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Division of Human Resources Career Development Section GUIDE TO COMPETENCY-BASE

Division of Human Resources Career Development Section GUIDE TO COMPETENCY-BASED INTERVIEWING Getting Results For Children GUIDE TO COMPETENCY BASED INTERVIEWING TABLE OF CONTENTS Section 1: Introduction THE PURPOSE OF THE GUIDE THE ROLE OF THE INTERVIEW IN THE SELECTION PROCESS KEY STEPS TO IMPROVING THE INTERVIEW Section 2: Core Interviewing Skills PREPARATION SELECTION OF INTERVIEW QUESTIONS QUESTIONS TO AVOID NON-VERBAL BEHAVIOUR OF INTERVIEWERS VERBAL BEHAVIOUR OF INTERVIEWERS Section 3: Competencies And Their Use WHAT IS A COMPETENCY? HAT IS A COMPETENCY PROFILE AND WHAT IS ITS FUNCTION IN THE INTERVIEW PROCESS? Section 4: The Competency Based Interview Technique STRUCTURING THE EXPLORATION OF A COMPETENCY FOLLOW UP QUESTIONS TAKING NOTES Section 5: Rating The Candidate CLASSIFYING THE INTERVIEW NOTES EVALUATING THE EVIDENCE AND ASSIGNING A RATING SOURCES OF ERROR WHEN EVALUATING AND RATING CANDIDATES Section 6: Sample Interview Questions and Protocol Table of Contents GUIDE TO COMPETENCY BASED INTERVIEWING SECTION 1 INTRODUCTION The Purpose of the Guide The Guide has been designed to assist those responsible for conducting employment interviews and making decisions about the suitability of applicants to UNICEF. It seeks to explain and clarify some of the best ways to enhance the quality of information gathered during interviews and therefore increase the fairness and effectiveness of the selection process. The role of the interview in the selection process Within the overall process of recruitment and selection, the interview is typically an important component of the assessment procedure. Globally, over 95% of large organizations use interviews as a major part of the assessment procedure, and often selection decisions are based entirely on the interviews. An interview gives you the chance to gather information that is not readily available through other means. It reveals information about the person’s experience and also provides you with the chance to observe their communication skills first hand. The information gathered through the interview process as well as from other selection methods that may have been used, plays a vital role in the decision-making process at selection time. Considering the importance of selection decisions, and the great financial and other costs to the organisation if the wrong decision is made, it is essential that the interviewer be confident that the assessments made in selection interviews are as accurate, reliable and objective as possible. Experts have estimated that the cost of a poor selection can be around three times the incumbent’s annual salary. GUIDE TO COMPETENCY BASED INTERVIEWING Key Steps to Improving the Interview Despite the extensive use of the interview as a selection tool, evidence suggests that it can be a poor predictor of future job performance. Here are a number of steps that can be taken to improve its effectiveness: 1. The Interview Should Be Properly Structured Adhering to a set structure is probably the single most important technique to improve the reliability of the selection process. Structure helps focus the discussion and ensures that candidates are assessed against the same criteria. It also enables us to gather information that is based on actual evidence rather than on assumptions based on stereotypes; with such an approach, the assessment of each candidate’s potential strengths and weaknesses starts on equal footing. In addition, having a structure makes it easier for the interviewer to monitor the progress of the interview, thereby ensuring that the discussions remain job-related. Moreover, adherence to a framework exposes possible gaps in the information collected. 2. Focus On Obtaining Evidence of the Candidate’s Past Behaviour Decisions must be made based on evidence, rather than on the opinions of the interviewer. The latter should avoid basing selection decisions on unsubstantiated opinions, speculation, or stereotypes. The most effective interviewing style is one that explores the candidate’s past behaviour. Past behaviour is one of the best predictors of future behaviour and the core of competency based interviewing. 3. Interviewers Should Take Notes It is difficult for the interviewer to accurately remember everything an interviewee said during the course of the interview. If the interviewer relies solely on his or her memory, important points may either be forgotten or distorted and systematic bias such as attribution or stereotyping may influence the subsequent recall of information. Note taking during the interview is strongly recommended; having someone other than the interviewer take notes is suggested. 4. Interviews Should Be Supported By Other Assessment Techniques It is recommended that information collected from the interviewee be supplemented with other assessment techniques such as ability tests or assessment centres, which can provide objective and reliable evidence about the suitability of the candidate for the job. The use of multiple assessment techniques can improve the validity of selection procedures because it enables a candidate’s skills to be evaluated across a range of different situations (e.g. role plays or group interactions etc). This facilitates the identification of areas of consensus and dissentience, thus providing an evaluation of a candidate’s suitability from various viewpoints. 5. More Than One Interviewer Involved In The Selection Process Ideally more than one interviewer should be involved in the selection process, especially if no other techniques of assessment are used. Since different interviewers will not possess the same biases and prejudices, a discussion with all the interviewers should take place after the interview. GUIDE TO COMPETENCY BASED INTERVIEWING SECTION 2 CORE INTERVIEWING SKILLS Preparation The following steps will assist in preparation for an interview. Awareness of Selection Process * What criteria were used to shortlist these applicants? * Is this the candidate’s first or second interview? If it is the second interview, who conducted the previous one? (Ensure you have a copy of that interviewer’s notes). * What will be the next stage in the selection process? * How quickly will you be able to contact the candidate again? Timetable x If a number of candidates are to be seen on one day, a timetable should be prepared in advance. It should allow a realistic amount of time for each interview and provide the interviewer with ample time to write the post-interview notes. Reception of Candidates x Arrangements must be made to receive the candidates: - It is important that the Reception or security staff be provided with pertinent information on the candidates so that they can be direct them to the interview area; - A waiting area should be prepared and any travel expenses should be paid upon the candidates’ arrival. Room x The interviewer needs to ensure there will be no disturbances in the interviewing room; x Prior to the interview the room should be checked to ensure that it is tidy, that there are sufficient chairs and the layout of the furniture is appropriate for the interview. Information for the Candidate x Make sure that information that will be presented to the candidate during the interview (e.g. information about the Organisation or department or the job, details about benefits, conditions of employment, …) is prepared in advance. GUIDE TO COMPETENCY BASED INTERVIEWING Job Description and Selection Criteria/Competencies x A written job description should be available for any job that is being filled. Ideally this should be made available to the candidates prior to the interview; x Prior to the interview, the interviewers should meet to identify the functional competencies they will be focusing on. It is suggested that they isolate 3 functional competencies from the competency profiles which are most critical for the post. The decision should be made in collaboration with the incumbent’s future manager, taking into consideration the position’s ‘critical incidents’ or ‘commonly occurring situations’ that the incumbent will confront and must be able to master to be considered a good performer. The job description, supplemented by the current and future needs of the post should also be taking into account when selecting the critically important competencies; x Interviewers must be provided with the interview protocol of the post the candidates are applying for; Review the Application Form or CV x Interviewers should read the application forms or curriculum vitae prior to the interview; x Interviewers should ensure that all pertinent information has been provided by the candidate; x Taking into consideration the selection criteria and the critical competencies that were selected in the previous step, the interviewer should make a note of any experiences which are particularly relevant to the job so that they may be probed further during the interview. Other Interviewers x If a panel interview is scheduled, the interviewers should decide (before the interview) on a specific format and on who will cover which competencies. Questions x It is important to select questions that will explore various aspects of each competency being assessed; x The application form or interview protocol will suggest areas the interviewer should cover GUIDE TO COMPETENCY BASED INTERVIEWING Selection of Interview Questions Open Questions x These are questions which require the interviewee to respond with a statement and to provide more information than a simple one word answer such as “yes” or “no”. Open questions such as “tell me about ...” should be used to start off a new topic or subject. Probing Questions x These sorts of uploads/Management/ competency-guide.pdf