WNS Learning Academy Introduction to CBI Interview PDF

WNS Learning Academy Day The WNS 1 The Certified Behavioural Introduction Interviewer to Interviewing skills-...

WNS Learning Academy Day The WNS 1 The Certified Behavioural Introduction Interviewer to Interviewing skills- Art © Copyright 2019 WNS (Holdings) Ltd. All rights reserved 1 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Objectives Conduct interviews for an Internal Job Posting as well as New Hire/External Recruitment Create Probing Questions for specific Behavioral competencies Gauge Role fitment of the candidates basis behaviors displayed Identify competencies in alignment with a role requirement 3 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Art of Interviewing- What are Interviews  The word interview is derived from the French word ‘entrevue’ meaning “see each other”  Main purpose: the goal of interviews is to identify and select a candidate whose skill sets and behaviors match the needs of a particular role and whose personality, interests and values match the culture and mission of the organization LOREM IPSUM DOLOR SIT AMET, CONSECTETUER ADIPISCING ELIT. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Maecenas porttitor congue massa. Fusce posuere, magna sed pulvinar ultricies, purus lectus malesuada libero, sit amet commodo magna eros quis urna. 4 4 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Importance of Interviews  Interview helps in selecting the candidate  It provides the candidate information about the organization  Interview helps in knowing details  It is a method of direct contact between the employer and the candidate  It helps interviewer and the interviewee know each other in detail 5 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Importance of interviews- Contd…….  Providing time for HR, hiring managers and others to interac with candidates  Enabling the employer to determine skills  Helping the employer to assess whether an applicant would likely in  Clarifying any uncertainty in a resume or an application, if any 6 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Selection Techniques  Interviews-Structured and Unstructured  Panel Interviews  Competency Based Interviews or Behavioural Event Interviews  Tests - General Ability, special aptitudes  Simulation exercise  Work Sample Tests  Group Discussions  Case discussions and problem solving interviews  Presentations  In tray exercises  Assessment /Development Centers  References 7 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Stages of an Interview INTRODUCTION CRITICAL INCIDENT CRITICAL INCIDENT Codable DETAILS Data PROBING COMPETENCIES RATING DISCUSSION FEEDBAC K 8 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved WNS way of selection Sourcing Sourcing Sourcing Sourcing Qualifier Qualifier Qualifier Assessment Assessment Assessment Insert Image Interview Interview Interview Pre-offer Pre-offer Offer Offer 10 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved IJP Process 11 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Competencies and Behavioural Indicators-Day 2 12 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved ompetencies and Behavioural indicators Behavioural indicators Competencie Skills s  Every job can be described and measured in terms of key skills /competencies. These could be technical/functional & behavioural.  The former can be assessed through work experience, educational qualification, etc.  However to identify attributes in an individual, behaviours help best to identify them.  Hence by scrutinizing the achievements of the past a certain validity of the competencies that aided performance helps understand how the person is likely to perform in future 13 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Competency Characteristics Knowledge: The information that an individual has in one  Visible, easy to observe and area measure Skills: The manner in which ― Necessary for top performance but an individual applies his knowledge not sufficient to be outstanding Social Role: The image that an individual projects to the society Self Concept: The attitudes, values , or self image the person has  Less visible less easy to observe and measure Traits: The general disposition ― Characteristics that provide motivation & that an individual has to behave in a certain way lead to long term success Motives: The recurrent needs or thoughts that drive behavior Competencies are a combination of Knowledge, Skills & Attitude and only include behaviors that demonstrate Superior Performance. 14 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Behaviour  Behavior: It is the aggregate of the responses or reactions  Behavior is: What a person actually says or does  Behavior is not: Observer’s Feelings or opinions 15 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Examples of competencies and relatable behaviours Indicators Competencies  Ability to understand others needs  Able to think about others benefits/ satisfaction Customer service  Goes an extra mile to provide value service  Detail Handling  Prioritizing and Planning skills Accurate Information  Keyboard skills processing  Clear and concise communication  Active Listening skills Communication skills  Can simplify complex  Is flexible in supporting other  Demonstrates enthusiasm / energy  Relates to others in an open and friendly Team work and initiative manner  Displays positive attitude 1 6 16 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Functional and Dysfunctional Behaviours competencies Functional Dysfunctional Double checks the Interrupts others frequently Detail accuracy of data to add smallest of details on oriented before a presentation a team project Communicati on and Spoke Fluently Spoke in broken sentences Influencing Able to infer based Not able to provide relevant Analytical on a set of data or insights to the Data at hand- and information given. Off track-Cannot see the Methodical pattern 18 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Competency – Match the Pairs C Keeps on trying to find some solution Sense of accountability and A to the problem until the end. responsibility Displays the points of presentation on the chart very neatly and properly. F B Analytical & Methodical (Dysfunctional) G Reminds the group of time every five C Sense of accountability and minutes. responsibility When her suggestion is not accepted D by the group she tunes out. D Sense of accountability and responsibility (Dysfunctional) Accepts responsibility, focuses on task completion. A E Communication & Influencing (Dysfunctional) Communication and E Interrupts others frequently F. Influencing Gets confused with complex Delivery through people data. B G (Dysfunctional) 19 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Competency – Match the Pairs C When interrupted by others, asks them to wait till he finishes A Customer Service Orientation (Dysfunctional) Speaks only if probed by others F B Analytical & Methodical Motivates others G C Communication and Influencing Double-checks the accuracy of information and work product to provide D D Attention to details accurate and consistent work Relates with customers/co-workers in an closed, unfriendly and rude manner A E Attention to Details (Dysfunctional) Misses small components in the big picture E F Delivery through people (Dysfunctional) B Able to infer based on a set of data or G Delivering through people information given. Goes the extra mile to provide a value added service H H Customer service orientation (external and internal) 20 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  WNS Current competencies Role Band A and BII 22 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Behavioural Event Interviewing-Day 3 23 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Competency Based Interviewing "People can have all the skills and knowledge in the world, but if they aren't motivated to do the job or aren't the right personality fit for the work, they won't last," said Gayle Norton, director of talent strategy for assessment provider De Garmo in Bloomington, Ill. The BEI Process: 4. Conduct the 5. Decision 1. Job 2. Relate 3. Structuring Making Interview 6.Providing Description/ Competencies Probing (Classify and (Observe and Feedback Analysis to the role questions Evaluate Record data) responses) 24 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Advantages of Competency based interviews  Useful for External Selection, Internal Promotion or Redeployment  Can be used in Sequential and/or Panel Interviews  Easily Integrated into an Assessment Centre  Based on Job Analysis  Structured Evaluation 26 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved CBI Process- Pre-During and Post Before: this is Before: Created CBI Post BEI completed in by LA partnership with Ops and HR 5. Decision Making (Classify 1. Job Description/ Analysis 3. Structuring 4. Conduct the Interview and Evaluate responses) Probing questions 2. Relate Competencies to the (Observe and 6.Providing Feedback role Record data) 27 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  CBI Structuring probing questions Types of questions used : Open Ended Questions Probing Questions to avoid : Funnel Questions Leading Multiple Hypothetical Close Ended Questions 28 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Questions Coverage What questions Why questions How questions How much or How well questions 31 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved The S.T.A.R model in questioning Situation Task Action Results 32 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Interviewing Steps Record Classify Evaluate Observe Observe (active listening)- Record (note taking) Classify and Evaluate means 33 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved 3  Rating of candidates  Rating 1 Displays few indicators inconsistently  Rating 2 Displays some indicators but consistently  Rating 3 Displays most indicators consistently  Rating 4 Displays all indicators consistently 34 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Effective feedback Focus on the situation, not the person Be specific and precise about the feedback Position the feedback in terms of results and consequences Re-affirm the worth of the candidate-Areas of excellence 35 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Summary and Tips to conducting an effective interview It is important that the interview be conducted in a setting that is quiet and free of distractions Before commencing with prepared questions, the interviewer should first introduce his or her self and his or her role in the organization. He or she should then describe the interview process to the applicant and ask if he or she has any questions before the interview begins. At this point the interviewer will want to recap the position and what it entails. The interviewer must listen closely and take clear and accurate notes without making the interviewee uncomfortable Avoid jumping to conclusions, perceptions or any kid of bias If a panel interview, ensure fair consensus rating based on the functional vs dysfunctional responses Do not indicate how participant is doing during the interview Do not give informal feedback after the interview Collect all materials afterwards, don’t leave notes, etc lying around 36 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  THANK YOU! 38 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Introduction to CBI interview 1. Hi Tina how are you ….. 2. Hope you have gone through the JD you know what the role if for 3. The lead normally starts……. To began with let me introduce ourselves ( Don’t say I am the interviewer) I am Aditi an I am a part of the LA team and with WNS for the last 15 years 4. I have my collogue Eugen and Keith with me along with me 5. We will be asking you few questions and we request you to give us responses as specific as possible with specific examples to help us understand what your explaining. 6. While we are doing that I will not be able to make continues eye contacts I will be making few notes , so don’t let that bother you iam still listening to you 7. In case we are going little fast , let us know so we can amend the question or change the question 8. This will take about 15mins are you ready can we start END Ok thank you so much, can you please wait out we will call you back in 5mins for the feedback of the discussion we have had Then discuss the rating con –sen –sez ( is) How's was it Feedback - do you have any questions for us If they ask when will we know the results Well we are currently in the process of looking at others candidates and interviews one we are closed or completed we will get back to you within a week No rating discussions 39 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Indicated in the begning that he will get the job Both were agreeing wirh each other it also seemd that the interviewer had alos made up his mind that the candidate was the right fit At any tiem did you notice multipal questions being asked ( he had to wait for a reply – finally the reply was in one line ) So our job is to ask question to bring out the compentiencies you want The interviewer was talking more that the candidate There was a lot of dead air when he asked a question ( the candidate was sort of mulling over it and then the interviewer jumped in to fill the gap) this happned multipal times At one point of time the candidate got confident that the interviewer dint know the process that he started taking over the interview Generally it ok for the candidate to ask question but in this case , the candidate knew he had an upper hand GOOD JOB you more or less got everthing Lets have a look at the debrief from the lady in terms of what her identification are ( video frm here - did everthing I could , did everthing I could) If you look at the part the finance manager walked into his office and asked what he was doing as it was the month end that was also a consulting opportunity – He would have gotten a negative dysfunctional mark on that critical incident alos We need to remember when you paying attention to the critical incident details and your allocationg functional and dysfunctional on the go its easy to put a tick signifying functional and dis funftional At times there is a tempetation to move from one question or one compentancy to another without getting the detaisl and that is generally what happens and y we missout on getting critical incident details , even the video dint speak about the details it only spoke about the Critical incidnet , but here at WND it importand to get the CI and at the same tiem you record the critical incident details.and against the details you put a functional or dysfunctional And that’s y with the rating from 1-4 which we discussed yesterday with the definition and the scoring parimeter you can make it a lot more objective than just allocating a 3 or a 2 40 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved  Hi Hope with this video u have have a better understanding of what we covered Are you all ready now for the assement Let me explain the how we are going to run the assement 2 people play roles of lead interview 1 candidate All the others will do coding The 2 lead intreviews will not use 5 compentiency They will use 2 competencies ( eg – delivery through people , communication , influencing , The rest will take notes - divide u page into 2 segements ( here it is delivery through people , communication ) List down the compentiencies that you agree on , u will gauge the candidate on, here it is people related and communication skills, in reality you will u will pick 5 , ( eg people , Sense of accountability and responsibility FOR THE CODERS But fr today coding the first round of intreviews will be only 2 compentiency u can select only 2 All 12 who are doing the assement ill give ull time I will give you time to pick these compentiencies As the interview progresses – make notes - the critical incident - write down the critical incident details You can allocate then wether its functional and disfuctional When all the coders and I will be doing this , how this assemetn works , when I look at the calleberation , and if the deviation is to much from mine , but however you are able to capture everthnng the person has said ( listen , make adiquete notes on both competencies ( write down the critical incident – wehter eit was akizen project or a coaching opportunity , make sure and then wright down what was the outcome , what was the impact and then u allocate functional or dysfunctional – this is for the coders ( you will have to send the sheet to me by EOD today ). This was for the coders ( ues a word docume or something ) Now for the panel members you will have to use the IJP form ( who is questioning the candidate ) ( put your name , who is panel 1 and panel 2 - then put u final panel rating individually , then ill ask one of the coders to join you he will then help with consinses reating as well will put his or her final rating ) 1st half an hour we will complet all coders assement and 2 lead intreviewers assementsa Then all coders will be lead intrevo=iewers and the 2 intreviewers will play coder Stick to the questions that are here Lead interviewer - and candidate ( Voluntaries ) AFTER THE INTREVIEW - put the leads and coder , Put your individual scores and then put your consises Critical , Critcal details nd function , dysfunctional 41 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved Questions u willing to work in a night shifts - clients are fro different countries and people are required to work on sat and Sunday , they have a list of Non – neogitable are like this question, if no and ifts mandt , then the the person will not reach till the CBI Round , it’s a checklist the tag team or the Ijp team keeps in place For eg if some one is differently abled , you can say that this person is not able to do the work , unless his comes in the way of doing the task , if ino then he should be given an equal opportunity these are already checked by the tag team and IJP team , in terms of the prerequsit Require to stick to the list of the 7 compentencies because thtat is one in collaboration with opps and Hr if it is not a part of the 7 compentencies like creavitive thinking , innovative thinking 42 © Copyright 2019 WNS (Holdings) Ltd. All rights reserved