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Associated British Foods plc
Minimum Standards in
Selection:GWF
May 2013
2
Agenda
• Opening – why are we here?
• Purpose and outcomes
• Introductions and housekeeping
• Minimum Standards in Selection – a Framework
• Next Steps
3
HRD Conference Seville 2011
• What do we do well/need to improve across ABF as regards Selection?
4
HRD MeetingBackground of the Review
Objectives of the Review
• Review current ABF practice
- What is ABF doing well, and what could be improved, in assessment
methodology and process?
• Review/evaluate current ABF assessment tools.
- Which tools are used, how and when? How are tools interpreted? How do
tools inform decision making? What has/is being done to validate the link
between performance and subsequent job performance?
• Assess the flow of information, and action taken, from role initiation through
assessment and interview stages to onboarding and on the job performance.
• Identify issues arising, where improvements could be made and where
development needs identified.The methodology of the review of current practice of recruitment for George -1&2 included desk top research, interviews with CEOs and HRDs, review of psychometric and assessment tools used, external benchmarking, literature review and analysis.
5
Issues arising, where improvements could be made and development needs identified
Dimensions of role/
“ABF Fit”
Use of assessment information
The ABF proposition Candidate radar Role of HR
Emphasis Experiential activity Headhunters National culture Role of
sponsor/boss
Difference line/staff roles Rigour Referencing Women Interviewer
capability
ABF culture/
“ABF Fit”Use of selection
dataRejected
candidatesInternal
candidatesOnboarding/
induction
Pre-SelectionAssessment & use of insights
Role & capability of
ABF stakeholders
Finding, attracting & evaluating potential
candidates
Finding and assessing
different groups of candidates
6
Defining a Minimum Standard
• Role initiation
• Advertising/Application
• Shortlisting
• Psychometrics
• Assessment
• Interviews
• Experiential
• Analysis
• Selection decision
• Acceptance procedure
• Rejection procedure
• Induction/On-boarding
• Performance management
Minimum Standard
Approach to defining a minimum standard
Based on the insights from the review about current practice, discussions about solutions to issues and other points raised during the workshop the participants discussed minimum standards in small groups and made their suggestions on a chart visible to all.
An approach was agreed in plenary and only points finding general acceptance were included in the minimum standards. The minimum standard was captured and actions agreed.
7
Core elements of minimum standards framework………..
• Role initiation
• Advertising/Application
• SUCCESS PROFILES
• ASSESSMENT OPTIONS
• COMPETENCY-BASED INTERVIEWING
• ASSESSING ABF AND LOCAL “FIT”
• SELECTION DECISION
• INDUCTION/ON-BOARDING
• Performance management
8
SUCCESS PROFILES
9
What is a Success Profile?
• Way of capturing the essential skills, knowledge, experience and personal attributes that would set someone up for success in a critical role or leadership level.
• Separates out distinct types of data and evidence into specific categories.
• It should clearly link back to the business context – Emerging out of future focussed discussions about business challenges and opportunities.
• Created through interviews with key business leaders.
• It’s not a job description, can complement one.
• Not, “what would be nice if…” more… “What would they struggle without…”
• Is specific to the level or the role and the business.
Capabilities(Skills/
Competencies)
What I can do
Knowledge
What I Know
PersonalAttributes
Who I am
Experience
What I’ve done
Success Profiles
Capabilities(Skills/
Competencies)Experience
Personal
Attributes/ ABF “Fit”
Knowledge
Success Profiles
Capabilities(Skills/
Competencies)Experience
Personal
Attributes/ ABF “Fit”
Knowledge
Assessment Tools & Options
CV’sInterviewsKnowledge & Experience ChecklistsObservationPerformance Reviews
QualificationsCV’sInterviewsPresentationsKnowledge & Experience ChecklistsObservationPerformance Reviews
Assessment InterviewsAssessment CentresCase Study AnalysisPresentationsCognitive Ability Tests360 SurveysNomination FormPerformance Reviews
Personality ProfilingInterview QuestionsObserved behaviour-AC360 SurveysPerformance Reviews
13
Assessment Coverage Grid
13
14
ELP Phase I : Personal Insight -Data Points
360HOGAN HPI, HDS, MVPI
HBRI
K&E Checklist AC
14
15
Core elements of minimum standards framework………..
• Role initiation
• Advertising/Application
• SUCCESS PROFILES
• ASSESSMENT OPTIONS
• COMPETENCY-BASED INTERVIEWING
• ASSESSING ABF AND LOCAL “FIT”
• SELECTION DECISION
• INDUCTION/ON-BOARDING
• Performance management
16
COMPETENCY-BASED INTERVIEWING
17
Selection Funnel
18
Session Objectives
• Increase the accuracy of our decisions, enabling us to choose the right person.
• Achieve equity by treating all applicants fairly.
• Make a positive impression on candidates by selling the organisation so that we can select and retain the best-qualified candidates.
• Ensure consistent high standard of interviewing for GW-3 roles across ABF.
• Provide solid data to support on-boarding of successful candidate.
19
Interviewer Challenges
• Knowing what questions to ask.
• Getting the right quality of data.
• Candidate talking too much or too little.
• Important information is missed.
• Interviewers ignore job motivation and fit.
• Interviewers’ judgments can be affected by biases and stereotypes.
• Interviewers use different standards to evaluate applicants.
• Interviewers’ skills stagnate or diminish over time.
• Falling prey to error or bias.
Sources of Error or Bias
• Primacy and Recency
• “Similar to me”
• Personal Liking
• Stereotyping
• Halo/Horns
• Positive or Negative Information Bias
• Central Tendency
• Red Flag Observations
21
Overcoming Error and Bias
• Ask behavioural, competency based questions.
• Take full notes.
• Relate the interview data to the competency behaviours and rate accordingly.
22
Interviewer Best Practice: Summary
• Competencies: Targets for Success
• Selection System
• Data Gathering– Data and STARs– Interview Techniques (Preserve Self-Esteem/Empathy)– Selling the job/ organisation
• Motivational / Organisational Fit
• Data Evaluation– Data Analysis– Data Integration/Decision Making
• Legal Credibility
Sample Coverage Grid
TestInterviewer
AInterviewer
B
Interviewer C
(Hiring Mgr.) Simulation
Reference/ Background
Check
Key Background Review X
Decision Making X X X
Planning and Organizing X X X
Initiating Action X X
Applied Learning X X X
Motivational Fit X
Technical/Professional Knowledge and Skills X
24
Sources of Information or “Targets”
• Knowledge - Technical and/or professional information needed to perform job activities successfully. What people know.
• Experience - Educational and work achievements needed to perform job activities successfully. What people have done.
• Competency - A cluster of behaviors performed on a job. What people can do.
• Personal Attributes/ Motivation/ Fit - Dispositions that relate to satisfaction, success, or failure in a job. Who people are.
25
PAST BEHAVIOUR PREDICTS
FUTURE BEHAVIOUR
Premise of Competency-Based Interviewing
Questionable Question #1
“If you were a tree (or animal), what kind would you be, and why?”
Questionable Question #2
“What would you do if I gave you an elephant?”
Questionable Question #3
“What do you think of the artwork hanging on the walls?”
STAR
Situation/Task = Why?
Action = What done and how done?
Result = Effect of Action
30
Exercise in Pairs:Building Organisational Talent
• Tell me about a talented individual you have persuaded to stay in the business. How did you successfully keep that person in the business?
• Tell me about a time when you were unsuccessful in retaining someone. Why were you unsuccessful on that occasion?
OPERATIONAL DECISION-MAKING
DEFINITION:
Securing and comparing information from multiple sources to identify business issues; committing to an action after weighing alternative solutions against important decision criteria
KEY ACTIONS:
Gathers information
Organises information
Selects the best of alternatives
Demonstrates decisiveness/action
Involves others
1. Describe a problem which required you to consider a number of different angles or sources of information to find a solution. How did you about analysing the problem and arriving at a decision?
2. Tell me about a time where there were a number of possible options to choose from in solving a problem or providing a recommendation. How did you go about choosing the best option? What alternatives did you consider and reject. Why?
3. When have you had to make an important decision without having enough time to gather all the data or consider all the options?
4. We’ve all made mistakes at times. Can you tell me about a decision you made at work which you later regretted? Why?
RATING_______________
Planned Behavioural Questions
32
Planning Your Questions
•Choose the best planned behavioral question to ask first.
•Don’t start with a negative question.•Always ask at least two questions and be sure one is designed to gather negative examples.
• If you get two complete, meaningful STARs, ask for another (“Can you give me another example?”).
Candidate Provides/ Interviewer Asks
Candidate Provides
• Partial STAR
• False STAR
• Complete STAR
Interviewer Asks
34
False STARs - Part 1
• I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them.
• We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.
35
False STARs - Part 1 - Vague
• I usually had no problems with the doctors. Some of the staff did, but I generally got along well with them.
• We really struggled when it came time to implement the new system. But, after a few days, we had all the problems worked out and everything was running smoothly.
36
False STARs - Part 2
• I believe that people have an obligation to suggest new approaches, even if their ideas are controversial.
• I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.
37
False STARs - Part 2 - Opinions
• I believe that people have an obligation to suggest new approaches, even if their ideas are controversial.
• I think if you asked anybody they would tell you that my goals are very difficult and that meeting them is one of my greatest sources of satisfaction in my job.
38
False STARs - Part 3
• If it had been my decision, I wouldn’t have started the work until I had the design specifications.
• The next time I get that kind of resistance, I’ll know how to handle it.
39
False STARs - Part 3 - Theoretical
• If it had been my decision, I wouldn’t have started the work until I had the design specifications.
• The next time I get that kind of resistance, I’ll know how to handle it.
40
Stay Out of the “Woulds”
Candidate Provides/ Interviewer Asks
Candidate Provides Interviewer Asks
Partial STAR One or more follow-up questions.
False STAR Follow up to get a true STAR.
Complete STAR Ask for another STAR under the same planned question or ask another planned behavioural question for this target.
42
Follow-up: Quick Quiz - Part 1
You say that you like working with others. Does that mean you like
working in a team?
Behavioral? Theoretical? Leading?
Leading – Signals the candidate that teamwork is important.
43
Follow-up: Quick Quiz - Part 2
What happened as a result?
Behavioral? Theoretical? Leading?
Behavioral – Seeks a result.
44
Follow-up: Quick Quiz - Part 3
You say that their processes are efficient.
How would you change them?
Behavioral? Theoretical? Leading?
Theoretical – Asks how you would change; this is hypothetical.
45
Follow-up: Quick Quiz - Part 4
Why did you decide to do that?
Behavioral? Theoretical? Leading?
Behavioral - Seeks Situation/Task, factors that led to the candidate’s decision.
46
Create the Right Environment
BUILD RAPPORT• Maintain or enhance self-esteem.
• Listen and respond with empathy.
MANAGE THE INTERVIEW• Make procedural suggestions.• Check for understanding.
47
Quantity and Quality of STARS
•2-3 STARS
•Similarity
•Recency
•Impact
48
Rating Scale
5 = Much More Than Acceptable - Significantly exceeds criteria for successful job performance / motivational fit.
4 = More Than Acceptable - Exceeds criteria for successful job performance / motivational fit.
3 = Acceptable - Meets criteria for successful job performance / motivational fit.
2 = Less Than Acceptable - Generally does not meet criteria for successful job performance / motivational fit.
1 = Much Less Than Acceptable - Significantly below criteria for successful job performance / motivational fit.
Clarifying Ratings:
N = No opportunity to observe or make judgement
I = Incomplete data – Indicates a tentative judgement
5H = Candidate is too high in target
Sample Coverage Grid
TestInterviewer
AInterviewer
B
Interviewer C
(Hiring Mgr.) Simulation
Reference/ Background
Check
Key Background Review X
Decision Making X X X
Planning and Organizing X X X
Initiating Action X X
Applied Learning X X X
Motivational Fit X
Technical/Professional Knowledge and Skills X
50
Integrate Data
• Each interviewer posts his or her target ratings.
• Interviewers discuss and exchange data to reach a consensus rating for each target.
• Based on the consensus ratings, interviewers decide whether to retain or reject each candidate.
51
Retain/ Reject Factors
• Relative importance of targets. Some are more critical to the job than others.
• Trainability of targets. Some targets represent trainable
behaviors. Some targets are difficult, if not impossible, to train (such as Initiating Action).
• Inter-relationships of targets. A high rating in one target can compensate for a low rating in another.
• Motivational Fit. A candidate must want to carry out the job’s tasks, activities, and responsibilities; that’s why motivation and “Fit” is important when making the retain-reject decision.
52
Make a Decision
• Compare acceptable candidates:
– Post Rating Grid for each candidate.
– Highlight each candidate’s strengths and weaknesses.
– Each interviewer ranks candidates independently; discuss rationale.
– Come to agreement on which candidate to hire.
53
Benefits of Data Integration
• It helps ensure you have good data to support your ratings.
• You learn new interview skills and techniques when you share tips with other interviewers.
• It helps overcome any biases and stereotyping because you benefit from the perspectives and thinking of others.
• Provides on-boarding data.
54
Conducting Objective AssessmentsORCE
54
ObserveRecord
Classify
Evaluate
O
R
C
E
55
Conducting Objective Assessments Observe and Record
Positive and negative behaviour
What is said AND what is done
Body language and tone
No value judgments
Verbatim if possible – aim for 60 – 70%
Avoid editing or interpretation
Record what is said and responses(uh-huh, mmm)
Record if they don’t answer a question
55
56
Conducting Objective Assessments Classify
By competency or by criteria
Positive and negative examples of evidence
Absence of evidence
56
57
Conducting Objective Assessments Evaluate
To a common standard
Use the rating scale
ABF Rating Scale:
5 Much more than effective4 More than effective3 Effective2 Less than effective1 Much less than effectiveN/E No evidence
57
58
Conducting Objective Assessments Overcoming Sources of Bias
• Halo / Horns Effect• Primary / Recency Effect• Central Tendency• Stereotyping• Similarity / Differences• Non-Verbal Influences
58
59
Core elements of minimum standards framework………..
• Role initiation
• Advertising/Application
• SUCCESS PROFILES
• ASSESSMENT OPTIONS
• COMPETENCY-BASED INTERVIEWING
• ASSESSING ABF AND LOCAL “FIT”
• SELECTION DECISION
• INDUCTION/ON-BOARDING
• Performance management
60
ABF ‘FIT’
61
ABF ‘Fit’
The journey so far…………..
FITABF FIT LOCAL/SITUATIONAL FIT
• SOCIAL INTELLIGENCE
• COURAGE & DRIVE
• PERSPECTIVE & JUDGEMENT
• PERSONAL ALIGNMENT
Consider the business situation, key players, potential pitfalls, challenges and opportunities relevant to position/level/division to determine specific character traits, motivations, enablers and derailers that are most relevant to the situation. This may lead you to emphasise/prioritise some of the character strengths from the ABF Fit model, or add some additional ones of your own.
Skills (Capabilities/Competencie
s)
Track Record & Experience Knowledge
For the role or level in mind, what skills (capabilities/competencies) is it essential to have under the belt that would be difficult to acquire once in post.
For the role or level in mind, what experience is it essential to have under the belt that would be difficult to acquire once in post.
For the role or level in mind, what knowledge/qualifications is it essential to have under the belt that would be difficult to acquire once in post.
ABF SUCCESS PROFILE TEMPLATE
ABF FIT draft 4
Social Intelligence Courage & Drive Perspective & Judgement Personal Alignment
Integrity.Authenticity.Resilient/ emotionally stable.Manages expectations.Accurate self-insight.Acknowledges & learns from mistakes.Influencer.Culturally aware.
Passion for results & excellence.Persistent.Takes - and promotes -accountability.Talent builder –develops and champions others. Confronts issues & problems.Challenges-respectfully. Willing to take a lead.Shows initiative.
Navigates ambiguity.Analytical rigour.Sees the big picture.Balances decisiveness and reflection.Brings the “outside in”.Willing to ask for help.Adjusts & adapts to new information –without confusing others.Learning orientation –displays eagerness to acquire and use new knowledge, experience and insights.
Knows how to balance autonomy & collaboration.Fits with/ adapts to ABF informality & style.Navigates – knows who’s who and how to get things done.Strong ego-not big ego.
64
Applying the ABF ‘Fit’ Model
•What factors might feature in determining GWF fit?
•What situational factors do you need to consider in one of your key role openings?
Capabilities(Skills/
Competencies)Experience
Personal
Attributes/ ABF “Fit”
Knowledge
Success Profiles
Capabilities(Skills/
Competencies)Experience
Personal
Attributes/ ABF “Fit”
Knowledge
Assessment Tools & Options
CV’sInterviewsKnowledge & Experience ChecklistsObservationPerformance Reviews
QualificationsCV’sInterviewsPresentationsKnowledge & Experience ChecklistsObservationPerformance Reviews
Assessment InterviewsAssessment CentresCase Study AnalysisPresentationsCognitive Ability Tests360 SurveysNomination FormPerformance Reviews
Personality ProfilingInterview QuestionsObserved behaviour-AC360 SurveysPerformance Reviews
67
Applying the ‘Fit’ Model
In pairs:
•Think of a “problem” leader and “shining star” – can you point to aspects of the ‘Fit’ Model which explain their performance/impact in the business?
68
Applying the ‘Fit’ Model
• What opportunities and challenges do you see in utilising the ‘Fit’ Model?
• How might any issues be addressed?
69
USING HOGAN TO ASSESS
ABF ‘FIT’ (and other applications)
70
Goals of session
• What is personality and why it is important?
• Gain an understanding of the Hogan inventories library
• Gain an understanding of the development and interpretation of the Hogan personality inventories and how to use in conjunction with other tools
• Review additional applications.
71
WHAT IS PERSONALITY
AND WHY IS IT IMPORTANT?
72
What is Personality
From the Inside
Personality from the inside is defined in terms of a person’s identity
• Used to explain a person’s performance
• Reflect people’s core values.
73
What is Personality
From the Outside
Personality from the outside is equivalent to a person’s reputation
• It is defined in terms of traits (e.g. calm, shy, careful, etc.)
• Used to predict a person’s performance
• Reflects how a person’s behaviour has been evaluated after repeated interactions with others
• Easy to study – most of what we know about personality and job performance is based on this
74
Socio-Analytic Theory
• People are group living animals. As a result, we are all, at a deep, unconscious level, driven by three general motives:
– A desire to be liked and accepted by others
– A desire to achieve some status and control of resources
– A desire to make sense out of our lives
• These needs are met through interaction at work. Organisations need people to do the work; people need organisations to fulfill their most important needs:
– Social contact
– Status and power
– Gain meaning and purpose to their lives
Why Personality Matters
General Reasons People Fail
• Poor Fit with Job
• Poor Fit with Organisation
Reasons Leaders Fail
• Inability to build and motivate a team
• Inability to develop or adapt
• Poor working relations
• Lack of vision or “big picture”
• No strategic execution
76
Jobs and Personality
• Different jobs have different psychological requirements (Air Traffic Controllers Vs. Sales)
• Every job has a unique psychological profile, and some people fit better than others
77
Core elements of minimum standards framework………..
• Role initiation
• Advertising/Application
• SUCCESS PROFILES
• ASSESSMENT OPTIONS
• COMPETENCY-BASED INTERVIEWING
• ASSESSING ABF AND LOCAL “FIT”
• SELECTION DECISION
• INDUCTION/ON-BOARDING
• Performance management
78
INTEGRATION, DECISION-MAKING
& ON-BOARDING
Capabilities(Skills/
Competencies)Experience
Personal
Attributes/ ABF “Fit”
Knowledge
Assessment Tools & Options
CV’sInterviewsKnowledge & Experience ChecklistsObservationPerformance Reviews
QualificationsCV’sInterviewsPresentationsKnowledge & Experience ChecklistsObservationPerformance Reviews
Assessment InterviewsAssessment CentresCase Study AnalysisPresentationsCognitive Ability Tests360 SurveysNomination FormPerformance Reviews
Personality ProfilingInterview QuestionsObserved behaviour-AC360 SurveysPerformance Reviews
80
Integration & Decision-making
• What works well/ less well now?
• What needs improving?
81
Integration & Decision-making - Pitfalls
• Different pieces of data not pulled together well.
• Important pieces of data are ignored – Especially personality data.
• Strong characters push for their favoured candidate.
• Sense of urgency to fill role wins out over concerns.
• Lack of risk management around the concerns when appointing.
82
On-boarding
• Making the very best use of assessment data to set new employee up for success.
• Accelerate their transition into company/new role.
• Provide clear feedback and action planning around their “watch-outs”.
• Ensure support framework is in place.
83
Ensure a Strong Start
•Clearly communicate job and performance expectations.
•Help new employees build a strong network.• Increase confidence and get a faststart on development.
84
On-boarding… continued
• Good and bad examples in your experience?
85
Core elements of minimum standards framework………..
• Role initiation
• Advertising/Application
• SUCCESS PROFILES
• ASSESSMENT OPTIONS
• COMPETENCY-BASED INTERVIEWING
• ASSESSING ABF AND LOCAL “FIT”
• SELECTION DECISION
• INDUCTION/ON-BOARDING
• Performance management
86
What Next?
• Observations
• Feedback
• Ideas about next steps
87
LUNCH