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 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.
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.
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.
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.
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.
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.
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.
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 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.
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.
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.
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.
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.
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.
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.
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.
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 140 competency-based interview questions organized into categories including communication skills, cooperation skills, creativity, customer focus, conflict management, critical thinking, decision making, and delegation skills. It also provides links to additional free ebooks and resources on competency-based interview preparation including sample interview questions and answers, interview secrets, and cover letter and resume examples.
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.
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 competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document provides guidance for new managers. It begins with congratulating and welcoming new managers. It then outlines various topics to help new managers succeed including what defines a first time manager, why new managers fail, what the company expects, manager roles and responsibilities, effective attitudes, building team spirit, decision making, communication skills, leadership tips, management styles, and positioning the manager as a chief problem solver. The document provides advice over 15 sections to help new managers in their new role.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
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.
Example Of Talent Management PowerPoint Presentation SlidesSlideTeam
HR professionals can now present a crisp presentation within moments using Example Of Talent Management PowerPoint Presentation Slides. Our talent management PPT theme is an impressive virtual tool that aptly represents vital HRM strategies. Highly-visual format of workforce management PowerPoint slideshow is designed to showcase the fundamentals of fulfilling talent requirements within an organization. Demonstrate the talent management methodology, and also provide an overview of talent planning using staffing management PPT template. This comprehensive personnel management PowerPoint deck helps you to explain recruitment sources, talent retention based on performance, and performance management. Also, elaborate on performance coaching, and performance feedback through neat tabular formats included in this human resource management PPT presentation. Portray employee motivation action plan and factors via impactful data visualization tools of this HR management PowerPoint theme. So, download this human capital assessment PPT slideshow to showcase the alignment of workforce requirements with the organizational objectives. https://bit.ly/33ZJ5pv
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
This document discusses developing an effective recruitment strategy and plan. It recommends 7 strategies to improve the hiring process, including developing a clear employer brand, optimizing the career page, sharing company culture on social media, employee referrals, using data and metrics, and creating a recruitment plan. An effective recruitment plan should define goals, forecast future hiring needs, develop candidate profiles, establish an employee value proposition and marketing strategy, and select tools and technology while staying within budget. Such a plan will help make better hiring decisions and ensure recruitment objectives align with company goals.
Recruitment involves attracting candidates and selecting the right person for the job. The recruitment process includes posting vacancies, screening resumes, conducting interviews, and making a hiring decision. Hiring the wrong person can be costly and harm productivity. Competency-based recruitment focuses on identifying candidates with behaviors that predict successful job performance. It involves defining the key competencies for a role and assessing candidates based on behavioral examples that demonstrate their competencies. Competency-based interviews are more structured and job-focused than conventional interviews, relying on questions about past experiences to predict future performance.
This document discusses behavioral interviews and competency frameworks. It provides details on:
- The key features and steps of behavioral interviews, which ask applicants to describe past behaviors to determine suitability.
- Guidelines and an outline for conducting behavioral interviews, including introducing the interview, discussing job responsibilities, gaining behavioral examples, and concluding.
- Competency frameworks define the competencies required by an organization. Elements include proficiency levels, role profiles, competency definitions, and assessment data.
- Benefits of competency frameworks include linking objectives, ensuring employee clarity, and competency development.
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.
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 140 competency-based interview questions organized into categories including communication skills, cooperation skills, creativity, customer focus, conflict management, critical thinking, decision making, and delegation skills. It also provides links to additional free ebooks and resources on competency-based interview preparation including sample interview questions and answers, interview secrets, and cover letter and resume examples.
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.
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 competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document provides guidance for new managers. It begins with congratulating and welcoming new managers. It then outlines various topics to help new managers succeed including what defines a first time manager, why new managers fail, what the company expects, manager roles and responsibilities, effective attitudes, building team spirit, decision making, communication skills, leadership tips, management styles, and positioning the manager as a chief problem solver. The document provides advice over 15 sections to help new managers in their new role.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
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.
Example Of Talent Management PowerPoint Presentation SlidesSlideTeam
HR professionals can now present a crisp presentation within moments using Example Of Talent Management PowerPoint Presentation Slides. Our talent management PPT theme is an impressive virtual tool that aptly represents vital HRM strategies. Highly-visual format of workforce management PowerPoint slideshow is designed to showcase the fundamentals of fulfilling talent requirements within an organization. Demonstrate the talent management methodology, and also provide an overview of talent planning using staffing management PPT template. This comprehensive personnel management PowerPoint deck helps you to explain recruitment sources, talent retention based on performance, and performance management. Also, elaborate on performance coaching, and performance feedback through neat tabular formats included in this human resource management PPT presentation. Portray employee motivation action plan and factors via impactful data visualization tools of this HR management PowerPoint theme. So, download this human capital assessment PPT slideshow to showcase the alignment of workforce requirements with the organizational objectives. https://bit.ly/33ZJ5pv
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
This document discusses developing an effective recruitment strategy and plan. It recommends 7 strategies to improve the hiring process, including developing a clear employer brand, optimizing the career page, sharing company culture on social media, employee referrals, using data and metrics, and creating a recruitment plan. An effective recruitment plan should define goals, forecast future hiring needs, develop candidate profiles, establish an employee value proposition and marketing strategy, and select tools and technology while staying within budget. Such a plan will help make better hiring decisions and ensure recruitment objectives align with company goals.
Recruitment involves attracting candidates and selecting the right person for the job. The recruitment process includes posting vacancies, screening resumes, conducting interviews, and making a hiring decision. Hiring the wrong person can be costly and harm productivity. Competency-based recruitment focuses on identifying candidates with behaviors that predict successful job performance. It involves defining the key competencies for a role and assessing candidates based on behavioral examples that demonstrate their competencies. Competency-based interviews are more structured and job-focused than conventional interviews, relying on questions about past experiences to predict future performance.
This document discusses behavioral interviews and competency frameworks. It provides details on:
- The key features and steps of behavioral interviews, which ask applicants to describe past behaviors to determine suitability.
- Guidelines and an outline for conducting behavioral interviews, including introducing the interview, discussing job responsibilities, gaining behavioral examples, and concluding.
- Competency frameworks define the competencies required by an organization. Elements include proficiency levels, role profiles, competency definitions, and assessment data.
- Benefits of competency frameworks include linking objectives, ensuring employee clarity, and competency development.
Jitendra Deshmukh took a psychometric test on April 6, 2016 and obtained a score of 9 out of 10, demonstrating competent performance on the assessment.
This document discusses the use of psychometric tools in competency-based recruitment. It describes various psychometric assessments like ability tests, aptitude tests, and personality tests that measure cognitive, behavioral and personality traits. Specific personality tests discussed include the 16PF test, DISC test, Leadership Opinion Questionnaire, and Emotional Quotient test. The benefits of psychometric tests include adding objectivity and fairness to the selection process. However, they still require careful interpretation and are not foolproof. The document advocates using a combination of competency-based interviews and psychometric tests for optimal recruitment.
Tips for performing well at interviews. Making a good first impression. Typical format and question types. Giving STAR answers to competency-based questions.
This will help you (the candidate) prepare for a competency based interview using the STAR technique.
It contains common Q&A's that I've been asked to answer during an interview. I've tried to make the questions more generic so you can use these to relate your responses to your roles.
This document is another voluntary contribution I've created to help others in the market to have the edge in the market and to support my personal development units required to maintain some of my qualifications.
The document provides guidance on competency-based interviews, focusing on three key areas. First, it defines competencies as the skills, knowledge, and abilities required to perform a job. Second, it advises the reader to prepare for competency-based questions by identifying competencies from the job description and drafting examples to demonstrate them. Third, it outlines the STAR method for structuring effective answers and provides a sample answer as an example.
This document provides guidance on preparing for a job interview. It outlines important steps like researching the company and job, knowing your strengths and examples of how you meet the job requirements, and practicing answers to common interview questions. Different types of interview questions are described, including motivational questions about why you want the job, technical questions to test your skills, and competency questions about your experiences. Body language, arriving on time, and making a good first impression are also emphasized. Resources for additional preparation help like mock interviews are provided.
This document provides guidance on competency-based interviews. It explains that competency-based interviews focus on behaviors and ask candidates to provide examples of when they demonstrated key competencies. The document advises candidates to prepare by developing examples using the STAR technique and to practice their answers. It also provides sample questions across 8 common competency areas and advises candidates on techniques for responding confidently during the interview.
The document provides information on selection skills training objectives and techniques. The objectives are to understand different selection tools and their appropriateness, learn competency-based selection and interviewing skills, and understand the need for psychometric testing. It then covers various selection methods like interviews, tests, references checks and assessment centres, and how to effectively conduct the selection process.
Preparing for interviews
The interview experience
Questions to expect and to ask
Different types of interview
Assessment Centres
Psychometric Tests
Interview resources
Here are some tips for filling this out:
- Focus on strengths you can evidence with specific examples
- Consider strengths that are differentiated vs. your peers
- Rank order your top strengths based on importance to recruiters
- Leave blanks for areas you need to develop further
The goal is to identify the most compelling strengths to highlight that set you apart. This forms the basis of your personal brand.
The document discusses competency frameworks and the interview process. It describes how competency frameworks are based on the behaviors of high performers and support strategic goals. It lists common competencies like working with others, delivering results, and focusing on the future. It then discusses different types of interviews like individual, panel, and stress interviews. It provides tips for effective communication, noting that 55% is nonverbal. Finally, it gives examples of technical, behavioral, and conceptual interview questions for different job levels and outlines the typical structure of an interview.
How can you use the tried-and-true principles of ADDIE on a shoestring, without sacrificing the effectiveness of your training program? Here are a few ideas to help you make the most of your training time, reduce your costs, and still have a great result.
How To Influence Hiring Managers Prior To The Interview.Dean Waye
The document provides a 5 slide presentation about the key strengths and qualifications of an individual. The presentation highlights their strengths as:
1) Their strong communication skills developed through regularly speaking with C-level executives and teaching other professional speakers.
2) Their experience successfully managing both waterfall and agile project methodologies.
3) Their career progression including a role they were transferred to after their department was laid off.
The presentation provides details about the individual's qualifications in an attempt to inform a potential hiring manager of their suitability for a role.
The document discusses competency-based selection for workforce planning. It defines technical and personal/interpersonal competencies and how they are measured through job analysis, examinations, interviews, reference checks, and probation periods. The objectives are to streamline organizations, improve workforce planning, better match jobs to people, and reduce turnover through selecting candidates based on competencies rather than just qualifications.
Other types of job interviews:
1. Behavioral Interviews: Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. Example: Behavioral Interview and STAR (Situation, Task, Action, Result) interview
2. Case Interviews: Case interviews are used most often in management consulting and investment banking interviews and require interviewees to demonstrate their analytical ability and problem-solving skills.
3. Competency Based Interviews: Competency based interviews require interviewees to give specific examples of times in which they demonstrated particular skills or attitudes. Here's information on how they work, how to prepare, as well as sample questions.
4. Phone Interviews: While interviewer actively job searching, it's important to be prepared for a phone interview on a moment's notice. Here's how to prepare for a telephone interview.
5. Second Interviews: Interviewee passed the first interview with flying colors and interviewee just got a call to schedule a second interview. Here are suggestions on how to use interviewer second job interview to help secure an offer.
6. Structured Interview: A structured interview is a standardized method of comparing job candidates. A structured interview format is typically used when an employer wants to assess and compare candidates impartially. If the position requires specific skills and experience, the employer will draft interview questions focusing exactly on the abilities the company is seeking.
7. Unstructured Job Interview: An unstructured interview is a job interview in which questions may be changed based on the interviewee's responses. While the interviewer may have a few set questions prepared in advance, the direction of the interview is rather casual, and questions flow is based on the direction of the conversation. Unstructured interviews are often seen as less intimidating than formal interviews. However, because each interviewee is asked different questions, this method is not always reliable.
8. Tele Conference Interview: Tips and suggestions for successfully interviewing via video.
9. Stress Interview: It is conducted to evaluate the behavior of the candidate under stressful conditions. How does a can¬didate react to stress? Whether they remain quiet and calm or becomes stressed, can be judged by creating different stressful conditions around, and the case with which they get out of it indicates their stress-handling capacity in future.
10. Panel Interview: A selection committee appointed for interviewing candidates is called a panel. It generally consists of three or more members who collectively perform the task of selection. The final decision is taken with the consent of all panel members.
The document provides an overview of how to successfully prepare for and complete interviews. It discusses researching the organization and job, preparing examples of relevant skills and experiences, dressing appropriately, answering typical questions about yourself and the job, responding to competency and "what if" questions using the STAR method, asking questions of the interviewer, and following up after the interview. The key aspects are preparation, having examples to demonstrate required competencies, focusing answers on skills and achievements, and reviewing your performance to improve for future interviews.
The document provides guidance on conducting competency-based interviews. It discusses the importance of interviews for evaluating a candidate's qualifications and fit. It recommends using behavioral questions based on competencies required for the role and the STAR technique for evaluating responses. Interviewers are advised to take notes, ask probing follow-up questions, and provide feedback to candidates at the close of the interview. Common mistakes like bias, lack of preparation, and poor communication are also addressed. The overall document outlines best practices for competency-based interviews to make fair, informed hiring decisions.
The document provides guidance on preparing for and participating in job interviews, including researching the employer and position, practicing common interview questions, using examples from your experience, and reviewing your performance after the interview. It also describes different types of interviews like competency-based, group, panel, and assessment centers that may involve exercises, presentations, or psychometric tests. Resources for practicing interviews are recommended, as preparation, research, and demonstrating relevant skills and qualifications are emphasized as important for interview success.
What it takes to be a leader/entrepreneur.Eddie de Jong
Eddie de Jong presented on what it takes to be a leader/entrepreneur. He discussed that key characteristics include intrapersonal skills like vision, initiative and persistence. Interpersonal skills like leadership, communication and ethics were also important. Critical and creative thinking skills such as problem solving and creative thinking, as well as practical skills including business knowledge, planning and goal setting were essential. The presentation provided definitions and examples for each of these skills required to be a successful leader or entrepreneur.
Management by Competencies for a Successful Organization.pptxSaqib Mansoor Ahmed
This document discusses competency-based human resource management. It begins with an introduction to competency-based HR and outlines the key areas this approach can be applied to, including competency modeling, interviews, career planning, training and development, and performance management. It then provides details on each of these areas. For competency modeling, it explains how competencies are defined and identified. For interviews, it contrasts traditional versus competency-based interviews. For career planning, it outlines how competency assessments can inform employee development programs. For training, it shows how competencies are used to determine training needs. And for performance management, it demonstrates how competencies are incorporated into goal-setting and evaluations. The overall approach presented is to
The focus of the presentation is that employee engagement begins with an understanding of your corporate identity and hiring people who are a good match for your business. You need to determine the “shape” of your business and ways to attract, hire and retain employees that fit. No more square pegs in round holes.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
This document provides information about effective interviewing. It discusses trends in recruiting like the focus on employer branding and internal hiring. It also outlines a sample training agenda that covers preparing for interviews, different interview types, conducting interviews, and making interviews more effective. The document discusses building competencies for interviewing like rapport building, asking questions, active listening, and note taking. It provides tips for preparing for an interview like understanding the job and competencies required. The STAR interview technique is presented as a structured way to evaluate candidates based on real examples or situations.
The document provides guidance on preparing effective interview questions by suggesting categories to choose from like icebreakers, traditional, situational, and behavioral questions to learn about a candidate's experience and fit for the role and culture. It emphasizes using behavioral questions that require candidates to provide specific examples from their past and evaluating answers consistently across interviews. Proper preparation of questions tailored to the position is important for a successful candidate evaluation.
This document provides information about behavioral interviewing, including what it is, its purpose, and advantages. It discusses how to prepare for a behavioral interview through analyzing the job requirements, thinking of past examples demonstrating skills, and practicing stories using the STAR technique. Common behavioral interview questions focus on skills like problem-solving, leadership, communication, and adapting to change. Sample questions and tips for answering are also provided.
Skill vs. Attitude: What Makes the Best Candidate?Steve Lowisz
In Mark Murphy’s book “Hiring for Attitude,” he says that 46% of newly hired employees will fail within 18 months, attributed mainly to non-technical or non-skill related items. While it is certainly true that most employees are fired for non-skill related items, this does not prove that attitude is more important than skill or other Candidate Metrics; rather, that attitude should be looked at as equal to the rest of the candidate’s attributes. The truth of the matter is that we often hire for skill, and most often fire for attitude, but what about the important attributes in between? We should be hiring for four Core Candidate Metrics: Skills, Competency, Culture and Attitude.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also covers the interview and selection process, providing templates and guidance for recruiting candidates, conducting interviews, and selecting residents. The session aims to help participants organize their curriculum and develop structured interview protocols.
The document discusses competency-based approaches to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies consist of clusters of knowledge, attitudes, and skills. The document reviews various definitions of competency and notes common themes like underlying personal characteristics, skills, and attributes that contribute to effective job performance. It also discusses competency modeling, which identifies the competencies required for outstanding performance in specific jobs or roles. Competency models include competency definitions and behavioral indicators. The document notes that competency models can be used to align HR systems like recruitment, performance management, training, development, and compensation with organizational goals.
The document provides guidance on different types of questions to ask in a job interview, including icebreakers to build rapport, traditional questions about experience, situational questions about how candidates would handle specific situations, culture-fit questions to assess motivation and workplace preferences, and behavioral questions requiring examples from a candidate's past. It emphasizes the importance of selecting questions in advance that are relevant to the position and treating all candidates consistently to avoid legal issues. Behavioral questions are recommended as a way to understand if past positive behaviors will continue.
This document provides guidance on career development including resume writing, interview preparation, and interview techniques. It discusses conducting self-discovery, writing an effective resume with proper formatting and sections, preparing for different types of interviews through research, maintaining appropriate dress and behavior during interviews, and following up after interviews. The overall aim is to help job seekers successfully navigate the career shaping process.
This document discusses competency-based interviews. It begins by explaining that competency-based interviews are structured interviews based on assessing key competencies important for the role. It recommends answering competency-based questions using the STAR format: describing the Situation, the Tasks you undertook, the Actions you took, and the Results. Finally, it provides an example competency-based question for the role of Director of Marketing focusing on creativity and innovation.
This document provides guidance on conducting effective interviews to evaluate candidates for roles at Craftsvilla. It outlines steps to design an interview process, prepare for interviews, conduct interviews without bias, probe candidates for past performance and future potential, ask follow-up questions, and wrap up interviews. The goal is to determine fit, allow candidates to evaluate the company, and make Craftsvilla a great recruitment experience through a structured, evidence-based interview process.
Interview, body language and compensation negotiation skills 2016Gerardo Seeliger
This document provides information about Gerardo Seeliger's background and experience. Seeliger has over 20 years of experience in executive search and has interviewed over 12,000 executives. He is currently an academic director and associate professor at IE Business School, where he teaches courses on career strategy and sports management. Prior to his academic career, Seeliger co-founded one of the largest human resources consulting and executive search firms in Spain. The document outlines Seeliger's relevant professional experience in management consulting, executive search, and academic roles.
Interview, body language and compensation negotiation skills 2016Gerardo Seeliger
This document provides information about Gerardo Seeliger's background and experience. Seeliger has over 20 years of experience in executive search and has interviewed over 12,000 executives. He is currently an academic director and associate professor at IE Business School, where he teaches courses on career strategy and sports management. Seeliger has held leadership roles in management consulting and executive search firms. He has a diverse professional background spanning innovation, technology, global banking, and sports business administration.
The document outlines the agenda for a learning collaborative session, including discussing health center highlights, priorities, and accomplishments. It also reviews the interview and selection process, including the responsibilities of the selection committee, training interviewers, and organizing an interview schedule. The next session agenda is provided which will focus on evaluating learners and the interviewing and selection process.
The document provides tips for effective interviewing skills. It notes that 40% of respondents declined a job offer due to a poor interview experience. Good interviewing involves active listening at 5 levels and asking open-ended questions to learn about real situations from a candidate's past. Interviewers should be aware of "halos and horns" biases and prepare by considering the needed skills and choosing attributes to assess. The STAR model is presented to structure answers about situations, tasks, actions, and results. Preparation, consistent questions, and avoiding interruptions are emphasized for successful interviews.
Similar to Guidance tools competency based interviews (20)
Modul 10 komunikasi dalam bisnis Peningkatan kompetensi Interpersonal SkillSeta Wicaksana
Komunikasi Dalam Organisasi
Karakteristik Organisasi
Fungsi Komunikasi dalam organisasi
Jaringan komunikasi
Karakteristik Komunikasi dalam Bisnis
Konteks Komunikasi Interpersonal Dalam Organisasi
Metode Komunikasi
Hambatan Komunikasi
Bagaimana menangani hambatan komunikasi
TES PEMAHAMAN
Modul 9 leadership and Managerial dalam Mengembangkan Keterampilan Interperso...Seta Wicaksana
Pendahuluan
Konsep Pemimpin dan manajerial
Prinsip Kepemimpinan dan manajerial
Komunikasi efektif dalam kepemimpinan dan manajerial
Pentingnya mengembangkan kemampuan interpersonal dalam kepemimpinan dan manajerial
Tes Pemahaman
Modul 6 Komunikasi Efektif Melalui Mendengarkan AktifSeta Wicaksana
Mendengarkan Efektif :
Mengapa Perlu Mendengarkan
Komponen Dari Proses Mendengarkan
Memberikan Respon
Hambatan dalam Mendengarkan Secara Efektif
Membangun Kemampuan Mendengarkan yang Efektif
Menyampaikan pesan efektif
Pembelajaran Melalui Pengalaman
Membuka Diri
Hambatan Komunikasi efektif
Membangun Ketrampilan Komunikasi yang efektif iii
TES PEMAHAMAN
Modul 5 Growth Mindset and Grit dalam keterampilan InterpersonalSeta Wicaksana
Pengantar
Apa itu pola pikir tetap dan pertumbuhan?
Latihan - Refleksikan pada pola pikir Anda
Membedakan antara pola pikir tetap dan pertumbuhan
Strategi mengubah pola pikir Anda menjadi pola pikir pertumbuhan
Refleksikan pada koneksi antara pola pikir dan hasil
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Tes Pemahaman
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Memahami Individu agar dapat mengotimalkan kemampuan dan ketrampilan interpersonal.
Keberagaman Individu: fisik, kepribadian, Minat dan Kecerdasan serta hasil pengalaman belajar.
Faktor-faktor yang mempengaruhi Keberagaman Individual
Mengelola Keberagaman
Fokus pada kekuatan dalam menciptakan ketrampilan unggul
Tes Pemahaman
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Pentingnya EQ dalam pengembangan ketrampilan interpersonal
Pengertian Teori Kecerdasan Emosi
Lima Dasar Kemampuan dalam Teori Kecerdasan Emosi Menurut Daniel Goleman:
a. Mengenali Emosi Diri
b. Mengelola Emosi
c. Memotivasi Diri Sendiri
d. Mengenali Emosi Orang Lain
e. Membina Hubungan
Faktor-Faktor Yang Mempengaruhi Kecerdasan Emosi
Cara meningkatkan kecerdasan emosi
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Memahami Perkembangan Manusia dan Tahapannya
Memahami Perkembangan Remaja dan Masalahnya
Memahami Perkembangan Psikososial, Moral, Emosi dan Kognitif dan Bahasa Remaja.
Kesimpulan
Penugasan
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Tujuan Pembelajaran: Agar mahasiswa dapat memahami secara utuh konsep dan implementasi serta manfaat dalam melatih ketrampilan interpersonal untuk pribadi, membangun hubungan social, membangun tim efektif dan berinteraksi dan berkontribusi dalam organisasi dalam mencapai tujuannya.
Definisi Kemampuan Interpersonal
Mengapa Perlu Keterampilan Interpersonal?
Tingkat Kemampuan Interpersonal Seseorang
Komunikasi Interpersonal
Interpersonal Skill sebagai ketrampilan Sosial
Manfaat Interpersonal Skill dalam interaksi sosial, pekerjaan, dan lingkungan Digital
Kesimpulan
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Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
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Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
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Bagian 1 Organizations and Organizations Theory
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Bagian 3 Public Organization
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Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
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Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
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Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
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- Phil Le-Brun, Enterprise Strategist, AWS
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itulah yang Sempurna.” – Seta A. Wicaksana
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Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
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We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
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HC Company Profile 2024 Excellence JourneySeta Wicaksana
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Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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Guidance tools competency based interviews
1. Guidance Tools - Competency Based Interviews
Workbook
www.humanikaconsulting.com
2. Agenda
• Introduction
• some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
3. My Expectation in CBI Workshop
Program
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
4. Program Overview
During this workshop you will learn why using
competency behavioral based questions is best
practice. You will learn how to write and use such
questions for interviewing applicants for job
positions within your agency. In addition, you will
learn how to make certain that such interview
questions are legally acceptable to use during an
interview. This is an experiential based training that
allows participants to practice incorporating the
concepts and receive feedback.
5. What is the main objective of the
interview process?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
6. What is the main objective of the
interview process?
Right
Person
Right JobFIT
7. What are the advantages of having
the right person in the right job?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
8. What are the disadvantages of having
the wrong person in the wrong job?
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
9. But what does the “right” person look like? That is, what are
the characteristics of a “best employee”? Describe It !
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
• _____________________________________
10. Agenda
• Introduction
• some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
12. Interview Structure
Open the interview
5%
Close the Interview
15%
Gathering Data
70%
•Introduce yourself, establish rapport
•Let your interviewer tell you what the
agenda for the discussion will be
•Listen to the interviewer, they will
give you their expectations of the
interview
•Behavioral Questions
•Technical Screen
•General CV
Information
confirmation
•Ask the questions you prepared
•Try to obtain more specific details about the
job description
•Ask the interviewer what the next steps are
and when you can expect to hear back from
them
13. Body Language
• Defensive
– Cross arms or legs, gesture with arm, hand or finger
• Insecure
– Biting fingernails, thumb rubbing
• Nervous
– Sighs, ear tugging, sweating...
• Frustration
– Wringing hands, sharp exhales, rubbing back of neck..
• Suspicion
– Stroke the nose, rub the eyes, diagonal stance
• Openness
– Opened hands, unbuttoned jacket, uncrossed legs
• Reflectiveness
– Rubbing chin, touching cheek, pinching bridge of nose
It’s Not Just What You Say, It’s How You Say It…
14. Be Prepared
• A good interviewer will prepare prior to every
interview with specific questions for each
candidate…we expect the same from you!!!
– What does my company do?
– Have you checked out our website?
– Do you know who our competitors are?
– Do you understand the job your applying for?
– Why did you apply to this position?
– Where do you see your career developing?This can make the difference between getting the job or not!
15. Agenda
• Introduction & some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
16. What is a Competency?
• The word competency is widely used in
business environments and refers to the skills
that are necessary to achieve an effective
performance level in the job. Every job will
have a set of key competencies, some of
which are essential and others desired and all
are required to do the job properly.
17. 17
Values and Competencies
• Values:
o Shared principles and beliefs that underpin the
Organization’s work and guide actions and behaviours of
staff
• Competencies:
o Skills, attributes and behaviours directly related to
successful job performance
18. Specific Behaviors
• Also known as characteristics, skills, values, attitudes,
competencies, dimensions, success factors, requirements, etc.
• Behaviors often provides clues regarding corporate culture.
• Skill sets:
– Content skills—work-related knowledge
– Functional/Transferable—work with people, information,
things
– Adaptive/Self-Management—personal characteristics
19. Top 10 Behaviors
• Achievement/Results Orientation
• Initiative
• Impact and Influence
• Customer Service Orientation
• Interpersonal Understanding
• Organizational Awareness
• Analytical Thinking
• Conceptual Thinking
• Information Seeking
• Integrity
• Source: Competency-Based Interviews, (2006), Robin
Kessler, p. 42.
20. From Job Desk to Competencies
Job Competencies
1.
2.
3.
22. • Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
Agenda
23. Why do they do it?
• Competency based interview questions are
used in an effort to make the interview
process as standard and as fair as possible. It
is a technique which is being used increasingly
in large organizations where many managers
may be interviewing for the same type of
position.
24. 24
Why competency-based interviews (CBI)?
• Competencies are forward-looking; they describe skills and attributes that
staff and managers need to build human capital and meet future
challenges
• Competencies help organizations clarify expectations and define future
development needs
• CBI questions ask about past professional experiences that can
demonstrate that the candidate is competent
• The theory is that if you can demonstrate that you have done it in the past
or have learned from the past, chances are that you will be able to do it in
the future
• When assessing the candidates responses, panels will ascertain the depth
and complexity of the responses given by candidates
• CBI is sometimes referred to as behavioral or situational interviewing
25. What does it look like?
• In general a competency based interview is one in which the interviewer:
– Focuses on the behaviors and traits that are critical to success on the job
and
– Focuses on how the candidate has demonstrated these skills in the past
• The foundation of this focus is the behavioral question. The behavioral
question requires you, the candidate, to recall and describe a specific
situation or event in which you demonstrated (or failed to demonstrate) a
skill critical for success in the position for which you are applying.
26. Behavioral Questions
• A behavioral question is looking for information about:
– The details of a specific situation or event
– Your specific action or behavior and
– The outcome of the situation
• A behavioral question is not looking for:
– Your opinion
– What what you “think” you would do in a situation
– Your assessment of your own strenghts, weakness’ or performance
27. 27
Comparison of Questions
Traditional
• Predictable
• Straight-forward
answers
• General
Behavior-based
• More pointed
(about a specific skill,
knowledge or ability)
• More probing
• Situational – What would
you do?
28. 28
Examples of Questions
Traditional
• What are your strengths
and weaknesses?
• What problems did you face
and how did you handle
them?
• Describe a typical work
week.
Behavior-based
• Describe a decision you
made that was unpopular
and how you implemented
it.
• What do you do when your
work is interrupted? Give
an example of how you
handle it.
• Tell me about a time you
worked effectively under
pressure.
29. So Why Use this Approach…
• Advantages of seeking past behavior
–Reduces misunderstandings about a your past
experiences
–Reduces your effort to “make a good impression”
–Reduces emphasis on the “hypothetical”
–Prevents personal impressions from affecting
evaluation
–Provides actual examples of your knowledge, skills and
attributes
–Promotes consistency in interviews and assures all key
areas for success are covered in the conversation
Past Behavior is the Best Predictor of Future Behavior
30. Behavorial Questions
• A behavorial question is looking for information about:
– Situation or Task: details of a specific time or event
– Action: the actions you took
– Result: the outcome of the situation
• We call this the STAR response. Easy to remember; not so easy to
do.
• A behavorial question is not looking for:
– Your opinion
– What you “think” you would do in a situation
– Your assessment of your own strengths and weaknesses
31. STAR response – Why?
Organize your answer (STAR)
Situation / Task: Here is the problem/issue;
Action: Here are the steps I took;
Result: These were the results.
Get in and Get out
One story can show several skills!
Be ready with several stories demonstrating each
success factor. Think about your background, and
what you have on your CV.
32. Preparation for BI
Situation or Task
Describe situation—be specific not
general. Provide enough detail for
the interviewer to understand.
Action You Took
Describe action you took—
keep focus on you. Even if
discussing a team project, talk
about what you did.
Results You Achieved
Describe what happened, how
the event ended, what you
accomplished, and what you
learned.
“STAR Interviewing Response Technique,” www.quintcareers.com
33. Examples of Behavioral Based Interview
Questions Guide
Problem Solving
• Think back to the most recent complex decision that you had to make or
problem that you had to solve. Describe in detail the process you used to
make the decision or solve the problem. What sources of information did you
use? How much time did you have, and how much time did you take? What
was the result?
• Part of coming up with a good decision or solution is gathering and analyzing
information. Please share a recent decision you made or a problem you
solved that required a high level of skill in this area. How did you determine
what information you needed? Where or to whom did you go to get the
information? Why did you select those specific sources?
• Please provide some examples of times when others asked you for your input
when they were making a decision or solving a problem. What input did you
provide? What were the results?
38. STAR response – How?
• Be specific; use an actual Situation and not an imagined one.
• What was your Action? what did you do? how did you handle the situation
or project? In describing your actions you should tell your interviewer:
– What (specifically and in detail) you did (not the team, but you)
– Who you spoke with, what you had to learn or manage
– How you arrived at a solution
• Make sure you focus on what you did.
You should say the word “ I ” a lot.
• Describe the Result of the event. Although it is good to use a successful
example, you can use failed examples as well – but make sure you
demonstrate what you learned !
39. Acceptable vs. Unacceptable Competency and
Behavioral Based Interview Questions
• Acceptable: The question is acceptable in the
sense that it focuses upon job requirements.
• Unacceptable: The question is unacceptable
in the sense that by asking this question you
may open yourself and the organization to
legal problems/concerns. The assumption is
that if you ask the question you are going to
use the information in the hiring decision.
40. Acceptable/Unacceptable Interview Questions Determine if the question is acceptable or unacceptable to ask during an
interview by placing an “a” or “u” in the space next to the question.
• 1. Are you a U.S. citizen? ________
• 2. Are you able to work with our required schedule? _______
• 3. What is your native language? _________
• 4. Do you belong to a club or social organization? ________
• 5. What are your long-term career goals? ________
• 6. What religion do you practice? ________
• 7. How old are you? ________
• 8. How long have you lived here? ________
• 9. Are you available to work overtime on occasion? ________
• 10. Is this your maiden name? ________
• 11. Who is your closest relative to contact in case of an emergency? ________
• 12. If you get pregnant, will you continue to work, and will you come
• back after maternity leave? ________
• 13. Have you ever been disciplined for your behavior at work? _____
• 14. Do you smoke or drink? _________
• 15. How tall are you? ________
• 16. How many sick days did you take last year? ________
• 17. Are you able to start work at 8:00 a.m.? _________
• 18. Have you ever been arrested? ________
• 19. Do you have any disabilities? ________
• 20. Are you a member of the National Guard or Reserves? _______
[Information and questions taken from, HRWorld at www.hrworld.com]
41. Answer Guide
• 1. Unacceptable. If you are attempting to determine if the applicant is legally able
to work in the U.S., it is better to ask, “Are you authorized to work in the U.S.?”
• 2. Acceptable. Don’t ask about which religious holidays the applicant observes in
order to determine if scheduling is an issue.
• 3. Unacceptable. An applicant may be sensitive to common assumptions about
his/her language. If you wish to determine the applicant’s level of fluency in a
language, it is better to ask, “What languages do you read, speak or write
fluently?”
• 4. Unacceptable. This question is too revealing of the applicant’s political and
religious affiliations and doesn’t relate to the job. Make sure the wording focuses
on the job functions, “Are you a member of a professional or trade group that is
relevant to our industry?”
• 5. Acceptable. Be careful not to ask questions that indicate you are trying to find
out how much longer the applicant may plan to work before he/she retires.
• 6. Unacceptable. If you wish to find out about weekend work schedules, ask
directly, “What days are you available to work?”
42. • 7. Unacceptable. You may ask if a candidate is legally old enough to work. “Are you
over the age of 18?” is acceptable. There may be certain job classes that do have a
legitimate age limitation, such as police officers, military, etc.
• 8. Unacceptable. If the job requires familiarity with the local culture, then ask
about the applicant’s current situation, “What is your current address and phone
number? Do you have an alternative location where you can be reached?”
• 9. Acceptable. In attempting to determine the applicant’s ability to travel or work
overtime, avoid questions about family obligations or situations, such as “Do you
plan to have children?”
• 10. Unacceptable. A woman’s marital status does not have to be shared with a
potential employer. If such information is necessary for reference purposes, it is
better to ask, “Have you worked or earned a degree under another name?”
• 11. Unacceptable. This question touches upon the applicant’s personal life. Better
to ask, “In case of emergency, whom should we notify?”
• 12. Unacceptable. Of course you want an applicant that if hired plans to stick
around with your organization for a lengthy time. But questions relating to a
woman’s pregnancy plans are off-limits. Better to ask, “What are your long-term
career goals?”
Answer Guide
43. Answer Guide
• 13. Acceptable. However, be cautious of asking such questions as, “How do you feel about inter-
office dating?” because it may appear to make assumptions about an applicant’s marital status, or
be seen as a “come-on.”
• 14. Unacceptable. Even though you may want to know if an applicant has a drinking problem or will
miss work due to taking smoke breaks, or for insurance related concerns, it is better to ask, “In the
past, have you been disciplined for violating company policies forbidding the use of alcohol or
tobacco products?”
• 15. Unacceptable. This question is too personal. If the job requires an individual to do something
that involves height, directly ask, “Are you able to reach items on a shelf that’s five feet tall?”
• 16. Unacceptable. This question gets too close to potential disability related issues.
• 17. Acceptable. Being able to start work on time is important, but avoid asking questions about an
applicant’s location, such as, “How far is your commute?”
• 18. Unacceptable. Ask only about crimes that HR determines relate directly to the essential job
responsibilities, “Have you ever been convicted of “x” (fraud, theft, etc.)?”
• 19. Unacceptable. NEVER ask a question that touches upon a person’s visible disability, or a
“hidden” disability (mental disability, learning disability, diabetes, etc.). Focus on the applicant’s
ability to perform the essential functions of the job. “Are you able to perform “x” for this job?”
• 20. Unacceptable. It is unacceptable to discriminate against an applicant or employee, based on
assumptions of upcoming military commitments.
44. • Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
Agenda
45. Core Competencies
• Examples of core competencies required in many jobs are:
- Communication skills
- Delivering Results
- Use of Initiative
- Planning and Organizing
- Analytical and/or Strategic Thinking
- Building relationships
- Team Work
In preparation for a Competency Based Interview the experienced
interviewer will draw up a list of questions relating to each competency
and all directed towards discovering if you have those skills necessary for
the job.
46. Cisco’s Core Competencies – Sales Role
• Effective Communication
– Good listening and presentation skills
– Able to explain complex issues in a simplified manner
• Resiliency
– Able to deal with change
– Able to take constructive feedback
• Team Skills
– A good team player and leader
– People-oriented
• Sales Personality
– Driven to be in sales
• Achievement Oriented
– Not risk-averse, uses initiative
– Determined to succeed
47. We Choose these Competencies to Measure if
Candidates will Fit into Cisco’s Culture
• Innovation
• Continuous improvement
• Quality team
• Giving
Back/Trust/Fair/Integrity
• Fun
• Empowerment
• Profit contribution
• No Technology Religion
• Market Transitions
• Open Communication
• Teamwork
• Drive change
48. Agenda
• Introduction & some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Sample questions
• Q&A
49. Preparing for a Competency Based Interview
• The most common type are Behavioral Based Interview Questions. These
are also called Situational and are used as a tool to discover how your
behavior in a previous role or situation can contribute to your
performance in the job being recruited for.
• Examples of Behavior Based Interview Questions are:
– Tell me about a time..
Give an example of a <Stressful, Successful, Important> situation you found
yourself in and what did you do?
Describe a situation which caused you a problem and tell me how you
resolved it.
• Something to be aware of; even if your interview is not described as such,
it is very likely in today's recruitment market that you will be asked
Competency Based Interview Questions.
Your best preparation is to know your own background and know the job description
of the job you are applying for
50. 50
Preparing and Practicing
• Be flexible and non-demanding with timing
• Prepare for the interview:
o learn as much as you can about the organization (mandate, publications, organigrame,
strategic directions, news, etc.)
o understand the position and look at the competencies in the job opening
o review your application/PHP and select real examples matching your accomplishments
to the competencies (i.e. how did you work in a team, solve conflict, mobilize resources,
etc.)
• Practice, practice, practice beforehand (refer to your application and the requirements of the
job opening)
• If a:
o face-to face, know what you are going to wear and err on the side of conservatism
o telephone (or Skype/VTC) make sure you are in a private location and equipment is
working
51. Preparation for BI
• Stories may center around these issues:
– Crisis in your life/job and how you dealt with it.
– Contributions to a team/how you work in a team.
– Time when you had a lot of stress.
– Time when you were a leader.
– How you overcame a failure.
52. Preparation for BI
• Go over your résumé and think through 30-
90 second stories you could share.
• Try to have somewhere between 6-10
stories
– Half that are positive
– Half that started out negative then turned
positive
• Stories should allow you to stand out so
you’re remembered.
• Study job posting carefully and research
company to anticipate questions.
53. Preparation for BI
• Use different examples for stories.
• Incorporate different parts of your life.
• Anticipate lots of probing questions.
• Keep your résumé updated so you have fresh
stories!
• A portfolio may be helpful.
54. Agenda
• Introduction
• Some interview basics
• What is a competency?
• Why use competency or behavioral interview
approach?
• Examples of core competencies
• Preparing for the competency interview
• Another Sample questions
• Q&A
55. 55
Exercise
Teamwork
• Describe to us a successful teamwork work experience
o What was the situation?
o Which was your role?
o What made the team successful?
o How did you handle the disagreements within the
team?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?
56. 56
Exercise
Planning and Organizing
• Tell us about a time you had to organize or
plan a major event
o What was the nature of the event?
o Which was your role?
o How did you plan and organize the different
actions to carry out?
o How did the event turn out?
o Reflecting back, what did you learn from the
experience? If you had to do it again what would
you do differently?
57. 57
Exercise
Planning and Organizing
• Tell us about a time where you had a number
of demands being made on you at the same
time? How did you handle it?
o What was the situation?
o Which was your role?
o How did you plan and organize the different
actions to carry out?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?
58. 58
Exercise
Creativity
• Describe to us a situation when you had to be creative
o What was the nature of the situation?
o Which was your role?
o What were the different actions to carry out?
o What were the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?
59. 59
Exercise
Integrity
• Describe to us a situation where you felt pressured to act
in a way that would compromise your values or those of
the organization
o What was the nature of the situation?
o What were the implications of your actions?
o How did you respond to the pressure?
o What was the results?
o What did you learn from the experience? If you
had to do it again what would you do differently?
60. In- class exercises
Step #1
Review a job description and define the
competencies needed for the position…
Step #2
Develop behavioral based interview questions
61. Now its your turn…
• Effective Communication
– Good listening and presentation skills
– Able to explain complex issues in a simplified manner
• Resiliency
– Able to deal with change
– Able to take constructive feedback
• Team Skills
– A good team player and leader
– People-oriented
• Sales Personality
– Driven to be in sales
– Customer orientation
• Achievement Oriented
– Not risk-averse, uses initiative
– Determined to succeed
62. 62
Functional Competency Assessment
Functional
Competencies
Comp
.
Level
Expectations Results Level
C J A
Career Development Activities (include Supervisor and Employee responsibilities):
Final Competency Assessment: Contributing (C) Journey (J) Advanced (A)
Comments:
Competency Assessment Discussion
Employee Comments:
Supervisor Comments:
63. 63
Functional
Competencies
Comp.
Level Expectations Results
Level
C J A
Knowledge-
Technical
J General knowledge of
applicable area of science to
perform laboratory procedures
and tests in support of research
protocol. Knowledge and skills
to adjust and calibrate
instrumentation and equipment
as needed with limited
supervision.
Operations
– Research
Support
J Ability to conduct routine tests
and procedures dictated by the
research protocol. Ability to
assist in the layout and
maintenance of subject
environment. Ability to mix
and/or apply chemical and/or
other materials.
Data
Collection
J Ability to organize and tabulate
data; ability to ensure quality
control of data collection.
Laboratory/
Subject
Care
J Ability to administer routine
medications and prepares
experimental and maintenance
diets for research subjects
according to established
protocols and instructions;
ability to observe study subject
reactions.
Initial Competency Assessment for Recommended Applicant
64. 64
During the interview: do
• Make a good first and last impression
• Dress appropriately
• Maintain eye contact with the person who asked the question, if culturally
appropriate
• Even on the telephone, smile
• Listen carefully to the complete question
• Keep to the point. Be as specific as possible
• Provide concrete examples that show you were able to handle a situation and/or
learned from it
• Listen to the question carefully. Ask for clarification if a question is not clear
65. 65
During the interview: do not
• Answer in the hypothetical.
• Talk about “we”, rather talk in the “I”
• Espouse theories or values (“waffling on”)
• Make blanket generalizations nor statements about the
future
• Interrupt the panel
• Ask questions about benefits and entitlements
66. PRACTICE
Practice your behavioral interviewing skills
Divide into groups of three. Each individual will take
turns as:
a. An interviewer
b. Interviewee
c. Observer
The observer will provide feedback to regarding the
interviewers skills using the behavioral interviewing
technique.
69. Sources
• “Competency-Based Behavioral Interviewing,” Peggy Simonsen and Tom
Smith, www.careertrainer.com, accessed 12-5-07.
• “Behavioral Interviewing Helps Employers Staff Up Their Office,”
www.beyond.com, accessed 12-5-07.
• “Prepare for Your Behavioral Interview,” www.wetfeet.com, accessed 12-5-
07.
• “Free Sample Behavioral Interview Questions,” www.quintcareers.com,
accessed 12-4-07.
• “Behavioral Interviews: A Great Showcase for You, but You Must Prepare
Now,” Joe Turner, www.quintcareers.com, accessed 12-4-07.
70. Sources
• “Behavioral Interviewing Story,” www.quintcareers.com, accessed 12-4-07.
• “STAR Interviewing Response Technique for Success in Behavioral Job
Interviews,” www.quintcareers.com, accessed 12-4-07.
• Competency-Based Interviews, Robin Kessler, 2006, Career Press: Franklin
Lakes, NJ.
• “When an Interviewer Says: ‘Tell Me About a Time When You…,” Arlene S.
Hirsch, www.careerjournal.com, accessed 12-5-07.
• “Behavioral Interviewing Strategies for Job Seekers,” Katharine Hansen,
www.quintcareers.com, accessed 12-4-07.