Back to Basics: What is Competency-based Talent Management?

Competency-based Talent Management is an HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals.

What is a Competency?
Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for successful job performance.

Competency is a term that describes a pattern or cluster of actions taken to achieve a result.

It helps to understand the value of having a comprehensive picture of all the competencies needed for success within jobs by considering the iceberg as an analogy. While one can see the iceberg in the ocean, the majority of its bulk is hidden under water.

The whole “iceberg” represents the competencies needed for success in jobs. However, some factors (above the surface) are typically easier to identify and manage - for example, the skills, knowledge and experience of employees. Traits, motivations and self-concept, on the other hand, tend to be harder to identify and measure (below the surface). Skills, knowledge and experience are often the focus during hiring and selection; but, the other factors (below the surface), which are more intrinsic and difficult to identify and measure, are just as important for successful performance. Competencies provide a way of describing all success factors in terms of behaviors. These can then be measured and managed in the workplace.

Most organizations are fairly good at identifying technical skills, knowledge and experience required for jobs, but they are typically not as good at identifying those competencies like Initiative, Interactive Communication and Teamwork that can make the difference between highly successful versus not so successful performance in the workplace.

Why Competency-based Talent Management?
Competencies, and Competency-based Talent Management, translate the strategic visions and goals for the organization into behaviors or actions employees must display for the organization to be successful.

Benefits

There are many benefits to using competencies as the foundation for managing talent in the workplace, for example:

• They translate the organization’s vision and goals into the behaviors employees are expected to display for the organization to be successful;
• They improve hiring and selection decisions because the competencies, which are used as the standards for assessment and selection, reflect the behaviors employees must have to be effective in their jobs and roles;
• They increase employee productivity and operational effectiveness, because they focus employees on the performance behaviors they need to display to be successful;
• They help in identifying employee strength areas for development that are directly linked to the organization’s strategic objectives;
• They help to shorten the learning curve for employees, by allowing both the organization and the employees to focus on those competencies that need development;
• They provide employees with an understanding of what is needed to be successful in their current and future roles, giving employees a sense of empowerment and control over their careers, thus increasing levels of job and career satisfaction and employee retention;
• Finally, they support strategic HR planning. Identifying the competencies needed to achieve the vision allows the organization to address gaps between the current skills and competencies of employees, and those needed in the desired future state. Plans can then be put into motion to ensure the organization has the talent needed to achieve its vision.

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HRSG is a leader in competency-based talent management solutions. Contact us today to find out how we can help you.

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Want to learn more? Competency-based Talent Management, or CbTM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. Download this Best Practice Guide to learn how competencies can increase workforce effectiveness and improve business practices.

Top 2 Tips for Implementing a Competency-based Recruitment & Selection System

Part 11 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the eleventh in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

Implementing a good Competency-based Recruitment & Selection System requires two main ingredients:

1. training for those participating in the process and,
2. a well-staged plan for integrating competencies into your selection program.

1. Training on Competency-based Selection
Both line personnel and HR professionals must have the knowledge and skills to be able to apply the various competency-based assessment methodologies to arrive at valid selection decisions, and both must understand how to establish selection processes that are both efficient and effective (i.e., reliable, fair, valid and unbiased).  Likewise, employees must be able to participate effectively to provide an accurate picture of the competencies they possess.  All of this requires targeted training / orientation programs to ensure that all stakeholders have the necessary skills.

2. Implementation Stages
As competency profiles are developed for varied job groups, the following implementation stages are suggested for recruitment and selection.

Stage 1:

• Define the policies and decision-rules for using competencies in the recruitment and selection processes
• Identify considerations / guidelines for including information on competencies in notices of job requirements
• Develop sample notices of job requirements as the competency profiles become available for use.
• Customize or build an interview / reference checking question bank organized by competencies included in the competency profiles.
• Customize or build other competency-based tools or processes (e.g., track-record reviews) that can be used across a number of occupational groups. 

Stage 2:

• As the competency profiles are completed for the job groups, develop and implement recruitment, and selection processes consistent with policy and tools / templates defined in Stage 1.  Review and evaluate the effectiveness and efficiency of these processes and adjust policies, procedures, templates, etc., as required.
• Plan for and train managers and HR personnel on appropriate competency-based interviewing approaches (e.g., behavioral interviewing).  This training should be just-in-time – i.e., just in advance of recruitment exercises.
• Plan for, design and implement an orientation / training program for employees on how to participate in a competency-based recruitment and selection as new processes are being implemented.
• Collect data on the effectiveness of the new recruitment and selection process (e.g., correlate results of selection process with on-job or training performance results) and make adjustments to the process, as required.

 

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HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Commonly Used Talent Acquisition Tools: Standardized Tests – Part 2

Part 10 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the tenth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

As noted in the previous blog, standardized tests and assessment tools are commonly used to screen and select candidates for jobs.  Like all other talent acquisition tools in the selection process, these must be focused on assessing the competencies needed for success in the job.  The last blog covered Knowledge / Ability Tests as well as Simulations.  This blog covers Work-related Personality Tests and Assessment Centres.

Work-related Personality Tests

These tests are used to measure the personality characteristics of applicants that are related to future job performance.  Personality tests typically measure one or more of the five main personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience; but these can be further expressed along dimensions that relate to the competency requirements of the job (e.g., initiative; achievement orientation; etc.).  Most often organizations do not develop their own personality tests, and there are several well-researched and developed personality tests on the market.  To be defensible, the personality dimensions measured by the test should map well to the competency requirements of the job.  Test vendors should also be able to demonstrate that their tests show good reliability and validity under similar circumstances to those of the target job.  Finally, while well-researched personality tests have been shown to have moderately acceptable levels of reliability and predictive validity, they should be selected and used by experts in the field of employment personality testing and in combination with other job-related assessment processes (e.g., behavior-based interview) to ensure that the important job-related competencies are being thoroughly assessed through multiple methods.

Assessment Centers

An Assessment Center is not a place, but rather set of assessment tests, tools, simulations and processes designed around a set of competencies that are needed for success within a job or group of jobs.  Multiple methods are used to ensure that there is a comprehensive assessment of the competencies needed (e.g., leadership levels of the organizations).

Groups of candidates typically go through the Assessment Centre simultaneously, and their performance is rated by assessors who have been trained in observing candidate performance using competency-based rating scales and processes, and who also have direct knowledge and experience in the jobs for which candidates are being assessed.  Administrators of Assessment Centers are professionals in the field and have strong backgrounds in assessment and psychometrics.  They train assessors and manage the assessment center process to ensure candidates get a fair and equitable opportunity to demonstrate their skills and abilities.

Results of the assessment processes are often used to select and develop candidates for high-stakes jobs.  The results (competency gaps and strengths) are most often used to develop plans and programs for development (e.g., leadership development).  Assessment Centers are typically costly to develop and administer; therefore, they are used most frequently for jobs or levels in which the consequences of error are great (e.g., leadership levels; nuclear power plant operation; etc.).
 

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The next, and final blog in this series review the top two requirements for implementing a competency-based recruitment and selection system. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Commonly Used Talent Acquisition Tools: Standardized Tests – Part 1

Part 9 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the ninth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

Standardized tests and assessment tools are commonly used to screen and select candidates for jobs.  Like all other talent acquisition tools in the selection process, these must be focused on assessing the competencies needed for success in the job.  This blog and the next cover a variety of types of standardized selection tests and assessment tools that can be incorporated in the selection process. 

Knowledge / Skill / Ability Tests

These are standardized tests using question formats (e.g., multiple choice, short answer, etc.) that allow the organization to determine whether the candidate has the job-related knowledge, skill or ability to perform effectively in the job.  They often can be used in group testing situations, or online in computer lab environments; and as such, can be used to screen down the candidate pool to those who meet certain job-related requirements prior to having them go through a more labor intensive interview process.

They are often acquired by the organization from test vendors.  In this case, in order to be able to defend the use of the test, the organization should conduct a thorough job analysis, such as would be the case in defining the job competency requirements, and then chose a test that addresses these requirements.  In addition, the vendor most provide evidence that the test has been well-developed and meets generally accepted professional standards for employment test development.  A professional with a background in psychometrics should be involved in identifying and selecting such tests.

Sometimes, organizations develop their own tests to assess specific skills / ability requirements that may be unique to their organization (e.g., entry-level tests for government related jobs; etc.).  In this case, once again, a thorough job analysis must be undertaken and the tests and items must be developed by psychometric experts in accordance with well-accepted professional standards in the field.

Simulations

These are a category of tests designed to simulate the challenges or conditions that are typical of the job or types of jobs the candidate will be entering.  They are designed to assess the competency requirements of the jobs and use a rigorous set of rating standards for assessing candidate performance.

They can take a variety of forms:

• In-basket / In-tray exercises – these simulate a set of professional or managerial job challenges typical of what the candidate could encounter on the job.  They are most often timed and could involve a change or additional demands being placed on the candidate part way through the exercise.  They must be scored by assessors who are well-trained in applying the assessment / rating criteria and who know and understand the job competency demands.  They can be acquired from test vendors or developed in-house.  If they are acquired from vendors, the buyer must ensure that the competencies that the test measures map well to the competencies needed in the job at the right proficiency level.  If they are developed in-house, they must be based on a thorough job analysis, and developed by experts in test development and psychometrics according to well-accepted professional standards in the field.

• Role Plays – often simulate an interpersonal challenge the candidate is likely to experience on the job (e.g., candidates applying for a supervisory position are given a role play in which they must conduct a mock feedback session / interview with an under-performing employee) and actors are sometimes used following a set script and set of standard responses depending on the approach the candidate takes in the role play.  In this way, the role play provides a standardized scenario for each candidate so that the process is fair and consistent for all.

• Group exercises - in this case, groups of candidates work on a common challenge, sometimes taking on certain roles (e.g., CEO, CFO, etc.).  The focus is on resolving a problem or completing an assignment based on written instructions and / or case scenarios.  Observers who are trained to use standardized rating criteria (based on the competency requirements) and who know and understand the jobs assess the candidates and outcomes as they perform.  Most often the group exercise covers leadership and management challenges.

• Simulators – range in complexity from online computer-based simulations to a complete environment designed to test individual skills / abilities for high-stakes jobs (e.g., aircraft pilot simulators).  Through the simulations there is an attempt to closely approximate the challenges likely to be faced on the job, challenges on which the candidate cannot be directly assessed prior to job entry.  Recent advances in serious gaming (online computer scenarios and assessments) build learning as well as assessments into the process, with algorithms that adapt based on how the candidate responds.

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The next blog in this series examines more commonly tools used in recruitment and selection. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Commonly Used Talent Acquisition Tools: Track Record Reviews & Reference Checks

Part 8 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the eighth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

In the last blog we reviewed competency-based or behavioral interviews and noted in particular that behaviourally-based interview questions are based on the premise that past performance is the best predictor of future performance.  The next two talent acquisition tools described in this blog are based on the same premise.

Competency-based Track Record / Portfolio Reviews
Track record / portfolio reviews allow employees / applicants to document their past experiences and accomplishments that relate to the competency requirements for positions within the organization.  Once completed, trained evaluators score the extent to which the required competencies are demonstrated in the written examples using standardized scoring criteria.  Typically, the candidate also provides references who can attest to the validity of the examples provided.  Results can be used as part of the selection process and / or for other purposes (e.g., competency gap analysis for Learning and Development; Succession Management; HR Planning).

Competency-based Reference Check
A well-conducted reference check is a valuable source of information about a candidate’s past experiences and accomplishments.  The reference check process gives the organization the opportunity to further explore specific competency areas and to verify information provided by the candidate during the selection interview.  Like the selection interview, well-designed reference checking questions can be developed based on the competency dictionary of the organization and can be incorporated into Reference Checking guides that can be standardized for the various types of jobs in the organization.

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The next blog in this series examines more commonly tools used in recruitment and selection. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

---

Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

 

Commonly Used Talent Acquisition Tools: Job Postings & the Behavioral Interview

Part 7 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the seventh in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

In this, and the next three blog posts, we will cover most of the commonly used tools and processes for talent acquisition starting with the job posting and behavioral selection interview. By incorporating these tools into your process, you can expect to see better job fit for new candidates, improved retention and increased performance.

Job Posting / Notice of Job Requirements
A template is developed to define how competencies will be reflected in notices regarding the requirements of jobs to be filled.  As the job competency profiles are completed, sample notices are developed for the varied types of jobs / roles.  For entry-level jobs and for jobs in which there are many incumbents, a standard is applied based on the job competency profile and is used consistently in screening and selecting candidates.

Competency-based Interviews

Interview question banks –Interview questions can be designed to assess target proficiency levels within the organization’s competency dictionary.  In this way, pre-established well-designed questions are available for use within the organization’s interview question bank.  Questions can then be drawn from the bank based on the job competency requirements and configured into standard Interview Guide(s) for use as vacancies are created.

Three types of questions are typically incorporated into such a bank:

1. Behavioral interview questions:  These gain information about a candidate’s past performance and accomplishments that relate to the target job

“Tell me about a time when you encouraged other members of a group/team to contribute to the work or task.”

The underlying premise of these types of questions is that past performance is the best predictor of future performance.  These are the most commonly used questions and have been shown by research to be the most reliable, valid and defensible type of selection interviewing approach, provided interviewers are well-trained in this methodology and apply it in a standardized manner based on true competency requirements of the target job.

2. Situational questions: Describe a job-related situation that focuses on a relevant competency

“If you were appointed manager, what would you do to build more cohesive work teams?”

The underlying premise of these types of questions is that if the candidate understands how to deal with situations related to the competency, then they are likely to apply the correct behaviors in the workplace.  These types of questions have been shown in the research to be also reliable and reasonably good predictors of future work behavior; however, they have been shown to be somewhat less valid predictors of good job performance than behavioral questions.  They are most useful when the candidates have not had any direct work experience or opportunities in the past to demonstrate behaviors related to those required for successful job performance in the target job (e.g., conflict resolution skills of the type that would be required in law enforcement situations).

3. Knowledge questions: Deal with the technical or professional knowledge required to effectively perform the duties of the job.

“What are the steps involved in developing a project management plan?”

They could be incorporated in tests or assessment tools designed for this purpose, but are often incorporated in the interview to allow the interview panel to explore the candidate’s technical or professional knowledge and skills.  Follow-up questions can be asked to explore the candidate’s knowledge / skills in more depth, as needed.

Template behavioral interview guides can be developed to address the job competency profile requirements that are to be addressed through the interview.  These are often developed in situations where the organization wishes to standardize the interview process for certain types of jobs and roles – for example, entry level jobs, situations where there are many workers performing essentially the same job (e.g., call center agents; front-desk clerks; etc.).  These are developed and applied rigorously by all hiring authorities within the organization, no matter where they are located.  In this way, all positions covered by the same job description and job competency profile are being staffed using a uniform process based on well-researched job-related standards.  These guides follow best practices and reflect the need to gather information about the past performance, accomplishments and achievements of candidates that best predict the candidates’ abilities and potential to perform in the target job.

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The next blog in this series examines more commonly tools used in recruitment and selection. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Top 3 Features of Best Practice Recruitment and Selection - #3

Part 6 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the sixth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

In the previous two blogs, we reviewed how to establish an efficient recruitment and selection work flow, as well as how to use competencies to determine which screening tools, assessments and / or tests to include in the recruitment and selection process.  This blog discusses the final of the three main elements for setting up a best practice recruitment and selection system – the weighting and rating grid.

Selection Weighting & Rating Grid
A Weighting and Rating Grid is established to determine who will be eliminated from or progress through the various stages of the selection process, as well as the final ranking and / or selection of candidate(s) for the job(s).

Each stage of the process should have well-defined selection criteria that are based on clearly defined job requirements.  A stage in the selection process could include more than one element – for example, there could be more than one screening test.  In this case, the combined weighting / rating scheme for all the tests at this stage must be established to determine which of the candidates progress to the next stage.  Once a pool of candidates that meet the minimum job requirements at every stage has been established, a weighting system is used to rank order and select the candidate(s) that best fit the job requirements.

The relative weighting for each job specific requirement/competency must have been established prior to starting the selection process and must be based on the analysis of the job requirements.  Each job-specific requirement/competency is assigned a value.  Often, the weights are assigned so that the total equals 100 for the maximum score that could be obtained.

In summary
There are three (3) main tools that help in organizing a competency-based selection process:

• The selection process work flow diagram
• The competency coverage grid, and
• The selection element weighting and rating grid.

These operate in combination, to make sure that the organization’s recruitment and selection systems are both:

• Efficient in that they do not waste precious resources, while at the same time cover all of the important competency requirements for entry into jobs, and
• Effective, in other words they achieve the desired end result of selecting the most qualified and capable candidate(s) in a fair, reliable and defensible manner.

The next three blogs cover the types of selection elements that can be included in a competency-based recruitment and selection process and the relative merits of each.

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The next blog in this series examines some common tools used in recruitment and selection program, starting with job postings and behavioral interviews. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

---

Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Top 3 Features of Best Practice Recruitment and Selection - #2

Part 5 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the fifth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

In the last blog, we reviewed how to establish an efficient recruitment and selection work flow.  This blog reviews how to use competencies to determine which screening tools, assessments and / or tests to include in the process

Competency Coverage Grid

The competencies assessed by each selection element can be set out in a Competency Coverage Grid, as shown below.  The grid matches the selection elements shown in the Selection Flow diagram described in the previous blog.

Each of the checkmarks in the grid indicates which competencies are to be assessed by which element (resume screen, test, etc.) of the selection process.  The selection elements are targeted to best assess each of the competencies.  In the example provided, Written Communications Skills, Planning and Organizing, Computer Skills and Financial Management could all be assessed through a Screening Test specifically designed for this purpose – for example, a written response to a problem or challenge that would typically face the candidate in the job.  On the other hand, competencies like Client Focus and Initiative are better assessed through the interview and reference checking processes (i.e., behaviorally-based interviews - for more information see Blog #9 of this series).

Ideally, important competencies should be assessed through more than one method to ensure that there is ample opportunity for candidates to demonstrate their capabilities.

The Competency Coverage Grid, in combination with the Selection Flow diagram covered in the last blog, and the Selection Weighting & Rating Grid (covered in the next blog) provide a comprehensive description of the selection system.

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The next blog in this series examines the third top feature of a best practice recruitment and selection program. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

Top 3 Features of Best Practice Recruitment and Selection - #1

Part 4 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the fourth in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

There are three main tools that help in organizing the selection process in an efficient and effective manner:

• The selection process work flow diagram
• The competency coverage grid, and
• The selection element weighting and rating grid.

These three components of a best practice recruitment process will be reviewed in this and the next two blogs.

Selection Process Flow: Multiple Hurdle Model
The diagram below shows a simple version of a multiple hurdle selection process.  Each step represents a stage at which candidates can progress or be eliminated from the process, depending on whether they meet or do not meet the criteria being assessed at the particular selection stage.  For example, the first stage in the sample shown in the diagram is the Resume / Application Screen.  Criteria being assessed at this stage could include things like meeting certain minimum education or experience requirements.  They could also include meeting certain competency requirements as evidenced either by experience or through recognized accomplishments or certifications (e.g., specific technical / professional competencies acquired through successful completion of a recognized educational program; certification in a certain discipline; etc.).  The second stage in the selection process could include a test to assess technical or professional knowledge, aptitude, abilities, and so on.

The number and type of selection elements to be included in the Selection System will be determined by the complexity of the position, the number and type of the competencies to be assessed, as well as the suitability of the selection elements for assessing each competency.  For example, oral communication skills can be more readily assessed through an interview than through a resume screen.

Finally, the sequence of the selection elements is typically organized for efficiency.  For example, a group testing process typically is undertaken earlier in a selection process, because it normally takes less time and effort to process candidates and determine whether they meet the selection criteria being assessed.  In-depth selection interviews, on the other hand, are more labor intensive and typically involve more senior level resources; therefore, they are normally completed later in the selection process after the candidate pool has been narrowed down.

The next two blogs discuss how competencies provide the foundation for the efficient and valid assessment of candidates for jobs using the “competency coverage grid” and “weighting and rating grid”.

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The next blog in this series examines the second top feature of a best practice recruitment and selection program. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

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Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.

How to Improve your Selection and Recruitment Process

Part 3 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the third in a 11 part series that looks at:

1. The Business Case
2. Key Advantages of Competency-based Selection
3. How Competencies Improve Selection
4. Top 3 Features of Best Practice Recruitment and Selection - #1
5. Top 3 Features of Best Practice Recruitment and Selection - #2
6. Top 3 Features of Best Practice Recruitment and Selection - #3
7. Common Tools: Job Postings & Behavioral Interviews
8. Common Tools: Track Record Review and Reference Checks
9. Common Tools: Standardized Tests, Part 1
10. Common Tools: Standardized Tests, Part 2
11. Tips for Implementing a Recruitment and Selection System

How Competencies Improve the Selection and Recruitment Process
Competencies are developed and validated with experts who know and understand the requirements for successful job performance.  They reflect the true requirements for good job performance and all selection and assessment tools are designed based on these requirements.  Competency-based selection, therefore, provides a means for reducing error in the selection process, thereby increasing the likelihood of getting a more reliable and accurate assessment of the candidate’s true capability to perform successfully.

Error is defined as the evaluation of candidate characteristics that are not related to job performance.  Error can result from poorly defined assessment criteria and / or not applying the assessment criteria appropriately. The more “error” is eliminated from this equation, the more reliable will be the rating, and the more likely it will be that the predictions about later candidate performance are accurate.

This is particularly relevant in the selection interview.  Until recently, the interview was thought to be a poor selection technique with relatively low predictive capability compared to other selection methods. However, researchers have found that the validity of the interview can be greatly improved by developing structured, systematic selection criteria and processes for selection that are based on clearly defined job requirements.

Competencies provide a clear definition of those requirements that lead to successful outcomes on the job.  They support the selection principles of fairness, equity and transparency.

• Fair: Decisions are made objectively, free from patronage, and reflect just treatment for all employees and applicants.
• Equitable: There is equal access to employment opportunities and selection and hiring practices decisions are free from systemic and attitudinal barriers.
• Transparent: There is open communication between the organization and employees / applicants about selection standards, processes and decisions.

Legislative and Regulatory Environment
In many jurisdictions around the world there are laws and rules around what can be said and done as part of the recruitment and selection process. Often privacy regulations constrain the type of interview questions to be asked. Criteria that are irrelevant to successful performance may be deemed “discriminatory” (e.g., race, religion, gender, sexual orientation) and prohibited under law. In many countries, legislation may exist to correct for past inequities for certain groups, or there may be laws that encourage increasing the representation of certain groups.

Organizations embarking on a recruitment and selection campaign must familiarize themselves with the regulatory environment for the jurisdiction in which they are located. Competency based systems that are related strictly to the requirements of the job are generally non- discriminatory and can be shown to be defensible in most jurisdictions.

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The next blog in this series examines the top features of a best practice recruitment and selection program. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.

HRSG is a leader in competency-based recruitment and selection solutions and training. Contact us today to find out how we can help you.

---

Want to learn more? Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. Download this guide to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling.