Unit 3-6-2: Understanding the Principles of Assessing People Part 2 Flashcards
List reasons why recruiters should undertake candidate interviews:
3.2 Understanding theprinciples and techniques of candidate assessment
- Structured way to gain evidence of ability;
- Establish rappor;
- Validate suitability;
- Test behaviour;
- Facilitate accurate matching;
- Facilitate candidate commitment.
How can an interviewer adopt good biographical interviewing techniques?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at planning stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at introduction stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at questioning stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at showing stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at asking stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What are competence assessments?
3.2 Understanding the principles and techniques of candidate assessment
- Interviews designed to probe a candidates core competencies, focussing on:
- Knowledge;
- Skills;
- Attitude and behaviour.
Provide some findings you would expect from a competence assessment into self-motivation?
3.2 Understanding the principles and techniques of candidate assessment
- 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.
Provide some findings you would expect from a competence assessment into relating and networking?
3.2 Understanding the principles and techniques of candidate assessment
- Establishes long-term relationships;
- Builds wide and effective relationships;
- Relates well to people at all levels.
Provide some findings you would expect from a competence assessment into relating and networking?
3.2 Understanding the principles and techniques of candidate assessment
- Establishes long-term relationships;
- Builds wide and effective relationships;
- Relates well to people at all levels.
What should a recruiter consider at planning stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at introduction stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at questioning stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What should a recruiter consider at asking stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- Check for any C questions;
- Summarise next steps and realistic timeframes;
- Establish appropriate level of commitment including contact plan and interviews;
- Offer thanks.
What should a recruiter consider at foolow-up stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
Describe the aim and a description of an open question:
3.2 Understanding theprinciples and techniques of candidate assessment
- 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”
Describe the aim and a description of a closed question:
3.2 Understanding theprinciples and techniques of candidate assessment
- Gains one piece of information;
- Used to summarise and clarify;
- Can be used for control;
- Typically “did you, would you, are you”
Describe the aim and a description of a probing question:
3.2 Understanding theprinciples and techniques of candidate assessment
- Used to gain additional and further info;
- Digs a little deeper;
- Typically “specifically, tell me more, what was the reason”
Describe the aim and a description of a hypothetical question:
3.2 Understanding theprinciples and techniques of candidate assessment
- 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”
What types of question should be avoided and why:
3.2 Understanding theprinciples and techniques of candidate assessment
- Leading - pushes the candidate to answer in a particular way;
- Multiple - can confuse the person;
- Broad - asks for too much information;
- Fantasy - senseless.
Name the features required for an effective interview:
3.2 Understanding theprinciples and techniques of candidate assessment
- Planning;
- Structured;
- Rapport building;
- Funneling;
- Active listening;
- Support and challenging;
- Recorded;
- Feedback.
Describe the when to use and what the acronym STAR stands for?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What is the ‘Halo’ effect?
3.2 Understanding theprinciples and techniques of candidate assessment
- Interviewer is positively, but falsely, influenced by a particular aspect of the candidate.
What is the ‘Horns’ effect?
3.2 Understanding theprinciples and techniques of candidate assessment
- Interviewer is negatively, but falsely, influenced by a particular aspect of the candidate.
What is the probme with the ‘Horns’ or ‘Halo’ effect?
3.2 Understanding theprinciples and techniques of candidate assessment
- Not substantiated by evidenced or fact; but subjective judgements or decisions made without validation.
What is pre-judging?
3.2 Understanding theprinciples and techniques of candidate assessment
- Coming to conclusions without all of the necessary information of facts being considered.
What are assumptions?
3.2 Understanding theprinciples and techniques of candidate assessment
- Making your mind up on evidence assumed to be there; such as a skill or experience described on a CV
How can a consultant overcome bias?
3.2 Understanding theprinciples and techniques of candidate assessment
- Highlight areas of a CV or interview where bias may permeate;
- Have more than one assessor;
- Mix interview methods with objectivity
What is rapport?
3.2 Understanding theprinciples and techniques of candidate assessment
A relationship or atmosphere of honestly and mutual trust.
What can a consultant do to help build rapport?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What can a consultant do to maintain rapport?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What is candidate feedback?
3.2 Understanding theprinciples and techniques of candidate assessment
- Enforcement or refinement of specific skills, knowledge and interpersonal behaviour, which gives rise to learning, development or action.
Why is candidate feedback important?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
In the context of feedback, what does BOOST stand for?
3.2 Understanding theprinciples and techniques of candidate assessment
- Balanced
- Objective
- Observed
- Specific
- Timely
In the context of feedback, what does BOOST stand for?
3.2 Understanding theprinciples and techniques of candidate assessment
- Balanced
- Objective
- Observed
- Specific
- Timely
When can candidate feedback be given?
3.2 Understanding theprinciples and techniques of candidate assessment
- Pre-registration;
- Post registration and assessment;
- Client interview and assessment;
- Assignment;
- End of assignment.
- Should be between all parties.
What can candidate feedback topics include?
3.2 Understanding theprinciples and techniques of candidate assessment
- Job opportunities;
- Training and upskilling;
- Alternative routes;
- Responses, CVs, body language and dress code;
- Interviews and assessments;
- Assignments;
- Recruiters service level.
Why should reference checks be carried out?
3.2 Understanding theprinciples and techniques of candidate assessment
- Legal and ethical obligations to both candidates and clients.
At what stages should reference checks be carried out?
3.2 Understanding theprinciples and techniques of candidate assessment
- Pre-registration;
- Upon registration;
- At the point of assignment or vacancy;
- On offer;
What reference checks should be carried out pre-registration?
3.2 Understanding theprinciples and techniques of candidate assessment
- Reasonable adjustments
What reference checks should be carried out upon registration?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
What reference checks should be carried out at the point of assignment or vacancy?
3.2 Understanding theprinciples and techniques of candidate assessment
- H&S;
- Specific role or legal requirements.
What reference checks should be carried out at offer stage?
3.2 Understanding theprinciples and techniques of candidate assessment
- Reference from former or current employer;
- Appropriate medical checks.
What checks should be made under the Equality Act 2010?
3.2 Understanding theprinciples and techniques of candidate assessment
Reasonable adjustments
What reference checks should be carried under Employment Agencies Act and Conduct Regs?
3.2 Understanding theprinciples and techniques of candidate assessment
- Qualifications;
- Two refs (when working with vulnerable people);
- Professional body membership;
- Training and certs;
- Minimum age;
- SKill and aptitude;
- Medical (where required)
What reference checks should be carried under Immigration, Asylum and Nationality Act 2006?
3.2 Understanding theprinciples and techniques of candidate assessment
- Eligibility to work in the UK
What reference checks should be carried under Rehabilitation of Offenders Act 1974?
3.2 Understanding theprinciples and techniques of candidate assessment
- Disclosure and Barring Service checks
What legislation states that minimum age checks should be made?
3.2 Understanding theprinciples and techniques of candidate assessment
- Health and Safety at Work Act 1974;
- The Working Time Regs 1998;
- National Minimum Wage Act 1998.
What is a reasonable adjustment under the Equality Act 2010?
3.2 Understanding theprinciples and techniques of candidate assessment
- “An adjustment in response to an individual’s specific needs and requirements.”
- Can be physical or procedural;
- For candidates or employees.
When should reasonable adjustments be made?
3.2 Understanding theprinciples and techniques of candidate assessment
- The applicant has indicated that they have a disabililty;
- The employer becomes aware of it;
- The candidate asks for them to be made.
At what stage should reasonable adjustments be made?
3.2 Understanding theprinciples and techniques of candidate assessment
- Interview stage;
- To undertake an assessment;
- To undertake or remain in employment.
In the assessment of making reasonable adjustments, what should be considered?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
Provide some examples of ‘reasonable adjustments’ in assessments:
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
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
Where adjustments are ‘reasonable’, they must be taken to ensure that they do not disadvantage a job applicant or worker.
What suitability considerations must be made under the Employment Agencies Act and Conduct Regs?
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
Consultant should follow one of two paths:
3.2 Understanding theprinciples and techniques of candidate assessment
- Candidate does not meet the criteria - advise candidate;
- Candidate does meet the criteria - discuss options.
Should a candidate not meet the criteria what should a consulatant advise on:
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
Should a candidate meet the criteria what should a consulatant advise on:
3.2 Understanding theprinciples and techniques of candidate assessment
- 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.
Why should delays in feedback be avoided:
3.2 Understanding theprinciples and techniques of candidate assessment
- Unethical and discourteous;
- Damages reputation;
- Rejection should be managed diplomatically;
- Use BOOST.
