WHAT IS RECRUITMENT?

Recruitment is…

The process of attracting people for the vacancy existing

and differentiating between them to find the right man
for the job
The Recruitment Process
Vacancy

Concerned dept sends MRF to HR

HR advertises and gets resumes for desired post

HR sends CVs to HOD for scrutiny

Selected resumes are called for interview

After various interviews, selected candidate is given

the offer letter
Hiring the right person is important
 Loss of productivity

 Frustration for coworkers and managers

 Career derailment for employee

 Countless hours of performance counseling and in the

end resignation/termination
One method to ensure that the right person is selected
for the right job is Competency Based Recruitment

It focuses on identifying those candidates that can

evidence those behaviourally defined characteristics
which underpin successful performance in the role you
are seeking to fill
What is competency?

An underlying characteristic of a person in that may be a

motive, a trait, a skill, an aspect of one’s self-image or
social role, or a body of knowledge which he or she uses
Knowledge + Skills +Attitude +Personal Characteristics

=
Competency
Types of Competencies
Competencies

Technical Knowledge Behavior Interpersonal

Critical to What candidates

success know & how they
think
Competencies…Lets make a list!
 HOW?
 Position Description

 Discussions with Dept Heads, Managers, Supervisors

 Incumbents

 Focus groups

 Make a list and classify according to category

An Example-Programmer Analyst
 Designs applications, significant subsystems, and/or
complete individual programs
 Identifies alternative implementations or strategies
and weigh the impact of each
 Must be able to work as a member of the team
 Experienced in C++
 Capable of learning new ideas quickly
 able to develop software of the highest quality in a
high pressure envt with other team members
 Able to meet deadlines
 Experienced with complex modules/systems
 Designs applications, significant subsystems, and/or
complete individual programs
 Identifies alternative implementations or strategies
and weigh the impact of each
 Must be able to work as a member of the team
 Experienced in C++
 Capable of learning new ideas quickly
 Able to develop software of the highest quality in a
high pressure envt with other team members
 Able to meet deadlines
 Experienced with complex modules/systems

TECHNICAL KNOWLEDGE BEHAVIOUR INTERPERSONAL

THE INTERVIEW
A Conventional Interview
 Questions are not designed systematically and not properly
structured

 Seldom equipped with formal guidelines regarding system

of rating/scoring the interview

 No standard format, therefore process of interviewing can

go in any direction

 Low reliability and validity

 Susceptible to bias & subjectivity

 The minute he walked in…he just looked like a
manager

 Handshake…he is not confident

 He smiles too much…for his own good

 I know…gut feeling…I can tell

 He is taller than me
Competency Based Interview
 A behavioural-based interviewing process designed to
provide employers with specific data that allows them
to predict future job related behaviour

 Questions will evolve around personal experiences of

the applicant and practical work related questions
designed around specific and pre-determined
competencies

 Standard scoring system which refers to behaviour

indicator
The CBT will be conducted as follows…

 Introductions
 Brief discussion of job
 Competency based interviewing
 Validation of technical/functional skills where
necessary
 Interviewee’s opportunity to ask questions
 Close out
The STAR Approach
 Situation in which you were involved

 Task you needed to accomplish

 Actions you took

 Results you achieved

Competency Based Interviews
 precludes notions

 is based on the assumption that “Past Behavior is an

indicator of Future Behavior”

 Decisions are made on facts

 Structured, job specific, focused on concrete and

intangible competencies
Example-HR Manager
 Competency-ability to recruit & interview
candidates
Q-Describe a time when you had a position open for an
unreasonably long period of time
Q-Tell me about a time when you hired someone who
later didn’t work out
 Competency-ability to develop & maintain up to
date job descriptions
Q-Describe your responsibilities
Q-Tell me about a time when you had difficulty
developing a job description
Common mistakes avoided…
 Halo or Horns effect

 Cloning

 Inconsistency

 First impressions

 Primacy & Recency approach

 Stereotyping

 Prejudice
Comp. Based Int. enables you to…
 Identify skills & characteristics needed to succeed in a
specific work environment
 Isolate competencies required for a given job
 Earmark relevant experiences necessary to have
acquired these competencies
 Clarify what candidates have learned from their
experiences
 Determine whether candidates can explain what they
have learned on a given job & work environment
Other methods of CBR
 Work Sample Tasks

 Group Discussions

 Tests

 Application Form
However…
 No diversity-same mindsets

 Some positions require too much emphasis on

technical skills
To sum up…
 It is essential to get the right man into the right job
 Cost of an unsuccessful expense is one organization
cant afford
 Competencies can be developed; it is important to
assess the learning ability
 Gives the organization a tool to evaluate known
quantities and see them in a different light, and
evaluate their ability to make effective contribution to
the organization
Thank You!