About Workshop
Over the years in Bangladeshi organizations, employee selection and assessment methodologies have not improved at par with the improvement in other areas. The organizations have matured a great deal and their procedures and standards of operation have developed with an attempt to keep up with the changes in the global trends. However, we have been somewhat slow to adopt scientific assessment, selection and evaluation methods for the people in the organization.
Research has already proven the high cost of recruiting the wrong people: it translates into
o Wastage of time and resources
o Contamination of a positive organizational culture
o Derailment from organizational goals and objectives
o Overall decline of performance, results/profits and goodwill
It is a vicious cycle that prevents acquisition of new bright talents and forces many promising employees to leave the organization.
The current selection methods practiced in most organizations: written tests and interviews, can only judge knowledge and first impression. Most written tests are not designed with the performance demands of the job in mind and the interviews are not structured to uncover the essential traits for the position in question. How a person performs at a stable environment of a written test can not indicate their success in the workplace where priorities and circumstances may shift constantly. Similarly an impressive performance at an interview does not guarantee the person will continue to impress bosses and stakeholders day after day. Selection of suitable people involves correctly indentifying the knowledge, skills, behavior, attitude and values required for the role and then developing tools and techniques to measure those.
The better, empirically proven alternative is to employ a variety of testing techniques designed to allow candidates to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job. These Assessment Tests can be developed to assess one’s traits that affect work performance, to get clear idea of their values preferences and biggest motivators; their ability to work with ideas, people and objects; the skills needed for successful task completion; ability to cope and succeed in the actual work environment e.g. high stress, shifting deadlines, frequent travel; etc.
A wide range of Assessment Tests can be used to tests different skills and competency requirement at different Jobs: test could include In-basket tests, Oral exercises, Competency-based/Behavioral interviews, Work Simulations, Problem Analysis exercises, Leaderless Group Discussions Role-play exercises, and Written report/analysis exercises; etc. These tests allow candidates to demonstrate more of their skills through a number of job relevant situations.
Using a mix of skill and competency related Assessment Tests can enable organizations to:
• Improve the accuracy of selection decisions
• Predict job performance
• Obtain a more accurate impression of candidates’ true qualities
• Help in the early identification of potential candidates for leadership positions
• Identify individual development needs.
• Save time and money by combining selection, assessment and the identification of training needs in the same procedure
In This 2-day Training Program,
Day 1 focuses on Developing and Conducting non-interview Assessment Tests while
Day 2 exclusively deals with Designing and Conducting Competency-based Interviews.
Participants are welcome to attend any one day as per their need or both days.
Workshop topics to be covered:
DAY 1 - Developing Assessment Tests
1. The Cost of Wrong/Poor Hires
---Cost of Employment
---Cost of Training and Development
---Effect on Team/Dept. Performance
---Effect on Organization’s Culture
---Cyclic effects (Poor hires cause more poor hires)
2. The limitations of traditional testing methods (written tests and unstructured interviews)
3. Why Assessment Tests? A Cost/Benefit Analysis
4. Types of tests
---In-basket
---Work sample
---oral exercise
---Job-related simulations
---Leaderless group discussion
---Role-playing
---Competency-based Interviews
---Psychological, Personality and Aptitude tests
5. Developing Assessment Test
---Identifying Job Related Skills and Competencies. (Skill/Competency Matrix)
---Linking Competencies with Organizational Values.
---Identifying appropriate tests to most effectively measure required skills and competencies
---Developing tests
---Testing effectiveness
6. Group Work: Identifying appropriate tests for different jobs
7. Using and Administering Tests
---Training for Supervisors and Assessors
---Preparatory Steps before ‘rolling out’
---Logistics and Planning
---Continuous modification and improvement
---Own or Outsource?
8. Group Work: Developing simple Assessment Tests
9. Evaluating effectiveness of Assessment Tests
DAY 2 – Conducting Competency-based/Behavioral Interviews
1. Purpose of an interview – why is the interview most often the final step of selection?
2. Probable reasons why interviews become unreliable
3. Types of Interviews
4. Limitations of traditional and unstructured Interviews
5. What makes Competency-based/Behavioral Interviews more effective?
---What are Competencies?
---Identifying Job Related Skills and Competencies
6. Group Work: Designing an Interview Frameworks Based On The Competency Approach
7. Qualities of an effective interviewer
8. Competency-based / Behavioral Interviewing
o Pre-interview preparation
---Setting up parameters of making a "Fit"
---Scanning CVs and cover letters and Designing application forms to acquire information for interviews
---Some do’s and don'ts of Preparation
o Conducting the Interview
---Setting the stage
---How to Behave in a Behavioral/Competency -based Interview
---Opening strategies
---Question typology, what to use when and derive the information we want
---Verbal and non verbal behavior --- own and that of the candidate
---Setting nervous candidates at ease
---Detecting liars and story-tellers
o Closing the Interview
---How to close when candidate is a ‘Close Fit’, an ‘OK Fit’ or a ‘No Fit’
---Answering candidate questions
---Closing dos and don’ts
9. Competency-based/Behavioral Interviews over the Telephone
---Situations when telephone interviews are ideal
---Developing Telephone Interview Templates
---How do I know a candidate is lying/ exaggerating on the phone?
10. Sample Competency-based Interview Questions
---Leadership questions
---Communication questions
---Teamwork questions
---Customer Orientation/ Relationship Management questions
---Crisis Management questions
---Values related questions
11. Group Work: Developing Competency-based questions for different jobs
12. Developing an Interview Question Bank
13. Evaluating the effectiveness of an Interview Procedure/ Design
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