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Management People Management Self Management
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Name 4 competencies forLeadership success.
People Management 40%
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Personal character
Strategic Management 13%
Process Management 12%
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How Do You Identify the Best
People?
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Performance
Prediction
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Academic
Tests? Thoughts
Behaviours?
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Competencies encompassCompetencies encompassWhat is Competency? Uses MS officePhd. In C.S
Controls
Emotions
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that promote high performance inthat promote high performance inindividuals and organizationsindividuals and organizations
Is courageous
There are 3
Streams of
Competencies.
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EmpathyEmpathy
Shows Concern ,Listens well
Experience in dealing withpeople, sensing perceptions of others
Competency
Display/Visibility
BehaviourAction
Outcome
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Beliefs, Attitudes, values,options/Assumptions
about others
Level of emotionalinvolvement, anxiety/Comfort
level towards others
Motive Intent
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Proactive PowerProactive Power
Skilled Descriptors:Enjoys working hard
Is action oriented and full of energy for the things he/she
sees as challenging
Not fearful of acting with a minimum of planning
Seizes more opportunities than others
Observable Behavior:Lots of activity in short bursts
Awareness of impact on others
Tolerance of mistakes
Activities across a number of interests/domains
High energy for things he/she enjoys doing
Can act without a lot of lannin
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Unskilled Descriptors:Slow to act on an opportunity
May be overly methodical, a perfectionist, or risk averse
May procrastinate
May not set very challenging goalsMay lack confidence to act
May know what to do but hesitates to do it
May not be motivated; may be bored with the work or
burned out
Over-usemay be a workaholic
ignores personal life
burn-out
may have personal and family problems due todisinterest and neglect
may not attend to important but non-challenging duties
and tasks
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Purpose of Interviewing
Predict or Estimate performance
Job Fit , Organisation fit
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What competencies will they bring
Collect enough information
Dig for more information Look for Learning from experience
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PerformancePerformanceManagementManagement
ProcessProcess
EmployeeEmployee
DevelopmentDevelopmentPlansPlans
RecruitmentRecruitment
CompetencyCompetencyModelingModeling
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ModelingModeling ra n ngra n ngDevelopmentDevelopmentstrategiesstrategies
SuccessionSuccessionPlanningPlanning
CompensationCompensationandand
BenefitsBenefits
Selection &Selection &PromotionPromotion
AnAn
IntegratedIntegratedHRHR
ProcessesProcesses
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Why Competency Based?
Competencies Are More Encompassing than
Experience Alone.
Competencies Are Not Restricted to Specific
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Competencies Are Determined Through aThorough Job Analysis.
Competencies Are More Directly Linked toSuccessful Job Performance.
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The Purpose
o re ct uturePerformance
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What is Interviewing?What is Interviewing?
Interaction between two people
Usually face-to-face
Generally with questions and answers
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Seeks to achieve specific goals
Vary in degrees of formality depending on
intended results
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Differing GoalDiffering Goal
Persuasive interview
Appraisal interview
Exit interview
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Counseling interview
B E I
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Types of InterviewQuestions
Closed-ended
Knowled
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Hypothetical
Behavioral
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FALLACIES THAT ACCOUNT
FOR 80% OF PEOPLEMISJUDGEMENTS
The instant insight Many Eyes
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Human Perfectibility
Continuing Success
Objective Referee
Scientific Test
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Research on PerformancePredictability
Selection Tools
Mean PredictiveValidity
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- -
Reference Check
Assessment Centers
Traditional Board Interviews
Cognitive Ability Testing
Structure Behaviour Interview
.
.26
.36
.37
.53
.70
Source:In search of Competence: Structured Behavior Interviews Mark S. Van Clieal
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RESEARCH ONINTERVIEWING SUCCESS
Most of the research on interviewingsuccess and accuracy has found that -
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Structured or formal interviewsoutperform unstructured or informalinterviewing.
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The Shift : Traditional toCompetency based
Assessment of
individuals' skills,
Analysis of candidates'core being - highlighting
ersonalit traits
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education examiningcompetencies
Assessing how well they
might integrate intocompany culture.
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What has research to say?Behavioral interviewing, in fact, is said to be 55 percentpredictive of future on-the-job behavior, while traditional
interviewing is only 10 percent predictive.
Wright et al (1989) estimate on aggregate statistical data a correlationcoe c en w su sequen o per ormance o . o . or
structured situational interviews.
The two elements that contribute towards interview predictability are-
reliability and criterion related validityreliability and criterion related validity. Reliability means that twointerviewers using the same process to interview a candidate wouldproduce the same over all assessment. Criterion related validity is thecorrelations of the questions asked in the interview to the jobperformance.
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What are Behavioural
Competency Based Questions?
Focus - Recent Past BehaviourDerived from C B D
pen n eSingular
Sets up ProbesFormat
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Why Behavioral Based
interviewing? Consistence and Equity
Facilitates pointed and substantivequestions and responses
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Real Life examples Vs Canned responses
Past behaviour is proven to be most
accurate future behaviour
Structure aids interviewers making interviewtime
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The Founder
BEI Interview method technique is based on
Critical Incident Technic developed by
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anagan s ase on e prem se a
a few critical incidents in the life of the
interviewer will provide
Redesigned, structured and popularised byDavid McClelland and Boatzis
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Using Competency Scale5 = Very Important 3 = Neutral 3 = Not important
Competencies Future ImportanceCurrent Importance
1 2 3 4 5 1 2 3 4 5
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1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
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B A R S
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How can we make ourinterviews better?
Make Them Structured.
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.
Make Them BehaviorallyFocused.
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DDI Research based
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1. Been There, Done that,
Have had real experience
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2. Seen others do that
- both well and badly
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3. Knows how that works
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4. Could learn that
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Been There, Done that, Have had realexperience
Seen others do that both well and Badly
DoneDone
SeenSeen
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Knows how that works
Could learn that
KnowsKnows
LearntLearnt
Based on Recruitment Architect, Lominger Inc
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Drafting Questions
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or
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Behavioral Questions Ask For:Behavioral Questions Ask For:
S ecific SituationsS ecific Situations
Develop Behavioral Questions
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ExperiencesExperiences
Specific ActionsSpecific Actions
OutcomesOutcomes
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Questions Focus On:Questions Focus On:
Develop Behavioral Questions
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WhatWhat
WhenWhen
WhereWhere
WhyWhy
HowHow
WhoWho
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Examples ofBehavioral Questions
Job Element: Organization
Question: Give examples of
Job Element: CustomerService
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a busy workday.Question: Give an example of atime when you made a baddecision about what should be apriority in your workday.
difficult customer servicesituation you ever had tohandle. Tell what you did andsaid and what was theoutcome?
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Example ofBehavioral Interviewing
Job Element:
Teamwork
Job Element:
Application of Knowledge
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Question: Describe a
situation where others
working with you disagreed
with your ideas. What didyou do? What was the
outcome? What did you
learn from this experience?
Question: Give an example of
when you used your training in
(area of knowledge) to a work
situation. Was there a changeor result? What would you do
differently if you had to do it
again?
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Developing Behavioral Questions
A specific situation relative to a job element
Behavioral questions are constructed to elicit threeBehavioral questions are constructed to elicit three
factors:factors:
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The result or outcome of the action.
Example:
Job element: Decision making ability.
Question: Tell of a time when you had to make a decision in ahurry and you lacked information. What did you do? What was theoutcome?
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Developing Behavioral Questions
Next, bring in a statement that relates to aspecific job element (KSAAE):
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Give a specific example of how youGive a specific example of how you dealt with adealt with adifficult person . . .difficult person . . .
Tell about a time when youTell about a time when you had many workhad many workprojects going at the same timeprojects going at the same time . . .. . .
Describe an instance when youDescribe an instance when you handled ahandled astressful situation . . .stressful situation . . .
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Developing Behavioral Questionsfor the Position
Behavioral questions may include other phrasesto elicit more detail:
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o was nvo ve n t e s tuat on
If you had to repeat your actions in a similarsituation, would you do anything differently?
What did you learn from this situation?
How did others respond to your actions?
How well do you think you did?
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Asking forContrary Evidence
Then, ask another question eliciting contraryevidence . . .
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Question: Think of a time when you were instrumentalin developing a team project that didnt succeed. Whatwas your role? Why do you think it didnt succeed?
D l i B h i l Q ti
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Developing Behavioral Questions
for OtherJob-Related Factors
After you have developed questions for thecritical KSAAs, develop two to three questions
- --
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Shift work
Willingness to travel
Answering the telephone
all day
Working weekends
Working alone or insmall groups
Circle of Learning
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Circle of Learning
SelfAwareness
ExperiencesNewChallen es
Tell me about,..Specific steps
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Personal ChangePersonal Change
LearningsSenseMaking
Why use thatapproach?
What did you learn?
Examples ofapplications
Source: Woller & Associates
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Structuring B E I
EstablishRapport
SetTrigger
Competency
Eventanalysis
Probe fordetails
Closureof the
Interview
Ice Critical event Get clear Get details Allow
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Anxietyreduction
Expectation setting
Trigger matchof eventCharacteristics
Allow to
change event
start and theend of event
Start & endofinvolvement
Create theskeleton forprobing
event
Nature ofinvolvement
Probethoughts,feeling andactions
e to addanythingrelated tothe event
Thank and
close
The Process of Developing TargetC t i
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Competencies
Ask Incumbents of Known Performance Levels
About Situations that Went Well.
Compare the Responses ofHigh Performersto Low/AveragePerformers in Order to Find Out What they do Differently.
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The Competencies Directly Associated with High Performance are
the Ones You Want to Target.
Process of Logging Coding and Scoring of BEI
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Process of Logging, Coding and Scoring of BEI
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