COMPETENCY BASE

RECRUITMENT AT SELECTION
PRESENTED BY: RANDELL JAMES D. MANJARRRES
 INTRODUCTION
• Before recruitment and selection was primarily focused on matching
people to specific jobs. Now, with the rapid pace of change facing most
organizations, there is an increasing demand to select people who match
the wider context of working within the organization, such as fitting with
the organization’s values, relationships with colleagues and customers and
the physical environment such as the technology the organization uses
and its talents thru competency based recruitment and selection, the
approach used to meet these changing needs.
MEANING OF TALENT AND COMPETENCY BASED ON RECRUIMENT AND
SELECTION.
• Recruitment is the process of generating a pool of capable people to
apply for employment to an organization. Selection can be defined as
the combination of processes that lead to the choice of one or more
candidates over others for one or more jobs or roles. Armstrong (2006)
• Competency Boyatzis (1982), who defined it as ‘a capacity that exists in a
person that leads to behaviour that meets the job demands within the
parameters of the organizational environment and that, in turn, brings
about desired results’. A similar definition from Evarts (1987) will be
explored further here. It runs as follows: ‘a competency is an underlying
characteristic of a person, which is causally related to effective or
superior performance in a job or role.
• Competencies approach can help to identify which selection techniques
such as psychological testing are most likely to produce useful evidence.
It provides the information required to conduct a structured interview in
which questions can focus on particular competency areas to establish
the extent to which candidates meet the specification as set out in
competency terms.
 THE DIFFERENCE BETWEEN TALENT AND COMPETENCY BASED
AND TRADITIONAL RECRUITMENT AND SELECTION PROCESS.
 Competencies and talent based seeks to identify abilities needed to perform a job well
in contrast traditional recruitment and selection focus on personal characteristics such
as politeness or assertiveness.
 Competency based selection and recruitment the decisions on selecting a potential
worker are made primarily with a view to taking on the most appropriate person to do
a particular job in terms of their current or, more commonly, potential competencies. In
recent years this concept has been extended to search for workers who are ‘flexible’
and able to contribute to additional and/or changing job roles while Traditional model
involves first compiling a wide-ranging job description for the post in question, followed
by the use of a person specification, which in effect forms a checklist along which
candidates can be evaluated on criteria such as knowledge, skills and personal
qualities, involves matching characteristics of an ‘ideal’ person to fill a defined job
While competence based recruitment and selection
• Traditional based recruitment and selection, job descriptions and person specifications
are archaic, rigid and rarely an accurate reflection of the requirements of the job while
competency based recruitment and selection is more flexible, modern way of recruiting
and more meaningful way of underpinning recruitment in the current fast-moving
world of work and contributes highly on securing high performance.
 SEARCHING FOR THE RIGHT TALENTS AND COMPETENCY.
•When searching for the right talents and competency managers should consider the following
so as ensure they get the right talents and competency. Steven Hunt & Susan Van Klink (2008)
Job Title.
•A job title that external candidates will understand so they can tell whether they are interested
in and potentially qualified for the job.

Job Tasks, Responsibilities and Objectives.

•The goals people in the job are expected to accomplish or the tasks they will need to perform
(e.g. maintaining customer service levels, building new products, achieving sales quotas).

Job Requirements.
•Credentials or licenses candidates must possess to be eligible to hold the job regardless of
their other qualifications (e.g. U.S. citizenship, licensed degrees)

Relevant and Minimum Qualifications.

•Skills and experience that candidates are expected to possess to be considered qualified for
the position (e.g. years of experience, job-relevant training and coursework.
 TOOLS FOR TALENT AND COMPETENCY BASED RECRUITMENT AND SELECTION
BEHAVIORAL INTERVIEW

•We introduce behavioral interviewing as the most reliable way of selecting applicants who possess
the competencies critical to exemplary job performance and an agency’s success, Studies have
demonstrated the effectiveness of behavioral interviews in assessing competencies in job applicants.
•More and more organizations, including state and federal agencies, are using behavioral interviewing,
also known as performance-based interviewing. Behavioral interviews focus on past behaviors and
ask candidates how they have handled certain situations in the past. The underlying premise of
behavioral interviewing is that past behavior is predictive of future behavior.
 Behavioral interviewing requires candidates to provide answers to questions based on what they
have actually done, rather than what they might imagine they would do in a hypothetical
situation.
 Behavioral interviews, when properly conducted, provide in-depth information about the
applicant’s actions, motives, thought processes and behaviors because the interviewer has an
opportunity to ask follow-up questions to gain a much clearer understanding of how the
candidate handles real-life work situations.
 Behavioral interviews promote equal opportunity since they reduce the likelihood of bias due to
superficial and personal characteristics. Candidates are evaluated on what they have actually
done rather than on how they look or how personable they are.
•
 The Advantages and Challenges of Competency Based
Employee Recruitment and Selection
There are several key advantages to competency-based employee recruitment and selection.

•First, competency-based recruitment and selection are results oriented. They make it easier to concentrate on the results
expected of a successful or exemplary performer. They focus less attention on approximations of competence—such as
educational level or years of experience—that have little connection to verifiable results.
•Second, competency-based recruitment plays an important role in attracting individuals who possess characteristics that might
be difficult, if not impossible, to acquire by training or development efforts. A competency-based approach encourages managers
and other decision makers to clarify the verifiable, measurable results they expect from successful performers before a selection
decision is made. That makes selection methods more effective, which reduces turnover, since the persons who are hired are
more likely to do well in jobs or work roles that are matched to their existing or potential competencies (Wood & Payne, 1998).
Competency-based selection also provides some insight into whether or not a new hire will be a good fit with the organization's
culture (Guinn, 1998). In addition, competency-based practices can be very effective in hiring for virtual or flextime positions
(Vincola & Mobley, 1999).
•Third, a competency-based recruitment and selection process provides applicants with opportunities to outline, explain, and
demonstrate their qualifications in competency-based terms. People will not be confronted during the selection process with
questions that have little or no bearing on their ability to produce desired work results.
•Fourth, since competencies are readily transferable across work situations, competency-based selection may help the
organization to function effectively even during times of rapid or unanticipated change. Of course, there are limitations. For
example, the demonstration of a competency is often grounded in a unique segment of the corporate culture and might not be
amenable to transfer.
•Fifth, competency-based recruitment and selection processes give HR practitioners an opportunity to plan for developing
competencies for new hires and for experienced workers who must be reassigned.
•Sixth, competency-based hiring methods do not discriminate. They encourage managers to clarify the desired work results and
to find individuals who can achieve those results regardless of age, race, gender, sexual orientation, ethnic background, religion,
or other considerations that have little or no bearing on their ability to perform.
•Seventh, competency-based selection methods can underscore the competencies of candidates during succession planning
initiatives. That makes it easier to identify backups for key positions.[3]
•And eighth, competency-based hiring processes can reduce traditional training times by ensuring the selection of applicants who
can perform. It also helps to raise the bar on performance, especially in organizations that seek potential exemplary performers.
 REACTION
There are no panaceas, however. Competency-based recruitment and
selection present some challenges. Competency-based processes require a
disciplined and regulated approach to job and work analyses. HR practitioners
must verify and validate the outcomes of the analyses and ensure their
accuracy. Competency identification and modeling also demand commitment
of time and other resources. Many organizations are unwilling or unable to
invest in these activities. Competency-based approaches are not appropriate
for recruiting and selecting unskilled or semiskilled workers. Individual
discretion, a key issue in competencies, is not a major factor in these jobs as it
is in professional and managerial positions. Using competency-based job
information in recruitment could dramatically increase the cost of advertising,
since extensive information on the job and candidate requirements must be
published. Competency-based selection requires the investment of
substantial numbers of hours by managers and others involved in group
interviewing and assessments. Managers in particular are often difficult to
schedule for these activities, especially when an organization has
downsized.
 BIBLE VERSE
Proverbs 3:21-35
21 Maintain [your] competence and discretion. My son, don't lose sight of them.
22 They will be life for you and adornment for your neck.
23 Then you will go safely on your way; your foot will not stumble.
24 When you lie down, you will not be afraid; you will lie down, and your sleep will be
pleasant.
25 Don't fear sudden danger or the ruin of the wicked when it comes,
26 for the Lord will be your confidence and will keep your foot from a snare.
Treat Others Fairly
27 When it is in your power, don't withhold good from the one to whom it is due.
28 Don't say to your neighbor, "Go away! Come back later. I'll give it tomorrow"-when it is
there with you.
29 Don't plan any harm against your neighbor, for he trusts you and lives near you.
30 Don't accuse anyone without cause, when he has done you no harm.
31 Don't envy a violent man or choose any of his ways;
32 for the devious are detestable to the Lord, but He is a friend to the upright.
33 The Lord's curse is on the household of the wicked, but He blesses the home of the
righteous;
34 He mocks those who mock, but gives grace to the humble.
35 The wise will inherit honor, but He holds up fools to dishonor.