Using Competency Model to Hire Top Talent

Part Three: Using Competency Models to Hire Top Talent

Luciano Gregoretti

Consultant

908.897.0924

lgregoretti@talentfirst.com

1 - How to Develop Valid and Actionable Competency Models

2 - Competency-Based Talent Development

3 - Using Competency Models to Hire Top

Talent

4 - Competency Models and

Performance Management

7 Steps to Building Top-Performing Organizations Using Competency Models: Progression

5 - Competency-Based Coaching

6 - Competency Models and Leadership

Development

7 - Integrated Talent Management and Cloud Technology

June 10th – 12th June 24th – 26th July 8th – 10th July 22nd – 24th

Aug 5th – 7th Aug 19th – 21st Sep 2nd – 4th

Integrated Talent Management

Recruiting & Selection

Performance Management

Coaching

Training & Development

Career Pathing

Succession Planning

CompetencyModel

Job Descriptions

Talent ManagementStrategy

Why Investing in a Valid Hiring Process?

Greater fit/ match to corporate culture

Higher productivity

Lower top talent turnover rates

Less abseenteism and “presenteism”

Healthier and resilient workforce

Consequences of Bad Hiring

Replacement of an employee can range from two to seven times his / her salary“Top 5 Hiring Mistakes & How to Fix Them”, Synergy Solutions, 2009

Negligent hiring cases have had verdicts costing up to $40 millionHR.com

80% of employee turnover is due to bad hiring decisionsHarvard Business Review

Lower employee morale, higher training costs, lost customersLeading Accounting Firm

Competency-Based Selection

Why Competency-Based Selection?

Reliable, valid and business relevant criteria

Focus selection on what really matters

Identify the best person for your organization

What You Hear is Only the Tip of the Iceberg?

Disclosed behavior

Information readily provided by the candidate

Easy to uncover in the interview

Adaptive behavior

What is learned over time through experiences

Can get this information, if you ask the right questions

Innate attributes

Underlying motivations and behavioral tendencies

Need tools, like a Personality Assessment, to uncover these traits

Different Methods, Different Results…

Sample of Competency-Based Selection Process - Overview

Behavioral Assessment

“Drill-down” interview – second

face-to-face

Team interview (optional)

Resume review Telephone screenCore skills interview – first face-to-face

Behavioral-Event Interview

What Do Behavioral –Event Interviews Uncover?

Disclosed behavior

Information readily provided by the candidate

Easy to uncover in the interview

Adaptive behavior

What is learned over time through experiences

Can get this information, if you ask the right questions

Innate attributes

Underlying motivations and behavioral tendencies

Need tools, like a Personality Assessment, to uncover these traits

Behavioral Event Interview - Rationale

I know which behaviors are linked to top performance in my organization

The person consistently and effectively demonstrated those behaviors in the past

The person will be very likely to exhibit similar behaviors in the future

The hiring was successful!

Behavioral-Event Interview Advantages

Real facts not hypothetical behaviors in fictitious

In-depth information about actions, reactions, results, processes

Reduce bias

Tough to fake it

Cost-effective solution

STAR Interview Process

describe a situation or problem that you have encountered

describe the task that the situation required or your ideas for resolving the problem

describe the action you took, obstacles that you had to overcome

highlight outcomes achieved

STAR

From Competency to Questions

Competency: Team Development

Definition: Fosters a high-performing, engaged team through coaching and development. Identifies and selects top talent to drive short and long-term business results.

Success Factors:

Coaching

Engagement

Performance Management and Development

Recruiting and Selection

From Competency to QuestionsQuestions:

• Describe a time when you were able to identify an obstacle that hindered an individual’s progress. What steps did you take to enable your direct report to achieve their goal? What results did you achieve? (Coaching)

• Describe the most effective techniques you have used to keep your team members engaged and motivated. Provide a specific example of when you used one of these techniques. What results did you achieve? (Engagement)

• Provide an instance in which you had a particularly difficult team member (i.e., a potential “derailer”). What was your approach? Were you successful in turning them into a loyal team member? Why/why not? What did you learn? Have you been able to apply your learnings since this time? (Development & Performance Management)

Behavioral Assessment

What Do Behavioral Assessments Uncover?

Disclosed behavior

Information readily provided by the candidate

Easy to uncover in the interview

Adaptive behavior

What is learned over time through experiences

Can get this information, if you ask the right questions

Innate attributes

Underlying motivations and behavioral tendencies

Need tools, like a Personality Assessment, to uncover these traits

Behavioral Assessments: General Features

A series of standardized questions used to measure an individual's personality

characteristics

Innate attributes and preferences versus learned

A quantitative, objective measure

Behavioral Assessment Example: The Behavioral Insight®

Valid, online personality assessment

Measures 14 core personality traits

25-30 minutes to complete

Can be used to develop High Performance Footprints for any

position, family of positions

Can be seamlessly integrated into existing Talent Management

system

Meets EEO & OFCCP guidelines for selection

The Behavioral Insight®

Behavioral Insight® Study

Administer Behavioral Insight® to an existing population

Correlate assessment results to performance data

Identify traits that differentiate top performers

Create measureable HPF

Use HPF to hire and/or develop top performers

Sample Hiring Report – Fit to Critical Traits

• Match to traits deemed critical for the role

• Dashboard meter depicting overall “fit”

• High/low trait description statements

Sample Hiring Report – Interview Questions • Behavioral-event questions

based on results

• Target interviews to optimize effectiveness and efficiency

• Confirm strengths and drill-down into areas of concerns

• Dynamic interface enables interviewer to take notes and to rate responses

Try the Behavioral Insight!

Try the Behavioral Insight for free and receive a detailed feedback by one of our experts!

How to?

Receive an email invitation by TalentFirst after the webinar

Complete the assessment (you have 14 days)

Schedule a feedback session with an expert consultant

TalentFirst Headquarters1011 US Hwy. 22 WestBridgewater, NJ 08807

TalentFirst IndiaB 45 DSIDC Industrial EstateDelhi 1100 95, INDIA

Luciano GregorettiConsultant

908.897.0924 lgregoretti@talentfirst.com