent management is, why organizations need talent development, and outlines a talent management framework. The framework includes four pillars: talent metrics, competency-based human resource management, talent planning and deployment, and performance management. It then goes into details about each of these pillars, including identifying and assessing high-potential talent, leadership development programs, mentoring and coaching, and succession planning. The document concludes with a section on retention strategies and developing a retention plan.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Ultimate guide to interviewing for studentsInterviewBull
Tips and advice from graduate recruiters on how to sell yourself and what not to do at interview!
This is the ultimate guide to interviewing for students and recent graduates.
Best Practices for Recruiting and Selecting Top Sales TalentInkCycle
Larry Coco of Coco Training & Consulting gave a presentation on recruitment and selection. He discussed high turnover in sales and the costs associated with it. He suggested developing a recruitment strategy including utilizing current employees and customers as referral sources. The presentation covered locating quality candidates, making initial contact, conducting effective interviews using behavioral questions, setting activity and performance standards, and evaluating candidates. Coco emphasized the importance of an effective recruitment process to attract and select top talent.
Becoming an Effective Interviewer PresentationJenny Sommers
This document provides guidance on becoming an effective interviewer. It discusses identifying different types of interviews, strategies for different stages of interviewing including preparation, conducting the interview using the STAR model, expected questions, tips, and evaluation. Preparation involves self-exploration, researching the employer and position. Conducting the interview covers behavioral questions, the STAR technique, questions to expect and ask. Evaluation includes follow-up, assessing job fit, and improving for next time. The presentation aims to help interviewees succeed.
Created during HRCU 646 Training and Development at Brandman University, this presentation is the visual portion of a half- to full-day introductory training on hiring and selection.
The accompanying transcript/presenter script can be found at: http://bit.ly/1ApW63x.
Follow-up "simulation" activity can be found at: http://bit.ly/HRCU646-Sim.
Authors:
Justin Orton
Gloria Rayo
Saralyn Smith
This document summarizes key points from a training workshop on effective interviewing techniques. It discusses behavioural event interviewing and targeted selection as effective methods. Specifically, it recommends focusing interviews on evaluating candidates based on the job requirements, using past behaviour as a predictor of future performance, and asking questions that generate concrete examples from a candidate's experience. Poor interviewing can result in hiring mistakes and higher costs, while effective interviewing using behavioural techniques can help identify the best-fit candidates.
This document provides guidance on effective interview skills and techniques for finding the right candidate for a position. It discusses the importance of ice breakers, properly formulated interview questions, and maintaining appropriate dos and don'ts during an interview. Specifically, it recommends:
- Using open-ended questions to assess a candidate's competencies, honesty, and other qualities rather than yes-or-no questions.
- Reading a candidate's resume and application thoroughly to find clues about their fit rather than asking direct questions.
- Creating a respectful and positive atmosphere to allow candidates to openly share information rather than conducting interviews in an authoritative or unprofessional manner.
Because Great Interviewers Are Made, Not Born: The Key to Hiring SuccessBizLibrary
The document summarizes an online presentation about training interviewers. It includes:
1) The presentation discusses the importance of structuring interviews and using competency-based behavioral questions to improve predictive validity and reduce hiring mistakes and bias.
2) Interviewers can be trained on conducting effective blended behavioral interviews, including eliciting complete behavioral responses, evaluating responses, and following a professional process.
3) The best way to learn interviewing skills is through short, bite-sized e-learning modules that can be applied directly to practice and complement on-the-job learning and coaching.
This document provides an overview of the interview process, including:
- The bases of selection including job descriptions, specifications, and HR planning.
- Types of recruitment like internal and external recruiting.
- The steps of the selection process such as application, testing, interviews, references.
- Types of interviews including structured, unstructured, behavioral, and situational.
- Tips for successful interviews such as preparing questions, conducting the interview, and evaluating performance.
- Common problems that can occur like unqualified interviewers and biases.
- Key communication and interviewing skills needed like active listening, questioning, and establishing rapport.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
The document discusses Behavioral Event Interviews (BEI) as a selection tool that judges candidates' competencies based on their past experiences rather than what they say they can do. It explains that BEIs involve an interviewer questioning a candidate about specific past events using a structured format while two recorders take notes without asking questions. The interviewer interrupts the candidate's story to have them divide the event into milestones and discuss their thoughts and actions at each point. After the interview, the panel rates the candidate on competencies like leadership and motivation based on how they demonstrated each skill. BEIs differ from simple interviews by focusing on how candidates actually behaved in real past situations rather than hypothetical scenarios.
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
Getting the Right People in the Right Seats on the Bus:Behavioral Interviewing discusses behavioral interviewing as a more effective interviewing technique than traditional interviewing. Behavioral interviewing is based on the assumption that past performance predicts future performance, and involves asking candidates about specific past experiences that demonstrate the key behaviors needed for the job. It has a 70% validity rate for predicting job success, compared to only 19% for traditional interviewing. The document provides guidance on developing behavioral interview questions focused on competencies required for the role.
This document provides an overview of strategic talent management. It discusses what talent management is, why organizations need talent development, and outlines a talent management framework. The framework includes four pillars: talent metrics, competency-based human resource management, talent planning and deployment, and performance management. It then goes into details about each of these pillars, including identifying and assessing high-potential talent, leadership development programs, mentoring and coaching, and succession planning. The document concludes with a section on retention strategies and developing a retention plan.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Ultimate guide to interviewing for studentsInterviewBull
Tips and advice from graduate recruiters on how to sell yourself and what not to do at interview!
This is the ultimate guide to interviewing for students and recent graduates.
Best Practices for Recruiting and Selecting Top Sales TalentInkCycle
Larry Coco of Coco Training & Consulting gave a presentation on recruitment and selection. He discussed high turnover in sales and the costs associated with it. He suggested developing a recruitment strategy including utilizing current employees and customers as referral sources. The presentation covered locating quality candidates, making initial contact, conducting effective interviews using behavioral questions, setting activity and performance standards, and evaluating candidates. Coco emphasized the importance of an effective recruitment process to attract and select top talent.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
Resilience Resilience is not only needed in the business wor.docxaudeleypearl
Resilience
Resilience is not only needed in the business world but in all areas of life. In “Developing Resilience—The
Most Important Soft Skills for Hard Times, Maree Harris, Phd. (n.d.) states, “Resilience is usually
associated with the ability to bounce back up after being knocked down, with responding positively and
proactively to any adversity”. In order to cultivate resilience, individuals must also possess or develop a
variety of other soft skills. Resilient people are able to see the worst tragedies and failures as challenges
to overcome and are able to use a growth mindset to overcome them. They are able to keep a positive
attitude about the situation and are able to see failure as lessons.
We often see those that we most admire as having resilience. For example, according to The
Academy of Achievement (n.d.), Oprah Winfrey overcame a childhood of poverty, abuse and racism, as
well as numerous career setbacks. Many individuals experience any one of Winfrey’s challenges but
because she possessed and continued to develop her resilience, she became the most successful black
woman in modern history. Those in the business world can learn from Winfrey and others like her that
they must find ways to come back from even the cruelest setback. Resilience is key in all areas of career
success, for job seekers as well as those looking to advance in their organization.
A resilient job seeker gains strength from receiving a rejection letter. They will use the information given
by the potential employer as a learning tool for the next application process and interview. They are able
to “bounce back” by seeing the experience as informative and strengthening, rather than defeating. In
“Resilience--Fall Seven Times, Stand up Eight,” Lei Han (n.d.) writes, “More than half of the battle in a job
search is actually the emotional aspect--thinking positive, staying in action, and ‘standing up’ when you
feel ‘knocked down’ by the lack of results”. Not getting hired by employers whom one wishes to work for
may cause one to question one’s own abilities and qualifications an/or perhaps how one is presenting
these abilities and qualifications, but a resilient individual will use that questioning process to return to the
job market as a stronger, more aware candidate A resilient job seeker will use each rejection as an
opportunity to build his or her “brand”.
When an individual finally does get hired by an organization, he or she must demonstrate resilience in
order to be successful in their career in that organization and beyond. In an advertising agency , for
example, an employee may be given a new client and may spend days developing an ad campaign only
to have the client reject the campaign or only to find that the campaign failed miserably. In this case, the
employee must be highly resilient must immediately begin redesigning the campaign so as to keep this
client’s business and to show their supervisor that they can ...
The document provides an introduction to a guide containing 101+ effective interview questions to help hiring managers hire quality candidates faster. It discusses different types of interview questions, including behavioral, competency-based, and situational questions. The guide then provides sample questions organized by category, such as collaboration and teamwork, training and onboarding, creative thinking and problem solving, assessing cultural fit, management and leadership skills, and communication skills.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
8 important soft skills freelancers need to have (1).pdfJagriti Rai
In this amazing slides of 8 important soft skills, you as a freelancer will learn that not only technical skills are going to help you in your freelance journey rather having a good knowledge of soft skills and interpersonal skills will boost your way of freelancing.
Soft skills are just as crucial for freelancers as technical skills, if not more so. While technical skills determine the expertise and knowledge in a specific field, soft skills encompass a range of interpersonal and communication abilities that facilitate success in the freelance world. Here's why soft skills are vital for freelancers:
1. Client Collaboration: Freelancers often work directly with clients, and effective communication and collaboration are paramount. Soft skills like active listening, empathy, and clear articulation help freelancers understand client requirements, build strong relationships, and deliver satisfactory results. By demonstrating strong interpersonal skills, freelancers can establish trust, mitigate conflicts, and foster long-term partnerships.
2. Client Satisfaction: Clients value more than just technical proficiency; they seek freelancers who can understand their needs, provide excellent customer service, and exceed expectations. Soft skills such as problem-solving, adaptability, and attention to detail enable freelancers to deliver tailored solutions, respond to changing client demands, and ensure client satisfaction. These skills contribute to positive feedback, repeat business, and referrals.
3. Time and Project Management: Freelancers juggle multiple projects simultaneously, requiring effective time management, prioritization, and organization skills. Soft skills like self-discipline, reliability, and the ability to meet deadlines are critical. They enable freelancers to manage their workload efficiently, deliver projects on time, and maintain a professional reputation.
4. Networking and Self-Promotion: Freelancers need to market their services and build a strong professional network. Soft skills like networking, interpersonal communication, and self-confidence help freelancers engage with potential clients, promote their work effectively, and seize new opportunities. Strong networking skills can lead to referrals, collaborations, and a steady stream of projects.
5. Adaptability to Changing Environments: Freelancers often encounter diverse clients, industries, and work environments. Soft skills such as flexibility, resilience, and the ability to learn quickly are essential for adapting to new situations and requirements. These skills enable freelancers to thrive in dynamic work settings, embrace new technologies, and stay ahead of industry trends.
While technical skills provide the foundation for freelancers, Freelancers who cultivate and emphasize their interpersonal, communication, and other soft skills position themselves for client satisfaction, and sustainable growth in the highly competitive freelance marketplace.
Assignment Questions1. Has Father Daniel Mary established .docxrock73
Assignment Questions
1. Has Father Daniel Mary established a future direction for the Carmelite Monks of Wyoming? What is his
vision for the monastery? What is his vision for Mystic Monk Coffee? What is the mission of the Carmelite
Monks of Wyoming?
2. Does it appear that Father Daniel Mary has set defi nite objectives and performance targets for achieving his
vision?
3. What is Father Prior’s strategy for achieving his vision? What competitive advantage might Mystic Monk
Coffee’s strategy produce?
4. Is Mystic Monk Coffee’s strategy a money-maker? What is MMC’s business model? What is your assessment
of Mystic Monk Coffee’s customer value proposition? its profi t formula?
5. Does the strategy qualify as a winning strategy? Why or why not?
6. What recommendations would you make to Father Daniel Mary in terms of crafting and executing strategy
for the monastery’s coffee operations? Are changed needed in its long-term direction? its objectives? its
strategy? its approach to strategy execution? Explain.
C
A
S
E
1
Mystic Monk Coffee
A Guide to Case Analysis
I keep six honest serving men (They taught me all I knew);
Their names are What and Why and When; And How and Where and Who.
Rudyard Kipling
(
I
)n most courses in strategic management, students use cases about actual companies to practice strategic analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in a factual manner, the events and organizational circumstances surrounding a particular managerial situation. It puts
readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on strategic management can concern a whole industry, a single organization, or some part of an organization; the organization involved can be either profit seeking or not-for-profit. The essence of the student’s role in case analysis is to diagnose and size up the situation described in the case and then to recommend appropriate action steps.
Why Use Cases to Practice Strategic Management?
(
4
) (
STRATEGY:
Core
Concepts
and
Analytical
Approaches
)
(
5
) (
A
Guide
to
Case
Analysis
)
A student of business with tact Absorbed many answers he lacked. But acquiring a job,
He said with a sob,
“How does one fit answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures and sound advice about managing does little for anyone’s management skills and that the accumulated managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had been learned about the practice of management,
it is that a storehouse of ready-made textbook answers does not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor-made actions. Cases p ...
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
The document discusses the top 10 skills that are important for graduates to have when seeking employment. These include commercial awareness, communication skills, teamwork, negotiation and persuasion, problem solving, leadership, organization, perseverance and motivation, ability to work under pressure, and confidence. It provides details on what each skill entails and how graduates can demonstrate them to employers. Additional important skills mentioned are managing ambiguity, resilience, analytical skills, enterprise and entrepreneurial skills, and IT skills.
The document provides guidance on identifying and communicating your top job strengths in an interview. It recommends following several steps: 1) identify 5 key strengths and match them to the job requirements, 2) read the job description thoroughly, 3) focus on a few key strengths and explain them succinctly, 4) strike a balance between confidence and humility, and 5) have examples prepared to illustrate each strength. Some examples of common strengths are experience, talents, soft skills, education/training, integrity, self-discipline, communication, problem solving, teamwork, initiative, persistence, judgment, planning/organization, and work ethic.
This document provides guidance on creating effective job descriptions and conducting behavioral interviews. It includes:
- A sample job description template with key elements like job title, responsibilities, and qualifications.
- Tips for writing responsibilities, such as focusing on what the employee will do, learn, and impact rather than salary.
- Sample behavioral interview questions organized by skills like decision-making, communication, and motivation. The questions are designed to elicit real-world examples from candidates.
- Interview best practices like preparing job-specific questions in advance and taking notes to compare candidates. The goal is to assess skills required for the role through examples.
What industries expect from Management Students Vinod Bidwaik
1. The document discusses a survey of 74 financial services organizations on their expectations from newly hired MBA graduates.
2. It finds that 74% of the organizations hire fresh MBAs, while 26% hire those with 2-3 years of experience.
3. Employers expect strong attitudes over skills since skills can be trained, but performance assessments show gaps in attitudes and skills among new hires.
1. The document provides guidance on performance counseling and feedback for managers. It discusses when counseling and feedback are appropriate, how to conduct effective counseling and feedback sessions, and what to do if counseling does not achieve the expected outcomes.
2. Key aspects of effective counseling and feedback include being timely, factual, constructive, and focused on agreed outcomes for improvement. Counseling should be a two-way discussion to address underperformance, misconduct, or other issues.
3. If counseling does not resolve the problem, options may include changing duties, moving to a new role, formal warnings, or misconduct procedures, depending on the situation. The overall goal is to improve performance or conduct through open communication and agreed action plans.
This document provides guidance and activities for a childcare assessment. It addresses evaluating employee performance, self-evaluation, giving and receiving feedback, and developing professional goals. The assessment includes written responses, a practical demonstration of skills, and research of relevant regulations and professional development opportunities in the community services sector.
This document contains sample questions from an MGT 317 final exam, covering topics like organizational processes, decision-making systems, hiring assessments, organizational culture, performance management, and more. The questions are multiple choice and test understanding of management concepts and theories.
Bba602 management and development skillssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Similar to Competency Based Interview Techniques (20)
Integrity driven performance in the pharmaceutical industryOnly Medics
The foundation of any sustainable and profitable business model requires the trust of consumers, regulators, investors, and creditors. Relative to their counterparts in other sectors, however, pharmaceutical companies find themselves party to a more involved and demanding social contract. The public expects pharmaceutical companies to address social needs as well as earn a financial return.
The document provides tips for effective meetings. It discusses determining the meeting type, preparing an agenda, inviting only necessary attendees, introducing participants, managing discussions, starting and ending on time, agreeing on action items and follow up. Key tips include clarifying the meeting objective, preparing materials in advance, maintaining focus, and following through on tasks after the meeting. When done properly, meetings can increase productivity, but they often waste time and resources if not planned and facilitated effectively.
The document outlines a long-term leadership strategy developed by the Ministerial Industry Strategy Group to strengthen the UK pharmaceutical industry environment. It focuses on improving partnerships between the NHS and industry, supporting European Commission initiatives, and enhancing medicines regulation. The strategy aims to secure access to effective medicines for patients, boost the European industry, and improve regulatory efficiency.
The global pharmaceutical market is growing due to an aging population, rising incomes in developing countries, and a shift towards chronic diseases globally. However, pharmaceutical companies face productivity challenges, as research and development spending has increased substantially while the number of new drugs approved has decreased. Emerging markets like the E7 countries (Brazil, China, India, Indonesia, Mexico, Russia and Turkey) are becoming more important as their economies and healthcare spending grow rapidly. Demographic and economic shifts are transforming disease burdens and creating new opportunities for pharmaceutical companies, but they will need to improve research productivity to capitalize on these changing global healthcare trends.
How to effectively lead a team.
Leadership requires a soft hand on the tiller and a sense of boldness, argues Elaine Ford, Managing Director at Only Medics Ltd.
1) Monica Shaw left her job as a dermatology senior house officer in the NHS to work as a medical adviser for a drug company.
2) In her new role, she is involved with phase III and IV clinical trials, helping to design study protocols and allocate resources to clinical studies.
3) She also ensures marketing materials accurately represent drug data according to industry standards and supports the marketing team in their work.
This document provides guidance on how to write an effective curriculum vitae (CV). It recommends focusing on achievements and what you have delivered rather than how you have spent your time. Examples, metrics, and outcomes should be used to demonstrate skills and abilities. The CV should be concise, 2-4 pages, without unnecessary details. Proper formatting, spelling, grammar, and an objective-focused tone are emphasized. Common mistakes to avoid like embellishments and personal comments are also outlined.
This document discusses various aspects of communication, including spoken, written, one-to-one, phone calls, presentations, reports, and emails. It provides tips for each type of communication, such as using body language and rapport building for one-to-one discussions, planning an agenda and recording calls for phone conversations, structuring presentations and using visual aids, writing clearly and concisely for reports, and rules for effective email usage. The overall message is that communication is multi-faceted and different techniques apply depending on the context and medium.
This document discusses office politics in medical settings and provides advice for surviving and thriving in political environments. It acknowledges that office politics are unavoidable and offers several strategies for dealing with them in a constructive manner, such as treating everyone equally, sharing information openly, managing relationships with bosses proactively, focusing on work performance rather than politicking, and maintaining composure when mistakes happen or tensions rise. The overall message is that the best way to minimize negative political behaviors is by rising above them and gaining trust and respect from others through competence and fair conduct.
1) Cancer is very common in the UK, with over 1 in 3 people diagnosed with cancer and 1 in 4 dying from it. 2) Around a quarter of a million people are diagnosed with cancer in England each year, and that number is rising. 3) The UK has lower survival rates for most cancers than other European countries and spends less per capita on cancer medicines than the European average. Additional funding is needed to improve cancer treatment and outcomes in the UK.
The pharmaceutical industry faces significant challenges adapting to changes in the global market. Growth rates have declined, markets have shifted to specialty drugs, and the blockbuster drug model is declining. To ensure future success, companies must develop new business models that focus on specialty drugs, leverage technology and the internet, resize sales forces, and pursue partnerships and acquisitions. Dramatic changes may be needed, including downsizing by over 50% and moving away from integrated business models, to adapt to more volatile and specialized markets. The future of the industry depends on creative strategies to profit from new opportunities while managing risks and costs.
A day in the life of a pharmaceutical physicianOnly Medics
1) A typical day for pharmaceutical physicians involves meetings with marketing colleagues to plan clinical trials, discussions with regulatory agencies about drug development issues, and responding to questions from other physicians about drugs.
2) Clinical research physicians are involved in all phases of drug development including designing and running clinical trials, investigating safety and efficacy signals, and meeting with regulators to discuss understanding of drugs.
3) Regulatory physicians meet with companies regarding drug applications, provide scientific advice, review European drug applications, and discuss issues like adverse event reporting with regulatory agencies.
- The document provides tips for new employees to hit the ground running in a new role, including doing research on the company beforehand, arriving early and staying late on the first day to learn routes and procedures, being polite and friendly to colleagues, and looking for early wins by solving existing problems.
- It emphasizes delivering on targets to earn quick promotion, and understanding what is expected of your role by having clear discussions with your manager about objectives and responsibilities.
- Additional advice includes paying attention to office culture and values, completing paperwork thoroughly and on time, and getting along with your boss to be a key component of the team.
The document provides tips for creating an effective CV and preparing for a job interview in the medical field. It recommends focusing the CV on achievements rather than just responsibilities. The key sections to include are personal details, employment history starting with most recent, education history from secondary school onward, other skills, and hobbies. For the interview, thorough research on the company and role is important. Be prepared to provide examples demonstrating skills and be ready to discuss strengths, weaknesses, and other practical questions. Proper preparation, from researching to ensuring proper attire, is essential for a successful interview.
The document provides advice on how to effectively work with career consultants to plan one's career in the pharmaceutical industry. It recommends choosing consultants carefully based on their experience and specialization. It also advises having in-depth conversations with consultants to fully explore one's background and goals to help the consultant provide suitable opportunities. The document stresses the importance of clear communication and feedback between the job seeker and consultant to have a productive relationship.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
2. www.onlymedics.co.uk
Sometimes known as situational or behavioural interviews,
this style of interview is commonly used by UK businesses,
never more so than in the pharma sector when recruiting
pharmaceutical physicians. Delivering structured and speci c
replies to competency based questions is crucial for success.
If a company needs a consistent base of capability Hiring the wrong person today is costly in terms of
for achieving improved performance and readiness recruiting and hiring costs and in lost productivity.
for leadership roles, they also need to select for Competencies predict performance better than
those same capabilities. experience, technical skills, aptitude or personality.
While skills and knowledge can be taught, there are Traditional (non-behavioral) interviews do not
varying opinions in the field about whether certain predict performance. Lucia and Lepsinger (1999)
attributes can be developed or whether employees state, “By clarifying what specific behaviors and
must be selected who already demonstrate the use practices make for employee effectiveness,
of those attributes. For example, many organisations competency models increase the likelihood ….
today define “flexibility” as a core requirement. of placing the right people into the right jobs.”
Can you teach people who are rigid in their behavior Organisational talent management today requires
to become “flexible?” Some would argue you can the alignment of multiple human resource functions
because people aren’t born flexible. It’s a learned including selection, development, performance
characteristic of behavior. However, the more management and succession management. The
pertinent question is, should the business have to most effective way to align these functions for the
teach it or should they select candidates who already benefit of the organisation and employees at all
demonstrate “flexibility” in the way needed by the levels is through use of competency models.
organisation?
As organizations evolve and create new strategic
plans to meet ever-changing business challenges,
they are also defining their ideal talent profile. Talent
profiles are future-focused, answering questions such
as, “What will we need people to be able to do to Competency based interviews
achieve our business goals in the next 3-5 years or
longer?” “What kind of leadership will we need to are based on the premise that
achieve the growth and profitability we are targeting?”
Talent profiles are based on competencies, so
past behaviour is a likely
interviews and the selection process must be aligned. predictor of future behaviour.
Organisations are moving or changing so fast,
particularly in the pharma sector, that there is less
time than ever to hire “green” talent and develop those
employees to meet company expectations and fit
the company culture over several years.
3. Competency based interviews are based on
the premise that past behaviour is a likely
Applicants who ignore or
predictor of future behaviour. The interviewer
will seek examples of past behaviour that
provide him/her with concrete evidence that
gloss over competencies
you have the necessary competencies to
succeed in the job.
do so at their own peril. Be
The word ‘competency’ is widely used in
business to refer to the behaviours necessary
to achieve organisational goals. A competency
positive and see this as an
is something quantifiable and measurable.
Interview questions are carefully designed to
opportunity to communicate
probe specific skills, competencies and
characteristics which are relevant to job
success for the position in question. Typically, competencies that may not
questions will be structured in the format,
● Describe a situation when you ... be apparent from your CV.
● Give an example of a time when you ...
After providing examples, the interviewer may
delve deeper, prompting you for more detail.
Although each interview may vary in terms of
questions asked and competencies reviewed,
certain themes are frequently explored,
Individual competencies - your personal
attributes: flexibility, decisiveness, tenacity,
independence, risk taking, personal integrity
Sample competency questions
Managerial competencies - managing
other people: leadership, empowerment, Problem solving and judgment
strategic planning, corporate sensitivity,
project management, financial awareness How do you identify problems and find
solutions. Do you consider external and
Analytical competencies - decision making: internal factors before making decisions. Do
innovation, analytical skills, problem solving, you understand when a problem can be solved
knowing when to act, practical learning, without further involvement and when others
information assimilation, attention to detail need to help find a solution?
Interpersonal competencies - dealing
with other people: communication, impact, 1. Tell me about a time when you had to
persuasiveness, diplomacy, intuition, self- identify the underlying causes to a
awareness, negotiation, teamwork, openness problem.
2. Describe a time when you had to
Motivational competencies - things that analyse a problem and generate a
energise you: resilience, challenge, motivation, solution.
achievement, initiative, focus on quality, drive 3. Tell me about a situation where you
for results had to solve a problem or make a
decision that required careful thought.
What did you do?
www.onlymedics.co.uk
4. www.onlymedics.co.uk
Self-management, self-motivation and Personal and career objectives
self-knowledge
Employers will invest heavily in your training
Do you always strive to achieve a standard of and development and want to ensure that
excellence, use initiative at the appropriate your objectives don’t conflict with theirs.
time and show persistence in pursuing goals?
Accurate self-assessment skills will allow you 1. What are your short and long-term
to be objective and critical in evaluating your goals?
strengths and weaknesses. 2. When and why did you establish
these goals and how are you
1. Tell me about a time when you acted preparing yourself to achieve them?
over and above the expectations of 3. What are the most important things
your role. you are seeking in a career?
2. How would you describe yourself?
3. How do you think a close friend who
knows you well would describe you?
Ability, competence and achievement Adaptability
Designed to discover what inspires you and How quickly and how positively will you adapt
motivates you to achieve and whether you to changes in work practices, work roles and
are a loner or a team person. work environments and the general flux of the
modern workplace? How do you manage or
1. What two or three accomplishments avoid stress?
have given you the most satisfaction?
Why? 1. Tell me about a time when you changed
2. Describe a time when you led or your priorities to meet others’
motivated others. expectations.
3. What do you feel qualifies you for this 2. Describe a time when you altered your
position? own behaviour to fit the situation.
4. Tell me about a time when you dealt 3. Tell me about a time when you had to
with a problem in your organisation. change your point of view or your plans
What did you do? What would you to take into account new information or
now do differently? changing priorities.
Conflict management and ethics Administrative skills
How do you behave in a crisis? What does it These are generally checking that you work
take to shake your poise or self-confidence? effectively, understand generic workplace
What approach do you take to problem routines and haveexperience of common office
solving? software and administration systems.
1. Tell me about a significant crisis you 1. Tell me how you organise your work and
have faced. schedule your time.
2. Tell me about a difficult customer or a 2. Tell me about computer software
customer complaint that you have applications you are familiar with and
dealt with. your experience in using them.
3. How did you resolve conflict in the 3. Tell me about your experience of
team you were part of? How could you managing a budget. What went well?
have resolved it differently? What didn’t go well and why?
5. www.onlymedics.co.uk
Problem solving and decision making Client focus
What’s your problem-solving style? Do you 1. Give an example of how you provided
manage your activities to minimise or avoid service to a client/stakeholder beyond
them? How do you behave in a crisis? their expectations. How did you identify
the need? How did you respond
1. Tell me about a difficult decision that 2. Tell me about a time when you had to
you have made. deal with a client/stakeholder issue.
2. What significant problems have you
faced in the last year? 3. Describe a situation in which you acted
3. How do you work under pressure? as an advocate within your organisation
4. Tell me about a time when you had to for stakeholders’ needs and where
make a quick decision. What were the organisational resistance needed to be
circumstances and what did you do? overcome.
Communication Teamwork
Are you an active listener, do you really listen Employers need people who are socially
and do you hear what is actually said. Are competent. The desire to build and maintain
you able to read the non-verbal messages relationships in and beyond the workplace is
that others communicate? Do you communicate critical. Many workplaces function on the
in an engaging and convincing manner? basis of project teams.
1. Describe a situation you were 1. Tell me about a time when you worked
involved in that required a multi- successfully as a member of a team.
dimensional communication strategy. 2. Describe a situation where you were
2. Give an example of a difficult or successful in getting people to work
sensitive situation that required together effectively.
diplomatic communication? 3. Describe a situation in which you were
3. Tell me about a time when you really a member (not a leader) of a team and
had to pay attention to what someone conflict arose within the team. What did
else was saying, actively seeking to you do? What would you do differently?
understand their message.
Organisational awareness Results orientation
1. Describe the culture of your 1. Tell me about a time when you set and
organisation and give an example of achieved a goal.
how you work within this culture to 2. Tell me about a time when you improved
achieve a goal. the way things were typically done on the
2. Describe the things you consider and job.
the steps you take in assessing the 3. Describe something you have done to
viability of a new idea or initiative. improve the performance of your work unit.
3. Tell me about a time when you used
your knowledge of the organisation to
get what you needed.
6. www.onlymedics.co.uk
Influencing, persuading and negotiating Leadership and people management
You may have strong verbal skills but can Do you lead by example? Do you create an
you influence another person to change their environment that empowers success in
thinking or take some action – perhaps a others? Can you build relationships inside
colleague follows your advice or a client and outside of the organisation? Are you
decides to buy a service or product. At capable of creating a realistic vision, setting
management level have you the skills to challenging but achievable goals and
negotiate and involve rather than confront and establishing a learning environment?
coerce? Do you act ethically?
1. Tell me about a time when you were 1. Describe a situation that best shows
able to change another’s viewpoint your ability to get things done through
significantly. other people.
2. Tell me about a time when you were 2. Tell me about the last time you were
asked to do something that you unsuccessful in getting someone to
disagreed with. follow your lead. What did you do?
3. Tell me about a person or event that 3. Have you ever needed to motivate a
has been influential in your personal team? What action did you take?
development.
Preparing for competency based questions
It’s essential to prepare thoroughly. Formulate responses to these typical
competency questions by writing down specific
Applicants who ignore or gloss over competencies and different examples of past behaviour that
do so at their own peril. Be positive and see this as describe the SITUATION that you faced, the
an opportunity to communicate competencies that ACTION that you took and the OUTCOME that
may not be apparent from your CV. resulted from your action.
● Obtain the job description and see which S ituation
competencies are key for the job.
A ction
● Ask your recruitment consultant about the
O utcome
competencies the client is looking for.
● Look at the company’s web site. Have they
posted organisational core competencies or This format will help formulate your response
values that represent behaviors they expect. in a way that you can deliver at interview with
● Seek a contact in the industry and ask to the information the interviewer is seeking about
share competencies necessary for his/her your past behaviour, your learning and how you
position or describe their work and deduce you might act in the future.
competencies necessary to achieve outcomes.
● Speak with someone who understands trends in Remember that the focus should be on you
their field and have them help you project the even if the situation involved a group,
competencies. interviewers will want to know what was your
specific role in achieving the desired result.
● Write out your accomplishments. Include your
failures with what you learned in the process
Include as many details as you can remember
to help bring the stories to life.
7. Competencies - Organisational benefits
Competency based HR systems help ensure
that the people who are recruited have the
potential to succeed. It’s been estimated that
the wrong hire costs 1.5 times that person’s
annual salary. And that doesn’t measure the
frustration of an individual trying to succeed
in the wrong job.
Competency based systems can also be used
to provide appropriate development to help
employees realise their potential and to provide
appraisal, feedback and coaching to improve
productivity. In addition, competencies provide
employees with an objective, defined target for
development and realistic career goals.
Competencies become operational only if
defined by behaviors, so interviewers, candidates,
managers and employees can apply the model in
the work setting. A behavioral description is a
statement of the observable actions that indicate
the presence of an underlying competency.
Competencies - Individual benefits
Competencies can be the basis of individual A validated competency model is an
selection and career development. Showing objective way to integrate and ensure
appropriate competencies can help candidates fairness of talent management initiatives
to get a job and position employees for future within the organisation.
opportunities.
Demonstrating a desire to improve related In short, knowing and demonstrating
competencies generates development on the job competencies provide substantial benefits
and makes performance management meaningful. to individuals who want to be seen as
qualified and valued accordingly.
Competencies are increasingly being used to
select and develop leaders and for succession
management. Competency based internal selection
makes career mobility across functions easier and
helps individuals overcome any discriminatory
practices in the organisation. It means career
opportunities are based less on educational
achievement or on previous positions and more on
the knowledge, skills and attributes that have been
demonstrated and are needed in new roles.
www.onlymedics.co.uk