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A Peacock
In The Land
Of Penguins
: Recruiting and
selecting the best fit
Describe The Line Manager Role
In Recruiting And Selecting
Staff
Values Based Recruitment
Interviews
VBI Approach and Effective
Techniques
Spotting Answers To VBI
Questions
Tips For Interpreting Answers
Placement
Probation
2
7 elements that comprise our
organisation’s COLLECTIVE AMBITION:
3
VISIONBRAND
PROMISE
CORE
VALUES
PROJECT
MANAGEMENT
DISCIPLINE
PURPOSE
:To create a WORLD
CLASS user
experience for
CUSTOMERS
through inspired
EMPLOYEES
PLANNING, ORGANISING,
SECURING AND MANAGING
RESOURCES
•within the time, cost, scope and exceeding
quality
•building leadership through LEARNING,
DEVELOPING SELF & OTHERS
•deliver the best product using the BEST
PRODUCTS & SERVICES
USING LATEST SOPS
LEADER BEHAVIOURS
: How leaders will act, day-by-day TO IMPLEMENT vision and strategy as they strive to fulfill their brand promise and live up to their values.
We envision to be and outstanding PROFITABLE
group by CREATING
GROUND BREAKING standards in all our
deliverables with PASSION
AND FULFILLING COMMITMENT
TO BE THE GOLD
STANDARD OF
CUSTOMER SERVICE…
through
• Dedication to the highest STANDARDS
• Culture of employees
INSPIRED to deliver
extraordinary value in products and
service to the customer
TARGETS & MILESTONES
:The MEASURABLE KPIS used to assess the extent to which the organisation has progressed
toward its vision.
Core Values
COLLECTIVE
AMBITION:
Implementing Core Values
4
7 Core Values
5
179
100
7
Employees
Job
Descriptions
Core Values
Employee Lifecycle
6
Staff Requisition
& Hiring Approval
Interview
Assessment
Staff
Onboarding
KPI Plan/
Achievements
Performance
Competencies
Core Values
Dictionary
Purpose of an Interview
Finding Talent Culture Fit
Succession Planning
Company Awareness
New Ideas
7
Walkthrough Of The Process Of
Recruitment And Selection
8
EXERCISE:
Mapping the process of recruitment and selection
9
EXERCISE:
Drafting an advert
10
12
Competency
based
interview
Values
based
interview
Situation
Task
Action
Result
Situation
Task
Action
Result
What did you learn from
it?
What impact did it have
on you?
What would you do
differently?
How did you feel about
it?
Why did you decide
to…?
Interviewing and outcome
Interview Panel should include at least two people plus HR
representative when appropriate
Other forms of assessment (exercise/test/presentation)
might be used and taken into account Interview Panel scores each applicant (Regret, Offer, KIV)
Interview Panel makes decision on who to appoint using
scoring outcome and other forms of selection Recruiting Manager responsible for contacting
unsuccessful candidates by telephone with outcome of
interview Ensure feedback is offered to all candidates
Interview Panel Packs must be returned to HR13
Exercise:
Experience of VBRGroup Discussion
What is your experience of VBR?
What is your current interviewing approach?
What is your experience with conducting values-based
interviews?
Share your experiences and provide examples:• Challenges
• Successes 14
INTERVIEWSInterviews
Preliminary
Interview
Selection
Interview
Decision-making
Interview
Formal &
Structured
Interview
Unstructured
Interview
Stress
Interview
Group
Interview
Method
Panel
Interview
In-depth
Interview
15
17
Look beyond the surface
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Skills for VBIQuestioning
• Clarifying, probing, ‘peel layers’
Active Listening• Cues, key words
Observing• Body language, actions, behaviours
Summarising
Building rapport• Open body language, introductions,
explaining processes
Being authentic
Open questioning style:Who
When
What
Why
Where
How
Consider use of closed questions;
useful if facts required but may limit ‘flow’ of
conversation required to elicit evidenceSummarise to clarify understanding;
ensure that both parties have the same
interpretation and expectations19
MSA question
20
Can you please describe a major service accomplishment you believe
represents your best work?Standard
• What was the status of the project when you got involved?
• What technical/ interpersonal/organisational skills were needed to accomplish this?
Can you please describe a project or task you were involved in that really
exceeded expectations?Entry Level
• Describe the planning process, your role in it and how the plan was met.
• Share an example of when you took initiative and why. What was the result?
Can you please describe a major team accomplishment you believe represents
a great example of you leading, building or working as a team?Team Skills
• Describe the environment, the pace, resources available and the expectations.
• How did you have to influence or persuade others to get things done?
21
One of our key objectives for the person selected for this position is to ensure accountability for work
performed and resources utilized. Can you
share with us something you’ve accomplished that’s similar?
Example:
Value - IntegrityValue Description: places importance on behaving in an open and honest manner; taking responsibility for actions.
Positive Indicators Negative Indicators
Recognises learning from decisions/mistakes made;
accepts responsibilityAvoids taking responsibility for decisions/mistakes
Was forthcoming in explaining decisions/actions; willing to
share experience and learningWas hesitant in explaining decisions/actions
Demonstrates positivity in dealing with problems; takes a
proactive approach
Discussed issues in a negative manner, identifying
problems rather than challenges
Demonstrates respect for others Lacks sufficient respect for others 22
Generic VBI Questions
1. Begin with a caption or heading that describes the candidate’s role in
the event
2. In two sentences, what is the event about?
3. Who else was involved, what was his/her/their role?
4. What was your function (Position, title)?
5. Why is this event a good example of a time when you
(rephrase the questions that was asked)?6. What were the major milestones, ask for 3 to 5 key actions
“bullets” to describe the steps the candidate took
7. What was the outcome?
23
Some Interviewing TipsPhysical setting should be both private and comfortable
Mental setting should be one of rapport
Start by welcoming the candidate and introducing any other interviewers
who may be present
Interviewer should possess and demonstrate a basic liking and respect for
people;
Questions should be asked in a manner that encourages the interviewee to
talk;
Listen attentively
Follow the VBI Model and Recruitment & Selection Process Maps
Interviewer should make some overt signs to indicate the end of the
interview
Express gratitude
Inform the candidate on next steps
Setting
Welcoming
Attitude
Closing
Systematic
24
‘Real World’ Assessor Stereotypes
white stilettos``` designer stubble
limp handshakes close-set eyes
white socks double-barrel surnames
male earrings Volvo drivers
tattoos peroxide hair
male long hair heavy make-up
sweaty palms belly showing!25
Exercise:
First ImpressionsWhat are your first impressions of these people?
Be aware of the judgements you make about people26
28
Situation or Task
Action
Result
S
T
A
R
Situation/Task
It explains the background or context of the event/situation
and what role the candidate played under a certain
situation or task.
What is the event/situation about?
What was your Role/function (Position, title)?
29
ActionsIt details what the candidate did or said in response to
the SITUATION/ TASK. This is the “meat” of the
candidate’s response as it tells us about the
candidate’s behaviour.
What were the major milestones/ key actions
“bullets” to describe the steps the candidate took
30
ResultsIt details the outcome achieved/ reached
as a result of the candidate’s actions
under a given situation or task.
What was the outcome?31
True Versus Incomplete Stars
TRUE STAR –All components; Situation/Task, Actions taken and the
Results are clearly identified
INCOMPLETE STAR – Also known as FALSE STAR, where one
or more of the components of A TRUE STAR is missing. This will require that
you dig deeper when probing and transform Incomplete stars to complete stars.
Remember : Select with fairness and reject for a reason
32
Incomplete Star
VAGUE STATEMENTS – might sound good but don’t provide
any specifics about what the candidate actually did.
OPINIONS – Candidate’s personal beliefs or views, how they feel
about something but does not provide information about what they actually did.
THEORETICAL/FUTURE ORIENTED
STATEMENTS – the candidate says what they “should”, “would”, or
“could” do or “would have liked to do” but not on what he/she actually did.
33
Exercise:
Delivering the InterviewIn pairs, VBI practice and feedback
• Choose 1 value each and define your question
• Interview each other
• Record observations and commentary
• Provide Feedback to each other
–Group Feedback
–Record reflections or key notes.34
36
Actions can also be taken as inaction – what the person did not
say or do in a certain situation.
You can get STAR in any order – RATS, ARTS
Watch out for words like “we”, “the team”, “our unit” – you need to
establish what the candidate’s role was.
Watch out for words like “would”, “should”, “could” – strong indication
that they have not actually done.
Words like “typically”, “usually”, “generally”, is an indication that
they could be giving you FALSE STAR
Using the past tense is a good indication that they are
giving you a TRUE STAR. Using present tense is a good indication that
they have not done it yet.
Best Practice Selection
37
Standardisation
– All applicants experience same process; assessed using the same
methods, against the same criteria; standardised documentation.
Fair and Defensible
– Clearly defined selection criteria; competencies and criteria developed via
role analysis to ensure accuracy; trained assessors to implement process
consistently to ensure defensibility.
Reliable and Valid
– Multiple assessments by multiple trained assessors; evaluation of selection
processes; standardised scoring.
Best Practice Assessment
PrinciplesF O R C E
Familiarise yourself with the exercise and target criteria
Observe the applicant’s behaviour fully and with an open mind
Record the behaviours fully and accurately without judgement or
evaluation at this stage
Classify the evidence from the behaviour demonstrated in relation to
the target criteria
Evaluate the quality of the evidence in relation to the target criteria38
Assessment Bias
Aim to be fair and unbiased when observing and recording behaviour.
Discrimination: Stereotypes can be powerful barriers to accurate observation.
'Halos and Horns': First impressions we make, influence later perceptions.
Halo Effects - occur when a person makes a positive first impression which then colours everything they say or
do.
Horn Effects - negative impressions created in the first place could have a lasting effect.
'Red Rags': Habits, words, phrases which to you may be like a 'red rag to a bull’, causing irritation and stopping
active listening.
Attribution Effects: Attributing 'inappropriate' behaviour in a person to an inherent part of their personality, rather than
circumstance or situation.
Primacy & Recency Effects: Remembering the behaviour or comments from either the beginning or the end of an encounter.
May remember applicants from the start or end of the day rather than the middle.
Concentration: Difficult to concentrate on something for more than 10 minutes; be aware of this to avoid
unintentionally missing important information
39
Exercise:
Reviewing the EvidenceReview examples of observation notes recorded by assessors as evidence of applicant
behaviours in a role-play exercise:Which are effective records of applicant behaviour?
Which are subjective judgements or vague, general records which do not describe actual
behaviour?Example Observation Note
A) Tested the role-player’s understanding by repeating back their comments and seeking confirmation of accuracy
B) Inappropriately dressed, not very professional
C) Interrupted the role-player when he was trying to explain how he was feeling
D) Dealt with the role-player’s concerns excellently
E) Referred the role-player to the internet for more information but did not suggest any specific websites
F) Mature, considered approach to the exercise40
The determination
of the job
to which an
accepted candidate
is to be assigned
and
his assignments to
the job.
42
Selection and Offer
of Employment Recruiting Manager responsible for informing HR who has been successful following
interview Recruiting Manager must have conversation with HR prior to contacting successful
candidate with regards to starting salary
Recruiting Manager responsible for contacting successful candidate by telephone,
stating starting salary Recruiting Manager confirms start date with candidate only after clearance and
references have been received; HR will inform Recruiting Manager when these have
been received43
45
Exit processEmployee resigns (e.g. retirement, leaving organisation)
Line Manager responsible for submitting copy of employee
resignation letter to HR
HR produces and sends Confirmation of Resignation Letter
to employee; copy sent to Line Manager
HR sends Exit Interview Consent Form and Exit Interview Questionnaire to employee and arranges Exit Interview with HR
Line Manager and employee responsible for signing
Termination Form; Line Manager responsible for submitting form to HR in time for
Payroll deadline
Data shared with Board
46
3 things you have learnt today
2 things you are not sure about
1 way you can link what you have done today to your work place
Wrap Up
47
Write Down
Learn Unlearn Relearn Evaluation
48
Please rate the following aspects of the course
excellent good not good poor
1. Organisation & domestics
2. Content
3. Notes
4. Presentation
5. Overall enjoyment
Any other comments
Course Date Name
