How do you measure the impact of competency based interviewing on your hiring and retention outcomes?

Before embarking on competency-based interviews, it's crucial to set clear and realistic expectations. Start by defining what specific competencies are essential for the role. By clearly stating your expectations in terms of skills and behaviors, you create a standard for measuring success. This can include aspects like problem-solving abilities, adaptability, or teamwork skills, depending on the job requirements.

A empresa precisa ter bem desenhado o que espera do candidato para ocupar determinada vaga, só assim, conseguirá analisar se a pessoa possui as habilidades técnicas e comportamentais que deseja. A empresa também analisa se a pessoa é compatível com o fit cultural, para verificar se tem aderência ao ambiente.

Before you define your competencies, you should take time to establish your overarching competency framework. Just as you would not build a house without a blueprint, you should not start your competency initiative without a competency framework in place. Some questions to consider when building your framework include: - What types of competencies will be included (e.g., Core, Leadership, Job Specific, Technical)? - How many of each type of competency will be used to define roles (e.g., 3 core + 5 job specific)? - What structure will be used for competencies (e.g., number of levels/stages, themes, terminology used)? After this framework is in place, you can start competency profiles and the associated hiring tools.

Após determinar o que se espera dos candidatos, as perguntas devem ser feitas de forma que a empresa consiga analisar as situações que o candidato vivenciou, analisando como ele usou de suas competências para resolver um conflito ou situação.

The best predictor of future behaviour is past behaviour. Ask questions that tap into past behaviour relevant to the competency you are assessing (e.g., "Tell me about a time you solved a challenging problem at work"). Hypothetical questions (e.g., "How would you solve this problem?") aren't as good because candidates can make up best-case examples of how they would like to perform rather than telling you how they actually performed in the past.

The gold standard in scoring interviews is a Behaviourally Anchored Rating Scale (BARS). Each level of the scale should have specific example behaviours of what performance at that level actually looks like. Avoid subjective scales (e.g., Below target, Meets target, Above target) because they are too open for interpretation and prone to rater bias.

If possible, use a panel of 2-3 interviewers. Individual biases are reduced when using a panel. Ratings tend to be more accurate with a panel. After each interview, the panel should debrief, share their scores and rationale, and ideally arrive at a consensus score. The interview should not be the only hiring tool used. The results of the interview combined with the results of other selection tools and any other considerations (e.g., equity and diversity), should collectively inform your hiring decisions.

Seeking agreement and diligent follow-up are essential for evaluating the efficacy of competency-based interviews in hiring and retention. After an interview, I always ensure that both parties are on the same page regarding expectations and next steps. This transparency is a key component in determining whether a candidate is the right fit for the organization. In one instance, a candidate expressed concerns about the travel requirements for the position. By addressing these concerns and discussing potential accommodations, we reached a mutual agreement that ultimately resulted in a successful hire who remained with the company for several years.

Active listening and acknowledgment are critical for assessing the impact of competency-based interviews. I recall a situation where a candidate's response demonstrated exceptional problem-solving skills. By actively listening, I was able to delve deeper into their approach, asking probing questions to gain a better understanding. Acknowledging their expertise and enthusiasm for the role not only left a positive impression but also allowed me to measure the direct impact of their competencies on our subsequent hiring and, ultimately, their retention within the company.

Focus on the role always - what it needs, what will this potentially translate into, how will they adapt/ change thier approach based on the need. Like most things the key lies in customising it.

In competency-based interviewing, it's vital for hiring teams to understand that interviews don't mirror real job settings. We should be evaluating competencies tailored to the role, not whether or not the candidate "interviewed well". Thus, fostering a supportive atmosphere is key to helping candidates articulate their relevant experience effectively. Prioritize inclusivity with a diverse panel and a friendly demeanor, ensuring a fair assessment.