Competency Based Interviewing Workshop Slides (March 2005) - Chandramowly

H R D Dimensions mowly
Management – People Management – Self Management
Name 4 competencies for
Leadership success….
• People Management 40%

• Personal character 35%
• Strategic Management 13%
• Process Management 12%
How Do You Identify the Best
People?
Performance
Prediction
Academic
Tests? Thoughts
Behaviours?
What is Competency? Uses MS office
Competencies encompass
Phd. In C.S
Controls
Emotions
Is courageous
There are 3
Streams of
Competencies…… that promote high performance in
. H R D Dimensions individuals and organizations mowly
COMPETENCIES – 3 STREAMS
Unique organisational
ORGANISATIONAL
factors that are key to
COMPETENCIES competitiveness
Things individuals must

JOB / ROLE
demonstrate to be effective
COMPETENCIES in Jobs and Roles
Skills, Values and personal

INDIVIDUAL attributes possessed by an
COMPETENCIES individual at an
adequate level
Competency
Outcome Empathy Display/Visibility
Shows Concern ,
Listens well
Action Behaviour
Experience in dealing with
people, sensing perceptions of others
Level of emotional
involvement, anxiety/Comfort
level towards others
Beliefs, Attitudes, values,

Motive options/Assumptions Intent
about others
Proactive Power
Skilled Descriptors: Observable Behavior :

Lots of activity in short bursts
Enjoys working hard
Awareness of impact on others
Is action oriented and full of energy for the things he/she
Tolerance of mistakes
sees as challenging
Activities across a number of interests/domains
Not fearful of acting with a minimum of planning
High energy for things he/she enjoys doing
Seizes more opportunities than others
Can act without a lot of planning
Unskilled Descriptors: Over-use

Slow to act on an opportunity may be a workaholic
May be overly methodical, a perfectionist, or risk averse ignores personal life
May procrastinate burn-out
May not set very challenging goals may have personal and family problems due to
May lack confidence to act disinterest and neglect
May know what to do but hesitates to do it may not attend to important but non-challenging duties
May not be motivated; may be bored with the work or and tasks
burned out
Purpose of Interviewing
• Predict or Estimate performance

• Job Fit , Organisation fit
• What competencies will they bring
• Collect enough information
• Dig for more information
• Look for ‘Learning from experience’
Competency
Modeling Performance
Management Employee
Process Development
Plans
Recruitment
Selection & Competency Training &
Promotion Modeling Development
strategies
An
Integrated Compensation
HR and Succession
Benefits Planning
Processes
Why Competency Based?
Competencies Are More Encompassing than

Experience Alone.
Competencies Are Not Restricted to Specific
Work Experiences.
Competencies Are Determined Through a
Thorough Job Analysis.
Competencies Are More Directly Linked to
Successful Job Performance.
The Purpose
To Predict future
Performance
What is Interviewing?
– Interaction between two people
– Usually face-to-face
– Generally with questions and answers
– Seeks to achieve specific goals
– Vary in degrees of formality depending on
intended results
Differing Goal
– Persuasive interview
– Appraisal interview
– Exit interview
– Counseling interview
–B E I
Types of Interview
Questions
Closed-ended
Knowledge
Hypothetical
Behavioral
FALLACIES THAT ACCOUNT
FOR 80% OF PEOPLE
MISJUDGEMENTS
• The instant insight
• Many Eyes
• Human Perfectibility
• Continuing Success
• Objective Referee
• “Scientific” Test
Research on Performance
Predictability
Selection Tools Mean Predictive
Validity
Traditional 1-to-1 interview .20
Reference Check .26
Assessment Centers .36
Traditional Board Interviews .37
Cognitive Ability Testing .53
Structure Behaviour Interview .70
Source: In search of Competence: Structured Behavior Interviews – Mark S. Van Clieal

RESEARCH ON
INTERVIEWING SUCCESS
Most of the research on interviewing

success and accuracy has found that -
Structured or formal interviews
outperform unstructured or informal
interviewing.
The Shift : Traditional to
Competency based
Assessment of Analysis of candidates'

individuals' skills, core being - highlighting
personality traits,
knowledge and examining
education competencies
Assessing how well they
might integrate into
company culture.
What has research to say?
Behavioral interviewing, in fact, is said to be 55 percent
predictive of future on-the-job behavior, while traditional
interviewing is only 10 percent predictive.
Wright et al (1989) estimate on aggregate statistical data a correlation

coefficient (with subsequent job performance) of 0.47 to 0.54 for
structured situational interviews.
The two elements that contribute towards interview predictability are-

reliability and criterion related validity.
validity Reliability means that two
interviewers using the same process to interview a candidate would
produce the same over all assessment. Criterion related validity is the
correlations of the questions asked in the interview to the job
performance.
What are Behavioural
Competency Based Questions?
Focus - Recent Past Behaviour
Derived from C B D
Open Ended
Singular
Sets up Probes
Format
Why Behavioral Based
interviewing?
• Consistence and Equity
• Facilitates pointed and substantive
questions and responses
• Real Life examples Vs Canned responses
• Past behaviour is proven to be most
accurate future behaviour
• Structure aids interviewers making interview
time
Why Behavioral Based
interviewing?
• Ties interview questions directly to job

competencies
• Increase ease of cross comparing across
candidates
• Aids in finding the best match for the job
• Has proven to be more pro-active
• Helps to manage cost
The Founder
BEI Interview method technique is based on

Critical Incident Technic developed by
Flanagan (1954) is based on the premise that
a few critical incidents in the life of the
interviewer will provide
Redesigned, structured and popularised by
David McClelland and Boatzis
Using Competency Scale
5 = Very Important 3 = Neutral 3 = Not important
Competencies Current Importance Future Importance
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
1 2 3 4 5 1 2 3 4 5
BARS
How can we make our
interviews better?
• Make Them Structured.

• Make Them Competency Based.
• Make Them Behaviorally
Focused.
DDI – Research based
4 Dimensional Approach
1. Been There, Done that,
Have had real experience
2. Seen others do that
- both well and badly
3. Knows how that works
4. Could learn that
Done
Been There, Done that, Have had real
experience
Seen
Seen others do that both well and Badly
Knows
Knows how that works
Learnt
Could learn that
H RonDRecruitment
Based Dimensions Architect, Lominger Inc mowly
Drafting Questions
for B E I
Develop Behavioral Questions
Behavioral Questions Ask For:

Specific Situations
Experiences
Specific Actions
Outcomes
Develop Behavioral Questions
Questions Focus On:

What Why
When How
Where Who
Examples of
Behavioral Questions
Job Element: Organization Job Element: Customer
Service
Question: Give examples of
how you determine priorities on Question: Tell of the most
a busy workday. difficult customer service
Question: Give an example of a situation you ever had to
time when you made a bad handle. Tell what you did and
decision about what should be a said and what was the
priority in your workday. outcome?
Example of
Behavioral Interviewing
Job Element: Job Element:
Teamwork Application of Knowledge
Question: Describe a Question: Give an example of

situation where others when you used your training in
working with you disagreed (area of knowledge) to a work
with your ideas. What did situation. Was there a change
you do? What was the or result? What would you do
outcome? What did you differently if you had to do it
learn from this experience? again?
Developing Behavioral Questions
Behavioral questions are constructed to elicit three

factors:
A specific situation relative to a job element
An action taken
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 a

hurry and you lacked information. What did you do? What was the
outcome?
Next, bring in a statement that relates to a

specific job element (KSAAE):
Give a specific example of how you dealt with a
difficult person . . .
Tell about a time when you had many work
projects going at the same time . . .
Describe an instance when you handled a
stressful situation . . .
for the Position
Behavioral questions may include other phrases
to elicit more detail:
Who was involved in the situation?
If you had to repeat your actions in a similar
situation, 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?
Asking for
Contrary Evidence
Then, ask another question eliciting contrary
evidence . . .
Question: Think of a time when you were instrumental

in developing a team project that didn’t succeed. What
was your role? Why do you think it didn’t succeed?
for Other
Job-Related Factors
After you have developed questions for the
critical KSAAs, develop two to three questions
for other job-related factors--factors such as:
Shift work
Working weekends
Willingness to travel
Working alone or in
Answering the telephone small groups
all day
Circle of Learning Tell me about,
..Specific steps
Self
Awareness
New
Experiences
Challenges
Why use that
Examples of Personal Change approach?
applications
Sense Learnings
Making What did you learn?
HR D Dimensions
Source: Woller & Associates mowly
Structuring B E I
Set Closure
Establish Event Probe for
Trigger of the
Rapport analysis details
Competency Interview
Ice Critical event Get clear Get details Allow

breakers recollection outline of the interviewe
start and the event e to add
Anxiety Trigger match end of event anything
reduction of event Nature of related to
Characteristics Start & end involvemen the event
Expectatio of t
n setting Allow to involvement Thank and
change event Probe close
Create the thoughts,
skeleton for feeling and
probing actions
The Process of Developing Target
Competencies
Ask Incumbents of Known Performance Levels

About Situations that Went Well.
Compare the Responses of High Performers to Low/Average
Performers in Order to Find Out What they do Differently.
The Competencies Directly Associated with High Performance are
the Ones You Want to Target.
Process of Logging, Coding and Scoring of BEI
BBI – Some “Do’s’ and Don’ts”
• One question per competency
• Use all the appropriate probes
• If they seem ‘stuck’ on ‘what did I learn” ask
them, what would you do if you could do it all over
again
• If difficulty in getting response, restate the
question
• Look for more specificity and ask for examples
• Try not to get involved in the story but focus on
experience and learning
•Try to scale the response to each competency

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H R D Dimensions mowly

• People Management 40%

Things individuals must

Skills, Values and personal

Beliefs, Attitudes, values,

Skilled Descriptors: Observable Behavior :

Unskilled Descriptors: Over-use

• Predict or Estimate performance

Competencies Are More Encompassing than

Reference Check .26

Assessment Centers .36

Traditional Board Interviews .37

Cognitive Ability Testing .53

Structure Behaviour Interview .70

Source: In search of Competence: Structured Behavior Interviews – Mark S. Van Clieal

Most of the research on interviewing

Assessment of Analysis of candidates'

Wright et al (1989) estimate on aggregate statistical data a correlation

The two elements that contribute towards interview predictability are-

• Ties interview questions directly to job

BEI Interview method technique is based on

Competencies Current Importance Future Importance

• Make Them Structured.

Behavioral Questions Ask For:

Questions Focus On:

Question: Describe a Question: Give an example of

Behavioral questions are constructed to elicit three

The result or outcome of the action.

Job element: Decision making ability.

Question: Tell of a time when you had to make a decision in a

Next, bring in a statement that relates to a

Question: Think of a time when you were instrumental

Ice Critical event Get clear Get details Allow

Ask Incumbents of Known Performance Levels

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