The document discusses the importance of defining candidate requirements in the recruitment and selection process. It highlights various approaches, such as the person specification method and competencies approach, emphasizing the need for clear specifications to minimize disagreements between selectors and clients. Additionally, it outlines the benefits of a competency-based person specification, such as improved candidate description, alignment in the selection process, and a focus on innate characteristics, skills, and adaptable behaviors.

1. RECRUITMENT AND SELECTION:
DEFINING THE REQUIREMENTS
By:
Shilpa Tiwari
Shilpi Jain

2. Why is defining the Requirements Essential ?
• Selection has been described as the process of finding a
needle in a haystack.
• It is an uncomfortable area for selectors and hence
creates disagreement between both the parties.
•E.g. : IT industry

3. APPROACHES TO DEFINE REQUIREMENT
Person Specification
Approach
Personal qualities and
attributes
Experience
Record of achievement
Skills or Qualifications
Organization-match
Needs and Expectation of
candidates
Competencies
Approach
 Competences
 Competencies

4. PERSON SPECIFICATION APPROACH
 Problems :
“Mirroring” candidates who mirror their own
values , beliefs or ability .
 Good Practice :
 Drawing up a clear Specification of the ideal
candidate
 Agreeing to the specification of the client
 Chance of Success Increases
 Disagreement between selector and client is
minimized

5. PERSON SPECIFICATION COVERING
P: Qualities and attributes
E : Experience
R: Record of achievement or evidence
S: Skills and Qualifications
O: Organizations - match
N: Needs and expectations of candidates

6. COMPETENCIES APPROACH
 Developed in 1980s and 1990s
 Competencies play an important part in selection
process.
 Competencies is use to describe all attributes,
knowledge, experience, skills and values that a
person draws on to perform their work well.
 The integral part of the approach was to provide the
opportunity for people to receive training and
development to achieve the required skills.

7. COMPETENCIES APPROACH
Competences Competencies
Things that a person who
works in a given
occupational area
should be able to do.
Each one is an action,
behaviour or outcome
that the person should
be able to
demonstrate.
Those characteristics that
differentiate superior
from average and poor
performance…
motives, traits, skills,
aspects of one’s self-image
or social role or
body or knowledge.

8. COMPETENCY FRAMEWORK
Innate Qualities
Acquired Skills
Adapting
Behaviours

9. COMPETENCY FRAMEWORK
Innate Qualities
Extrovert/
introversion
Opeanness
to
Experience
Emotional Agreeableness
Stability
Conscientio
usness

10. COMPETENCY FRAMEWORK
Acquired Skills
Knowledge &
skills
Professional
Knowledge or
Business awareness

11. COMPETENCY FRAMEWORK
Adapting Behaviours
Flexibility Adaptable
Too Often people in a new position fail to continue their
track record of success.

12. COMPETENCY-BASED PERSON SPECIFICATION
Benefits : Competencies Approach
People can identify the ker characteristics which would
be used as a basis for selection, and that can be
described in terms which both can understand and
agree.
 It breaks down the specification of the candidate into
meaningful parts. So that the selection process gets aligned
and whole process gets completed component by
component.
 By using this approach it becomes easier for manager to see
how the ‘new recruit’ will perform

13. COMPETENCY-BASED PERSON SPECIFICATION
Screen Test Interview Exercise
Achievement
Leadership
Creativity
Resiliencie
Flexibility
Technical
Knowledge
Judgement
Decision
Making
Planning and
organizing
People
Management
Energy

14. BALANCED FRAME WORK
Benefit of Balanced framework:-
 Innate characteristics will have their focus in
the selection process
Acquired skill will focus on On-going
education
Adapting compitencies should be used as the
focus of development activities
The performance behaviour will form the
substance if the general competency
framework as the observable behavior and
evidence of behaviour.

15. THANK YOU