Unit 3-6-2: Understanding the Principles of Assessing People Part 2

Question 1

List reasons why recruiters should undertake candidate interviews:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 1

• Structured way to gain evidence of ability;
• Establish rappor;
• Validate suitability;
• Test behaviour;
• Facilitate accurate matching;
• Facilitate candidate commitment.

Question 2

How can an interviewer adopt good biographical interviewing techniques?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 2

• Be appropriately trained;
• Explore motivations, attitudes and background facts;
• Ask relevant and structured questions;
• Avoid personal bias;
• Ensure a candidates whole career is considered;
• Focus on transferable skills;
• Use candidates CV when relating to job criteria.

Question 3

What should a recruiter consider at planning stage of a biographical interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 3

• Send pre-interview information;
• Ask about reasonable adjustments;
• Establish whether assignment or registration interview;
• Compile relevant documentation;
• Set up interview envronment;
• Read CV thoroughly;
• Establish areas to probe;
• Consider roles and clients.

Question 4

What should a recruiter consider at introduction stage of a biographical interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 4

• Welcome and introduction;
• Explain process;
• Emphasise the confidentiality;
• Request permission to take notes;
• Discuss the role of the recruiter;
• Answer any questions C may have;
• Confirm timescales;
• Establish likely next steps.

Question 5

What should a recruiter consider at questioning stage of a biographical interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 5

• Use planned and relevant questions;
• Question ability, knowledge, experience and transferable skills;
• Confirm any rleevant background info;
• No discriminatory Q’s;
• Look for evidence of ability to perform relevat or specific roles;
• Establish C’s expectations and needs;
• Summarise to ensure accuracy.

Question 6

What should a recruiter consider at showing stage of a biographical interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 6

• Discuss specific and relevant roles;
• Highlight organisations the candidate may not wish to work for;
• Discuss inflexibility;
• Manage expectations realistically and positively;
• Discuss how the recruiter will search on their behalf;
• Provide feedback;
• Demonstrate the next steps in the process.

Question 7

What should a recruiter consider at asking stage of a biographical interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 7

• Check if the candidate has Q’s;
• Summarise the next steps and realistic timescales;
• Establsih commitment including exclusivity, contact plan, attending interviews;
• Express thanks for attending.

Question 8

What are competence assessments?

3.2 Understanding the principles and techniques of candidate assessment

Answer 8

• Interviews designed to probe a candidates core competencies, focussing on:
• Knowledge;
• Skills;
• Attitude and behaviour.

Question 9

Provide some findings you would expect from a competence assessment into self-motivation?

3.2 Understanding the principles and techniques of candidate assessment

Answer 9

• Displays a positive attitude and involvement on all tasks;
• Demonstrates high and sustained level of concentrations over a period of time;
• Demonstrates determination to achieve a result or goal;
• Demonstrates enthusiasm about a task.

Question 10

Provide some findings you would expect from a competence assessment into relating and networking?

3.2 Understanding the principles and techniques of candidate assessment

Answer 10

• Establishes long-term relationships;
• Builds wide and effective relationships;
• Relates well to people at all levels.

Question 11

Provide some findings you would expect from a competence assessment into relating and networking?

3.2 Understanding the principles and techniques of candidate assessment

Answer 11

• Establishes long-term relationships;
• Builds wide and effective relationships;
• Relates well to people at all levels.

Question 12

What should a recruiter consider at planning stage of a competence assessment interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 12

• Agree tge competence criteria/framework.
• Prepare questions against competence criteria;
• Explain competence criteria and style of interview;
• Send pre-interview criteria;
• Ask C how they feel about competency criteria;
• Ask C whether reasonable adjustments are required?
• Prepare envrionment;
• Brief reception;
• Read through CV thoroughly and assess areas to probe.

Question 13

What should a recruiter consider at introduction stage of a competence assessment interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 13

• Welcome and intro;
• Explain process and style;
• Explain why competency style;
• Emphasise timescales and next steps;
• Emphasise confidentiality;
• Highlight Q’s C may have;
• Establish imporatnce of taking notes.

Question 14

What should a recruiter consider at questioning stage of a competence assessment interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 14

• Confirm relevant biographical info;
• Use planned questions to link to competency criteria;
• Gather evidence about ability against criteria;
• Listen actively;
• Probe detail about the candidates contribution;
• Summarise to ensure accuracy;
• Record evidence against criteria.

Question 15

What should a recruiter consider at asking stage of a competence assessment interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 15

• Check for any C questions;
• Summarise next steps and realistic timeframes;
• Establish appropriate level of commitment including contact plan and interviews;
• Offer thanks.

Question 16

What should a recruiter consider at foolow-up stage of a competence assessment interview?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 16

• Provide client and candidates with feedback;
• Arrange further interviews with the client and candidates;
• Control offer and start-date arrangements;
• Negotiate salary and benefits;
• Manage counter-offers and resignataions;
• Confirm contract details, training plans and inductions;
• Provide client with references;
• Checck on candidates arrival.

Question 17

Describe the aim and a description of an open question:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 17

• Encourages the C to open up with more than one piece of information;
• Start with “explain to me”, “tell me when”, followed by “who, when, what, where”

Question 18

Describe the aim and a description of a closed question:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 18

• Gains one piece of information;
• Used to summarise and clarify;
• Can be used for control;
• Typically “did you, would you, are you”

Question 19

Describe the aim and a description of a probing question:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 19

• Used to gain additional and further info;
• Digs a little deeper;
• Typically “specifically, tell me more, what was the reason”

Question 20

Describe the aim and a description of a hypothetical question:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 20

• Poses a realistic scenario for a C to consider;
• Can be open or closed;
• Useful to gain insight, commitment and flexibilty;
• “If you were given the chance to; what would happen if”

Question 21

What types of question should be avoided and why:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 21

• Leading - pushes the candidate to answer in a particular way;
• Multiple - can confuse the person;
• Broad - asks for too much information;
• Fantasy - senseless.

Question 22

Name the features required for an effective interview:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 22

• Planning;
• Structured;
• Rapport building;
• Funneling;
• Active listening;
• Support and challenging;
• Recorded;
• Feedback.

Question 23

Describe the when to use and what the acronym STAR stands for?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 23

• Candidates should use it for competency based questions;
• Situation - set the scene;
• Task - what was the goal;
• Action - what did they do;
• Results - what was the results.

Question 24

What is the ‘Halo’ effect?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 24

• Interviewer is positively, but falsely, influenced by a particular aspect of the candidate.

Question 25

What is the ‘Horns’ effect?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 25

• Interviewer is negatively, but falsely, influenced by a particular aspect of the candidate.

Question 26

What is the probme with the ‘Horns’ or ‘Halo’ effect?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 26

• Not substantiated by evidenced or fact; but subjective judgements or decisions made without validation.

Question 27

What is pre-judging?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 27

• Coming to conclusions without all of the necessary information of facts being considered.

Question 28

What are assumptions?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 28

• Making your mind up on evidence assumed to be there; such as a skill or experience described on a CV

Question 29

How can a consultant overcome bias?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 29

• Highlight areas of a CV or interview where bias may permeate;
• Have more than one assessor;
• Mix interview methods with objectivity

Question 30

What is rapport?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 30

A relationship or atmosphere of honestly and mutual trust.

Question 31

What can a consultant do to help build rapport?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 31

• Be personalised, professional and accurate;
• Agree and abide by precise times for any contact;
• Ensure interviews are private, distraction free and comfortable;
• Be friendly and welcoming;
• Establish how the cndidate would like to be addressed;
• Engage in easy-to-answer, low-order initial conversations;
• Explain the structure, format, timescales and objectives of the meeting;
• Maintain suitable proximity;
• Stress confidentiality;
• Ask permission to take notes.

Question 32

What can a consultant do to maintain rapport?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 32

• Demonstrate active listening;
• Maintain positive eye contact, open gestures and appropriate posture;
• Use linking Q’s;
• Use logical probing questions;
• Fubnel questions and summarise;
• Demonstrate appropriate praise and empathy;
• Allow time for C to think and respond;
• Demonstrate a genuine interest in the candidate;
• Maintain focus on the plan and structure;
• Take notes consistently and objectively.

Question 33

What is candidate feedback?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 33

• Enforcement or refinement of specific skills, knowledge and interpersonal behaviour, which gives rise to learning, development or action.

Question 34

Why is candidate feedback important?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 34

• Can boost self-esteem and confidence;
• Provides constructive feedback in areas that require improvement;
• Should be balanced;
• Consultant may be the only person to provide constructive feedback.

Question 35

In the context of feedback, what does BOOST stand for?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 35

• Balanced
• Objective
• Observed
• Specific
• Timely

Question 36

In the context of feedback, what does BOOST stand for?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 36

• Balanced
• Objective
• Observed
• Specific
• Timely

Question 37

When can candidate feedback be given?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 37

• Pre-registration;
• Post registration and assessment;
• Client interview and assessment;
• Assignment;
• End of assignment.
• Should be between all parties.

Question 38

What can candidate feedback topics include?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 38

• Job opportunities;
• Training and upskilling;
• Alternative routes;
• Responses, CVs, body language and dress code;
• Interviews and assessments;
• Assignments;
• Recruiters service level.

Question 39

Why should reference checks be carried out?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 39

• Legal and ethical obligations to both candidates and clients.

Question 40

At what stages should reference checks be carried out?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 40

• Pre-registration;
• Upon registration;
• At the point of assignment or vacancy;
• On offer;

Question 41

What reference checks should be carried out pre-registration?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 41

• Reasonable adjustments

Question 42

What reference checks should be carried out upon registration?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 42

• Right to work;
• DBS;
• Legally required qualifications;
• Former employee ref checks;
• Accomodation suitability;
• Professional body membership;
• Training and certs;
• Minimum age requiements;
• SKills and aptitude.

Question 43

What reference checks should be carried out at the point of assignment or vacancy?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 43

• H&S;
• Specific role or legal requirements.

Question 44

What reference checks should be carried out at offer stage?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 44

• Reference from former or current employer;
• Appropriate medical checks.

Question 45

What checks should be made under the Equality Act 2010?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 45

Reasonable adjustments

Question 46

What reference checks should be carried under Employment Agencies Act and Conduct Regs?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 46

• Qualifications;
• Two refs (when working with vulnerable people);
• Professional body membership;
• Training and certs;
• Minimum age;
• SKill and aptitude;
• Medical (where required)

Question 47

What reference checks should be carried under Immigration, Asylum and Nationality Act 2006?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 47

• Eligibility to work in the UK

Question 48

What reference checks should be carried under Rehabilitation of Offenders Act 1974?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 48

• Disclosure and Barring Service checks

Question 49

What legislation states that minimum age checks should be made?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 49

• Health and Safety at Work Act 1974;
• The Working Time Regs 1998;
• National Minimum Wage Act 1998.

Question 50

What is a reasonable adjustment under the Equality Act 2010?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 50

• “An adjustment in response to an individual’s specific needs and requirements.”
• Can be physical or procedural;
• For candidates or employees.

Question 51

When should reasonable adjustments be made?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 51

• The applicant has indicated that they have a disabililty;
• The employer becomes aware of it;
• The candidate asks for them to be made.

Question 52

At what stage should reasonable adjustments be made?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 52

• Interview stage;
• To undertake an assessment;
• To undertake or remain in employment.

Question 53

In the assessment of making reasonable adjustments, what should be considered?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 53

• Consultation with the candidate;
• The effectiveness of preventing disadvantage;
• The practicality;
• Financial and other costs;
• The value of the workers expertise and experience;
• Nature and size of the employers business;
• H&S of other workers;
• Occupational requirement.

Question 54

Provide some examples of ‘reasonable adjustments’ in assessments:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 54

• Modifying testing and assessment procedures;
• Meeting a candidate at more accessible premises;
• Allowing flexibility on interview or assessment timings;
• Modifying procedures, forms or equipment;
• Providing a reader or interpreter;
• Adapting the physical arrangements or interview environment.

Question 55

In relation to ‘reasonable’ adjustments’ what must an employer or EB consider in its workplace or practices?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 55

Where adjustments are ‘reasonable’, they must be taken to ensure that they do not disadvantage a job applicant or worker.

Question 56

What suitability considerations must be made under the Employment Agencies Act and Conduct Regs?

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 56

• An EB is prohibited from introducing or supplying a candidate unless they have obtained confirmation of their suitability.
• Suitability can be attained as result of some form of assessment.

Question 57

Consultant should follow one of two paths:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 57

1. Candidate does not meet the criteria - advise candidate;
2. Candidate does meet the criteria - discuss options.

Question 58

Should a candidate not meet the criteria what should a consulatant advise on:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 58

• Highlight any skill and knowledge gaps;
• Manage candidates assessment results and confidence diplomatically;
• Explain reasons for unsuitability;
• Discuss reasons for non-registration diplomatically.
• Suitable and alternative options;
• Training or up-skilling.

Question 59

Should a candidate meet the criteria what should a consulatant advise on:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 59

• Highlight any knowledge or skill gaps;
• Manage assessment results and confidence diplomatically;
• Explain next steps in the recruitment process;
• Discuss suitable clients and roles;
• Training and up-skilling;
• Gain commitment from candidate.

Question 60

Why should delays in feedback be avoided:

3.2 Understanding theprinciples and techniques of candidate assessment

Answer 60

• Unethical and discourteous;
• Damages reputation;
• Rejection should be managed diplomatically;
• Use BOOST.