SlideShare ist ein Scribd-Unternehmen logo
1 von 70
Downloaden Sie, um offline zu lesen
COMPETENCY-BASED, JOB SELECTION
INTERVIEWING (CBI) SKILLS
DR CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
PHALABORWA
23-26 MARCH 2021
1-DAY TRAINING
PROGRAMME OVERVIEW
• L/O 1: Introduction to Competency-based
Job Selection Interviews (CBI)
• L/O 2: HR Planning and Job Analysis
processes
• L/O 3: The fundamentals of CBI
• L/O 4: The CBI process steps
• L/O 5: Role play: CBI practical activity
• L/O 6: Job Selection Reporting
Learning Objective 1: Introduction to Competency-based
Job Selection Interviews (CBI)
AGREE OR
DISAGREE?
WHY?
INTRODUCTION TO COMPETENCY-BASED
JOB INTERVIEWS (CBI)
Defining selection
Job selection critical
success factors
Job selection of
candidates process
The cost of poor job
selection
The fundamentals
of competence
DEFINING JOB SELECTION
• Selection means the exercising of
a choice, by means of objective
and valid selection tools, of the
most suitable applicant relative
to a number of pre-determined
job requirements/criteria.
JOB SELECTION CRITICAL SUCCESS
FACTORS
• Selection decisions should be made after
using a range of tools appropriate to the
time and resources available.
• Care should be taken to use techniques which
are relevant to the job and the business
objectives of the organisation.
• All tools used should be validated and
constantly reviewed to ensure their fairness
and reliability.
JOB SELECTION OF CANDIDATES
PROCESS
• Human resources management (HRM) Planning;
• Job Analysis (to develop Job Descriptions; Job
Specifications and Competency Profiles);
• Determining of job selection criteria;
• Utilisation of Competency-based Interviews (CBI)
and other appropriate job selection tools (to
determine the best fit job candidate) and
• Job selection Governance and Reporting.
Competency based Job Selection Interviewing_CBI_Skills
THE COST OF POOR JOB
SELECTION
• Research by Boushey & Glynn (2012) has shown that
unfocused interview techniques lead to huge numbers
of unsatisfactory hires every year, each one costing
the equivalent of around 20% of the position's salary.
• Hiring the wrong person can result in sub-standard
work and missed deadlines, causing team overload, as
other people are forced to pick up the slack.
• You may find that you need to spend on more training
and development than you'd planned.
• Even a second recruitment drive.
DEFINING COMPETENCE
• Competencies help to describe an aspect of an individual’s
ability to perform their job as they focus on behaviours
relevant to job performance.
• The level of performance will be affected by how easily
and effectively an individual can carry out the necessary
behaviours and these behavioural dimensions are the
output of a thorough job analysis process.
• Competencies express performance criteria in a way that
is more understandable to non-HR employees’ thereby
making competency-based systems easier to manage and to
integrate into the organisation.
• Competencies should form the foundation not only for the
definition of these performance contributions
(i.e.job/performance descriptions), but also for the
processes associated with measuring and managing
performance.
Competency based Job Selection Interviewing_CBI_Skills
SUB-COMPONENTS OF COMPETENCE
Competency based Job Selection Interviewing_CBI_Skills
Learning Objective 2: HR Planning and Job Analysis
Competency based Job Selection Interviewing_CBI_Skills
HR
PLANNING
PROCESS
Step 1: Environmental Analysis
Step 2: Forecasting HR Demand
(Futuring)
Step 3: Analyzing (Current) Supply
Step 4: Reconciling
Step 5: HR Action Planning
Step 6: Monitoring and Evaluating the
HR Action Plan
Competency based Job Selection Interviewing_CBI_Skills
THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A
Competency based Job Selection Interviewing_CBI_Skills
STEP 2: FORECASTING
HR DEMAND
• Forecasting should consider the past and the
present requirements as well as future
organizational direction/s
❖ Number of employees
❖ Type of employees
❖ Skills requirements of these employees
• Consider and assess the challenges and
constraints
• Preferred Scanning tools –”What If” and
Scenario Planning
STEP 3: ANALYZING CURRENT
SUPPLY
• Assess the current HR capacity of the
organization by means of the Skill
inventories/audits method
❖ The knowledge, skills and abilities
of your current staff need to be
identified
❖ Employee experience, education
and special skills
❖ Certificates or additional training
should also be included
• A forecast of the supply of employees
projected to join the organization from
outside sources
• HRM indicators, metrics and indices
e.g. turnover rates
STEP 4: RECONCILING/GAP ANALYSIS
STEP 5:
IMPLEMENTING -
INTERVENTIONS
• Develop and initiate a
Resourcing Strategy
• Matching strategy
(intervention) with
scenario (surplus or
deficit)
• Action plan-based
implementation
methodology
HR ACTION PLANS
• There are five HR strategies for
meeting your organization's needs in
the future:
❑ Restructuring strategies
❑ Training and development
strategies
❑ Outsourcing strategies
❑ Collaboration strategies
❑ Recruitment strategies
RECRUITMENT
STRATEGIES
JOB
ANALYSIS
PROCESS
Competency based Job Selection Interviewing_CBI_Skills
LEARNING ACTIVITY 1
• Group Discussion:
• In the context of Foskor Phalaborwa mine, apply
the 6-step, HR Planning process to identify a
key position at Foskor Phalaborwa that needs to
be filled in the short-term.
• By referring to the identified key position,
develop a (synoptic) Competency Profile of the
core competencies i.e. knowledge; skills and
attributes (behaviour, values and attitude).
Learning Objective 3: The fundamentals of CBI
Competency based Job Selection Interviewing_CBI_Skills
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.
Competency based Job Selection Interviewing_CBI_Skills
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.
CBI PROCESS FLOW
CBI PROCESS FLOW
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
• Teamwork
DIFFERENT TYPES OF
COMPETENCIES
• Individual competencies
• Managerial competencies
• Analytical competencies
• Interpersonal competencies
• Motivational competencies
• A personal competency is a combination
of knowledge, skills, judgment and
attributes. Examples of competencies
might include teamwork, leadership or
decision-making.
Competency based Job Selection Interviewing_CBI_Skills
LEARNING
ACTIVITY 2
• Reading article: 10
Mistakes Job
Interviewers Make
• Identify some of the key
lessons/learning points
from the article.
• Describe how these
lessons can be applied
to Foskor Phalaborwa
mine’s competency-
based job selection
interview process.
Learning Objective 4: The CBI process steps
Competency based Job Selection Interviewing_CBI_Skills
THE CBI PROCESS
• Step 1: Develop Clear Selection Criteria
• Step 2: Prepare Effective Questions
• Step 3: Conduct a Structured Interview
STEP 1:
DEVELOP
CLEAR
SELECTION
CRITERIA
• It's important to be crystal clear on the
skills, attributes, knowledge, and
behaviourial traits that you need a recruit
to demonstrate, so that you can test and
compare candidates fairly and intelligently.
• So, you'll need to develop a watertight set
of selection criteria.
• Your organization might already have a
Competency Framework and you'll likely
have a team Skills Matrix. Supplement
these by researching the particular role you
are intending to fill.
• For example, for an existing position, focus
on the Job Description
STEP 1:
DEVELOP
CLEAR
SELECTION
CRITERIA
• You'll need to start from scratch for a new
post. Think about what a new recruit's
responsibilities will be and how you'd like
her to progress in the role.
• Consult people who do similar work, or
who will be in the same team as her. Look
at similar roles being advertised
elsewhere for further tips.
• Decide what skills are essential to the
role, and which are merely desirable. You
may find that a candidate fulfils most but
not all of your competency criteria.
• This doesn't mean that you should
automatically "write her off." She could
still make a great addition to your team as
long as she's willing to learn and you're
able to provide support and training.
STEP 2:
PREPARE
EFFECTIVE
QUESTIONS
• The STAR technique can be particularly useful here. It
stands for Situation, Task, Action and Result. It's usually
used as a method for answering interview questions, but
can provide an excellent framework for structuring your
competency based questions.
• Situation: The candidate is asked to detail a situation in
which they have been called upon to exhibit a certain
kind of behaviour. Example question: Tell me about a
situation when you had to deliver some unwelcome news.
• Task: The specific task, challenge and/or job that was
faced.
• Action/Approach: Here the candidate details how they
set about handling the situation. It’s important that you
probe to find out about the full process undertaken.
Example question: How did you go about breaking the
news?
• Result/Outcome: Candidates must demonstrate
specifically why they feel the outcome was successful.
They ideally include independent feedback by someone
other than themselves. If a ‘vague’ answer is received,
probe beneath the answer. Example question: What was
the result? How did they take it?
S-T-A-R CBI QUESTIONING PROCESS
• PROBING - It may be necessary to probe with
additional, relevant questions at all stages of
the process.
• “CBI HAS A CLEAR FOCUS ON ESTABLISHING
JOB FIT”
CBI INTERVIEW – CRITICAL SUCCESS
FACTOR
Competency based Job Selection Interviewing_CBI_Skills
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
• In some cases, negative indicators are divided into
two further sections: minor negative indicators,
i.e. those which are negative but which don’t
matter so much; and decisive negative
indicators i.e. those for which they won’t forgive
you e.g. not asking for help when needed.
THE CBI
PROCESS
• A good competency-based
interview should be structured
and have precisely defined
goals.
• So, remember to be disciplined
and to keep your focus.
• You're asking for a lot of
information from the candidate,
and you need to be able to
retain, manage and use the
information that she gives you,
effectively.
Competency based Job Selection Interviewing_CBI_Skills
CBI TIPS
• Have a set structure
• Listen carefully
• Allow thinking time
• Take notes
• Evaluate and discuss
CBI TIPS
• Tip: Don’t let the interview structure
become too rigid. Give each candidate
space to talk about any additional
expertise, or to explain something
unusual in a resumé. Otherwise, you
might both miss out in a way you could
never have foreseen!
• Tip: No matter how well the candidate
meets your selection criteria, be sure to
consider wider issues, too, when you
make your final decision.
• Focus on your candidates’ true
potential by testing their
competencies.
HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
Competency based Job Selection Interviewing_CBI_Skills
LEARNING
ACTIVITY 3
• Reading article: How to
Master Asking
Behavioural Interview
Questions
• Identify some of the key
lessons/learning points
from the article.
• Describe how these
lessons can be applied
to the Foskor
Phalaborwa mine’s
competency-based job
selection interview
process.
VIDEO CLIP
• LEARNING ACTIVITY 4
• https://www.youtube.com/watc
h?v=2kNIlIrocrU
• Hiring tutorial: Writing effective
behavioural interview questions
(lynda.com)
• Debriefing: Extract the
insights and lessons of
conducting a CBI that can be
applied to Foskor
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
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
Learning Objective 5: CBI Role Play activity
LEARNING ACTIVITY 5
• Role Play:
• Divide into syndicate groups. By applying
the 3-step CBI process, 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 at Foskor Phalaborwa mine.
Learning Objective 6: Job Selection Reporting
Competency based Job Selection Interviewing_CBI_Skills
JOB
SELECTION
REPORTING
The purpose of a
job selection
report
The scope of the
job selection
report
The contents of the
job selection
report
Guide to a job
selection report
GUIDE TO JOB SELECTION
REPORTING
• Criteria
• Options
• Selection panel
recommendations
LEARNING ACTIVITY 6
• By referring to the
Guide to Job Selection
Reporting, indicate
how this can be
applied to the role
play (learning activity
5) decision.
CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation
DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA
PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

Weitere ähnliche Inhalte

Was ist angesagt?

Performance management workshop
Performance management workshopPerformance management workshop
Performance management workshopHillyerMcKeown
 
Performance management manager training
Performance management manager trainingPerformance management manager training
Performance management manager trainingTim Leggett
 
SUCCESSION PLANNING
SUCCESSION PLANNINGSUCCESSION PLANNING
SUCCESSION PLANNINGELIAS BENYU
 
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
 
Presentation on succession planning
Presentation on succession planningPresentation on succession planning
Presentation on succession planningRehan Turki
 
Leadership & motivation workshop
Leadership & motivation workshop Leadership & motivation workshop
Leadership & motivation workshop gihan aboueleish
 
Goal Setting for Managers
Goal Setting for ManagersGoal Setting for Managers
Goal Setting for Managerseph-hr
 
Webinar: Talent Management Strategies In The GCC
Webinar: Talent Management Strategies In The GCC Webinar: Talent Management Strategies In The GCC
Webinar: Talent Management Strategies In The GCC The HR Observer
 
Succession planning
Succession planningSuccession planning
Succession planningmayakurian
 
People Management Training, Strategic People Management, Fundamentals, How to...
People Management Training, Strategic People Management, Fundamentals, How to...People Management Training, Strategic People Management, Fundamentals, How to...
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
 
Performance Management Training
Performance Management TrainingPerformance Management Training
Performance Management TrainingNomads
 

Was ist angesagt? (20)

Talent management
Talent managementTalent management
Talent management
 
Performance management workshop
Performance management workshopPerformance management workshop
Performance management workshop
 
HOS Talent management presentation
HOS Talent management presentationHOS Talent management presentation
HOS Talent management presentation
 
Performance management manager training
Performance management manager trainingPerformance management manager training
Performance management manager training
 
Succession Planning Model
Succession Planning ModelSuccession Planning Model
Succession Planning Model
 
SUCCESSION PLANNING
SUCCESSION PLANNINGSUCCESSION PLANNING
SUCCESSION PLANNING
 
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14
 
Advanced Leadership Skills Managment
Advanced Leadership Skills ManagmentAdvanced Leadership Skills Managment
Advanced Leadership Skills Managment
 
Presentation on succession planning
Presentation on succession planningPresentation on succession planning
Presentation on succession planning
 
Leadership & motivation workshop
Leadership & motivation workshop Leadership & motivation workshop
Leadership & motivation workshop
 
Leadership Competency Model for Supervisors and Managers
Leadership Competency Model for Supervisors and ManagersLeadership Competency Model for Supervisors and Managers
Leadership Competency Model for Supervisors and Managers
 
Goal Setting for Managers
Goal Setting for ManagersGoal Setting for Managers
Goal Setting for Managers
 
Webinar: Talent Management Strategies In The GCC
Webinar: Talent Management Strategies In The GCC Webinar: Talent Management Strategies In The GCC
Webinar: Talent Management Strategies In The GCC
 
Succession planning
Succession planningSuccession planning
Succession planning
 
Ten Templates for Talent Management
Ten Templates for Talent ManagementTen Templates for Talent Management
Ten Templates for Talent Management
 
People Management Training, Strategic People Management, Fundamentals, How to...
People Management Training, Strategic People Management, Fundamentals, How to...People Management Training, Strategic People Management, Fundamentals, How to...
People Management Training, Strategic People Management, Fundamentals, How to...
 
Coaching Skills
Coaching SkillsCoaching Skills
Coaching Skills
 
People Management
People ManagementPeople Management
People Management
 
Training Strategies to Grow Organizations
Training Strategies to Grow OrganizationsTraining Strategies to Grow Organizations
Training Strategies to Grow Organizations
 
Performance Management Training
Performance Management TrainingPerformance Management Training
Performance Management Training
 

Ähnlich wie Competency based Job Selection Interviewing_CBI_Skills

Job Selection Interviewing Skills
Job Selection Interviewing SkillsJob Selection Interviewing Skills
Job Selection Interviewing SkillsCharles Cotter, PhD
 
Recruitment and competency based job interviewing
Recruitment and competency based job interviewingRecruitment and competency based job interviewing
Recruitment and competency based job interviewingCharles Cotter, PhD
 
Training needs analysis, skills auditing and training roi presentation 31 aug...
Training needs analysis, skills auditing and training roi presentation 31 aug...Training needs analysis, skills auditing and training roi presentation 31 aug...
Training needs analysis, skills auditing and training roi presentation 31 aug...Charles Cotter, PhD
 
Learning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxLearning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxJohn Sihotang, Dr, MM, Ir
 
Learning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxLearning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxJohn Sihotang, Dr, MM, Ir
 
2. competency based hrm
2. competency based hrm2. competency based hrm
2. competency based hrmBima Hermastho
 
Training needs analysis, skills auditing and training
Training needs analysis, skills auditing and trainingTraining needs analysis, skills auditing and training
Training needs analysis, skills auditing and trainingCharles Cotter, PhD
 
Human resources managment
Human resources managmentHuman resources managment
Human resources managmentMohamed Thabet
 
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...Ashish Hande
 
Recruitment & selection ch 3 & 5 23-09-2010
Recruitment & selection ch 3 & 5 23-09-2010Recruitment & selection ch 3 & 5 23-09-2010
Recruitment & selection ch 3 & 5 23-09-2010Dreams Design
 
Support staff - HR and employment law in education conference 2015, Aisla Nic...
Support staff - HR and employment law in education conference 2015, Aisla Nic...Support staff - HR and employment law in education conference 2015, Aisla Nic...
Support staff - HR and employment law in education conference 2015, Aisla Nic...Browne Jacobson LLP
 
Training Needs Analysis, Skills Auditing & Evaluation
Training Needs Analysis, Skills Auditing & EvaluationTraining Needs Analysis, Skills Auditing & Evaluation
Training Needs Analysis, Skills Auditing & EvaluationCharles Cotter, PhD
 
Management by Competencies for a Successful Organization.pptx
Management by Competencies for a Successful Organization.pptxManagement by Competencies for a Successful Organization.pptx
Management by Competencies for a Successful Organization.pptxSaqib Mansoor Ahmed
 
Materi Training - Compentency.ppt
Materi Training - Compentency.pptMateri Training - Compentency.ppt
Materi Training - Compentency.pptAnggaPratama585428
 

Ähnlich wie Competency based Job Selection Interviewing_CBI_Skills (20)

Job Selection Interviewing Skills
Job Selection Interviewing SkillsJob Selection Interviewing Skills
Job Selection Interviewing Skills
 
Recruitment and competency based job interviewing
Recruitment and competency based job interviewingRecruitment and competency based job interviewing
Recruitment and competency based job interviewing
 
Training needs analysis, skills auditing and training roi presentation 31 aug...
Training needs analysis, skills auditing and training roi presentation 31 aug...Training needs analysis, skills auditing and training roi presentation 31 aug...
Training needs analysis, skills auditing and training roi presentation 31 aug...
 
Topic 5.pptx
Topic 5.pptxTopic 5.pptx
Topic 5.pptx
 
Learning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxLearning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptx
 
Learning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptxLearning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptx
 
Recruitment sources in hrp
Recruitment sources in hrpRecruitment sources in hrp
Recruitment sources in hrp
 
2. competency based hrm
2. competency based hrm2. competency based hrm
2. competency based hrm
 
Training needs analysis, skills auditing and training
Training needs analysis, skills auditing and trainingTraining needs analysis, skills auditing and training
Training needs analysis, skills auditing and training
 
Human resources managment
Human resources managmentHuman resources managment
Human resources managment
 
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...
HRD System Design, Assessing HRD Needs, Designing and Implementing HRD Progra...
 
Recruitment & selection ch 3 & 5 23-09-2010
Recruitment & selection ch 3 & 5 23-09-2010Recruitment & selection ch 3 & 5 23-09-2010
Recruitment & selection ch 3 & 5 23-09-2010
 
How to build a high performance company
How to build a high performance companyHow to build a high performance company
How to build a high performance company
 
Support staff - HR and employment law in education conference 2015, Aisla Nic...
Support staff - HR and employment law in education conference 2015, Aisla Nic...Support staff - HR and employment law in education conference 2015, Aisla Nic...
Support staff - HR and employment law in education conference 2015, Aisla Nic...
 
hrtdtna.pptx
hrtdtna.pptxhrtdtna.pptx
hrtdtna.pptx
 
Training Needs Analysis, Skills Auditing & Evaluation
Training Needs Analysis, Skills Auditing & EvaluationTraining Needs Analysis, Skills Auditing & Evaluation
Training Needs Analysis, Skills Auditing & Evaluation
 
Management by Competencies for a Successful Organization.pptx
Management by Competencies for a Successful Organization.pptxManagement by Competencies for a Successful Organization.pptx
Management by Competencies for a Successful Organization.pptx
 
Needs assessment
Needs assessmentNeeds assessment
Needs assessment
 
Materi Training - Compentency.ppt
Materi Training - Compentency.pptMateri Training - Compentency.ppt
Materi Training - Compentency.ppt
 
Competency based hr management
Competency based hr managementCompetency based hr management
Competency based hr management
 

Mehr von Charles Cotter, PhD

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Strategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdfStrategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdfCharles Cotter, PhD
 
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...Charles Cotter, PhD
 
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...Charles Cotter, PhD
 
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...Charles Cotter, PhD
 
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...Charles Cotter, PhD
 
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...Charles Cotter, PhD
 
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...Charles Cotter, PhD
 
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfHRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfCharles Cotter, PhD
 
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterStrategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterCharles Cotter, PhD
 
TESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdfTESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdfCharles Cotter, PhD
 
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfEvidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfCharles Cotter, PhD
 
Learning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdfLearning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdfCharles Cotter, PhD
 
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdfEffective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdfCharles Cotter, PhD
 
Strategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdfStrategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
 
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
 
Talent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processesTalent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processesCharles Cotter, PhD
 
Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques Charles Cotter, PhD
 
Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021Charles Cotter, PhD
 
Performance Management_The A-Z of Strategy Execution
Performance Management_The A-Z of Strategy ExecutionPerformance Management_The A-Z of Strategy Execution
Performance Management_The A-Z of Strategy ExecutionCharles Cotter, PhD
 

Mehr von Charles Cotter, PhD (20)

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Strategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdfStrategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdf
 
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
 
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
 
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
 
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
 
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
 
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
 
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfHRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
 
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterStrategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
 
TESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdfTESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdf
 
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfEvidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
 
Learning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdfLearning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdf
 
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdfEffective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
 
Strategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdfStrategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdf
 
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
 
Talent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processesTalent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processes
 
Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques
 
Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021
 
Performance Management_The A-Z of Strategy Execution
Performance Management_The A-Z of Strategy ExecutionPerformance Management_The A-Z of Strategy Execution
Performance Management_The A-Z of Strategy Execution
 

Kürzlich hochgeladen

NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Kürzlich hochgeladen (20)

NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

Competency based Job Selection Interviewing_CBI_Skills

  • 1. COMPETENCY-BASED, JOB SELECTION INTERVIEWING (CBI) SKILLS DR CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter PHALABORWA 23-26 MARCH 2021
  • 2. 1-DAY TRAINING PROGRAMME OVERVIEW • L/O 1: Introduction to Competency-based Job Selection Interviews (CBI) • L/O 2: HR Planning and Job Analysis processes • L/O 3: The fundamentals of CBI • L/O 4: The CBI process steps • L/O 5: Role play: CBI practical activity • L/O 6: Job Selection Reporting
  • 3. Learning Objective 1: Introduction to Competency-based Job Selection Interviews (CBI)
  • 5. INTRODUCTION TO COMPETENCY-BASED JOB INTERVIEWS (CBI) Defining selection Job selection critical success factors Job selection of candidates process The cost of poor job selection The fundamentals of competence
  • 6. DEFINING JOB SELECTION • Selection means the exercising of a choice, by means of objective and valid selection tools, of the most suitable applicant relative to a number of pre-determined job requirements/criteria.
  • 7. JOB SELECTION CRITICAL SUCCESS FACTORS • Selection decisions should be made after using a range of tools appropriate to the time and resources available. • Care should be taken to use techniques which are relevant to the job and the business objectives of the organisation. • All tools used should be validated and constantly reviewed to ensure their fairness and reliability.
  • 8. JOB SELECTION OF CANDIDATES PROCESS • Human resources management (HRM) Planning; • Job Analysis (to develop Job Descriptions; Job Specifications and Competency Profiles); • Determining of job selection criteria; • Utilisation of Competency-based Interviews (CBI) and other appropriate job selection tools (to determine the best fit job candidate) and • Job selection Governance and Reporting.
  • 10. THE COST OF POOR JOB SELECTION • Research by Boushey & Glynn (2012) has shown that unfocused interview techniques lead to huge numbers of unsatisfactory hires every year, each one costing the equivalent of around 20% of the position's salary. • Hiring the wrong person can result in sub-standard work and missed deadlines, causing team overload, as other people are forced to pick up the slack. • You may find that you need to spend on more training and development than you'd planned. • Even a second recruitment drive.
  • 11. DEFINING COMPETENCE • Competencies help to describe an aspect of an individual’s ability to perform their job as they focus on behaviours relevant to job performance. • The level of performance will be affected by how easily and effectively an individual can carry out the necessary behaviours and these behavioural dimensions are the output of a thorough job analysis process. • Competencies express performance criteria in a way that is more understandable to non-HR employees’ thereby making competency-based systems easier to manage and to integrate into the organisation. • Competencies should form the foundation not only for the definition of these performance contributions (i.e.job/performance descriptions), but also for the processes associated with measuring and managing performance.
  • 15. Learning Objective 2: HR Planning and Job Analysis
  • 17. HR PLANNING PROCESS Step 1: Environmental Analysis Step 2: Forecasting HR Demand (Futuring) Step 3: Analyzing (Current) Supply Step 4: Reconciling Step 5: HR Action Planning Step 6: Monitoring and Evaluating the HR Action Plan
  • 19. THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
  • 21. STEP 2: FORECASTING HR DEMAND • Forecasting should consider the past and the present requirements as well as future organizational direction/s ❖ Number of employees ❖ Type of employees ❖ Skills requirements of these employees • Consider and assess the challenges and constraints • Preferred Scanning tools –”What If” and Scenario Planning
  • 22. STEP 3: ANALYZING CURRENT SUPPLY • Assess the current HR capacity of the organization by means of the Skill inventories/audits method ❖ The knowledge, skills and abilities of your current staff need to be identified ❖ Employee experience, education and special skills ❖ Certificates or additional training should also be included • A forecast of the supply of employees projected to join the organization from outside sources • HRM indicators, metrics and indices e.g. turnover rates
  • 24. STEP 5: IMPLEMENTING - INTERVENTIONS • Develop and initiate a Resourcing Strategy • Matching strategy (intervention) with scenario (surplus or deficit) • Action plan-based implementation methodology
  • 25. HR ACTION PLANS • There are five HR strategies for meeting your organization's needs in the future: ❑ Restructuring strategies ❑ Training and development strategies ❑ Outsourcing strategies ❑ Collaboration strategies ❑ Recruitment strategies
  • 29. LEARNING ACTIVITY 1 • Group Discussion: • In the context of Foskor Phalaborwa mine, apply the 6-step, HR Planning process to identify a key position at Foskor Phalaborwa that needs to be filled in the short-term. • By referring to the identified key position, develop a (synoptic) Competency Profile of the core competencies i.e. knowledge; skills and attributes (behaviour, values and attitude).
  • 30. Learning Objective 3: The fundamentals of CBI
  • 32. 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.
  • 34. 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.
  • 37. 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 • Teamwork
  • 38. DIFFERENT TYPES OF COMPETENCIES • Individual competencies • Managerial competencies • Analytical competencies • Interpersonal competencies • Motivational competencies • A personal competency is a combination of knowledge, skills, judgment and attributes. Examples of competencies might include teamwork, leadership or decision-making.
  • 40. LEARNING ACTIVITY 2 • Reading article: 10 Mistakes Job Interviewers Make • Identify some of the key lessons/learning points from the article. • Describe how these lessons can be applied to Foskor Phalaborwa mine’s competency- based job selection interview process.
  • 41. Learning Objective 4: The CBI process steps
  • 43. THE CBI PROCESS • Step 1: Develop Clear Selection Criteria • Step 2: Prepare Effective Questions • Step 3: Conduct a Structured Interview
  • 44. STEP 1: DEVELOP CLEAR SELECTION CRITERIA • It's important to be crystal clear on the skills, attributes, knowledge, and behaviourial traits that you need a recruit to demonstrate, so that you can test and compare candidates fairly and intelligently. • So, you'll need to develop a watertight set of selection criteria. • Your organization might already have a Competency Framework and you'll likely have a team Skills Matrix. Supplement these by researching the particular role you are intending to fill. • For example, for an existing position, focus on the Job Description
  • 45. STEP 1: DEVELOP CLEAR SELECTION CRITERIA • You'll need to start from scratch for a new post. Think about what a new recruit's responsibilities will be and how you'd like her to progress in the role. • Consult people who do similar work, or who will be in the same team as her. Look at similar roles being advertised elsewhere for further tips. • Decide what skills are essential to the role, and which are merely desirable. You may find that a candidate fulfils most but not all of your competency criteria. • This doesn't mean that you should automatically "write her off." She could still make a great addition to your team as long as she's willing to learn and you're able to provide support and training.
  • 46. STEP 2: PREPARE EFFECTIVE QUESTIONS • The STAR technique can be particularly useful here. It stands for Situation, Task, Action and Result. It's usually used as a method for answering interview questions, but can provide an excellent framework for structuring your competency based questions. • Situation: The candidate is asked to detail a situation in which they have been called upon to exhibit a certain kind of behaviour. Example question: Tell me about a situation when you had to deliver some unwelcome news. • Task: The specific task, challenge and/or job that was faced. • Action/Approach: Here the candidate details how they set about handling the situation. It’s important that you probe to find out about the full process undertaken. Example question: How did you go about breaking the news? • Result/Outcome: Candidates must demonstrate specifically why they feel the outcome was successful. They ideally include independent feedback by someone other than themselves. If a ‘vague’ answer is received, probe beneath the answer. Example question: What was the result? How did they take it?
  • 48. • PROBING - It may be necessary to probe with additional, relevant questions at all stages of the process. • “CBI HAS A CLEAR FOCUS ON ESTABLISHING JOB FIT” CBI INTERVIEW – CRITICAL SUCCESS FACTOR
  • 50. 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 • In some cases, negative indicators are divided into two further sections: minor negative indicators, i.e. those which are negative but which don’t matter so much; and decisive negative indicators i.e. those for which they won’t forgive you e.g. not asking for help when needed.
  • 51. THE CBI PROCESS • A good competency-based interview should be structured and have precisely defined goals. • So, remember to be disciplined and to keep your focus. • You're asking for a lot of information from the candidate, and you need to be able to retain, manage and use the information that she gives you, effectively.
  • 53. CBI TIPS • Have a set structure • Listen carefully • Allow thinking time • Take notes • Evaluate and discuss
  • 54. CBI TIPS • Tip: Don’t let the interview structure become too rigid. Give each candidate space to talk about any additional expertise, or to explain something unusual in a resumé. Otherwise, you might both miss out in a way you could never have foreseen! • Tip: No matter how well the candidate meets your selection criteria, be sure to consider wider issues, too, when you make your final decision. • Focus on your candidates’ true potential by testing their competencies.
  • 58. LEARNING ACTIVITY 3 • Reading article: How to Master Asking Behavioural Interview Questions • Identify some of the key lessons/learning points from the article. • Describe how these lessons can be applied to the Foskor Phalaborwa mine’s competency-based job selection interview process.
  • 59. VIDEO CLIP • LEARNING ACTIVITY 4 • https://www.youtube.com/watc h?v=2kNIlIrocrU • Hiring tutorial: Writing effective behavioural interview questions (lynda.com) • Debriefing: Extract the insights and lessons of conducting a CBI that can be applied to Foskor
  • 60. 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
  • 61. 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
  • 62. Learning Objective 5: CBI Role Play activity
  • 63. LEARNING ACTIVITY 5 • Role Play: • Divide into syndicate groups. By applying the 3-step CBI process, 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 at Foskor Phalaborwa mine.
  • 64. Learning Objective 6: Job Selection Reporting
  • 66. JOB SELECTION REPORTING The purpose of a job selection report The scope of the job selection report The contents of the job selection report Guide to a job selection report
  • 67. GUIDE TO JOB SELECTION REPORTING • Criteria • Options • Selection panel recommendations
  • 68. LEARNING ACTIVITY 6 • By referring to the Guide to Job Selection Reporting, indicate how this can be applied to the role play (learning activity 5) decision.
  • 69. CONCLUSION • Key points • Summary • Questions • Training Evaluation
  • 70. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter