Assignment 2 PM6152: Designing a selection process

Submitted by: Christine Flynn, Claire Suzanne Borg, Emma Duane and Nicola Larkin

In part fulfilment of the requirements of the

MSc. Work and Organisational Psychology/Behaviour

Assignment due date: May 5th 2015

Module: Personnel Psychology and Selection

Lecturer: Eileen Corrigan

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Organisational Psychologist Consultancy

Recruitment StrategyQuality and Standards Manager

TABLE OF CONTENTS

Section 1: Executive Summary.............................. 3

Section 2: Your needs............................................ 3

Overview................................................................ 3

Criteria Assessment Matrix.................................... 3

Rationale for using competencies.......................... 3

Job Description....................................................... 4

Responsibilities...................................................... 4

Required Experience.............................................. 4

Ideal Candidate...................................................... 4

The Next Step........................................................ 5

Section 3: Candidate Sourcing............................... 5

Rationale for sourcing in this way.......................... 5

Section 4: Candidate screening methods............... 6

Rationale for use of Test of General Cognitive Ability 6

Rationale for use of Personality Testing................. 7

Group Exercise....................................................... 7

Section 5: Specific Design...................................... 7

General Cognitive Ability testing............................ 7

Cognitive Ability Testing Diagram…………………….. 8

Personality Testing................................................ 9

Group exercise....................................................... 9

Selection interview................................................ 10

Behavioural Event Interview.................................. 10

Candidate Presentation.......................................... 12

Section 6: Conclusion/ Recommendation............... 12

References............................................................. 13

Appendices........................................................14

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SECTION 1: EXECUTIVE SUMMARY

The aim of this proposal is to highlight George Consultants ability to provide Ability Corp with a recruitment solution that can cater for your current recruitment need of a Quality and Standards Manger, supported by hiring logistics and candidate care that enables the best possible hiring experience for candidates and the organisation alike.

We propose a highly tailored service to ensure value, quality hires and an efficient and stream lined service. Our strong evidence based approach will be explained in our full recruitment strategy in the following pages including an analysis of your hiring need, candidate sourcing, screening, shortlisting, and candidate care and offer management. This report will take you through the process of understanding the competencies and knowledge, skills and abilities needed for the position, the recruitment process including a job advert, an application form, psychometric tesing, and a final assessment centre (including group exerices, BEI interview and a presentation by the candidates). Scoring methods for the aforementioned and return on investment will be included in the report.

SECTION 2: YOUR NEEDS

OVERVIEW

The organisation’s current hiring need is for a replacement Quality and Standards Manager, a role we understand as central to maintaining a much sought after accreditation.We are looking for a goal orientated person who continually stives to acheive the best results. This person should be a team player and excellent communicator. We are seeking someone who is adaptable and flexible in their role. The ideal candidate should be detail orientated and able to problem-solve efficiently and effectively.

This is a full-time permanent position available immediately.

Based the job description and on the “Top 12 Competencies for Managers” by Wood & Payne, (1998), the following criteria assesment matrix was assembled to aid in the process of determing selection criteria. The criteria were formed based on the results of a functional job analysis designed by Fine (1955). The functional job analysis required that task statements about the position along with knowledge, skills, attributes and others, and output of the work were determined, validated and scored in order to complete the job analysis which create the foundation for the following design of the selection process.

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CRITERIA ASSESSMENT MATRIX

Key Competencies

POTENTIAL ASSESSMENT METHODSCV & Application Form

Ability Testing

Personality Testing

Group Exercise

Competency/ Situational Based Interview

IndividualPresentation

Analytical Thinking

+ + +

Communication + + + +Problem Solving + + +Acheivement/Results orientation

+ + + +

Flexibility/Adaptability

+ +

Leadership + + + +Teamwork + + + +

ADDITIONAL ASSESSMENT CRITERIARelevant Experience

+ +

Specialized Knowledge

+ +

RATIONALE FOR USING COMPETENCIES

From the perspective of the resource based view, organizational will ustilize the knowledge, skills and abilities and other (KSAO’s ) in order to develop rent-generating practices (Dotson, Durand & Nandialath, 2014). The resource based view posits that the organization will utilize the abilities and productivity of a specific knowledge and skill set to the maximum potential and then move on to the next and most developed organizational resources and creativity in order to expant rapidly (Wernerfelt, 2012). A resource based view is currently the means for measuring organizational performance. This view focuses on how to protect the organization’s markets and manitain competitive advantage (Hubbard, Johnson & Zubac, 2010). This is the rationale for using competencies to base the selection and recruitment process.

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JOB REQUIREMENTS

JOB REQUIREMENTS DEVELOPED FROM FUNCTIONAL JOB ANALYSIS

A functional job analysis (FJA) was conducted with another incumberent of the same position. The focus of the FJA was on task orientation and level of involvement with people, data and things within this role (Fine, 1955). The FJA was used because it is a combination of the worker-orientated approach (the worker functions), the work-orientated approach (task inventory) and the qualitative approach (description of tasks). This method is one of the premiere job analysis methods in industial/organisational psychology and human resources (Cronshaw et al., 2007). This method scores amoung the highest from other job analysis methods in terms of its validity and reliability (Gutman & DunLeavy, 2012). In conclusion, the following sections highlight the specific KSAO’s derived from the FJA which we will be looking for in the ideal candidate. The proposed outputs and performance standards are predicted to result from the afformentioned KSAO’s.

KNOWLEDGE Knowledge in relation to law and government Knowledge of administration and management Understanding of specified standards Knowledge of the process for pursuing accreditation including restrictions and

requirements Knowledge of clients backgrounds and needs Knowledge of the quality and standards sector Knowledge of the funding environment Knowledge of competitors

SKILLS AND ABILITIES AND OTHER Critical thinking skills Monitoring quality and standards Judgment and decision making abilities Oral and written communciation skills The ability to be socially perception Problem solving skills Deductive and inductive reasoning skills Organisation skills Leadership skills Team work abilities

THESE KSAO’S WILL LEAD TO THE FOLLOWING PROPOSED OUTPUTS: Risk management plans Strategic planning Training and development plans

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Performance improvement practices

THE KSAO’S WILL LEAD TO THE FOLLOWING PROPOSED PERFORMANCE STANDARDS:

High standards Goal attainment Ethical practice

SECTION 3: CANDIDATE SOURCING

We understand the best ways to attract talent across the industries and professions we cover. This will draw on a range of strategies to connect with the best possible available professionals through the following means:

Once advertised, initial short listing will be covered through analysis of CV and application form of candidates.

RATIONALE FOR SOURCING IN THIS WAY

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Initially, it is valuable to ask employees previously holding the position for Quality and Standards manager if they know of someone capable at fulfilling the needed role in the organization. If no applicant is put forward it is recommeded to review the current employees and advertise internally in order to see if there is somebody suitable for the role. Based on research by Nicu Spinu (n.d.), internal recruitment has advantages over external recruitment such as lower costs, more knowledge about the applicants, faster and more efficent selection process and job integration, shortned training time, and an increase in work satisfaction, loyalty and motivation within the organisation. Should this not be possible, it is advised to reassess the CV and application forms of previous applicant to the organization in order to filter out if any individuals are suitable for the role. The next steps if the above have no rendered a successful outcome would be to advertise on specialist websites and jobs boards or to use social media or rectuitment agencies to fill the role. These would be the last steps due to the increase in cost in regards to man hours during screening applications, interviews, and head hunting and placing advertisments on relevent websites, newspapers and boards.

SECTION 4: CANDIDATE SCREENING METHODS

The following section details the rationale of selection methods included in our criteria assessment matrix.

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RATIONALE FOR USE OF TEST OF GENERAL COGNITIVE ABILITY

Across sectors tests of general cognitive ability (g) are cited as the single best predictor currently available for determining job performance, with research demonstrating validity in the region of 0.53 for jobs of medium complexity. This tends to be more relevant the more complex the job is (Garavan and O Shea, 2012). Schmidt and Hunter, 1998 and Ghiselli (1963 and 1973) in Cascio (2008) cite tests of general ability and general perceptual ability as the best predictors of managerial success specifically, with correlations reported from (these predictions and performance) from .25 to .30 to the more recent .4 to even .5)

More specifically Schmidt & Hunter’s (1998) meta-analysis found that reasoning tests have average validity coefficients of 0.51 for predicting job performance and of 0.56 for predicting trainability. Furthermore they suggest reasoning tests are much more predictive of a persons performance in professional/managerial roles (with aggregate validities of 0.58).

General Cognitive Ability can be measured through an average of scale scores within test domains. Verbal and numerical reasoning test results will typically report on crystalized intelligence, the current level of attained reasoning ability rather than the potential ability. Including an abstract reasoning test will assesses reasoning ability in the most abstract form. The ability to understand abstract logical problems and use new information outside the range of previous experience is appropriate for all jobs which require bringing logical analysis to bear in novel, intellectually demanding situations particularly in the case of a senior management position. Furthermore this measure is independent of culture and educations and often considered the purest form of reasoning ability or fluid intelligence (Psytech International, 2015).

RATIONALE FOR USE OF PERSONALITY TESTING

It is suggested that the inclusion of a personality test, alongside a reasoning test, further improves the prediction of job performance (Schmidt & Hunter, 1998). Increasingly popular, a CIPD survey (2007) indicated that 56% of companies assess personality as part of their selection process.

Specifically for this role we would suggest inclusion of a 15 factor personality questionnaire. In particular we would be interested in measures relating to conscientiousness and agreeableness. Salgado suggest such measures go above and beyond that predicted by the tests of cognitive ability and found that the added validity of conscientiousness was 30.3%, of agreeableness 20.1%.

Furthermore individual characteristic, types of tasks and how these may interact within the team can influence team performance and effectiveness. In considering the competencies required for this post, in particular leadership, teamwork and communication Hough and Oswald (2000) cite conscientiousness as predictive of task performance. They propose that given a designated leader and group members each with unique expertise, team decision making accuracy over time tends to be best

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when all members are high in conscientiousness and general cognitive ability. Perhaps of equal importance, measures of high team agreeableness predicted teamwork for those involved in tasks in which intergroup conflict was possible.

GROUP EXERCISE

A specific exercise has been designed to simulate the type of group exercises which are typically of the role being recruited in order to support the selection process. This will give candidates opportunity to exhibit their competencies in a real world context.

SECTION 5: SPECIFIC DESIGN

GENERAL COGNITIVE ABILITY TESTING Having considered the needs at hand we suggest use of Psytech Graduate Reasoning Testing 1 Battery (GRT1). This measure is quick to administer taking just 28 minutes to complete and easily administered using on online system.Furthermore it provides a comprehensive and in-depth measure of mental ability as well as high level reasoning ability. This addresses measures of both fluid and crystallised intelligence. It is considered suitable for management and graduate calibre staff with norms available for Senior Management roles (Psyctech International, 2015). Details of its content can be found below.

Assessment Series

Component Traits/ Items/Time

Use Additional

PSYTECH

Graduate Reasoning Test Battery 1 (GRT1)

Available in numerous languagesNorms for Senior Managers

Verbal Reasoning (VRT1) - Measures verbal fluency, vocabulary and the ability to understand and reason using words.

Appropriate for all jobs which require a high level of verbal ability (e.g. managerial, senior sales and administrative positions, system analysts, marketing and advertising executives).

(30 items - 8 mins)

Numerical Reasoning (NR1) -Measures the ability to use and understand numerical concepts, to reason using

Appropriate for all jobs which require a high level of numerical ability (e.g. accountants and others in the financial services sector and for all senior positions

(25 items -10 mins)

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numbers and perceive logical relationships between them.

which require dealing with financial and technical data).

Abstract Reasoning AR 1 measures the ability to understand abstract logical problems and use new information outside the range of previous experience.

Appropriate for all jobs which require bringing logical analysis to bear in novel, intellectually demanding situations (e.g. senior management positions, technical and scientific posts)***This is the purest form of mental ability and is least influenced by previous education and achievement***

(25 items -10 mins)

Following completion an individual candidate feedback or group level comparison report will be available. These profiles can facilitate ranking individuals both against other candidates and against a senior management normative groups. This supports us to help you to make the best hiring decision.

PERSONALITY TESTING

We also suggest use of the 15 Factor Questionnaire + also through PsycTech. This provides a comprehensive, trait-based assessment of personality across 16 primary personality factors covering relationships, thinking and coping styles (Cattell, 1970). In particular we would be keen to compare conscientiousness and agreeableness. In addition, 15FQ+ measures a number of criterion measures such as Emotional Intelligence, Team Role, Management and Subordinate styles and Counter-Productive Work behavior (Psyctech International, 2015).

As before this test can easily be administered online and a range of reports on candidates are available to help us support your decision making. These are supported by an extensive norm base. Extended reports include Team Roles, Leadership and Subordinate Styles, Career Themes and Strengths and Development Needs are also available if desired. If required the system also supports a Job Match

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profile where a respondent's profile is compared to the ideal for a given role with an Interview Prompt report providing questions to guide a feedback interview (Psyctech International, 2015).

GROUP EXERCISE

The example provided (Appendix ) is designed to test candidates ability to work together as a team to achieve an outcome. Assessors monitoring the activity will note positive and negative indicators of competencies exhibited in all areas listed such as communication, problem solving, achievement/results orientation and leadership.

CANDIDATE PRESENTATION

In addition to the above procedures we recommend that you ask candidates to prepare and deliver a presentation based on the role. We suggest using the subject: What makes a quality service?

RATIONALE FOR INCLUDING A PRESENTATION

As communication and presentation skills are very important for this role it gives you an indication as to what their presentation style is like, and if they are comfortable speaking in front of others.

Also provides an insight in to their knowledge of quality standards. Shows the level of preparation the candidate put in to their presentation. Provides insight in to their work style i.e. if it’s very detailed and thorough or

not. Gives an overall impression to the hiring managers how this person might

perform this task on the job.

SELECTION INTERVIEW

Following on from the application form and psychometric assessment we suggest then conducting interviews in order to select the most suitable candidate.

BEHAVIOURAL EVENT INTERVIEW (BEI)

“A Behavioural interview is a structured interview which is used to collect information about a past behaviour.” (BellSouth, 2002). A BEI aims to identify a candidates competencies based on their answers to specific questions and how they are rated or scored by the interviewers who would be following a scoring guide. For example the competency the company may want to measure is teamwork, the interviewee may be asked a question such as: “Can you tell us about a time that you had to work as

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part of a team to get a particular project done?” Depending on how candidates then answer this question they may be scored high or low for the competency teamwork.

According to McClelland (1998) “The BEI is an adaptation of the critical-incident interview originally developed by Flanagan, 1954.” It is based on the finding that competencies predict occupational success or future work behaviours better than scholastic assessment tests. The competencies to be evaluated in the BEI should be “defined and described in ways that reflect important life changes or learning” (McClelland, 1998). This type of interviewing was designed to eliminate possible biases that interviewers may have when interviewing candidates who have been referred by trusted advisors as outstanding (O) and those who haven’t really been referred who are described as typical (T).

As part of the BEI process candidates will be asked about six previous incidents that they experienced at work; 3 positive and 3 negative. “The competencies being assessed are coded for; the frequency of occurrence in the interview; and the level of complexity or scope at which they are displayed.”(McClelland, 1998).

RATIONALE FOR USING A BEHAVIOURAL INTERVIEW. (BARCLAY, 2001)

Equal Opportunities: The interviews focus on the specific requirements of the job; Reduces bias based on a person’s characteristics or personality; it allows for the inclusion of skills or attributes which have developed outside of the workplace.

Flexibility: Traditional structured interviews can lead to an array of skills being left out as interviewers are following a strict script of questions which doesn’t allow for additional or probing questions.

Avoids faking; For instance if a candidate is asked to recall something which has happened in the past they are more likely to recall a true event as the interviewers will more than likely probe them on said incident.

Evidence for decisions: Interviewers can justify their decisions and provide relevant feedback to candidates

Cost: Behavioural interviews have similarities with assessment centres but present a cheaper and quicker option. (Taylor & O’Driscoll, 1995)

EXAMPLES OF BEI QUESTIONS INCLUDE:

- Could you give me an example of a time when you had to work under pressure?

- Can you provide an example of a time when you had to use leadership skills in order to get a task done?

SCORING THE BEI

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Behaviourally Anchored Rating Scales – BARS (Catano, Darr & Campbell, 2007).

1. Links selection process with performance appraisal.2. Should be based on level-appropriate performance.

According to Catano, Darr and Campbell (2007) a Behaviourally Anchored Rating Scale is developed by gathering a group of small to medium enterprises (SMEs) through focus groups and coming up with behavioural anchors. The SMEs are asked to provide examples of poor, average and excellent performance based on each competency tested. These are then analysed in terms of frequency and 10-point scales with those receiving 70% or above agreement selected. These competencies and behavioural anchors then go through pilot testing to support their reliability and validity. (Catano, Darr & Campbell, 2007).

Wood and Payne, 1998 state that when scoring a Behavioural interview there are 3 necessary aspects;

1. “ Mark guidelines and behavioural indicators Wait until the interview is completed Read all of your notes Take the first competency and compare evidence given to the

behavioural indicators Refer to the rating scale and rate the candidate on the

competency Repeat the process for the next competency.

2. A summary rating form This sets out the behavioural indicators for each competency,

and provides space to record both the evidence and the rating.3. A rating scale

A scale which ties performance against the behavioural indicators to a numerical score – in order to compare different candidates.” (Wood & Payne, 1998).

Please see example of scoring guide in the appendix.

SECTION 6: CONCLUSION/ RECOMMENDATION

The aim of this report was to summarize how the proposed selection and assessment design will deliver on recruiting a suitable candidate for the position of Quality and Standards manager. This method will ensure return on investment due to the fact that such a rigourous approach, includes scoring methods, is legally definsible due to it’s obejctive and consisent nature. This will also remove the possibility of hiring the wrong candidate which will ultimately lead to loss of revenue, and moreover a repetition of the hiring process. In conclusion, the right candidate will be selected for the position in order to fulfill the needs of the organization.

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REFERENCES

Barclay, J. M. (2001). Improving selection interviews with structure: organisations' use

of “behavioural” interviews. Personnel Review, 30(1), 81-101.

BellSouth, 2002. Behavioural Event Interview, Study Guide. BellSouth.

Best, R., Cronshaw, S. F., Hysong, S., Pugh, J. A. Warner, M.A, & Zugec, L., (2007).  A

five component validiation model for functional job analysis as used in job

redesign. Ergometrika, 4,12-31.

Cascio, W, F. and Aguinis, H. (2008). Staffing Twenty - first- century Organisations.

The

Academy of Management Annals, 2, (1), 133-165.

Catano, V., Darr, W. & Campbell, C. A. (2007). Performance appraisal of behavior-

based competencies: A reliable and valid procedure. Personnel Psychology, 60,

201-230.

Cattell, R. B., Eber, Tatsuoka, M. M. (1970). Handbook for the 16PF. Champaign,

Illinois: IPAT.

Centre, H. (2015). Interpretive Guides for Behavioural Interviews. Www2.gov.bc.ca.

Retrieved 30 April 2015, from http://www2.gov.bc.ca/myhr/article.page?

ContentID=14b32faa-4562-bae6-e4ac-2abe29f01a00&dcr=/templatedata/

sitepublisher/articles/data/myhr/jobs_hiring/

interpretive_guides_for_behavioural_interviews.xml

Dotson, P., Durand, R. & Nandialath, M. (2014). A Structural Approach to Handling

Endogeneity in Strategic Management: The Case of RBV. European Management

Review, 11(1), 47-62.

Dunleavy, E., M. & Gutman, A., (2012). Documenting Work Analysis Projects: A

review of strategy and Legal  Defensibility for Personnel Selection. In Wilson, M., A., 15

Bennett, W., Gibson, S., G.  & Alliger, G., E.   The Handbook of Work Analysis:

Methods, Systems, Applications and Science of Work Measurement in 

Organisations.  London. Routledge.

Fine, S. A. (1955). A structure of worker functions. The Personnel and Guidance

Journal, 34(2), 66-73. Chicago.

Flanagan, J. C. (1954a). The critical incident technique. Psychological Bulletin, 51,

327-358.

Ghiselli, E.E. (1963). Managerial talent. American Psychologist, 8, 631–642. Ghiselli,

E.E. (1973). The validity of aptitude tests in personnel selection. Personnel

Psychology, 26, 461–477.

Johnson, W., Hubbard, G., & Zubac, A., (2010). The RBV and value creation: a

managerial perspective. European Business Review, 22(5), 515-538.

McClelland, D. C. (1998). Identifying competencies with Behavioral Event Interviews.

Psychological Science, 9(5), 331-339.

Robertson, I. T, & Smith, M. (2001). Personnel Selection. Journal of Occupational

Psychology,  74, 441-472.

Schmidt, F.L., & Hunter, J.E. (1998). The validity and utility of selection methods in

personnel psychology: Practical and theoretical implications of 85 years of

research findings. Psychological Bulletin, 124, 262–274.

Spinu, M. N. (N.D.). Advantages and disadvantages of personal recruitment from

internal resources. (Univeristy paper). Aurel Vlaicu University, Arad, Romania.

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%209/37%2 0Spinu%20Marian%20nicu1.pdf  

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Wernerfelt, B. (2012). Small forces and large firms: foundations of the RBV. Strategic

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practical guide. Chichester: Wiley. [LIB 658.311/WOO

APPENDICES

APPENDIX 1 – JOB ADVERT

Overview

We are recruiting for the role of Quality Standards Manager. We are looking for a goal orientated person who continually stives to acheive the best results. This person should be a team player and excellent communicator. We are seeking someone who is adaptable and flexible in their role. The ideal candidate should be detail orientated and able to problem-solve efficiently and effectively.

This is a full-time permanent position available immediately.

RESPONSIBILITIES

Maintain documentation of compliance activities, such as complaints received or investigation outcomes.

File appropriate compliance reports with regulatory agencies. Conduct or direct the internal investigation of compliance issues. Identify compliance issues that require follow-up or investigation. Report violations of compliance or regulatory standards to duly authorized

enforcement agencies as appropriate or required. Disseminate written policies and procedures related to compliance activities. Conduct periodic internal reviews or audits to ensure that compliance

procedures are followed. Serve as a confidential point of contact for employees to communicate with

management, seek clarification on issues or dilemmas, or report irregularities. Provide employee training on compliance related topics, policies, or

procedures.

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Verify that all firm and regulatory policies and procedures have been documented, implemented, and communicated.

IDEAL CANDIDATE

Will be a good team player Excellent written and oral communication skills To have a strong work ethic and strive for success To thrive in acheiving exceptional personal results To operate and take accountability within strict guidelines and procedures and

deliever on short term or long term quality standards objectives To be able to demonstrate problem-solving and analytical thinking

REQUIRED EXPERIENCE

A four-year Bachelor’s degree 3+ years of related experience A knowledge of using the compliance software systems: 80-20 Software

Leaders4; Actimize Brokerage Compliance Solutions; The Garland Group RiskKey; Thomson Reuters Paisley Enterprise GRC

Experience with Microsoft Office products

THE NEXT STEP

*Interested applicants should complete the attached application form and submit this together with their CV by June 1st 2015.

*Should you require more information please call the office for assistance.

*In the event that this report is accepted by the organization, desired contact details will be added here.

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APPENDIX 2 – APPLICATION FORM

APPLICATION FORM

Name

Last name

Title

Email

Address

Phone

Alternate Contact Number

Have you applied to this organization before? Yes No

EDUCATION

Undergratuate Degree

University

Degree title

Overall Result

Date of Completion

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If applicable:

Postgraduate Degree

University

Degree title

Overall Result

Date of Completion

ADDITIONAL ACADEMIC INFORMATION

Do you have any other academic qualifications, certifications, awards or prizes that you would like to include in your application? If yes, please provide details.

YOUR SKILLS

Q1: Describe a time when you led a team to successfully competing a task relating to quality standards (Max. 250 words).

Q2: Discuss a time when you need to use effective communication skills to resolve an issue that arose in your work (Max. 250 words).

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Q3:Would you describe yourself as someone who is acheivement and goal orientated and why? (Max. 250 words)

WORK EXPERIENCE

Employer

Position Held

Duration

Type of work and responsibilities

Additional Information

REFERENCES

Reference 1

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Reference 2

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APPENDIX 3 -INITIAL CONTACT LETTER

Dear Candidate, Thank you for applying for the role of Quality and Standards Manager with Ability Corp. This email contains information about the assessment process for this role, which contains two stages: 1)Online Assessment, and 2) Attendance for group exercise, presentation and Interview. Stage 1: Online Assessment As part of the selection process, we would like to invite you to complete 2 short online assessments. We ask you to complete this online assessment as people who perform well in them, tend to perform well on-the-job. You can find examples of these test types at the following:

https://www.jobtestprep.co.uk/psytech-international-tests

 On May 5th you will receive an email with details to complete a short psychometric test (28 minutes long) covering verbal, numerical and abstract reasoning. You will also be asked to complete a short personality questionnaire. Details of these will be sent separately. When you receive the emails, we ask you to read the instructions carefully and to take the assessments seriously and before the specified deadline. To do this, you will need access to a PC or laptop in a quiet environment, with a strong internet connection and updated Adobe Flashplayer. You may also complete this in work however, you will need to ensure that you have a quiet place to complete the questionnaire where you will not be disturbed. Please be assured that your performance in the assessment will be used to inform the selection process and will not be used as a solitary measure to determine your success or failure in the process. Stage 2: Group exercise, presentation and interview As the second and final stage of the process, we invite you to take part in some activities on Tuesday May 13th. Please note you will be assessed on an individual basis. The activities are as follows:

Group Exercise: This exercise has been designed to simulate the type of work which would be typical in the role we are recruiting for. The assessors will be looking for certain behaviours during the exercise and will be taking notes throughout. This activity will require you to work with a team to develop solutions to a management issue and to present your recommendations in relation to the information provided.

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Competency-based interview: During the interview, you will be asked to provide examples of how you have demonstrated specific types of behaviour which are important for the role of Quality and Standards Manager from you experience to date.

Individual presentation  The tasks are designed to be as realistic as possible, while providing an appropriate level of challenge and complexity. These tasks do not require any specific technical or product knowledge, and you are not expected to do any preparation in advance. The process has been developed to present a consistent, standardised and fair means of ascertaining your capability and potential to perform successfully in this role.  You will meet a variety of assessors during the process; these will represent a balance between Ability Corp representatives and external consultant assessors. You may find that you feel less confident in one activity compared with another. Please don’t let this put you off; the process is designed to give you different opportunities to show us your strengths. Please try your best in each activity. These activities will take place in Cork International Hotel, and will last for approximately 2 hours 30 minutes in total. During this time you will have time for a break and some refreshments. Once you have completed the activities, you will be free to leave. Note that it is in your interest not to discuss your experience with fellow candidates in the process. Special Requirements If for any reason you believe that you will have difficulty in completing any of the activities described, please contact Christine Flynn at flynnc2000@george.ie for a confidential discussion to arrange for reasonable accommodation. Feedback All candidates will be informed of whether they were successful by May 21st. Should you wish to recieve feedback regarding the results of your psychometric tests, please contact flynnc2000@george.ie and we will provide a written report to you via email. The report will include a description of your performance and results of your tests.

 

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Next Steps On May 5th you will receive an email containing details to access your online assessments. Please complete these in advance of the specified deadline. You will be contacted shortly with a time and date for your activities. Please ensure that you arrive promptly. Kind regards, George Consultants

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APPENDIX 4- INVITATION TO COMPLETE PSYCHOMETRIC TESTING

Dear Candidate,

As part of the assessment process for the position of Quality and Standards Manager in Ability Corp and as follows from the information shared with you recently, you are invited to complete 2 short online tasks.

Please complete the tests at your earliest convenience and no later than two days from receipt of this email.

To access the questionnaire, please pursue URL and login ID below:

URL: www.genesystem.com

Login ID: 2ip-np7-gmb

We hope you will not encounter any difficulty, however if you do, please do not hesitate to contact our assessment partners on info@george.ie .

You will be contacted shortly in relation to your scheduled time and date for other activities in the selection process, which will take place in Cork International Airport Hotel.

Thank you for your cooperation.

Kind regards,

George Consultants

APPENDIX 5 – GROUP EXERCISE

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This exercise has been designed to simulate the type of work which would be typical in the role we are recruiting for. In this group exercise each candidate is given the same instructions. The assessors will be looking for certain behaviours during the exercise and will be taking notes throughout.

Please don’t let this put you off; the exercise is designed to give you different opportunities to show us your strengths. Please try your best.

The exercise will begin on the next page.

27Introduction:

This exercise has been developed to predict your behaviour in the workplace and assess your effectiveness at working within a team. This group exercise will require you to address a number of issues and provide practical solutions as a group.

Group exercise

Your Groups Task :

Using the information provided along with your own skills and experience work 28

Exercise Scenario:

Ability Corp is a national disability organisation headquartered in Dublin. Its services include training, vocational services, psychological services and community based integration programmes. Ability Corp’s current marketing strategy and unique selling point is to its ability to provide specialized person centred services in the community with a focus ability not disability. Up until this point it has successful maintained all its funding streams from the HSE. However due to increased competition from private providers Ability Corp fears its position is threaten as the providers of choice in these communities.

You have recently joined Ability Corps Management team as a Quality Manager. You have been asked to participate in a meeting to address current and strategic issues alongside the rest of the senior management.

The main purpose of this meeting is to establish a way forward for implementing a new initiative which has recently been announced.

Management Issues:

Ability Corp has proposed relocating one of its main programmes to a new centre and the merging 2 of the community programmes into one. This would provide an increased staff base at the new site that could be called on for more 1:1 programme delivery or development of additional core programmes of service as of yet not developed. In particular a Vocational Programme would allow for additional funding streams to be applied for. This programme has not run in the organization before. An additional accreditation for the programme would have to be applied for.

There is reluctance on the part of some staff members to relocate. Furthermore this would mean a restructuring of direct reports as the management will remain at their respective sites. The staff report feeling uninformed and ill prepared for such a change.

together as a group to agree a strategy for Ability Corp to help ensure the effective management of programmes development and roll out within the organization. The group should:

Agree the approach to tackling this initiative Agree a priority list of deliverables Consider how the initiative would be implemented and how it would add

value to the way the Organisation operates.

You have 45 minutes in total to complete this exercise. It is suggested that you should allow approximately ten minutes for individual reading and preparation, forty minutes for group discussion and ten minutes to write up a summary on the flipchart paper provided.

One team member should present the final findings of the team.

Good luck!

APPENDIX 6 - SCORING OF GROUP EXERCISE

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Competency/Skill/ Person Spec Criteria

Score (0-6)0 – Doesn’t display1- Poor 2 –Marginal3- Acceptable 4 – Good5 – Very Good 6 - Excellent

Comments

Analytical Thinking

Communication

Problem Solving

Achievement/Results Orientation

Flexibility and adaptability

Leadership

Teamwork

Competency – Analytical ThinkingPositive Indicators

- Helps the group to come to conclusions quickly and efficiently- Looks to agree on key issues and appropriate solutions- Is often quick to generate ideas and provide contributions to the group- Seeks to address conflicting opinions within the group in order to reach a

common agreement

Negative Indicators- Shows difficulty in coming to firm conclusions.- Spends excess time dwelling on single issues- Holds the group back from coming to conclusions and moving on to new

issues- Fails to resolve major differences of opinion without the group

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Competency – CommunicationPositive Indicators

- Asks probing questions- Presents their points in a clear manner- Remains professional under pressure at all times- Shows awareness of cultural differences within the group

Negative Indicators- Communicates in a way that is difficult for others to understand Actively

listens to others- Does not listen to others views- Pushes through own agenda/opinions

Competency – Problem SolvingPositive Indicators

- Is able to identify important information from the text provided- Thinks strategically and takes a long-term view- Looks at problems and solutions from multiple viewpoints- Identifies potential side effects and indirect consequences- Identifies the causes of problems and the inhibitors of success- Searches for more information For example you could ask many questions

Negative Indicators- Does not identify the key issues- Does not seek more information- Looks at the problem from a very narrow-minded perspective- Cannot identify the causes of problems- Provides irrelevant or impractical solutions

Competency – Achievement/Results OrientatedPositive Indicators

- Focus on results and meeting the task objectives- Ensures that all important issues and recommendations are presented- Make effective use of any materials provided during the exercise

Negative Indicators- Does not focus on addressing specific issues

Competency – Flexibility and adaptability

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Positive Indicators- Makes suggestions for increasing the effectiveness of changes.- Remains flexible and open to new ideas and encourages others- Persists towards solutions- Thinks and acts effectively under pressure.- Shifts approach in response to the demands of a situation.- Acknowledges new information and adjusts responses accordingly.-

Negative Indicators- Remains focused on areas previously addressed- Doesn’t adapt with the discussion of the team

Competency – LeadershipPositive Indicators

- Provides support and encouragement to team members- Helps to address the structure of the meeting- Employs different management styles depending on the context- Takes control and provides focus to the group when required.- Gives everyone in the group time to speak and listens to everyone’s input- Manages conflict and handles disputes within the team- Encourages the input of others.- Ensures that everyone has a sense of unity and encourages team spirit

Negative Indicators- Takes a strictly autocratic style of leadership- Fails to maintain control of the group- Avoids listening to other team members and leaves them out of the decision

making process- Allows conflicts and disputes to occur within the group- Undertakes a passive role and allows other to overshadow them during the

discussion

Competency - Team Work

Positive Indicators- Shows a greater concern for the group rather than for self interest- Offers knowledge and expertise to the benefit of the group.- Encourages team members to build upon their ideas- Listens to the points of others and gives constructive feedback- Provides regular contributions towards group discussion

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- Actively tries to improve and maintain morale and enthusiasm within the group.

- Provides support for decisions made by the groupIs flexible and does not oppose group decisions at the expense of the rest of the teamNegative Indicators

- Offers little or no contributions to the group- Causes disputes or conflict within the team- Is overly critical and/or frequently disagrees with other members of the group- Acts in self-interest rather than in the interests of the team

APPENDIX 7: EXAMPLE OF BEHAVIOURAL EVENT INTERVIEW SCORING GUIDE

- Taken from the British Columbia Interpretive Guides for Behavioural Interviews (2015).

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INTERVIEW TEMPLATE

RATING SCALE

Total points are based on a maximum of 10 available points. Weighting (the number of points for each question) may vary depending on the importance of the competency, knowledge, skill or ability to successful job performance (i.e. some questions may be weighted higher than others). If so, adjust the point values or use a multiplier to assign a higher weight to certain questions.

Beyond Recruitment Level / Exceptional Response

Recruitment Level / Good to Very Good response

Below recruitment Level / Fair to Poor response

9-10 points (pass) 6-8 points (pass) 0-5 points (fail)ExcellentFull Performance BehavioursAbove Average

Good to very goodSatisfactoryAverage

WeakLess than Acceptable or UnacceptablePoor

Competency Questions: Should ensure extremely effective performance. Significantly and consistently above criteria for successful job performance.

Knowledge or Skill /Ability Questions: Ideal response or surpassed expectations – covered all the points looked for in a response. Reserved for the exemplary set of skills that yield a particularly sophisticated approach or response. Includes all key information. No errors.

Competency Questions: Should be adequate or more than adequate for effective performance. Meets or exceeds criteria relative to quality and quantity of behaviour required for successful range of skills for handling the situation and the desired result, or outcome is obtained.

Knowledge or Skill /Ability Questions: Clear response. Includes most of key information. Minor errors. Demonstrates or describes the range of appropriate skills. At the lower point rating, some deficiencies exist in the areas assessed but none of major concern.

Competency Questions: Insufficient for performance requirements. Generally does not meet criteria relative to quality and quantity of behaviour. Described plausible but inappropriate behaviours for handling the situation or the desired result or outcome is not obtained. Few or no criteria met.

Knowledge or Skill/Ability Questions: Includes little or incorrect information. Demonstrates a lack of understanding. Does not describe a sufficient range of appropriate skills. At the lower point rating, significantly below criteria or ideal response. Many deficiencies. No answer provided or inappropriate answer. Response would have negative outcomes.

INTERVIEW QUESTIONS:

1. INSERT QUESTION

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Competency, Knowledge, Skill/ Ability assessed: INSERTCompetency Level: Insert Recruitment/Target level and use competency interpretive guide to evaluate the response.orIdeal Response: Insert Ideal ResponseNotes on Applicant Response: Rationale for the Rating

Decision:

Interviewer’s Rating: Panel Consensus Or Average Rating:

COMPETENCY SCORING – INTERPRETIVE GUIDE TO BE REFERRED TO WHEN SCORING ABOVE.

- Taken from the British Columbia Interpretive Guides for Behavioural Interviews (2015).

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Leadership implies a desire to lead others, including diverse teams. Leadership is generally, but not always, demonstrated from a position of formal authority. The “team” here should be understood broadly as any group with which the person interacts regularly.

Behavioural Level Interpretive Guide Level Observed

1. Manages Meetings Well:- Sta t e s agendas and objec t ives , con t ro l s

t ime , makes as s ignmen ts , e t c .

Did the candidate explain the purpose and reason for the meeting? Did the candidate facilitate the meeting and assign tasks to the various members? To score at this level, the candidate took responsibility for the meeting, and the agenda and kept the group on track.

2. Keeps People Informed:- In a leade r sh ip ro l e , l e t s peop le a f f ec t ed

by a dec i s ion know what i s happen ing , even i f they a re no t r equi red to shar e such in fo rma t ion .

- Makes sur e the group has a l l t he necessa ry in fo rma t ion .

Did the candidate explain the reasons why a decision was made? Did the candidate provide the group with enough information to do their work effectively? To score at this level, the candidate informed those directly involved and does not “hide” information. The candidate also explained how the decision affected the group.

3. Promotes Team Effectiveness:

- As a leade r , use s complex s t ra t eg ie s to promote t eam mora l e and produc t iv i t y (h i r ing and f i r ing dec i s ions , t eam ass ignmen ts , c ross - t r a in ing , e t c . ) .

- May inc lude ac ts in tended to bu i ld team sp i r i t as long a s t h i s i s i n t ended to inc reas e team e f fec t i veness .

- Demands accoun tab i l i t y .

- Encourages and empowers o the rs .

- Reso lves t eam conf l i c t .

Did the candidate focus on treating the group equitably? Did the candidate delegate work within the team fairly? Did the candidate describe actions that helped the team to function more effectively? Did the candidate resolve conflict effectively in a timely manner?

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4. Takes Care of the Group:- Advoca te s fo r t he g roup and i t s r epu ta t i on .

- Makes sur e the pr ac t ica l needs o f t he group a re m et : ob ta ins needed pe rsonnel , r e sou rces , i n format ion fo r t he g roup and uses t hem ef f i c i en t ly .

Did the candidate “stick up for the group” when others criticized them? Did he/she try to promote team morale by providing training opportunities or setting group goals? Did the candidate explain that without the group it would be difficult to complete the organization’s goals? To score at this level the candidate must demonstrate a focus on “taking care” of the group, within the larger organization either through obtaining resources, or protecting it.

5. Positions Self as the Leader:- Ensu res t ha t o the r s suppor t l eader ’ s

mis s ion , goa l s , agenda , c l ima te , t one , po l i cy .

- “Se ts a good example” (e .g . , mode l s des i red behav iour of the qua l i ty in i t i a t i ve ) .

- Ensu res t ha t g roup t a sks a r e comple t ed . I s a c red ib l e leade r .

Did the candidate think about the impact of his or her own actions and then demonstrate the desired behaviours? Did the candidate go out of his or her way to find out about the group’s needs and interests related to the organization’s goals? To score at this level, the candidate understood the group’s needs and behaviours and used that information to generate buy-in or support.

6. Communicates a Compelling Vision:

- Has a genu ine be l i e f i n the v i s ion and communica t e s t o o the rs i n a way tha t genera t e s exc i tement , en thus i a sm and commi tmen t to the group miss ion .

Did the candidate develop and communicate his/her vision to the group and then “walked the talk”? Did the candidate understand how he or she will have a direct impact on others, by how well his or her vision will be accepted or achieved? Was the candidate able to develop enthusiasm and commitment to his/her vision?

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APPENDIX 8 – REJECTION LETTER

Dear (aplicant’s name),

Thank you for the application for the position of Quality and Standards Manager.

We very must appreciate the time and energy put into completing our application form. The task of selecting candidates for the next steps in the recruitment process was made particularly difficult by the exceedingly high standard of applications we received. In light of this information, we are sorry to inform you that on this occasion it is not possible for your applicaton to proceed any further.

Nonetheless, I would like to thank you for your interest in the position of Quality and Standards Manager.

I wish you well with any other applications you may be pursuing and would like to encourage you to keep an eye on career opportunities available with us in the future.

Yours sincerely,

Recruitment Team

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