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.

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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: 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.

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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 - #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.

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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.

Key Advantages of Using Competencies for Recruitment & Selection

Part 2 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the second 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 Support Recruitment & Selection

Using a competency-based  approach has been scientifically proven to result in more efficient recruitment and selection processes, reduced costs and more productive, successful and engaged employees.

Incorporating a competency-based recruitment and selection approach permits the creation of job competency profiles or models that provide a comprehensive set of standards against which candidates can be screened and assessed.  These standards can include not only the hard skill requirements like education and technical / professional competencies, but also the harder to measure attributes that are so important for success on the job, like the ability to operate effectively in a team environment, initiative, concern for client / customers, results achievement, etc.

“Competency” is a term that describes a pattern or cluster of actions taken to achieve a result. Competencies demonstrate the following key features:

• They describe the abilities, skills, knowledge, motivations or other traits required in the job
• They are required for effective or successful performance of the job or task
• They are defined in terms of observable behaviors, and therefore can be assessed or measured.

Advantage of Using Competencies

Organizations use competencies to define the selection criteria for performance success.  They provide the framework for identifying and / or designing competency-based tools and processes for evaluating candidates and making job-related, reliable, valid, fair and systematic selection and hiring decisions.

More specifically, competencies support recruitment and selection by:

• Providing valid, fair and job-related standards against which to assess applicant competencies to perform in the targeted role / job;
• Improving the transparency of the selection process by clearly communicating the behaviors employees must display for success in the role / job;
• Serving as the foundation for the design of a well-designed, efficient and effective recruitment and selection processes;
• Creating efficiencies by providing re-usable selection tools and processes (e.g., question banks for interviews and reference-checking organized by competency; template interview and reference checking guides; targeted role plays, work simulations, in-basket assessments; etc.);
• Providing explicit, clear and transparent criteria on which to give candidates feedback on their performance in the selection process (e.g., input for future learning and development; etc.); and,
• Providing standards for evaluating the success of the selection process - e.g., correlating the results of the selection process with competency-based on-the-job performance.

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The next blog in this series examines how to improve recruitment & selection processes by using competencies. 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.

Making the Case: Competency-based Recruitment and Selection

Part 1 of 11 of the CompetencyCore^TM Guide to Recruitment & Selection

This is the first 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

It has been long understood and proven through research that the better the match between employee competencies and job requirements, the more productive and engaged the workforce and the more successful the organization.

Most managers have experienced a “bad hire” or the constant churn of employees because of a poor fit between employee capabilities and the organization’s culture and requirements.  As a result, senior leadership often gives top priority to the recruitment and selection process with the goal of attracting and retaining capable and quality talent.

Organizations often invest heavily to achieve branding as an employer of choice through such means as the corporate website, print and e-advertising, exhibitions and job fairs, conferences, not to mention the time and efforts of numerous professionals and managers who set up, manage and participate in the recruitment and selection process.  Despite all this, organizations often fail to plan and organize their recruitment and selection processes in such a way as to gain the best return on their investment.

This series focuses on best practices and ways to maximize the value of recruitment and selection investments, through competency-based recruitment and selection processes that are efficient, reliable, and fair, and deliver the best candidates.

Some Facts and Figures
The Conference Board (2012) reports that the top two business issues CEOs care about right now are innovation and human capital (Conference Board, 2012).  In a survey of HR Executives, talent acquisition was rated as the number one challenge, with talent retention ranking sixth on the list (HR Executive Census, 2012).  Further, only 18% of HR professionals indicate that their companies have enough talent to meet the organization’s future leadership needs (Hogan Assessments, 2012).

On a more positive note, there is compelling evidence that Competency-based Talent Management (CbTM) offers a solution to these challenges.  Analysts note that 63% of best-in-class organizations¹  use a single competency model throughout their talent and workforce management processes, and are more than twice as likely to identify competency data (skills, knowledge, attributes, behaviors) for each employee(Aberdeen, 2009).

Early research (Spencer, 2001) showed that CbTM can have a huge return on investment with improvements in employee performance and productivity that go directly to the bottom-line (e.g., 19% improvement in employee performance, 12.5% in sales and profits).  These results are borne out by more recent research showing that organizations deploying CbTM achieve:

• 26% higher revenue per employee,
• 87% greater ability to “hire the best people”, and
• 92% greater ability to “respond to changing economic conditions” (Bersin, 2010).

The case, therefore, is very strong for a significant impact on organization performance with the implementation of a competency-based approach for managing talent, starting with recruiting and selecting new hires, and then managing and developing employees against the job competencies required for success throughout their careers.

¹Best-in-class organizations are defined as those performing better than others based on several key performance indicators, including financially.

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The next blog in this series examines key advantages of using competencies for recruitment & 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.

Observations on the Annual HR Technology® Conference & Expo

On October 8 and 9 2012 I had the privilege of attending one of the largest HR related conferences in North America. This was quite an experience with over 200 vendors displaying their HR Technology wares.

Under the guidance of David Vickrey, Gotham Growth (http://gothamgrowth.com/) I took the opportunity to cruise the booths and meet potential partners offering solutions that align with CompetencyCore^TM.

The trip was worth it. I met many companies interested in our solution and we are pursuing discussions with a number of big names companies in the Talent Management space. In fact, one notable difference between this conference and others I have attended is that vendors, sponsors and analysts are not only welcome, the organizers shine spotlights on them, and give attendees plenty of time to review and examine what is on the market.

One of my observations based on discussions with analysts, vendors as well as consumers is that Competency-based Talent Management (CbTM), while not entirely new, is now coming of age and is being accepted as a standard best practice by a large number of companies. The other thing I learned is that there are few solutions on the market that can support a fully implemented competency framework configured to company needs. One of the best-known analysts in this space, Bersin & Associates, validated that CompetencyCore^TM has something unique to offer. No other solution provides the breadth of competency libraries that cover a range of verticals in the market (e.g., Oil & Gas, ICT, Sales and Marketing, and many more). As such, CompetencyCore^TM offers a one-stop solution to meet your competency needs. And no other company provides a solution that allows organizations to configure the software to reflect their unique Competency Architectures.

Finally, unlike other Talent Management software solutions that treat competencies as a peripheral “add-on”, CompetencyCore^TM allows organizations to recruit, assess, provide feedback, promote, plan and manage careers and succession, all based on a consistent and common language and set of standards, the competencies required for success within the organization. As CompetencyCore^TM, President and CEO, it was most gratifying and exciting to have our company vision and solution validated at such a prestigious event. It seems that we actually have “built a better mouse trap”.