Callaways Executive employs some of the industry’s leading recruitment consultants all of whom are experienced in conducting formal interviews and in particular are well versed in the skill of Competency Based Assessment and Behavioural Interviewing.
Job descriptions are often quite out-dated or fail to adequately identify the “fit” that will truly allow the client to identify a candidate that will excel – both in terms of technical ability and cultural assimilation to the environment.
Competency Based Assessment
This assessment technique identifies candidate’s competencies in terms of their skills and abilities and qualifies demonstrable examples to determine real-life evidence of their expertise.
In order to identify candidates with the closest fit to a specific role, our consultants highlight a number of key competencies with their clients at the beginning of an assignment. Probing questions will then be used to gain examples of situations or tasks which led the candidates to take a certain course of action, based upon these critical attributes.
Behavioural Interviewing
Behavioural interviewing offers the advantage of assessment of reactions and responses to previous work experiences. Our questions seek to identify a candidate’s ability to deal with issues such as conflicting priorities, complex stakeholder management, relationship building within matrix organisations, personal values and ethics, etc to determine how they will perform in the client’s environment.
Callaways employs some of the industry’s leading recruitment consultants all of whom are experienced in conducting formal interviews and in particular are well versed in the skill of Competency Based Interviewing.
This style of interviewing is used so that a candidate can best show how they would demonstrate certain behaviours/skills in the work place by answering questions about how they have reacted to and dealt with previous work place situations.
By using past experience our consultants are able to predict future behaviour by:
- Eliminating misunderstandings
- Preventing purely personal impressions
- Reducing the candidate’s ability to exaggerate previous professional experience and achievements
In order to identify candidates with the closest fit to a specific role, our consultants highlight a number of key competencies with their clients at the beginning of an assignment. Probing questions will then be used to gain examples of situations or tasks which led the candidates to take a certain course of action, based upon these key competencies. Further exploration will be taken upon the course of action the candidate took and what changes were created by those actions and the effects of those actions on others.
Traditional job descriptions are often quite out-dated. Most organisations will analyse a role by breaking it down into key competencies. If an organisation uses this type of interviewing, it is likely that the job will be defined on this basis and the candidate’s performance in it will be managed through competencies.
Candidates should prepare for the interview in the normal way by researching the company and making sure they are able to talk through the work and skills that they have described in their CV.
Candidates will be given the opportunity to market themselves for the role in the normal way. However, most candidates will find this type of interviewing much more interactive and enjoyable and it is likely that the interviewer will be able to encourage them to be much more open than in a traditional interview.
Usually the interviewer will have a number of pre-planned questions to ask candidates. For each of these questions they will ask for real-life evidence where the candidate has demonstrated the behaviour or skills. They will know what the desired behaviours are and will look for positive and negative indicators.
Examples of competencies that can be tested include:
- Organisational Awareness
- Organisational Commitment
- Strategic Thinking
- Communication
- Client Focus
- Relationship Building
- Teamwork
- Service Facilitation
- Leadership
- Innovation
- Self-Management
- Impact and Influence
- Resource Management