behavioral interview & competency framework

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Behavioral Interviews & Competency Framework

Behavioral Interviews & Competency Framework Karishma DhagePGDM CRoll No - 131

Behavioral Interviews

A Job Interviewing technique whereby the applicant is asked to describe the past behavior in order to determine whether she is suitable for a positionFeatures Heart of the Job Competency Assessment processRichest source of hypotheses about competencies that predict effective job performanceCan be used as psychometric tests to assess competencies for selection & other HR applicationsStructured like the trait interviewIncludes singular open ended questions about past events in the candidates work experience Interviewing technique is reliable & validProvides basis for linking organizational identity to the interviewing system

Guidelines Know whom you will be talking to

Arrange a private place to hold the interview and the quality time for the interview

Arrange to tape record the interview

Know what you saySteps in Behavioral Interview Skills analysis

Select & edit skill definitions

Create a structured interview

Gain behavioral examples

Rate skills

1. Skills analysisJob experts are able to give accurate description of what needs to be done to do the job well. Very different approach from in depth study of high performers Skill analysis coordinator collects existing information on the job, documents qualification of job experts and directs job experts on steps of work analysisSkill definitions linked to performance skills for easy selection by interviewersSpecify essential job functions

Systematic process of identifying technical & performance skills important for doing a job well2. Select & Edit Skill Definitions

There are 2 approaches to develop skill definitions3. Creating a Structured InterviewIt is also called a patterned interview A list of pre-planned questions are present with an interviewer from which he may select his questionsComparing it to the scoring guides scores each answer to the questionSuch a technique is called a linear interviewSuch an interview has to be structured failing which it looses its effectiveness 4. Gain Behavioral examplesBehavioral examples are a candidates description of past instances when he used a skillThey provide events from the candidates background to compare to job related skill definitionsSelection decision can be based on the extent to which the person has the skill needed for the specific jobNot the entire person but only his job related skills are assesses5. Rate SkillsIn this final step, a process called triangulation evaluates the interview responses

After Ratings are completed the pattern of the ratings along with other candidate information is used to make the selection decisionBehavioral Interview Outline Introduction & ExplanationJob Responsibilities Behavioral EventsCharacteristics needed to do the jobConclusion & SummaryIntroduction & ExplanationReal purpose is to establish sense of mutual trust & good will between yourself & the interviewee so he/she is relaxed, open & ready to talk to youOBJECTIVESPut the Interviewee at EaseMotivate the Interviewee to ParticipateEmphasize the Confidentiality of the ResponsesGet permission to Tape-Record ( you can say to pay more attention and not having to make many notes)

Introducing yourself & explaining the purpose & format of the InterviewJob responsibilities Specific questions are directed at what the person actually does & with whom on his/her current jobWhat is the tittle of your present jobWhom do you report to? (You can say you dont need name, just his/her title)What are your major tasks or responsibilities? What do you actually do?(If the person has difficulty listing major job tasks/responsibilities, you can phrase the question even more specifically)For example, what do you do in a given day, week, or month?

Getting the Interviewee to describe his/her most important job tasks & responsibilitiesBehavioral Events This section should take up bulk of the interview time & should provide specific details 5 Key QuestionsWhat was the situation? What events led up to it?Who was involved?What did you think, feel, or want to do in the situation? What did you actually do or say? (you are interested in the skills that the person showed)What was the outcome? What happened?

Asking the Interviewee to describe, in detail, the 5 or 6 most important situations he/she has experienced in the job- 2 or 3 high points or major successes, & 2 or 3 low points or key failuresBehavioral Events contdPointers on this Technique

Characteristics Needed to Do the Job2 Basic ObjectivesTo get additional critical incidents in areas that may have been over-lookedTo leave the interviewee feeling strong and appreciated by asking for his/her expert opinion Pointers on this TechniqueUse the characteristics question to get additional incidents if the interviewee has not been able to come up with 5 or 6 incidents before this pointsReinforce the interviewee for whatever characteristics he/she gives you, in order to end the interview on a positive note.

Conclusion & SummaryConclude the interview by thanking the interviewee for his/her time & the valuable information You may need to cool out the interviewee by sympathizing with his/her situationAttempt to leave the interviewee feeling as strong and valued as possibleSummary Write - UpIntroduction & Description of Duties & Responsibilities (Fill in the interviewees details)Behavioral Events (Make sure you have all the data)Performer Characteristics (List the characteristics in narrative form)Summary & Interpretation ( The physical appearance of the Interviewee, the conversational style, Words & Phrases that the interviewee used repeatedly)

Summarize the data from the InterviewThe Star Method Situation: Describe the situation that you were in or the task that you needed to accomplishTask: What goal were you working toward? Action: What specific steps did you take and what was your particular contribution?Result: Describe the outcome of your actions and dont be shy about taking credit for your behavior

A structured manner of responding to a behavioral-based interview question by discussing the specific situation, task, action, and result of the situation you are describing. Challenges Behavioral questions are only effective when they prompt a response that reveals the truth about both weaknesses and strengthsEvery one of those questions contains an obvious tip off on how to game a response that showcases the good and hides the badThe focus is often on past behavior, which isn't necessarily indicative of future results

Competency FrameworkA competency framework is a structure that sets out and defines each individual competency (such as problem-solving or people management) required by individuals working in an organization or part of an organization.

Need for Competency Frameworks ?Translate agency vision into clear measurable outcomes that define success & that are shared throughout the agency & with customers & stakeholdersProvide a tool for assessing, managing & improving the overall health & success of business systemsIdentify core capabilities in the business & in the individual to help connect work with behavior, consequently influencing the performance & resultsReplace existing assessment models with a consistent approach to competency managementImplement efficientlyUndertake pilots as necessaryGo for the Kill once acceptance is gained for across the board execution

Elements of Competency FrameworkRole ProfilesCompetency Development Cycle- Core competence, Strategic analysis, Vision & Value orientation work, Organizational Structure ImplicationProficiency levels & benchmarkingCompetency Dictionary Employee Band MatrixAssessment SetAssessment Worksheet for assessment, including templatesConducting the assessment centerAssessment DataConducting the Development PlansOrganizational Development PlansTechnical, Enabling & Managerial CompetenciesCompetency definitions, clusters, meta & Sub-Set CompetenciesShort & Long Term PlansBasic Quality Standards Is related to the job role

Clear and easy to understand

The framework will be relevant & affect all staff

Takes account of expected changes

Has a specific behavior indicator

Can be applied to many situations

Has been benchmarked against specific standardsLevel 1 FrameworkOrganizational vision, aspiration, foresight & business landscape in which the business operatesArticulation of a strategy, core competence, the delineation of the business plan, defining critical success factors, key performance indicatorsCreating a competency dictionary in sync with core competence of the firmDefining the HR strategy & its influence on the core strategy of the firmLevel 2 FrameworkOrganizational structure & architecture, including roles, responsibilitiesDefining employee bands, role maps, job clusters, defining variation in levelsDetermining the Assessment SetAssessment worksheets for individuals including templates, key areas to be covered, mega & sub competency differentiation

Level 3 FrameworkShort term initiatives in terms of Individual Development plansLong term initiatives in terms of Individual Development plansIntegrated Individual development plansAssessment Data (Individual & Summarized)Assessment Technique (Methods, tools, formats, expert panels, etc)

BenefitsThey can link organizational and personal objectives and ensure that employees are clear about how they are expected to perform in their jobs.They can also make the appraisal and recruitment syst

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