HR Planning, Recruitment, Selection and Competency-based Job Interviewing (CBI) processes, methods and skills

1. RECRUITMENT AND COMPETENCY-
BASED JOB INTERVIEWING (CBI)
CHARLES COTTER
BOLIVIA LODGE, POLOKWANE
3-4 AUGUST 2015

2. TRAINING PROGRAMME OVERVIEW
• HR Planning process
• Recruitment process and methods
Day 1
• Selection process and methods
• Competency-based job interviews - theory
Day 2
• Competency-based job interviews - practical

3. INTRODUCTORY LEARNING ACTIVITY
• Complete the statement by inserting one (1)
word only. In order to be an effective recruiter, I
need to/to be .…………………………………..
• Now find other learners with the same word as
you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to
elaborate on their chosen word.

4. HRM FUNCTIONS

5. HRM VALUE CHAIN PROCESS
• HR/Workforce Planning
• Attracting/Acquiring qualified and competent employees
• Retaining qualified and competent employees
• Motivating qualified and competent employees
• Evaluating qualified and competent employees
• Training and Developing qualified and competent
employees

6. LEARNING ACTIVITY 1
• By referring to step 1: HR Planning of the
HRM process, evaluate the efficiency and
effectiveness of this step at your
organization.
• Identify areas of improvement (gaps) and
recommend how the HR function can
enhance performance and value add.

7. HR PLANNING

8. BENEFITS OF HR PLANNING
• Eliminates surprises
• Smoothens out business cycles
• Identifies and alerts HR managers of problems early
• Prevents problems
• Takes advantages of opportunities
• Improves the image of the HR department

9. INTEGRATED HR AND BUSINESS
PLANNING

10. HR PLANNING PROCESS

11. STEP 4 – HR PLANNING: RECONCILING

12. LEARNING ACTIVITY 2
• Apply steps 2 - 6 of the HR Planning process at your
organization.
Step 2: Forecasting Human Resource Demand
 Step 3: Analyzing Supply
 Step 4: Reconciling
 Step 5: HR Action Planning
Step 6: Monitor, Evaluate and Adjust the HR Action Plan

15. LEARNING ACTIVITY 3
• Review the efficiency and effectiveness of
current organization Recruitment policy,
procedure and process.
• Identify gaps and recommend improvement
strategies.

16. RECRUITMENT PROCESS
• Defining the role (Job Analysis)
Job Specification
Job Description
• Attracting applications
Recruitment methods (internal and external)
Employee value proposition (EVP)
• Managing the application and selection process
• Making the appointment

17. COMPONENTS OF EVP

18. LEARNING ACTIVITY 4
• Develop a Recruitment Strategy for your organization.
Focus on the following key components:
• Defining the role (Job Analysis):
Job description
Job specification
• Attracting applicants:
Recruitment methods (internal and/or external)
Develop an EVP for the department

19. MANAGING THE APPLICATION AND
SELECTION PROCESS
• The Curriculum Vitae (CV) or
• The application form
• Dealing with applications
• The ‘candidate experience’

20. LEARNING ACTIVITY 5
• Describe how you will administer and
manage the application process at your
organization. Focus on the following key
components:
• Collection and collation of application forms
and CV’s
• Dealing with applicants

21. SELECTION PROCESS - ILLUSTRATION

22. SELECTION PROCESS AND METHODS
• Short-listing
• Assessing applicants to decide who should be offered a job
• Making the employment appointment (offer)
References
Medical examinations
Psychometric testing
Performance tests
• Employment offer

23. LEARNING ACTIVITY 6
• Develop a Selection Strategy for your
organization. Focus on the following key
components:
Process
Selection methods

24. 10 MISTAKES JOB INTERVIEWERS
MAKE - ARTICLE
• LEARNING ACTIVITY 7
• Identify some of the key lessons/learning
points from the article.
• Describe how these lessons can be applied to
your organization’s competency-based job
selection interview (CBI) process.

25. DEFINING COMPETENCY-BASED
INTERVIEWS
• Competency-based interviews (also called structured
interviews) are interviews where each question is
designed to test one or more specific skills.
• The answer is then matched against pre-decided
criteria and marked accordingly.
• For example, the interviewers may want to test the
candidate's ability to deal with stress by asking first
how the candidate generally handles stress and then
asking the candidate to provide an example of a
situation where he worked under pressure.

26. DIFFERENTIATING BETWEEN COMPETENCY-BASED
INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers
ask a few questions that are relevant to what they are looking for but
without any specific aim in mind other than getting an overall impression
of you as an individual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each question
targeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specific
circumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for
specific explanations about the candidate's behaviour or skills.

27. CBI PROCESS FLOW

28. SKILLS AND COMPETENCIES FOR CBI
 Adaptability
 Compliance
 Communication
 Conflict management
 Creativity and Innovation
 Decisiveness
 Delegation
 External awareness
 Flexibility
 Independence
 Influencing
 Integrity
 Leadership
 Leveraging diversity
 Organisational awareness
 Resilience and tenacity
 Risk taking
 Sensitivity to others
 Team work

29. HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
Positive indicators
Negative indicators
 Demonstrates a positive approach towards the
problem.
 Considers the wider need of the situation
 Recognises his own limitations
 Is able to compromise
 Is willing to seek help when necessary
 Uses effective strategies to deal with
pressure/stress
 Perceives challenges as problems
 Attempts unsuccessfully to deal with the situation
alone
 Used inappropriate strategies to deal with
pressure/stress

30. HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

31. S-T-A-R CBI QUESTIONING PROCESS

32. CBI CHECKLIST
• Prepare for the interview
• Follow a logical sequence
• Create a proper environment
• Relax the candidate
• Let the candidate do the talking
• Perfect your questioning

33. CBI CHECKLIST
• Become a better listener
• Keep your reactions to yourself
• Stay in control
• Take notes
• Sell but don’t oversell the position
• Conclude on a proper note

34. HOW TO MASTER ASKING BEHAVIOURAL
INTERVIEW QUESTIONS - ARTICLE
• LEARNING ACTIVITY 8
• Identify some of the key lessons/learning
points from the article.
• Describe how these lessons can be applied to
your organization’s competency-based job
selection interview (CBI) process.

35. LEARNING ACTIVITY 9
• Role Play:
Divide into syndicate groups. Conduct a competency-
based job selection interview with a prospective job
applicant. Each group member will play a defined
role.
• De-briefing:
Review and evaluate the efficiency and effectiveness
of this competency-based job interview. Identify
improvement areas and recommend strategies to
improve future interviews.

36. CONCLUSION
• Key points
• Summary
• Questions

37. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter