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HOW IS AN INTERVIEW BY Job COMPETENCY Done? In the first place, you will be able to assign a whole meeting for an interview by competencies or either include these tools during an interview. It will depend on the available time, the level of the candidate to interview, the possibility or not to call them for more than one meeting, etc. It is possible that, if you are interviewing for a managing level, you won’t be able to use all the questions to evaluate all the competencies. In this case, you will have to choose in advance what are the most important things for that position in particular. If the search is made by an advisory, you will be able to work as a team and divide the evaluation of the competencies among yourselves. Either planning is possible. WHAT DOES AN INTERVIEW LIKE THAT MEAN? WHAT DOES IT ALLOW US TO EVALUATE? This type of interview is absolutely important for companies that have instrumented a global scheme of management by competencies. Besides that, it is very important, it makes the selection objective, since the analysis is centered on concrete facts. If a company doesn’t work by competencies, it can uses the analogue selection processes anyway, taking the main competencies (according to the company’s needs) from our competence list and its associated questions that are mentioned in the following three chapters. A COMMENT ABOUT THE HYPOTHETICAL SITUATIONAL INTERVIEW This is, according to many authors, a more useful tool than the interview about past experiences. As we have already said, we disagree with that, unless you use it to prove other results. Why? We think that when people are in front of a “What would you do if …?”, they will let their imagination flow. Let’s suppose that if you ask a man who admires Bruce Willis: What would you do if you were inside a building taken by terrorists? Then maybe the man will give an answer similar to what the actor did in “Die Hard”, but once in the situation, he may just hide and run away. So we think it is interesting just as an element of a complete process. On the other hand, we have the assessments, the role-playing and the company games or other situational exercises, because in those cases, people solve situations that are similar to reality. According to Spencer & Spencer (Spencer, Lyle M. and Spencer, Signe M., Competence at work, models for superior performance, John Wiley & Sons, Inc., USA, 1993.), the traditional interviewers can belong to one of the five following classes:
THE FACTIONAL. Only looks for specific information and ignores reasons and other competencies. Example: What grades did you get in school? THE THERAPIST. Only asks about feelings, attitudes and reasons, which says too little about the things a person can do. Example: So in this situation you felt … THE THEORETICAL. Only asks about believes and values, about the things they think. The answers only make the interviewers feel skeptical. Example: What do you think about …? THE LUCKY GUESSER. They make only hypothetical questions. Example: What would you do if …? THE IDEA SELLER. Only asks about points of view that reflect their own ideas. Example: Don’t you think this is the best way of doing it? It is almost sure that the mentioned authors think that the interview by competencies solve these problems. |
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