Proposal – Methodology to measure employability Introduction The measure of the capacity of an employee to perform a job function is called employability. In order to measure employability in a systemic manner, a job description is usually readied in the first place. Employability is then measured through an evaluation, usually by way of an interview. The detailed steps typically include the following: * Conduct a job analysis by asking incumbents to complete a questionnaire or through one-on-one interviews.
The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. * Using the results of the job analysis, develop a job description. This can be developed after carefully analyzing the input from the questionnaire / interview and converting it to standard competencies. * The competencies of the respective job description become factors for assessment on the employability. * Basis the job description, interview questions can be formulated to assess the employability of the candidate for the role.
This document proposes the use of the interview technique to assess the employability of the interviewee. Interview questions: * Which change of job did you find the most difficult to make? * Tell us about the biggest change that you have had to deal with. How did you cope with it? * Tell us about a situation where your communication skills made a difference to a situation? * Describe a time when you had to win someone over, who was reluctant or unresponsive. * Describe a situation where you had to explain something complex to a colleague or a client.
Which problems did you encounter and how did you deal with them? * What is the worst communication situation that you have experienced? * How do you prepare for an important meeting? * Tell us about a situation when you failed to communicate appropriately. * Demonstrate how you vary your communication approach according to the audience that you are addressing. * Describe a situation when you had to communicate a message to someone, knowing that you were right and that they were wrong and reluctant to accept your point of view. Give us an example where your listening skills proved crucial to an outcome. * Tell us about a time when you were asked to summarise complex points. * Tell us about a time when you had trouble remaining focussed on your audience. How did you handle this? * What place does empathy play in your work? Give an example where you needed to show empathy? * Describe a situation where you had to deal with an angry customer. * What type of writing have you done? Give examples? What makes you think that you are good at it? * How do you feel writing a report differs from preparing an oral presentation? What positive and negative feedback have you received about your writing skills? Give an example where one of your reports was criticised. * How do you plan the writing of a report? * Tell us about a time when you felt that conflict or differences were a positive driving force in your organisation. How did handle the conflict to optimise its benefit? * Tell us about a time when you had to deal with a conflict within your team. * Tell us about a situation where conflict led to a negative outcome. How did you handle the situation and what did you learn from it? Give us an example where you were unable to deal with a difficult member of your team. * Tell us about a project or situation where you felt that the conventional approach would not be suitable. How did you derive and manage a new approach? Which challenges did you face and how did you address them? * Tell us about a situation where you trusted your team to derive a new approach to an old problem. How did you manage the process? * Tell us about a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach would be better suited? What big decision did you make recently. How did you go about it? * How did you reach the decision that you wanted to change job? * Give an example of a time when you had to delay a decision to reflect on the situation. What did you need to do this? * What is the decision that you have put off the longest? Why? * When is the last time that you have refused to make a decision? * Give us an example of a situation where you had to make a decision without the input of key players, but knowing that these key players would judge you on that decision (e. g. superior unavailable at the time). Tell us about a time when you had to make a decision without knowledge of the full facts. * Tell us about a situation where you made a decision that involuntarily impacted negatively on others. How did you make that decision and how did you handle its consequences? * Tell us about a decision that you made, which you knew would be unpopular with a group of people. How did you handle the decision-making process and how did you manage expectations? * Tell us about a situation where you made a decision too quickly and got it wrong. Why made you take that decision? What type of responsibilities do you delegate. Give examples of projects where you made best use of delegation. * Give an example of a project or task that you felt compelled to complete on your own. What stopped you from delegating? * Give an example of a situation where you reluctantly delegated to a colleague. How did you feel about it? * Give an example where you delegateda task to the wrong person? How did you make that decision at the time,what happened and what did you learn from it? * How do you cope with having to go away from the office for long periods of time (e. g. olidays). Explain how you would delegate responsibilities based on you current situation. * Describe a situation where you had to changed your approach half-way through a project or task following new input into the project. * Describe a situation where you started off thinking that your approach was the best, but needed to alter your course during the implementation. * Describe a situation where one of your projects suffered a setback due to an unexpected change in circumstances. * Describe a situation where you were asked to do something that you had never attempted previously. Give us an example of a situation where your initial approach failed and you had to change tack. * Describe your strongest and your weakest colleagues. How do you cope with such diversity of personalities? * If we gave you a new project to manage, how would you decide how to approach it? * Describe a situation where you were able to influence others on an important issue. What approaches or strategies did you use? * Describe a situation where you needed to influence different stakeholders who had different agendas. What approaches or strategies did you use? Tell us about an idea that you manage to sell to your superior, which represented a challenge. * What is your worst selling experience? * Describe the project or idea that you were most satisfied to sell to your management. * Describe a time where you failed to sell an idea that you knew was the right one. * When have you had to lie to achieve your aims. Why did you do so? How do you feel you could have achieved the same aim in a different way? * Tell me about a time when you showed integrity and professionalism. * Tell us about a time when someone asked you something that you objected to.
How did you handle the situation? * Have you ever been asked to do something illegal, immoral or against your principles? What did you do? * What woud you do if your boss asked you to do something illegal? * Tell is about a situation where you had to remind a colleague of the meaning of “integrity”. * Tell us about a situation where you had to get a team to improve its performance. What were the problems and how did you address them? * Describe a change where you had to drive a team through change. How did you achieve this? * Describe a situation where you needed to inspire a team.
What challenges did you meet and how did you achieve your objectives? * Tell us about a situation where you faced reluctance from your team to accept the direction that you were setting. * Describe a project or situation where you had to use different leadership styles to reach your goal. * Tell me about a time when you were less successful as a leader than you would have wanted to be. * Tell us about risks that you have taken in your professional or personal life? How did you go about making your decision? * What is the biggest risk that you have taken.
How did you handle the process? * Please describe one of your current or recently completed projects, setting out the risks involved. How did you make decisions? How do you know that you made the correct decisions? * What risks do you see in moving to this new post? * Describe a situation in which you were a member of team. What did you do to positively contribute to it? * Tell us about a situation where you played an important role in a project as a member of the team (not as a leader) * How do you ensure that every member of the team is allowed to participate? Give us an example where you worked in a dysfunctional team. Why was it dysfunctional and how did you attempt to change things? * Give an example of a time when you had to deal with a conflict within your team? What did you do to help resolve the situation? * How do you build relationships with other members of your team? * How do you bring difficult colleagues on board? Give us an example where you had to do this. Assessment Technique: For each of the above questions, the candidate will score positive points and negative points.
The following is the suggested scoring technique depending on the positive / negative indicators displayed by the interviewee during the interview. 0 – No evidence – No evidence reported 1 – Poor – Little evidence of positive indicators; Mostly negative indicators, many decisive 2 – Areas for concern – Limited number of positive indicators; Many negative indicators, one or more decisive. 3 – Satisfactory – Satisfactory display of positive indicators; Some negative indicators but none decisive. 4 – Good to excellent – Strong display of positive indicators Methodology used:
Before the actual interview begins, I decided to identify the critical areas in which the questions will be asked to assess employability. As a first step, I identified the following generic traits that an employee should have: * Adaptability (Adjusts to changing environments whilst maintaining effectiveness) * Communication (Communicates effectively, listens sensitively, adapts communication to audience and fosters effective communication with others) * Conflict Management (Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations.
Manages and resolves conflicts and disagreements in a constructive manner) * Creativity and Innovation (Develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes) * Decision Making (Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions) * Delegation (Able to make full and best use of subordinate, providing appropriate support * Flexibility (Modifies his or her approach to achieve a goal.
Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles) * Influencing (Ability to convince others to own expressed point of view, gain agreement and acceptance of plans, activities or products) * Integrity (Ability to maintain job related, social, organisational and ethical norms) * Leadership (Acts as a role model.
Anticipates and plans for change. Communicates a vision to a team) * Risk Taking (Takes calculated risks, weighing up pros and cons appropriately) * Team work (Contributes fully to the team effort and plays an integral part in the smooth running of teams without necessarily taking the lead) Interview questions were then designed based on these parameters.