Unit 3-6-2: Understanding the Principles of Assessing People Part 2 Flashcards
(60 cards)
1
Q
List reasons why recruiters should undertake candidate interviews:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Structured way to gain evidence of ability;
- Establish rappor;
- Validate suitability;
- Test behaviour;
- Facilitate accurate matching;
- Facilitate candidate commitment.
2
Q
How can an interviewer adopt good biographical interviewing techniques?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
3
Q
What should a recruiter consider at planning stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
4
Q
What should a recruiter consider at introduction stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
5
Q
What should a recruiter consider at questioning stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
6
Q
What should a recruiter consider at showing stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
7
Q
What should a recruiter consider at asking stage of a biographical interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
8
Q
What are competence assessments?
3.2 Understanding the principles and techniques of candidate assessment
A
- Interviews designed to probe a candidates core competencies, focussing on:
- Knowledge;
- Skills;
- Attitude and behaviour.
9
Q
Provide some findings you would expect from a competence assessment into self-motivation?
3.2 Understanding the principles and techniques of candidate assessment
A
- 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.
10
Q
Provide some findings you would expect from a competence assessment into relating and networking?
3.2 Understanding the principles and techniques of candidate assessment
A
- Establishes long-term relationships;
- Builds wide and effective relationships;
- Relates well to people at all levels.
11
Q
Provide some findings you would expect from a competence assessment into relating and networking?
3.2 Understanding the principles and techniques of candidate assessment
A
- Establishes long-term relationships;
- Builds wide and effective relationships;
- Relates well to people at all levels.
12
Q
What should a recruiter consider at planning stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
13
Q
What should a recruiter consider at introduction stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
14
Q
What should a recruiter consider at questioning stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
15
Q
What should a recruiter consider at asking stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Check for any C questions;
- Summarise next steps and realistic timeframes;
- Establish appropriate level of commitment including contact plan and interviews;
- Offer thanks.
16
Q
What should a recruiter consider at foolow-up stage of a competence assessment interview?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
17
Q
Describe the aim and a description of an open question:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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”
18
Q
Describe the aim and a description of a closed question:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Gains one piece of information;
- Used to summarise and clarify;
- Can be used for control;
- Typically “did you, would you, are you”
19
Q
Describe the aim and a description of a probing question:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Used to gain additional and further info;
- Digs a little deeper;
- Typically “specifically, tell me more, what was the reason”
20
Q
Describe the aim and a description of a hypothetical question:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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”
21
Q
What types of question should be avoided and why:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Leading - pushes the candidate to answer in a particular way;
- Multiple - can confuse the person;
- Broad - asks for too much information;
- Fantasy - senseless.
22
Q
Name the features required for an effective interview:
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Planning;
- Structured;
- Rapport building;
- Funneling;
- Active listening;
- Support and challenging;
- Recorded;
- Feedback.
23
Q
Describe the when to use and what the acronym STAR stands for?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- 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.
24
Q
What is the ‘Halo’ effect?
3.2 Understanding theprinciples and techniques of candidate assessment
A
- Interviewer is positively, but falsely, influenced by a particular aspect of the candidate.
25
What is the 'Horns' effect?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Interviewer is negatively, but falsely, influenced by a particular aspect of the candidate.
26
What is the probme with the 'Horns' or 'Halo' effect?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Not substantiated by evidenced or fact; but subjective judgements or decisions made without validation.
27
What is pre-judging?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Coming to conclusions without all of the necessary information of facts being considered.
28
What are assumptions?
## Footnote
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
29
How can a consultant overcome bias?
## Footnote
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
30
What is rapport?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
A relationship or atmosphere of honestly and mutual trust.
31
What can a consultant do to help build rapport?
## Footnote
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.
32
What can a consultant do to maintain rapport?
## Footnote
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.
33
What is candidate feedback?
## Footnote
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.
34
Why is candidate feedback important?
## Footnote
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.
35
In the context of feedback, what does BOOST stand for?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Balanced
* Objective
* Observed
* Specific
* Timely
36
In the context of feedback, what does BOOST stand for?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Balanced
* Objective
* Observed
* Specific
* Timely
37
When can candidate feedback be given?
## Footnote
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.
38
What can candidate feedback topics include?
## Footnote
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.
39
Why should reference checks be carried out?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Legal and ethical obligations to both candidates and clients.
40
At what stages should reference checks be carried out?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Pre-registration;
* Upon registration;
* At the point of assignment or vacancy;
* On offer;
41
What reference checks should be carried out pre-registration?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Reasonable adjustments
42
What reference checks should be carried out upon registration?
## Footnote
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.
43
What reference checks should be carried out at the point of assignment or vacancy?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* H&S;
* Specific role or legal requirements.
44
What reference checks should be carried out at offer stage?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Reference from former or current employer;
* Appropriate medical checks.
45
What checks should be made under the Equality Act 2010?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
Reasonable adjustments
46
What reference checks should be carried under Employment Agencies Act and Conduct Regs?
## Footnote
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)
47
What reference checks should be carried under Immigration, Asylum and Nationality Act 2006?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Eligibility to work in the UK
48
What reference checks should be carried under Rehabilitation of Offenders Act 1974?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Disclosure and Barring Service checks
49
What legislation states that minimum age checks should be made?
## Footnote
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.
50
What is a reasonable adjustment under the Equality Act 2010?
## Footnote
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.
51
When should reasonable adjustments be made?
## Footnote
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.
52
At what stage should reasonable adjustments be made?
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Interview stage;
* To undertake an assessment;
* To undertake or remain in employment.
53
In the assessment of making reasonable adjustments, what should be considered?
## Footnote
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.
54
Provide some examples of 'reasonable adjustments' in assessments:
## Footnote
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.
55
In relation to 'reasonable' adjustments' what must an employer or EB consider in its workplace or practices?
## Footnote
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.
56
What suitability considerations must be made under the Employment Agencies Act and Conduct Regs?
## Footnote
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.
57
Consultant should follow one of two paths:
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
1. Candidate does not meet the criteria - advise candidate;
2. Candidate does meet the criteria - discuss options.
58
Should a candidate not meet the criteria what should a consulatant advise on:
## Footnote
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.
59
Should a candidate meet the criteria what should a consulatant advise on:
## Footnote
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.
60
Why should delays in feedback be avoided:
## Footnote
3.2 Understanding theprinciples and techniques of candidate assessment
* Unethical and discourteous;
* Damages reputation;
* Rejection should be managed diplomatically;
* Use BOOST.
