CCRBUseful tips for Board Members

LD2IC 2013

CCRB stages• Vacancy notice, listing technical and behavioural competencies

• Shortlist: GL and HRA assess CV / Application Form for basic eligibility for position

• Interview• Full candidate file (CV, AF, references, MARS, supporting documents

for contract extension, mid & end probation reports, Initial LD selection memo)

• Check for technical and behavioural competencies• Check for longer term potential / beyond current vacancy

• Objective Assessment

• Selection recommendation by consensus, based on integrated Information

CCRB• Candidates are assessed on the following:

• suitability to carry out the functions described in the vacancy notice

• evaluation of technical competencies and behavioral competencies (10 core or mix of core and leadership or leadership)

• ability to make a valid contribution to the Organization’s mission in the long-term

Before the interview• Prepare, prepare, prepare!• Read all documentation

• All documents in the candidate file contain preliminary evidence of competencies and are a good preparatory basis.

• Pre-board meeting:• 1hour on the day of the board• Agree on some common questions for all candidates• Agree on distribution of roles among board members:

think teamwork!• Candidate file provides further material and information

to support assessment

During the interview – candidate presentation The interview comprises: 15’ presentation by the candidate

30’ Q& A session• The HRA introduces panel members and

starts proceedings• Make the candidate feel welcome!• Actively listen to his/her presentation• Take notes, take note of

questions/clarifications for after the presentation

During the interview – Q&A• Past behaviour has been shown to be the best

predictor of future behaviour. • Probe! Use the STARD model to gather evidence.• STARD is a «funnelling» technique:

• Based on open questions: ‘How?’, ‘What?’, ‘Who?’, ‘Why?’…• Aimed at probing as in-depth as required to gain evidence of

competencies in a given context

STARD model – how does itwork?

Situation

• Invite an example «please tell us about a time when…»• What was the situation?

Task

• What was the task?• What was your role?

Action

• What actions did you specifcally take?• What was your contirbution?

Result

• What was the outcome?• What did you achieve

Difference

• In hindsight is there anything you would do differently now?• What lessons did you learn from this example?

During the interview – Q&A Use the Competency model booklet for examples of possible effective

or ineffective behaviours to inspire a question line The objective is to gather sufficient evidence of the competency You may gather examples of other competencies in the process

You can also use challenging examples: e.g. of a time when the teamwork was not successful (‘Working in Teams’

competency) or of a time when they did not meet a deadline (‘Managing Self’ competency)

This is not a script: You have to adapt your funnelling questions to the answers given Clarify where necessary Ensure you have a clear understanding Don’t judge

During the interview – Q&A

Be open minded and objective Beware/challenge your first impressions

Take detailed notes and avoid judgement Use the assessment grid provided base notes on observable aspects & examples

Don’t interrupt other board members keep follow-up questions to the end of the competency being explored

No paper-rustling; no cross-talking; no mobile phones; no laptops.

Observe Record Classify Evaluate

During the interview – Q&A

Ensure you collect sufficient evidence, that the competency is fully covered by the examples provided

At the end of the interview: Ask the candidate if there is anything they wish to add Answer any substantive questions raised by the candidate And … thank the candidate!

Between candidates, use the break: for you to review your own notes, for you to ensure your facts and justifications are clear as input for later

discussion

Observe Record Classify Evaluate

Question types best avoided Hypothetical:

Does not yield concrete evidence

Leading: Why would he/she deny it?

Multiple choice: would limit the scope of their response

and guide their answer

Double/marathon Loses both the interviewer and the

candidate – be focused and clear

Ambiguous Don’t confuse the candidate

Irrelevant Would waste time

Discriminatory Don’t miss an opportunity to get the

best!

Think of the evidence you seek and the best way to obtain it. What are you trying to achieve with your question?

Making an objective assessment Work on the third level:

1st level impression Our basic models of people - stereotypes & prejudices

2nd level impression Superficial impressions - Dress, voice, manner

3rd level impression In-depth understanding of individual technical and behavioural

competencies...

... Indications of longer term potential!

STARD: a few examples basedon CERN’s competencies

Probing Questions

Looking for evidence...• What did you do to prepare your communication?

•Why was it important?

•What did you do that was particularly effective?

•What factors did you feel were important to address?

•How did you make sure you were understood?

• Looking back, would you do anything differently?

Open Questions

Checking for competency...

• Give me an example of a situation when it was important for you to clearly communicate ... to others.

Communicating effectively?

Probing Questions

Looking for evidence...

• What made the team so effective? • What was your particular contribution to the team?• How did your colleagues relate to you?• Etc.

Open Questions

Checking for competency...

• Describe a time when you worked in a really effective team.

Probing Questions

Looking for evidence...

• Why did they need support?• What did you do to support them?• How did that change things?• Etc.

Open Questions

Checking for competency...

•Give me an example of when you had to support others in a team.

Working in teams?

Probing Questions

Looking for evidence...

• Where do you start?

• On what basis do you prioritise or make your decisions?

• What do you do to ensure it all gets done?

• Are there any particularly effective techniques you use to manage a heavy workload?

• How do you feel at times when the workload is heavy?

Open Questions

Checking for competency...

• Tell me how you personally organise yourself when you have a lot of work

Managing self?

Probing Questions

Looking for evidence...

• What alerted you to this?

• How did you overcome the problem?

• What were the long-term consequences?

• What have you learned from thisexperience?

Open Questions

Checking for competency...

•Describe a time when you did not meet your usual standards of work

Demonstrating accountability...

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