Guide to Recruitment

Competencies

What are competencies

Cluster of individual characteristics that lead
to superior results in a job
Threshold competencies- General knowledge
skills and attitude needed to perform a job but
not causally related to superior performance
Differentiating competencies Competencies
that differentiate between excellent performer
and poor performer

What are competencies

A competency is
an underlying characteristic of an individual
that
is causally related to
criterion referenced
effective and or superior performance
in a job or situation
Spencer and Spencer (1983)

Anchors of behaviour
Kn
owl
ed
ge
Abilities
Skills
Habits
Values & Attitude
Traits
Motives

Types
CORE-TRANSFERABLE-ROLE SPECIFIC COMPETENCIES

Transferable
competencies

Mkt manager
Product mgmt
Advt, MR
Time mgmt
company
knowledge

Persuasivenes
s
People
development

Service Mgr
Sales Mgr
Policy , admn Listening Forecasting
Pdt knwoledgenegotiation Channel
management
Warranty policies

Core
competencies
Communicatio
n
Customer
focus
Initiative
Team work

COMPETENCIES
Competencies

Definitions and examples

Core competencies

Organizational competencies that all employees have to

possess org culture dependent Eg., cost focusinnovative

Transferable

Skills and abilities needed within several roles in varying

degrees
Team , managerial competencies

Technical /Role
competencies

Distinctive competencies required for specific jobs

Marketing research, labour laws

COMPETENCY MODELLING
ORG PROFILING

ROLES/JOB PROFILING
IDENTIFICATION OF
PERFORMANCE INDICATORS
SUPERIOR PERFORMANCE
METRICS
COMPILATION-COMPETENCY
DICTIONARY
DEFINING COMPETENCIESCOMPETENCY MAPPING
FINALIZATION AND
VALIDATION

Competency Structure

CC 1
C1

C2

C3

Bi-1

Bi-4

Bi-6

Bi-2
Bi-3

Bi-5

Bi-7
Bi-8

CC 3

CC 2
C4

C5

Bi-9 Bi-12
Bi-10
Bi-11

C6
Bi-14

Bi-13 Bi-15
Bi-16

C7

c8

Bi-17 Bi-20
Bi-18
Bi-19

Cc competency cluster , c-competency, bi- behaviour indicator

C9
22

Bi-21 Bi-23
Bi-24

Proficiency levels
Expert
Advanced
Intermediate
Elementary
Basic
Does not exist

COMPETENCY MAPPING ACROSS

ROLES
SN COMPETENCY SALES
SALES
PERSONNEL MANAGER

MARKETIN
G
MANAGER

VICE
PRESIDEN
T
MARKETI
NG

PERSUASIVEN EXPERT
ESS

ADVANCED

ADVANCE
D

ADVANCE
D

PRODUCT
KNOWLEDGE

EXPERT

EXPERT

ADVANCE
D

ADVANCE
D

TEAM WORK

INTERMEDIA
TE

ADVANCED

ADVANCE
D

ADVANCE
D

STRATEGIC
THINKING

BASIC

INTERMEDI
ATE

ADVANCE
D

EXPERT

CUSTOMER
FOCUS

EXPERT

EXPERT

EXPERT

EXPERT

BARS
Behaviour Anchored Rating Scale
Hypothetical situation test analytical ability
than performance potential
Past behaviour is an indicator of future
behaviour

Preparation

Competencies
Measurement issues
Questions to be asked
Personal details
Past employment track record
Scoring procedures
Record process by taking extensive notes

Interview Process
Set the tone
Rapport building or Stress Building

BEI
CARL vs STAR
Context -Situation
Action- Target /Action
Results-Results
Lessons

Record details
Comparison and discussion
Decision

BEI
Critical instances
What/when/who and how (CONTEXT)
What was planned (TARGET)
What actually happened ( ACTION)-what did
YOU do
What were the consequences of YOUR actions
(RESULTS)
Lessons learnt

RECRUITMENT ISSUES

Issues plaguing recruitment

Interview is THE tool

Adhoc choice of interviewer(s)
Rarely are selection criteria specified
Over reliance on gut feel of hiring manager
Inconsistency of practices across company for
a single position

Job Specifications
Job Based
Team Based
Firm based

Candidate Assessment

Evaluate- Sell- Create acceptance

Train and reward assessors
Bad assessors are worse than random sampling
BEI
Multiple sources of reference checks

Pool
Expand Pool :
Insider-outsider
Outsider-Insider

Offer and Onboarding

Share the passion
Realistic job preview
Balance compensation components with
salary, bonus and long term incentives
Keep in touch regularly
Buddy/mentor system

Metrics

Demand fulfillment
Cycle time
Cost /joinee
Quality
Process parameters
Monthly joiners/ recruiter
Candidate feedback