Hi!, Can somebody help me with how to use an iceberg model during the interview?? Waiting for reply. Shivani
From India, Delhi
From India, Delhi
Hi!, Can somebody help me with how to use an iceberg model during the interview?? Waiting for reply. Shivani
From India, Delhi
From India, Delhi
Hi! If you can help me with the use of Quan Comm. And iceberg models during interviewing and how to use icebreaker question techniques. Regards, Shivani
From India, Delhi
From India, Delhi
Dear Shivani,
Before know about iceberg model, you need to have fairly good idea about what are Competencies?
There are two types of competencies: those that are observable and easy to assess, and those that are hidden, and difficult to assess.
By encompassing a competency based interviewing technique this will allow interviewer to gain access to the candidate’s behavioral elements in work-related situations, which would otherwise remain concealed.
It is therefore important that the questions are designed with care and that during the interview there is a list of competencies to hand so that you know the exact skills you are looking for from the candidate.
Iceberg Model Of Competencies
In my next post I will throw some light on what are competencies, sample competencies & definitions of some specific competencies.
Redards
Jai
From India, Pune
11Before know about iceberg model, you need to have fairly good idea about what are Competencies?
There are two types of competencies: those that are observable and easy to assess, and those that are hidden, and difficult to assess.
By encompassing a competency based interviewing technique this will allow interviewer to gain access to the candidate’s behavioral elements in work-related situations, which would otherwise remain concealed.
It is therefore important that the questions are designed with care and that during the interview there is a list of competencies to hand so that you know the exact skills you are looking for from the candidate.
Iceberg Model Of Competencies
- Skills = a learned ability
- Knowledge = acquiring information in a particular field
- Self-Image = attitudes and values
- Traits = why and how we behave a certain way
- Motives = what drives us, i.e., the need to seek achievement, power/influence, affiliation .etc
In my next post I will throw some light on what are competencies, sample competencies & definitions of some specific competencies.
Redards
Jai
From India, Pune
Let us try to understand it through an example. Suppose an organization is promoting an open door policy which literally means that a manager or supervisor would keep the doors of his/her chamber open to become accessible to their subordinates and encourage sharing of opinions and feedback. A manager sitting at the farthest corner of the office keeps his door open all the time, how does one evaluate whether it is for fresh air, claustrophobia or an indication that his subordinates are invited to reach out to him anytime. Therefore, intent behind a displayed action is necessary to understand the action and its implication fully.
In more complex jobs, these behavioural aspects, motives and traits become more important than the skills and knowledge required to do the job. Think of a soldier at the war front, he knows how to use the weapon he is holding, but thinks that the war is unjust and refuses to fire. In organizations, senior level hiring is therefore a time consuming and elaborate affair as it becomes necessary to establish the alignment between the organizational and individual motivation and aspirations.
Developing the two levels of competencies also takes different routes. The visible competencies like knowledge and skills can be easily developed through training and skill building exercises however the behavioural competencies are rather difficult to assess and develop. It takes more time and effort intensive exercises, like psychotherapy, counseling, coaching and mentoring, developmental experiences etc.
In the traditional method of hiring, most of the organizations looked at just the visible components of competencies; the knowledge and skills, believing that the behavioural aspects can be developed through proper guidance and good management. However, with major shifts in the conventional methods of people management, the hiring process has also undergone a change therefore a lot of emphasis is being put on the hidden behavioural aspects as well to make a sound decision. Hence, a complete picture regarding the competence of a person consists of both visible and hidden aspects and it becomes necessary to understand both to arrive at identifying the best man for a job.
From India, Mumbai
In more complex jobs, these behavioural aspects, motives and traits become more important than the skills and knowledge required to do the job. Think of a soldier at the war front, he knows how to use the weapon he is holding, but thinks that the war is unjust and refuses to fire. In organizations, senior level hiring is therefore a time consuming and elaborate affair as it becomes necessary to establish the alignment between the organizational and individual motivation and aspirations.
Developing the two levels of competencies also takes different routes. The visible competencies like knowledge and skills can be easily developed through training and skill building exercises however the behavioural competencies are rather difficult to assess and develop. It takes more time and effort intensive exercises, like psychotherapy, counseling, coaching and mentoring, developmental experiences etc.
In the traditional method of hiring, most of the organizations looked at just the visible components of competencies; the knowledge and skills, believing that the behavioural aspects can be developed through proper guidance and good management. However, with major shifts in the conventional methods of people management, the hiring process has also undergone a change therefore a lot of emphasis is being put on the hidden behavioural aspects as well to make a sound decision. Hence, a complete picture regarding the competence of a person consists of both visible and hidden aspects and it becomes necessary to understand both to arrive at identifying the best man for a job.
From India, Mumbai
I take this opportunity to appeal to members to inform that we should search the web first and then seek help, after clearly stating what have done and understood about the topic. For example, had Shivani taken the trouble to search, she would have found an excellent Working paper at http://www.haygroup.com/downloads/uk...erformance.pdf
From United Kingdom
From United Kingdom
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Iceberg model to understand behaviour.pdf
Competency-iceb erg-model.pptx
Model.zip