This 1-day training program provides an overview of competency-based job selection interviewing (CBI) skills. The objectives covered include an introduction to CBI, HR planning and job analysis processes, the fundamentals of CBI, the CBI process steps, a role play activity to practice CBI, and job selection reporting. Key aspects of CBI covered are defining selection criteria, preparing effective questions using the STAR technique, conducting a structured interview, evaluating responses, and developing a job selection report. A role play activity allows participants to practice applying the CBI process. The training aims to help participants effectively evaluate candidates and make the best selection decisions using a valid competency-based approach.

1. COMPETENCY-BASED, JOB SELECTION
INTERVIEWING (CBI) SKILLS
DR CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
PHALABORWA
23-26 MARCH 2021

2. 1-DAY TRAINING
PROGRAMME OVERVIEW
• L/O 1: Introduction to Competency-based
Job Selection Interviews (CBI)
• L/O 2: HR Planning and Job Analysis
processes
• L/O 3: The fundamentals of CBI
• L/O 4: The CBI process steps
• L/O 5: Role play: CBI practical activity
• L/O 6: Job Selection Reporting

3. Learning Objective 1: Introduction to Competency-based
Job Selection Interviews (CBI)

4. AGREE OR
DISAGREE?
WHY?

5. INTRODUCTION TO COMPETENCY-BASED
JOB INTERVIEWS (CBI)
Defining selection
Job selection critical
success factors
Job selection of
candidates process
The cost of poor job
selection
The fundamentals
of competence

6. DEFINING JOB SELECTION
• Selection means the exercising of
a choice, by means of objective
and valid selection tools, of the
most suitable applicant relative
to a number of pre-determined
job requirements/criteria.

7. JOB SELECTION CRITICAL SUCCESS
FACTORS
• Selection decisions should be made after
using a range of tools appropriate to the
time and resources available.
• Care should be taken to use techniques which
are relevant to the job and the business
objectives of the organisation.
• All tools used should be validated and
constantly reviewed to ensure their fairness
and reliability.

8. JOB SELECTION OF CANDIDATES
PROCESS
• Human resources management (HRM) Planning;
• Job Analysis (to develop Job Descriptions; Job
Specifications and Competency Profiles);
• Determining of job selection criteria;
• Utilisation of Competency-based Interviews (CBI)
and other appropriate job selection tools (to
determine the best fit job candidate) and
• Job selection Governance and Reporting.

10. THE COST OF POOR JOB
SELECTION
• Research by Boushey & Glynn (2012) has shown that
unfocused interview techniques lead to huge numbers
of unsatisfactory hires every year, each one costing
the equivalent of around 20% of the position's salary.
• Hiring the wrong person can result in sub-standard
work and missed deadlines, causing team overload, as
other people are forced to pick up the slack.
• You may find that you need to spend on more training
and development than you'd planned.
• Even a second recruitment drive.

11. DEFINING COMPETENCE
• Competencies help to describe an aspect of an individual’s
ability to perform their job as they focus on behaviours
relevant to job performance.
• The level of performance will be affected by how easily
and effectively an individual can carry out the necessary
behaviours and these behavioural dimensions are the
output of a thorough job analysis process.
• Competencies express performance criteria in a way that
is more understandable to non-HR employees’ thereby
making competency-based systems easier to manage and to
integrate into the organisation.
• Competencies should form the foundation not only for the
definition of these performance contributions
(i.e.job/performance descriptions), but also for the
processes associated with measuring and managing
performance.

13. SUB-COMPONENTS OF COMPETENCE

15. Learning Objective 2: HR Planning and Job Analysis

17. HR
PLANNING
PROCESS
Step 1: Environmental Analysis
Step 2: Forecasting HR Demand
(Futuring)
Step 3: Analyzing (Current) Supply
Step 4: Reconciling
Step 5: HR Action Planning
Step 6: Monitoring and Evaluating the
HR Action Plan

19. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

21. STEP 2: FORECASTING
HR DEMAND
• Forecasting should consider the past and the
present requirements as well as future
organizational direction/s
❖ Number of employees
❖ Type of employees
❖ Skills requirements of these employees
• Consider and assess the challenges and
constraints
• Preferred Scanning tools –”What If” and
Scenario Planning

22. STEP 3: ANALYZING CURRENT
SUPPLY
• Assess the current HR capacity of the
organization by means of the Skill
inventories/audits method
❖ The knowledge, skills and abilities
of your current staff need to be
identified
❖ Employee experience, education
and special skills
❖ Certificates or additional training
should also be included
• A forecast of the supply of employees
projected to join the organization from
outside sources
• HRM indicators, metrics and indices
e.g. turnover rates

23. STEP 4: RECONCILING/GAP ANALYSIS

24. STEP 5:
IMPLEMENTING -
INTERVENTIONS
• Develop and initiate a
Resourcing Strategy
• Matching strategy
(intervention) with
scenario (surplus or
deficit)
• Action plan-based
implementation
methodology

25. HR ACTION PLANS
• There are five HR strategies for
meeting your organization's needs in
the future:
❑ Restructuring strategies
❑ Training and development
strategies
❑ Outsourcing strategies
❑ Collaboration strategies
❑ Recruitment strategies

26. RECRUITMENT
STRATEGIES

27. JOB
ANALYSIS
PROCESS

29. LEARNING ACTIVITY 1
• Group Discussion:
• In the context of Foskor Phalaborwa mine, apply
the 6-step, HR Planning process to identify a
key position at Foskor Phalaborwa that needs to
be filled in the short-term.
• By referring to the identified key position,
develop a (synoptic) Competency Profile of the
core competencies i.e. knowledge; skills and
attributes (behaviour, values and attitude).

30. Learning Objective 3: The fundamentals of CBI

32. DEFINING
COMPETENCY-
BASED
INTERVIEWS
• Competency-based interviews (also called structured interviews)
are interviews where each question is designed to test one or
more specific skills.
• The answer is then matched against pre-decided criteria and
marked accordingly.
• For example, the interviewers may want to test the candidate's
ability to deal with stress by asking first how the candidate
generally handles stress and then asking the candidate to provide
an example of a situation where he worked under pressure.

34. DIFFERENTIATING BETWEEN COMPETENCY-BASED
INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers
ask a few questions that are relevant to what they are looking for but
without any specific aim in mind other than getting an overall impression of
you as an individual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each question
targeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specific
circumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for
specific explanations about the candidate's behaviour or skills.

35. CBI PROCESS FLOW

36. CBI PROCESS FLOW

37. SKILLS AND COMPETENCIES FOR CBI
• Adaptability
• Compliance
• Communication
• Conflict management
• Creativity and Innovation
• Decisiveness
• Delegation
• External awareness
• Flexibility
• Independence
• Influencing
• Integrity
• Leadership
• Leveraging diversity
• Organisational awareness
• Resilience and tenacity
• Risk taking
• Sensitivity to others
• Teamwork

38. DIFFERENT TYPES OF
COMPETENCIES
• Individual competencies
• Managerial competencies
• Analytical competencies
• Interpersonal competencies
• Motivational competencies
• A personal competency is a combination
of knowledge, skills, judgment and
attributes. Examples of competencies
might include teamwork, leadership or
decision-making.

40. LEARNING
ACTIVITY 2
• Reading article: 10
Mistakes Job
Interviewers Make
• Identify some of the key
lessons/learning points
from the article.
• Describe how these
lessons can be applied
to Foskor Phalaborwa
mine’s competency-
based job selection
interview process.

41. Learning Objective 4: The CBI process steps

43. THE CBI PROCESS
• Step 1: Develop Clear Selection Criteria
• Step 2: Prepare Effective Questions
• Step 3: Conduct a Structured Interview

44. STEP 1:
DEVELOP
CLEAR
SELECTION
CRITERIA
• It's important to be crystal clear on the
skills, attributes, knowledge, and
behaviourial traits that you need a recruit
to demonstrate, so that you can test and
compare candidates fairly and intelligently.
• So, you'll need to develop a watertight set
of selection criteria.
• Your organization might already have a
Competency Framework and you'll likely
have a team Skills Matrix. Supplement
these by researching the particular role you
are intending to fill.
• For example, for an existing position, focus
on the Job Description

45. STEP 1:
DEVELOP
CLEAR
SELECTION
CRITERIA
• You'll need to start from scratch for a new
post. Think about what a new recruit's
responsibilities will be and how you'd like
her to progress in the role.
• Consult people who do similar work, or
who will be in the same team as her. Look
at similar roles being advertised
elsewhere for further tips.
• Decide what skills are essential to the
role, and which are merely desirable. You
may find that a candidate fulfils most but
not all of your competency criteria.
• This doesn't mean that you should
automatically "write her off." She could
still make a great addition to your team as
long as she's willing to learn and you're
able to provide support and training.

46. STEP 2:
PREPARE
EFFECTIVE
QUESTIONS
• The STAR technique can be particularly useful here. It
stands for Situation, Task, Action and Result. It's usually
used as a method for answering interview questions, but
can provide an excellent framework for structuring your
competency based questions.
• Situation: The candidate is asked to detail a situation in
which they have been called upon to exhibit a certain
kind of behaviour. Example question: Tell me about a
situation when you had to deliver some unwelcome news.
• Task: The specific task, challenge and/or job that was
faced.
• Action/Approach: Here the candidate details how they
set about handling the situation. It’s important that you
probe to find out about the full process undertaken.
Example question: How did you go about breaking the
news?
• Result/Outcome: Candidates must demonstrate
specifically why they feel the outcome was successful.
They ideally include independent feedback by someone
other than themselves. If a ‘vague’ answer is received,
probe beneath the answer. Example question: What was
the result? How did they take it?

47. S-T-A-R CBI QUESTIONING PROCESS

48. • PROBING - It may be necessary to probe with
additional, relevant questions at all stages of
the process.
• “CBI HAS A CLEAR FOCUS ON ESTABLISHING
JOB FIT”
CBI INTERVIEW – CRITICAL SUCCESS
FACTOR

50. POSITIVE INDICATORS NEGATIVE INDICATORS
• Demonstrates a positive approach towards the
problem.
• Considers the wider need of the situation
• Recognises his own limitations
• Is able to compromise
• Is willing to seek help when necessary
• Uses effective strategies to deal with
pressure/stress
• Perceives challenges as problems
• Attempts unsuccessfully to deal with the situation
alone
• Used inappropriate strategies to deal with
pressure/stress
• In some cases, negative indicators are divided into
two further sections: minor negative indicators,
i.e. those which are negative but which don’t
matter so much; and decisive negative
indicators i.e. those for which they won’t forgive
you e.g. not asking for help when needed.

51. THE CBI
PROCESS
• A good competency-based
interview should be structured
and have precisely defined
goals.
• So, remember to be disciplined
and to keep your focus.
• You're asking for a lot of
information from the candidate,
and you need to be able to
retain, manage and use the
information that she gives you,
effectively.

53. CBI TIPS
• Have a set structure
• Listen carefully
• Allow thinking time
• Take notes
• Evaluate and discuss

54. CBI TIPS
• Tip: Don’t let the interview structure
become too rigid. Give each candidate
space to talk about any additional
expertise, or to explain something
unusual in a resumé. Otherwise, you
might both miss out in a way you could
never have foreseen!
• Tip: No matter how well the candidate
meets your selection criteria, be sure to
consider wider issues, too, when you
make your final decision.
• Focus on your candidates’ true
potential by testing their
competencies.

55. HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

56. HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

58. LEARNING
ACTIVITY 3
• Reading article: How to
Master Asking
Behavioural Interview
Questions
• Identify some of the key
lessons/learning points
from the article.
• Describe how these
lessons can be applied
to the Foskor
Phalaborwa mine’s
competency-based job
selection interview
process.

59. VIDEO CLIP
• LEARNING ACTIVITY 4
• https://www.youtube.com/watc
h?v=2kNIlIrocrU
• Hiring tutorial: Writing effective
behavioural interview questions
(lynda.com)
• Debriefing: Extract the
insights and lessons of
conducting a CBI that can be
applied to Foskor

60. CBI CHECKLIST
• Prepare for the interview
• Follow a logical sequence
• Create a proper environment
• Relax the candidate
• Let the candidate do the talking
• Perfect your questioning

61. CBI CHECKLIST
• Become a better listener
• Keep your reactions to yourself
• Stay in control
• Take notes
• Sell but don’t oversell the position
• Conclude on a proper note

62. Learning Objective 5: CBI Role Play activity

63. LEARNING ACTIVITY 5
• Role Play:
• Divide into syndicate groups. By applying
the 3-step CBI process, conduct a
competency-based job selection interview
with a prospective job applicant. Each
group member will play a defined role.
• De-briefing:
• Review and evaluate the efficiency and
effectiveness of this competency-based job
interview. Identify improvement areas and
recommend strategies to improve future
interviews at Foskor Phalaborwa mine.

64. Learning Objective 6: Job Selection Reporting

66. JOB
SELECTION
REPORTING
The purpose of a
job selection
report
The scope of the
job selection
report
The contents of the
job selection
report
Guide to a job
selection report

67. GUIDE TO JOB SELECTION
REPORTING
• Criteria
• Options
• Selection panel
recommendations

68. LEARNING ACTIVITY 6
• By referring to the
Guide to Job Selection
Reporting, indicate
how this can be
applied to the role
play (learning activity
5) decision.

69. CONCLUSION
• Key points
• Summary
• Questions
• Training Evaluation

70. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA
PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter