Hi!, Can somebody help me with how to use an iceberg model during the interview?? Waiting for reply. Shivani
From India, Delhi
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From India, Delhi
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Hi!, Can somebody help me with how to use an iceberg model during the interview?? Waiting for reply. Shivani
From India, Delhi
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From India, Delhi
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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
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From India, Delhi
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Dear Shivani,
Before knowing about the iceberg model, you need to have a fairly good idea about what competencies are.
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 the 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 at hand so that you know the exact skills you are looking for in 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.
Here, skills and knowledge are visible competencies, i.e., easy to observe and measure (like the iceberg tip, which is visible and floats above the water), and under the water lie less visible competencies which are less easy to observe and measure, just like an iceberg.
In my next post, I will shed some light on what competencies are, sample competencies, and definitions of some specific competencies.
Regards,
Jai
From India, Pune
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12Before knowing about the iceberg model, you need to have a fairly good idea about what competencies are.
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 the 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 at hand so that you know the exact skills you are looking for in 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.
Here, skills and knowledge are visible competencies, i.e., easy to observe and measure (like the iceberg tip, which is visible and floats above the water), and under the water lie less visible competencies which are less easy to observe and measure, just like an iceberg.
In my next post, I will shed some light on what competencies are, sample competencies, and definitions of some specific competencies.
Regards,
Jai
From India, Pune
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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, the intent behind a displayed action is necessary to understand the action and its implications fully.
In more complex jobs, these behavioral 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 behavioral 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 organizations looked at just the visible components of competencies: the knowledge and skills, believing that the behavioral 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 behavioral 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
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In more complex jobs, these behavioral 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 behavioral 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 organizations looked at just the visible components of competencies: the knowledge and skills, believing that the behavioral 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 behavioral 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
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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 we 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
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From United Kingdom
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Interview Techniques.ppt
Iceberg model to understand behaviour.pdf