Training Powerpoint - Job Application Skills

7/29/2019 Training Powerpoint - Job Application Skills

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Job Application Skills

2013

Training Session



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Learning Outcomes

Develop a clear understanding of the duties and

responsibilities within a role description

Explore Lominger competency framework as it

applies to the recruitment process

Analyse competencies to assist in preparing a

written application Develop strategies to assist in preparing for a

selection and interview process.


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Analysing a Role Description

Activity:

Note the key differences between your current role

and aspirational role

From your role description, choose one

competency (your experience and skills) and link to

duties (your key responsibilities) Identify the most complex tasks to focus on.


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Analysing a Role Description (cont.)

When you analyse the role, what additional

questions come to mind? What would you want to ask the contact officer?

Where else could you gather information about the

role/business unit/organisation?


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What is a Competency? A competency is the behaviour, skill and/or knowledge

an individual brings to a job in order to perform the

task and functions of the job successfully. The job is a set of deliverables, each of which requires

a number of individual competencies.

Competence is the behaviour demonstrated by an

individual when performing these tasks well and usingthem to meet personal and work objectives.


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Choosing the Competencies

Competencies determined as part of Business

Planning process using the Lominger Leadership

Architect

Documented in Position Descriptions

Set for each level/classification


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Writing your Application - Tips

Keep to the length specified in the role description

Keep it brief, but cover each of the competencies inthe your experience and skills section of the role

description

With a short application, your resume must shine do

notcut and paste

your duties into a resume,

concentrate on outcomes/achievements

Focus on discretionary effort.


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Writing your Application Tips (cont.)

Edit your application, paying attention to your spelling and

grammar, remember this is evidence of your ability to write

effectively. Suggested format: I have XXX skill(s), What I do specifically

isan example of this is

Remember the panel will read lots of applications.

What will make your application stand out?

What differentiates you from other candidates?

Will the person reading your application picture what YOU do?


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Assessment Techniques

Work test or work samples

Presentation

Discipline history check/referee check

Observation/fish bowl technique, role plays

Structured interview

Situational/scenario based questions

Behavioural interviewing

Written application.


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Behavioural interview

questions will be more

pointed, more probingand more specific than

traditional interviewquestions.


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Example Questions in a Behavioural Interview Describe a difficult problem that you tried to solve.

How did you identify the problem? How did you go

about trying to solve it? (Demonstrates problemsolving).

Describe a time when you tried to persuade another

person to do something that they were not very

willing to do (demonstrates leadership). Describe a time when you decided on your own that

something needed to be done, and you took on the

task to get it done (demonstrates initiative).


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Dimensions of Behavioural Interviewing

Dimension 1:Has the candidate demonstrated the

skills in good situations and in bad?

Dimension 2: Has the candidate witnessed the skill

being performed well and handled poorly?

Dimension 3:Does the candidate understand how the

skill works in him/herself and in others? Dimension 4:Does the candidate have the skill to:-

a. Repeat/improve skill in the future?

b. Enhance learning how to do this?


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Competency: Priority Setting

Dimension 1:How have you involved others in

helping determine priorities? Give me an example.

Dimension 2:Contrast the best and worst

priority-setters you know.

Dimension 3: How would you know if someone is bad

at setting priorities? Dimension 4:Has your ability to set priorities always

been this way?


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The Star Model

Situation: What was the situation? What is the

context of your example? This is an example of a

previous situation where you have demonstrated a

particular skill or ability.

Task: What tasks were involved? What was to beachieved? Project Plan. Demonstrated skills,

knowledge and ability.


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The Star Model (cont.)

Action/Activities: What activities did you do? What

action was taken/necessary to achieve the tasks

outlined?

Result(s): What happened as a result? Was your

work approved, supported, accepted, implemented,successful? Think about outcomes, impact,

achievements and targets.


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The Context Content Outcome Model

Context: What was happening i.e. the events.

Content:Your responsibility, were you:

in charge?

responsible for certain tasks?

part of a team that was responsible?

Outcome(s): What happened as a result, was your

work: Approved, adopted, successful?

What difference did your work make to the organisation?


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Using the STAR or CCO model

Using your chosen Lominger competency

compose a S.T.A.R. or C.C.O. example from yourown experience to demonstrate that you are

skilled at this competency.


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What will the Panel look for?

Evidence that you have demonstrated the

competency in the past Evidence that you know what the competency is

or have seen it demonstrated by others

Alignment with the skilled definition of the

Leadership Architect Competency.


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Structured Probes

Actions - How did they approach it?

Thinking - Why did they select that approach? Outcome - What was the result?

Learnings - What did they take away?

Application - Have the lessons been used again?


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Why focus on Learning Agility? Few jobs will stay the same over time. No matter what

competencies you select, the job will change.

Changerequires learning new or different skills.

Its difficult to find the perfect candidate who totally

matches the job profile. Some skills will need to be

learned on the job.

Learning agility is a key to predicting how well a

person can make changes and acquire newskills.


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Learning Agility EvaluationPassive/Non-learners

Takes the path of least

resistance Closed/internal processor

General

Narrow in interests/sources

Avoids risks; waits; prefersstaying the same

Cautious

Closed; low interest in

feedback.

Active/Agile Learners

Likes challenges

Open to ideas of others Specific/detailed

Many interests/sources

Accepts personal risks; takes

the lead in first time situations Energetic; experimental; high

drive

Asks for feedback; seeks

improvement.


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Learning Agility Evaluation (cont.)Passive/Non-learners

Focus on what answers and

solutions Planful; follows steps and

process

Lives in the present

Doesnt spot underlying

patterns

Cant explain ideas/concepts

well

Likes own personal solutions.

Active/Agile Learners

Focus on why and how; new

approaches

Resourceful; gets it done

somehow

Comfortable projecting into the

future

Detects essence

Makes the complex

understandable

Helps others think things through.


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Managing Anxiety

C Comfort: both clothing and the interview

environment A Air: deep breathing to focus and relax

L Lack of stimuli: i.e. coffee, sugar or nicotine

M Motivation.


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Thank you for attending

Documents

Training Powerpoint - Job Application Skills