Gestione delle Competenze 3. Intervista nelle Selezioni

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Information about Gestione delle Competenze 3. Intervista nelle Selezioni

Published on December 7, 2016

Author: Managerit

Source: slideshare.net

1. Competency-based HR Management

2. Competency-basedCompetency-based Interview for SelectionInterview for Selection

3. Types of InterviewTypes of Interview • Conventional Interview • Competency-based Interview

4. Conventional InterviewConventional Interview • Unstructured : • Is a type of interview where the questions are not designed systematically and not properly structured. • There is no standard format to follow, therefore the process of interviewing can go in any direction. • Is seldom equipped with formal guidelines regarding the system of rating/scoring the interview.

5. • Has low reliability and validitylow reliability and validity – there is no accuracy in predicting performance • Susceptible to bias and subjectivity (gut feeling) Conventional InterviewConventional Interview

6. Competency-based Interview (CBI)Competency-based Interview (CBI) • Is a structured type of interview. The questions are focused on disclosing examples of behavior in the past. • The process of interview is intended to disclose specifically and in detail examples of behavior in the past. • Is designed based on the principle : past behavior predicts future behavior (Candidates are most likely to repeat these behaviors in similar situations in the future).

7. • Has a high level of validity and reliability. • Equipped with a standard scoring system which refers to behavior indicators Competency-based InterviewCompetency-based Interview

8. Approach in Competency-based InterviewApproach in Competency-based Interview S What was the Situation in which you were involved? T What was the Task you needed to accomplish? A What Action(s) did you take? R What Results did you achieve?

9. SituationSituation Can you explain the situation? Where and when did the situation happen? What events led up to it? Who was involved in the situation (work colleagues, supervisor, customers)? Approach in Competency-based InterviewApproach in Competency-based Interview

10. What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved? Tasks/ActionsTasks/Actions Approach in Competency-based InterviewApproach in Competency-based Interview

11. What was the outcome? Can you tell me the results of taking such action? What specific outcome was produced by your action? ResultsResults Approach in Competency-based InterviewApproach in Competency-based Interview

12. Sample Questions in CBISample Questions in CBI Competency Sample Question Persistence In the process of selling, we are sometimes not successful in securing a new transaction. Can you tell me about one or two situations where you repeatedly failed to get a new client? What specific steps did you take? What was the result? Influencing Others Can you describe one or two cases in your effort to obtain new customers? What did you do? What was the result?

13. Competency Sample Question Interpersonal Can you tell me about a situation where you faced Understanding a client who was disappointed with your product? What was the situation like? What specific steps did you take? What was the result? Planning & In working, we often face a number of priorities Organizing that must be tackled at the same time. Can you tell me about one or two actual cases where you had to face such a situation? What did you do? What was the consequence? Sample Questions in CBISample Questions in CBI

14. Bias in the Interview ProcessBias in the Interview Process FirstFirst ImpressionsImpressions An interviewer might make a snap judgement about someone based on their first impression - positive or negative - that clouds the entire interview. For example, letting the fact that the candidate is wearing out-of-the-ordinary clothing or has a heavy regional accent take precedence over the applicant's knowledge, skills, or abilities.

15. Bias in the Interview ProcessBias in the Interview Process HaloHalo EffectEffect The "halo" effect occurs when an interviewer allows one strong point about the candidate to overshadow or have an effect on everything else. For instance, knowing someone went to a particular university might be looked upon favorably. Everything the applicant says during the interview is seen in this light.

16. Bias in the Interview ProcessBias in the Interview Process ContrastContrast EffectEffect Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two. Note taking during the interview and a reasonable period of time between interviews may alleviate this.

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