Terminating a senior manager can be an expensive and embarrassing process.
Our client had to terminate a senior manager. Soon after this, we were asked to develop what we call corporate
"competencies" and specific behaviours required by the organisation.
We discussed our findings with the client. His comment:
"If we had done this in the first place, we wouldn’t have recruited the first fellow and I would have saved myself a lot of money, time and heartache . . ."
This is just one small example of the importance of competencies in the recruitment process.
Competencies identify how people do their job, and how important this is to the functioning of an organisation.
Managers can usually identify key competencies specific to their organisation by analysing past and present successes and failures in the light of future planning requirements.
Describing these competencies in some detail will usually ensure a common understanding of what they mean, and it should then be possible to extrapolate from the descriptions the actual behaviours that people with these competencies will demonstrate.
For example, an organisation may decide that being "results oriented" is an important competency required for all employees. The actual behaviours making up this competency may be identified as:
- Setting and agreeing targets.
- Identification of obstacles and taking appropriate action to overcome them.
- Achievement of targets.
So, how do we determine at an interview if a candidate for employment will demonstrate these behaviours if we give him or her a job? It's amazing how many people think they can solve this problem at the interview stage simply by asking the candidate if he or she is "results oriented." Obviously, anyone who wants a job is going to answer, "Yes".
If we have an effective process in place, however, we should be looking for clues to the likelihood of the candidate having the competencies we are looking for long before we reach the interview stage.
Your first rule must be that the best predictor of future conduct is past behaviour. A candidate might say that he or she has, in their previous employment, set targets and overcome obstacles to achieve them. But have they? You need confirmation.
You can determine the truth through the questions you ask. For instance, - "Tell me how you went about setting targets for the last quarter" should produce evidence that the candidate really does have a process for setting targets. Your next step then should be to ask for the name and telephone number of the manager with whom he/she agreed the targets. This will also let the candidate know that you are going to follow up on this information. If you do nothing else in the recruitment process at least check the references!
Once you have determined that your candidate has in fact set and agreed targets you can then ask them: "Tell me what obstacles you identified," and "what action did you take?"
By focusing on actual events, you make it easy for the candidate to give specific answers – to show they have actually done the work they claim. But you must make it clear that you don't want theoretical answers.
If your candidate cannot produce concrete examples, you know you are getting into a risky area and you need to assess this accordingly. Life outside work can offer some answers. A new graduate, for instance, might not have had to set targets in his or her part-time job but could have been doing it in study programs or in sport.
In the example above we have been looking for past behaviours that match the requirements laid down in our competency. By recruiting people who meet the criteria we have laid down, we will move towards the culture we want. We will also have some measures to include in our performance management program to ensure people develop these competencies on the job. Having a clear direction for an organisation and a picture of how employees will operate within it is the first stage of developing competencies. The rest is not too difficult if it is built into the processes of managing people.
Sample: Recuritment Success Profile
This example document is part of an effective recruitment process which takes you, the recruiter, through a process of:
- analysing the job to be recruited for;
- identifying key results it must deliver in the short and medium term; and
- defining what the candidate must have demonstrated in their previous behaviours and actions to be a likely success in the role you are recruiting for.
From this will flow the key issues to be included in the networking or advertising, screening, interviewing, reference checking, selection and management of the induction period.
This is not a wish list but your basic “must haves” without which candidates are unlikely to succeed – things you’re not prepared to train for.
Job title: Credit Officer
Reports to: Accountant
Department/Location: Accounts
Key Result Areas (KRAs), Expectations of Success and Other Requirements
- Collect information, analyse and make recommendations on the terms and conditions to be extended to current and future customers.
- Ensure all credit extended is within policy guidelines.
- Ensure collections are carried out within policy or legal action initiated.
- Maintain credit history of all customers.
- Produce a weekly cash flow forecast for receivables.
- Interpret numerical information.
- Ensure others follow company procedures.
- Maintain and build customer relationships.
KESA - "Must haves" (Knowledge, Experience, Skills and Attributes)
- Ability to conduct research from established sources.
- Can influence sales managers to stay within limits agreed.
- Can collect overdue amounts using an effective process.
- Familiar and comfortable with computerised accounting systems.
- Can prepare cash flow statements.
- Understands numbers, can do basic mental calculations and be able to spot obvious errors in reports.
- Must be able to convey a point of view, influence others and substantiate it to someone with conflicting objectives.
- Must be able to build rapport with customers.
Evidence - "Has successfully..."
- undertaken previous research on companies through commercial databases or directly with company, analysed research results and made recommendations with supporting data.
- handled situations where policy has to be enforced through influence.
- collected from difficult customers.
- used one of the reputable accounting systems and is at a level where he/she can produce required monthly reports without assistance.
- produced cash flow statements using a logical and accepted process.
- looked at computer or automatically produced reports critically and estimated answers.
- been assertive and held policy line in face of opposition.
- systematically gone about building a positive relationship with customers.
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