How to use competency job profiles

 To recruit and select for an existing or new job

Behavioural Interviewing

Interviewing Questions

FIELD is currently preparing resources, including a user-guide, which will provide more detailed information on recruitment and selection processes for Disability Community Services Organisations.

Step 1
Define the job and the person

Actions:

  • Locate the Competency Job Profile for this job. Or create a new Competency Job Profile for this job (Understand a new or existing job in your organisation).
  • Create a Position Description using the Position Description Template and your Competency Job Profile. This defines the job.
  • Decide the personal attributes that would be suitable eg. Temperament, level of responsibility, specific qualifications, relevant experience. This defines the characteristics of the person you are looking for.
  • Identify any special requirements of the position, eg travel, non-business hours, manual lifting.
  • Write a summary of the key requirements of the person and the job.
    • For the person: these are a combination of the most important skills and attributes that cannot be learnt, or are hard to learn, on the job. Often these key requirements would be attributes that will enable a person to quickly learn the skills and knowledge required, or attributes that will help a person handle the tough times.
    • For the job: these are the responsibilities and tasks that are critical for your organisation to successfully provide support to people with disabilities

Step 2
Attract suitable candidates

Actions:

  • Market and advertise for applicants for the job using the summary of key requirements created in step 1.
  • Be positive and realistic about the position you have vacant and your organisation. Do not oversell the position. Overselling can lead to considerable disappointment for the new staff member when they start working, often resulting in an early departure.
  • Advertise internally; include vacancies in staff newsletters and on notice boards.
  • Actively encourage referrals from your existing staff.
  • Use local networks, including the local papers and radio stations, noticeboards and employment centres.
  • Send interested people a copy of the Position Description for the job. Include a covering letter and if possible some material about the clients and the organisation.
  • Instruct potential candidates to refer to the competencies in the Position Description. Tell them to prepare to describe their experience, actions and results of those actions in an interview or exercise.

Step 3
Design an Assessment Process

Actions:

  • The assessment process should include, wherever possible, the people with disabilities that the applicant will be supporting. People with disabilities can be actively involved in creating the tests, including the questions and exercises, to be undertaken by each applicant. Short-listed applicants may be asked to complete a shadow shift or to participate in an activity on a voluntary basis. Where ever possible include a person with disabilities who receives support from the organisation on the Selection Panel.
  • Create Key Selection Criteria. These should be based closely on the Key Duties and Responsibilities you created for the Position Description and the key requirements you created for the marketing and advertising. This is a very important step. Remember to include the critical Competencies. For example, if you need a staff member who can organise recreational activities for small groups, then you must remember to find out if they understand and can organise group activities.
  • Create questions and exercises that will test the match between each applicant and the Key Selection Criteria. This is not an easy or trivial task and may take some time. You should aim to include both interviewing and some work based assessment tasks.
  • This testing process should assess four different areas:
    • The attributes of the applicant and whether these will help the person be successful in the position. Attributes are the characteristics or qualities of a person such as empathy, self-confidence and hardiness. You could use a case study or behavioural interviewing to test for these qualities.
    • The motivation of the applicant to undertake this work. High levels of motivation assist employees overcome obstacles and to sustain an interest in and commitment to their work.
      • Check their resume for activities that indicate that they may enjoy working with people with disabilities.
      • Ask ‘ what did you enjoy/not enjoy about your previous role?'
      • Ask ‘ why did you apply for this job?'
      • Ask ’ what are three things that satisfy you in a job?'
    • The behaviours needed to be effective in the position, such as teamwork, ability to learn, judgement and discretion. These behaviours can be identified using behavioural interviewing.
    • The technical skills and experience based knowledge needed and the level of proficiency required in the position.
      • This will include qualifications such as First Aid Certificates and Certificates in Disability Work or similar
      • Previous experience of working with or relating to people with disabilities
  • Each applicant should be assessed using the same tests and assessment tasks. This ensures that the selection process is fair to everyone who applies.

Step 4
Organise a Selection Panel and the interviews

Actions:

  • Organise a Selection Panel that includes a representative of the people that your organisation supports, staff and management.
  • Remember to keep a gender balance.
  • Discuss and clarify the assessment process with the Selection Panel prior to meeting the selected applicants. It is a good idea to decide who will ask which questions.
  • Create a simple table that enables each Panel Member to make notes and to rate each candidate against the Key Selection Criteria. This step is important for several reasons:
    • It helps you to remember and compare your assessments of each applicant, and
    • Some applicants will request feedback as to why they were unsuccessful. A written record of your thoughts and ratings in comparison to other applicants will help you give constructive feedback at a later date.
  • Schedule a mutually convenient time to interview and test the selected applicants. Remember to leave some time in between each interview for discussion amongst the panel.

Step 5
Assess the applicants

Actions:

  • Short-list the applicants by selecting a small number of the best applications to be interviewed.
  • Invite them to attend an interview.
  • Test the best applicants using behavioural interviewing and workplace assessment.
  • Rate each applicant in each area. Note if there appears to be any factor that would make the applicant unsuitable despite rating well in other areas.
    • Rate each candidate on how well they demonstrate their competency in the tasks and responsibilities critical to the success of the job. Remember a motivated recruit can learn Competencies on the job.
    • Rate the applicant’s attitude to people with a disability, motivation to do the work and ability to fit into the organisation. These attributes are difficult to change and are therefore a critical assessment factor

Step 6
Select an applicant

Actions:

  • Select the highest rated applicant, or applicants if there are several who are very close.
  • Make a provisional offer of employment; remember to discuss probationary periods and any other special conditions of employment. Inform the applicant that your offer is subject to satisfactory Police Checks, references and negotiations regarding starting time and remuneration packages.
  • Contact the applicants referees by phone and ask questions to confirm what the applicant has claimed in their application and job interview. Remember that all references are subjective and should only be used as a guide. Carry out Police Checks.
  • Make an offer of employment in writing. This is a contract of employment.
  • Do not notify unsuccessful applicants until you have completed all checks and negotiations with the selected applicant.
  • Notify the unsuccessful applicants in a tactful and courteous manner when the selected applicant has accepted the written offer oFf employment.

Further Information

How to use competency job profiles

 


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