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SELECTION SKILLS
PROGRAMME OBJECTIVES ,[object Object],[object Object],[object Object],[object Object]
LEARNING GRID Unconscious Incompetence Conscious incompetence Conscious competence Unconscious competence I II III IV Awareness Learning/Training Practice Unlearning/Review
RECRUITMENT & SELECTION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COMMON ERRORS IN RECRUITING Selected Not selected Right person Wrong Person A B
Selection Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Perfect Prediction - Validity Chance Astrology/Graphology References Typical Interviews Structured Interviews Work sample Tests Ability Tests Assessment Centers (development) Assessment Centers (selection) Personality Tests 0 0.1 0.2 0.3 0.4 0.7 0.6 0.5
RANKING OF SELECTION METHODOLOGIES ,[object Object],[object Object],[object Object]
WHY DIFFERENT SELECTION TOOLS ? ,[object Object],[object Object],[object Object]
Critical Attribute ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competency ,[object Object]
Skills, Knowledge & Talent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The three levels of competencies are ,[object Object],[object Object],[object Object]
A CHECK LIST FOR BEHAVIOURAL INDICATORS ,[object Object],[object Object],[object Object],[object Object],[object Object]
THE COMPETENCY PLANNING & ORGANISING ,[object Object],[object Object],[object Object],[object Object]
THE COMPETENCY PLANNING & ORGANISING ,[object Object],[object Object],[object Object],[object Object]
THE COMPETENCY PLANNING & ORGANISING ,[object Object],[object Object],[object Object]
THE 12 MOST COMMON COMPETENCIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competencies & Trainability TRAITS MOTIVES VALUES COGNITIVE CAPBILITIES SKILLS KNOWLEDGE More conscious More trainable Less Conscious Less Trainable E.g.: Has contacts E.g.: Results orientation,planning abilities
Critical Attributes for Sales Managers ( Example) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries WHAT IS AN INTERVIEW?
OBJECTIVES OF SELECTION IN INTERVIEW ,[object Object],[object Object],[object Object],[object Object],[object Object]
Goodwill Bank ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SELECTION INTERVIEW - EFFECTIVENESS ,[object Object],[object Object],[object Object],[object Object]
SELECTION INTERVIEW ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
UNDERSTANDING YOUR APPLICANTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INTERVIEW PROCESS - REQUIREMENTS Venue INTERVIEW  PROCESS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
List the things you would like to have seen when you last went for an interview. What did you expect from the company ?
SETTING THE ENVIRONMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Remember ,[object Object],[object Object],[object Object],[object Object]
INTERVIEW STRUCTURE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Interview - An Information Sorting Model Opening & Rapport Building Current & Previous Roles Aspirations & Awareness Education & Upbringing Circumstances & Interest Closing/Wrap up CA 1 CA2 CA3 CA4 CA5 Information  Sorting Assessment
OPENING, RAPPORT BUILDING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Things to look out for in a CV ,[object Object],[object Object],[object Object],[object Object],[object Object]
QUESTIONING SKILLS
TYPE OF QUESTIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PAST BEHAVIOUR is the single best predictor of future behaviour
Structure of Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questioning Pattern Broad Open ended Probe Narrow Close Summarise
Characteristics of Good Questions ,[object Object],[object Object],[object Object],[object Object],[object Object]
The quality & value of answer depends on the quality of the question
QUESTIONS COVERAGE ,[object Object],[object Object],[object Object],[object Object]
THE INTERVIEW FUNNEL START WITH AN OPEN ENDED QUESTION LISTEN NARROW DOWN TO SPECIFIC AREA LISTEN HOW DID THE PERSON GO ABOUT IT LISTEN FIND OUT MOTIVATIONS LISTEN ACHIEVEMENTS LISTEN SUMMARISE AND SEEK AGREEMENT START WITH NEW AREA
INTERVIEW STRUCTURE
THE PANEL INTERVIEW SOME GUIDELINES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questioning Technique ,[object Object],[object Object],[object Object],[object Object]
Telephonic Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INTERVIEW TIPS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management Interviewing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Focus on Roles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management skills ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management focus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TYPES OF INTERVIEWS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INTERVIEWING FOR TALENT
TALENT ,[object Object],[object Object]
TALENT ,[object Object],[object Object],[object Object],[object Object]
Talent ( some examples) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Talent Interview  (Points to remember) ,[object Object],[object Object],[object Object],[object Object]
Talent Interview  (Listen for specifics) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PSYCHOMETRIC TESTING Psychological tests have been devised and are used primarily for the determination and analysis of individual differences in general intelligence,specific aptitudes , educational achievement , vocational fitness,and non intellectual personality traits. These tests have been used for a variety of psychological , educational cultural , sociological and employment studies of groups and for individuals
TEST - VARIATIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
APPLICATIONS OF PSYCHOMETRIC TESTING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHY TESTS ,[object Object],[object Object],[object Object]
SELECTING TESTS ,[object Object],[object Object],[object Object]
ONLINE TESTING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
REFERENCE CHECKS ,[object Object],[object Object],[object Object],[object Object],[object Object]
Effective  Reference Checks - the Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ASSESSMENT
Behavior Assessment Process Observe Carefully watch and listen to what has happened Store Accurately store in memory what happened Classify Categorize behavior and other data into critical attributes Evaluate Rate data & behavior to agreed standard
ASSESSMENT GUIDELINES ,[object Object],[object Object],[object Object]
RATINGS ,[object Object],[object Object]
RATINGS ,[object Object],[object Object]
RATINGS ,[object Object],[object Object]
RATINGS ,[object Object],[object Object]
COMMON FAILINGS IN ASSESSMENT ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]

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Selection Skills

  • 2.
  • 3. LEARNING GRID Unconscious Incompetence Conscious incompetence Conscious competence Unconscious competence I II III IV Awareness Learning/Training Practice Unlearning/Review
  • 4.
  • 5. COMMON ERRORS IN RECRUITING Selected Not selected Right person Wrong Person A B
  • 6.
  • 7. Perfect Prediction - Validity Chance Astrology/Graphology References Typical Interviews Structured Interviews Work sample Tests Ability Tests Assessment Centers (development) Assessment Centers (selection) Personality Tests 0 0.1 0.2 0.3 0.4 0.7 0.6 0.5
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19. Competencies & Trainability TRAITS MOTIVES VALUES COGNITIVE CAPBILITIES SKILLS KNOWLEDGE More conscious More trainable Less Conscious Less Trainable E.g.: Has contacts E.g.: Results orientation,planning abilities
  • 20.
  • 21. A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral enquiries WHAT IS AN INTERVIEW?
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. List the things you would like to have seen when you last went for an interview. What did you expect from the company ?
  • 29.
  • 30.
  • 31.
  • 32. Interview - An Information Sorting Model Opening & Rapport Building Current & Previous Roles Aspirations & Awareness Education & Upbringing Circumstances & Interest Closing/Wrap up CA 1 CA2 CA3 CA4 CA5 Information Sorting Assessment
  • 33.
  • 34.
  • 36.
  • 37. PAST BEHAVIOUR is the single best predictor of future behaviour
  • 38.
  • 39. Questioning Pattern Broad Open ended Probe Narrow Close Summarise
  • 40.
  • 41. The quality & value of answer depends on the quality of the question
  • 42.
  • 43. THE INTERVIEW FUNNEL START WITH AN OPEN ENDED QUESTION LISTEN NARROW DOWN TO SPECIFIC AREA LISTEN HOW DID THE PERSON GO ABOUT IT LISTEN FIND OUT MOTIVATIONS LISTEN ACHIEVEMENTS LISTEN SUMMARISE AND SEEK AGREEMENT START WITH NEW AREA
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60. PSYCHOMETRIC TESTING Psychological tests have been devised and are used primarily for the determination and analysis of individual differences in general intelligence,specific aptitudes , educational achievement , vocational fitness,and non intellectual personality traits. These tests have been used for a variety of psychological , educational cultural , sociological and employment studies of groups and for individuals
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 66.
  • 67.
  • 69. Behavior Assessment Process Observe Carefully watch and listen to what has happened Store Accurately store in memory what happened Classify Categorize behavior and other data into critical attributes Evaluate Rate data & behavior to agreed standard
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76.

Notas del editor

  1. To introduce the background, about the need for this programme To emphasize that the knowledge is there,however what is being ensured here is standardization Also tell them about the objectives of the programme, - to impart formalized skills to all interviewing managers - to enable these managers in turn to impart the same skills to their team