CCRB Useful panel interview tips

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This booklet provides useful advice and information for getting the most out of the CCRB panel interviews.

Transcript of CCRB Useful panel interview tips

  • 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 Organizations 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 Dont 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

    Dont 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 Dont confuse the candidate

    Irrelevant Would waste time

    Discriminatory Dont 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 CERNs 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...

    ?