Values that demonstrate a



503555086995000Values Based Recruitment Toolkit for the Disability Services SectorModule Three: Interviews and Example QuestionsOctober 2016CONTACT INFORMATIONJacqueline VernonWorkforce AdviserNational Disability Services12 Lindsay Street, Perth WAPhone:08 9242 5544Email:jacqueline.vernon@.auCaroline AlcorsoNational Manager, Workforce Development National Disability Services1 Castlereagh Street, Sydney NSWPhone:02 9256 3111Email:caroline.alcorso@.auThe Values Based Recruitment Toolkit was developed with funding from the Disability Workforce Innovation Network (DWIN), a project implemented with the assistance of funding provided by the Australian Government, and also the Disability Services Commission of Western Australia. NDS gratefully acknowledges both funding bodies.To ensure the material presented in this Toolkit has broad applicability and relevance, this resource has been developed through consultation with a diverse range of stakeholders – including disability service providers, people with disability living in different regions of Australia, local government officers and HR and recruitment experts.? This publication is copyright.All rights reserved. Except as provided in the Copyright Act 1968 (Commonwealth), no use of this work, which is within the exclusive right of the copyright owner, may be made.ACKNOWLEDGEMENTSNDS thanks Perquiro Consulting Pty Ltd for the design of the simulation exercises, writing the Using a Values Based Approach in Psychological Assessments Module of the Toolkit and its general input. We specifically acknowledge the generous contribution from for its complimentary assessment tool for trial use by the NDS membership (to 30 June 2017). We also acknowledge the generous contribution of disability service organisations and disability advocacy groups in WA and elsewhere and all who have given their input and feedback to drafts of the Toolkit. Particular thanks go to the Chair and members of the NDS WA Workforce Sub-Committee.Contents TOC \o "1-3" \h \z \u (i)Structure of the Values Based Recruitment Toolkit PAGEREF _Toc469489520 \h 4(ii)Values that demonstrate a commitment to person-centred practice PAGEREF _Toc469489521 \h 61.Introduction PAGEREF _Toc469489522 \h 72.General principles for interviews in VBR PAGEREF _Toc469489523 \h 83.Interview methods PAGEREF _Toc469489524 \h 94.Telephone and Skype interviews PAGEREF _Toc469489525 \h 125.Interviews in values based recruitment summary PAGEREF _Toc469489526 \h 126.Resource guide PAGEREF _Toc469489527 \h 13Appendix A: Developing your own questions PAGEREF _Toc469489528 \h 14Appendix B: Sample behavioural question score sheet PAGEREF _Toc469489529 \h 16Appendix C: Behavioural interview questions PAGEREF _Toc469489530 \h 17Appendix D: Example scenario based question scoring PAGEREF _Toc469489531 \h 22Structure of the Values Based Recruitment ToolkitModuleContentPractical Resources1.Introduction and OverviewSummary of key concepts behind values based pilation of values that demonstrate a commitment to person-centred practiceEmbedding Values into all HR processesOutline of Toolkit structure.2.Involving People with Lived ExperienceTips and suggestions about effective ways to include people with disability in values based recruitment and selection.Models of involving people with disability in recruitment processes.3.Interviews and Example QuestionsThe inclusion of values in different interview techniques: structured, behavioural, situational or scenario based and phone or video interviews.General principles for VBR interviews.Sample behavioural and situational interview questions based on the values that demonstrate a commitment to person-centred practice.Exercises to develop your own situational and behavioural questions and score sheets.4.Using a Values Based Approach in Psychological AssessmentsA description of types of psychological assessments and ways to implement them in VBR.A free to use assessment tool designed for the sector as well as guidelines and a matrix for selecting other assessments.5.Using a Values Based Approach in Assessment CentresA guideline on combining multiple assessment approaches outlined in previous papers into a group assessment centre.Step by step guide for designing and carrying out an assessment centre.Techniques for rating applicants and sample applicant score sheet.Examples of sample assessment centre activities and guidelines for using and assessing, including ice breakers, a day in the life videos, group activities and written exercise.ModuleContentPractical Resources6.Using Simulation ExercisesA description of behavioural simulation, or ‘day in the life’ activities. Custom designed simulation activities based on the values that demonstrate a commitment to person-centred practice.7.Using a Values Based Approach for Reference ChecksRecommendations for maximising the predictability of information derived from reference checks.Guidelines to improve the effectiveness of reference checking.8.Case StudiesFurther reading materials, examples and practices of VBR in Australia and overseas.Reference materials and case studies.Values that demonstrate a commitment to person-centred practiceThe values listed below as critical to successful performance in the sector for this Toolkit were developed through consultation with people with disability, carers, family members and disability services across Australia. Each organisation will have its own values linked to its own history, vision and experience.ValueDefinitionObservable BehavioursRespectfulnessWe strive to develop and empower the people we support to speak and act for themselves. We do this by actively listening to their comments and concerns, noticing their cues, and by acting on what we observe. We defend the rights of those whom we support and encourage others to listen to and respect them.Self-confidentResilientCalmEmpathetic and compassionateCollaborationWe learn from each other and share our skills and resources across organisational boundaries for the benefit of the people we support. We support each other generously to achieve the right outcomes for the people we support and our organisation.MentoringTeamworkTolerantIntegrityOur actions and intentions are clear and transparent. We value openness and honesty in the way we communicate. We are true to our word – what we say is what we do. We follow through with our promises. We do what’s right regardless of who will notice our actions.IntegrityQualityCommunicationResourcefulnessWe apply our creativity across all aspects of our business and work. We actively seek to solve complex problems alongside people with disability and their families with an attitude of experimentation and a desire to always be better. We are guided by the need to provide appropriate services to benefit the people we support.ImaginativeProblem solvingProactivityFlexibleAdaptableAccountabilityWe accept that all of our actions affect the lives of the people we support. In accepting this responsibility, we aim to prioritise the needs of the people we support and actively pursue their input in the decisions we make and the activities undertaken.ResponsibleAccountableCustomer focusValues Based Recruitment Toolkit – Interviews and Example QuestionsIntroductionInterviews are interactive processes which allow the employer and applicants the opportunity to meet and determine if there is a mutual fit. In the context of values based recruitment (VBR), this mutual fit is primarily centred on values - what is important to the organisation, people who use and access services, the applicant and whether these align.Traditionally, interviews have focused on the skills, knowledge and attributes required for the position. In some organisations competency based frameworks are used to underpin the interview process. An example of an industry-wide framework is the NDS Disability Workforce Capability Framework. Such frameworks offer a standard and structured approach to job roles. However, within a VBR process, it is important that the framework includes values and observable behaviours.The content of the interview in VBR is focused on how and why an individual is oriented towards making particular choices in the work environment. Questions about the way applicants behave in situations can be used to elicit information on what is important to them. Evaluations of an applicant’s suitability can therefore be based on whether these drivers and underlying values are appropriate to the role and organisation. NDS has, in consultation with the disability services sector, defined five values that demonstrate a commitment to person-centred practice which can be used to seek information during an interview. For more information on these values and the relationship link between values, motivation and behaviour, see Module One, Introduction and Overview of the VBR Toolkit.This Module of the Toolkit covers some types of interview and interview techniques that can be used in VBR including: Structured interviewingApplicants provide information relating to values in a standardised manner.Behavioural interviewingApplicants provide examples of previous behaviours to demonstrate consistence with values.Scenario based interviewingApplicants respond to scenarios based on anticipated behaviour to demonstrate consistence with values.Below you will find general guidelines and the rationale for using each of these approaches in the context of VBR. There is also a short discussion of telephone and Skype interviewing. The appendices contain example interview questions for the five values which demonstrate a commitment to person-centred practice.General principles for interviews in VBRIrrespective of the type of interview used, it is important that interviews carried out are grounded on the following principles:InclusionDirect involvement of people who use services in the recruitment process.Multiple assessorsMore than one person is involved in evaluating applicants’ interview responses to help reduce bias, as with the use of an interview panel. Assessors may occupy different positions in relation to the role; however, all must be sufficiently trained on how to conduct an interview.ObjectivityQuestions are clearly based on criteria relevant to the role such as through role analysis and consultation with stakeholders. In VBR, these criteria are aligned to the desired values. Assessors are sufficiently familiar with the significance of these criteria to the role to ensure that decisions be based on them.Sufficient timeAppropriate time is provided to allow applicants to respond and for assessors to probe with follow-up questions. This may mean that fewer questions are asked; however, a higher level of understanding can be reached.StandardisationTo ensure fairness, every applicant is offered the same opportunities to present themselves to the best of their ability, to demonstrate their suitability for the job and to ask questions. All applicants undergo the same assessment process and decisions are based on the same evaluation criteria. This includes utilising consistent scoring documentation to ease decision making later when comparing applicants. AccuracyInformation from the interview is combined with other recruitment and selection techniques to create a full picture of the applicant. This also promotes fairness to individuals who may lack good interview skills or are inexperienced in attending interviews.Freedom from biasAssessors are aware of issues of bias when conducting interviews. They are trained in identifying a range of conscious and unconscious biases and managing them by basing evaluations on the objective criteria that has been set. More information on bias training can be found in the Toolkit Modules, Using a Values Based Approach in Assessment Centres and Using Simulation Exercises.Interview methods Structured interviewsInterview formats typically range from unstructured ‘chats’ to structured discussions. On one end of the scale, unstructured interviews are unplanned and questions may vary across applicants. While this approach provides flexibility, it runs the risk of applicants being assessed based on irrelevant content and makes it difficult to evaluate applicants in a consistent manner.Structured interviews are a more strategic approach in which a scripted set of questions for all applicants is used. The rationale for structured interviews includes:stronger objectivity in focusing on job-related criteriathe ability to assess applicants in a standardised mannerhigher accuracy than unstructuredgreater recorded defensibility for the decisions madeIt is recommended that the 'STAR' methodology is used to elicit responses in structured interviews. This method encourages responses in relation to the:Situation - the context of the behaviourTask - the requirements of themActivity - their actions takenResult - how well the situation played outUsing a consistent methodology such as this will fairly encourage applicants’ ability to draw on behaviours that demonstrate their suitability for the role. It also provides a guide as to what information interviewers should seek from applicants.The flow chart displayed in Figure 1 outlines the steps that should be taken in creating and conducting a structured interview.-5080036830000Figure 1: Flow chart of the interview process The types of structured interview questions used in VBR can be separated into two main groups: behavioural and scenario based.Behavioural interviewing is based on the premise that the best way to predict future job performance is to understand a candidate’s past behaviour in job-related situations. While this interview type was originally developed to assess competencies, the same techniques can be used for values.Behavioural interviewing asks applicants to draw on examples of previous behaviour that are congruent with values relevant to the role. In designing behavioural interview questions, consider starting questions with, “Tell me about a time when you…” or, “Describe a past situation when you…”. For example, in assessing a value such as accountability, an applicant may be asked how they have demonstrated their accountability towards customers or clients by the question, “Tell me about a time when you went the extra mile for a customer. What did you personally do and what was the outcome?”.Crucially, in the current disability sector context, behavioural interviews allow applicants with limited job experience to compete on equal terms with more experienced applicants. Applicants may draw on experiences in different work contexts to demonstrate value alignment.Scenario based interviews are similar to behavioural interviewing in the focus on behaviours reflecting value orientation, but instead of focusing on past behaviour, the questions are future-oriented. Scenario-based interview questions are hypothetical and are related to dilemmas that job holders might encounter. They are based on the assumption that intentions predict behaviour. These types of questions allow applicants with little experience to provide a hypothetical response even if they have not worked in the field. While some dissenters have concerns that applicants may not actually behave in the real world in the same way that they say they will in the interview, there is research to support the predictability of these questions. Scenario based interviews present applicants with job-related scenarios and ask what actions they would take. For example, in assessing customer focus an applicant may be asked, “Imagine one of the people we support had an unpleasant experience working with another support worker. How would you go about working with them?” Following the applicant’s response, probing questions could be used to link actions back to values, such as by asking, “Why would that approach be important to you?”.Telephone and Skype interviewsTechnological adaptations have led to an increase in the conduct of interviews via telephone and through video technologies such as Skype. There are several benefits to this approach:people with disability may…give advice on using text or voice to textthey are often used as an initial short listing device prior to a final, more detailed interviewgiven that many employees now spend a large proportion of their time communicating with people by telephone, the telephone interview also provides an opportunity to start to assess skill and approach in this areaconducting an interview over the phone or over video can be more cost-effective than a face-to-face interview, especially if applicants live outside the localityIn some rural areas, service providers are increasingly looking to technology to assist in their recruitment process. When using such technologies, the content and general format of interviews are the same as the approaches outlined in sections above. There can be some challenges in terms of access and connectivity which can be disruptive or unstable. To ensure smooth running of the interview, the following considerations are recommended:inform the applicant of the time and content of the call so they can avoid interruption and distraction during the call, give them guidelines for the time needed for the call and ask them to find a quiet locationthoroughly prepare your job-relevant questions beforehand and have at hand an easy to complete interview assessment formconduct the interview from a quiet and professional space that will reflect well on the organisationintroduce all panel members, make provisions with them if connectivity is lost and conduct the interview as if the applicant was in the same roomallow short pauses between speakers to ensure that buffering does not result in a loss of understanding of an applicant’s responses dueconclude the interview and provide details on how applicants can contact you if they require additional information or have any questionsInterviews in values based recruitment summaryInterviews are a critical component to the selection process that provide the opportunity to gain greater insight of candidates’ suitability for the role. Interviews should be well structured, using questions based on values linked to the sector, the organisation and clients. People with a lived experience of disability should be included in the development of interview questions and the process of conducting interviews. Applicants should be interviewed using standardised processes and assessed based on objective criteria that align to the selected values.Resource guideFor any selection process, both behavioural and scenario based questions could be used to address the values that are considered important and relevant to the role and organisation. Information elicited from applicants’ responses should be integrated with that from other exercises. The Question Bank contains guidelines on developing your own questions and using probing questions (Appendix A). It is important that a standardised process for scoring applicant responses is used.A sample scoring sheet with samples of questions can be seen in Appendix B (including two behavioural and two scenario based questions).Further example questions for behavioural (Appendix C) and scenario based (Appendix D) interviewing are provided. They are aligned with the values that demonstrate a commitment to person-centred practice discussed in the introduction and overview of this Toolkit.Appendix A: Developing your own questionsIn addition to using the questions provided later in this Toolkit, you may choose to develop questions and associated scoring criteria to evaluate applicants based on values unique to your organisation or client preferences. Questions should be designed to elicit responses using the 'STAR' methodology in which applicants provide information on the situation, task, action and result. The following guidelines are recommended for developing your own behavioural or situational questions and scoring:Identify the value to be evaluated:For example one of the values that demonstrate a commitment to person-centred practice is Collaboration.Decide whether the question is behavioural or situational:Note that behavioural questions are about previous behaviour, whereas situational are hypothetical scenarios.Identify situations where relevant values can be demonstrated:Someone might be likely to demonstrate Collaboration in a team environment when a combined effort is likely to yield better outcomes. The team could include the person with disability who is being supportive and their family carers.Identify actions and reflections that will demonstrate the value:Someone who values Collaboration may share ideas with others, be open to the ideas of others or seek to work together to develop ideas together. They might reflect that working as a team would yield good outcomes.Identify actions and reflections that will counteract the value:Someone who does not value Collaboration might not value the input of others and seek to work independently. They might reflect that working independently gave the best outcome, and not note the value of working collaboratively. Behavioural questionsThese questions are designed to ask about previous behaviours. Behavioural questions may start with phrases like:"Describe a time when_____""Think about a situation where you had to_____""Give me an example of______""How have you responded when______"Situational questionsWhile behavioural questions are focused on previous behaviours, situational questions are future-focused. Situational questions may start with a phrase like:"What would be your response to_______?""How would you handle_______?""Who would you contact if_______?""Imagine if________"It is possible to turn behavioural questions into scenario based questions by changing the tense of the question into the future. For example, the behavioural question, "Tell me about a time when you went the extra mile to meet the needs of a customer" could be changed to, "How would you go the extra mile to meet the needs of a customer in this situation?".Follow-up or probing questionsQuestions can be followed up with further probing questions to delve further than the initial responses. The following are probes that can help establish if the applicant learned from the experience:“Tell me more about _______”.“What did you do about it?”.“What was the result?”.“If you encountered the situation again, what would you do differently?”.Appendix B: Sample behavioural question score sheetAccountability (behavioural question)Tell me about a time when you had to deliver on a commitment that was difficult for you. What was the commitment set?What did you do to follow through with the commitment?What was the result?CriteriaDoes not meet expectationsLow level of importance placed on commitmentPlaces responsibility on others for following throughDoes not consider implications on othersMeets expectationsPrioritises commitment over less important tasks Takes personal responsibility for following through Identifies implications of own behaviours on othersRating*12345Resourcefulness (behavioural question)Tell me about a time where you had to quickly adapt to changing conditions to complete your job.What was the job that you were trying to complete?What did you specifically do to adapt?What was the result?CriteriaDoes not meet expectationsDelayed in responding to changing conditionsFinds difficulty developing alternative solutionsResistant to changing behaviourMeets expectationsProactive in identifying the need for a new approachImaginative in developing new solutionsFlexible to changing own behaviourRating*12345*Rating scale: 1 = Poor; 2 = Marginal; 3 = Acceptable; 4 = Good; 5 = Outstanding..Appendix C: Behavioural interview questionsValue reference: accountabilityWe accept that all of our actions affect the lives of the people we support. In accepting this responsibility, we aim to prioritise the needs of the people we support and actively pursue their input in the decisions we make and the activities undertaken.Describe a situation when your work did not meet your co-worker or supervisor’s expectations. What happened? What action did you take?Tell me about a time when you had to deliver on a commitment that was difficult for you. What did you do to motivate yourself?Have you ever been in a situation where your role or responsibilities haven’t been clearly defined? What did you do?Tell me about a time when you had to conform to a policy or procedure you did not agree with.Tell me about a time when you disagreed with a customer, supervisor, or client. What did you do to resolve the conflict? What was the outcome?Tell me about a time when your success depended on your prior working relationship with a service user. Describe the situation and the outcome.Tell me about a time when you went the extra mile to meet the needs of a customer service user.Tell me about a time in your previous job when you accommodated the client or customer even though it was more work for you or went against your instincts. What was the result?Tell me about a situation where you had to remain quiet when dealing with a hostile person. How did you handle the situation?Value reference: resourcefulnessWe apply our creativity across all aspects of our business and work. We actively seek to solve complex problems alongside people with disability and their families with an attitude of experimentation and a desire to always be better. We are guided by the need to provide appropriate services to benefit the people we support.Tell me about a situation where you had to adjust quickly to changes over which you had no control. What was the impact of the changes on you?Tell me about a time when you had to change your point of view or your plans to take into account new information or changing priorities.Describe an example of a time when you had to approach people (with different perspectives) for support or cooperation. How did you appeal to each person? What was the result?Describe a situation in which your first attempt to pitch an idea failed. How did you react to this? What other approaches did you try?Tell me about a time when your work effort didn’t go as planned (blocked by obstacles). How did you resolve this issue? What was the outcome?Tell me about a time when you had to accommodate unplanned activities or demands.Tell me about a time when you had to adapt quickly to changing conditions to accurately complete your job. What were the circumstances?Tell me about a time when you had to work in a chaotic or noisy environment. How did you deal with this situation? How did you ensure your productivity and accuracy in this environment?We can sometimes recognise a small problem and fix it before it becomes a major problem. Give an example of how you acted to prevent a larger problem from occurring.What was the most difficult work problem you ever faced? How did you address the problem? What were the results?Tell me about a time when you used fact-finding skills to solve a problem. What was the situation? What was the outcome?Tell me about a time when you had to step away from traditional methods to solve a difficult or complex problem. Can you describe your approach? What was the outcome?Tell me about a time when you had to respond quickly to a crisis situation. What were the circumstances? What was the final outcome?Give me an example of how you solved a problem in a unique way within the past 18 months.Value reference: respectfulness We strive to develop and empower the people we support to speak and act for themselves. We do this by actively listening to their comments and concerns, noticing their cues, and by acting on what we observe. We defend the rights of those whom we support and encourage others to listen to and respect them.Tell me about a situation when you had to speak up (be assertive) in order to get a point across that was important to you or crucial to your client or customer.We all find ourselves in stressful situations at work when keeping a positive attitude is most useful. Tell me about such a time and how did it turn out?Tell me about a time when you felt compelled to immediately address a difficult situation with your boss or supervisor when others wouldn’t. (You had to do the right thing.) What happened? What was the outcome?Tell me about a time when you were under extreme pressure and remained calm and focused at work.Tell me about a time when events collided or you were expected to accomplish much in a short time, but you were able to keep your composure. What was the situation and result?Tell me about a time when you had to make a split second decision. What skill did you use to keep your composure? What was the outcome?Tell me about a time when you had to deal with an uncomfortable situation at work. How did you manage it?Describe a time when you were proud of your ability to withhold your comments until you had all the facts. What was the result?Tell me about a time when you were sensitive to how another reacted in an emotional or tense situation. What did you do? What was the outcome?Tell me about a time when you volunteered your help to someone in need. How did they react? How did it turn out?Give me an example of a time when your positive attitude caused others to be motivated or energised. What was the situation? What was the result?Value reference: integrity Our actions and intentions are clear and transparent. We value openness and honesty in the way we communicate. We are true to our word – what we say is what we do. We follow through with our promises. We do what’s right regardless of who will notice our actions.Tell me about a time when you missed an obvious solution to a problem. What was the outcome?We all learn through our mistakes. Tell me about a time when you confronted a co-worker or supervisor because you knew they were making a mistake. What was the issue and how did it turn out?Tell me about a time when you had to collaborate with another to resolve a conflict that initially felt uncomfortable, but actually turned out better than you anticipated.Tell me about a time when you perceived friction or resistance from a co-worker, supervisor, or client and you immediately addressed this issue to enhance your working relationship. What happened? How is your relationship today?Tell me about a time when you felt compelled to express an unpopular viewpoint to maintain your integrity. What did you say and how did you say it?Tell me about a time when your active listening skills really paid off. Perhaps a situation when others missed a key idea or issue.Some situations require us to express ideas or opinions in a very tactful and careful way. Tell me about a time when you were successful with this particular skill.Value reference: collaborationWe learn from each other and share our skills and resources across organisational boundaries for the benefit of the people we support. We support each other generously to achieve the right outcomes for the people we support and our organisation.Tell me about a time when someone else neglected or failed to deliver on their work commitments and it had a negative impact on your productivity. How did you react? What was the outcome?Collaborative work relationships often ease tension and facilitate productive relationships. Can you give me a recent example where you intentionally enhanced a relationship to get a job done?Tell me about a time when you needed additional information from other people to make an informed decision. What did you do? How did this impact the outcome?Describe a time when you put your needs aside to help a co-worker understand a task. How did you assist them? What was the result?Tell me about a time when you improved a process by creating a cross-functional team. What was the issue and how did it turn out?Can you give me a recent example of how you displayed loyalty or commitment to your current work group? Why was this act important to you? What was at stake?When were you part of a great team? What were the circumstances? How did you contribute?Tell me about a time when you disagreed with your team’s agreed course of action. What did you do?Tell me about a time when you coached a co-worker to help them improve their skills or job performance. What did you do?Describe a situation where you helped motivate someone to improve his or her performance. What was the outcome?In a supervisory or group leader role, tell me about a time when you had to discipline or counsel an employee or group member? What was the nature of the discipline? What steps did you take?Describe a situation where you had to deal with someone who didn't like you (or you didn’t like). How did you handle it?Tell me about a time when you had to use coping strategies when dealing with a high pressure situation?Tell me about a time when you found yourself on unfamiliar territory: a new situation. How did you adapt to this situation? What was the eventual outcome?Occasionally our work is judged or criticised unfairly or our intent is misunderstood. Can you tell me about a recent situation that fits this description? How did you react?Tell me about a recent difficult work situation. How did you approach this situation? What was the outcome?Tell me about a time in the past year when your patience was tested with co-workers, customers, or supervisors. How did you handle the situation? What was the result?We all get angry or frustrated from time to time. Give me an example of how you reacted in a recent situation.Appendix D: Example scenario based question scoringScore sheet 1Respectfulness If you were delivering personal support to someone, how would you maintain their dignity and respect?What do you think are your requirements as a support worker?What actions might you take (and why)?What results do you think these actions might have?CriteriaDoes not meet expectationsDoes not recognise role in promoting dignity/respectDoes not seek to listen to comments, concerns or cues Acts on behalf of person Meets expectationsRecognises role in promoting dignity/respectActively listens to person’s comments, concerns and cuesEnables person to speak and act for themselves Rating*12345* Rating scale: 1 = Poor; 2 = Marginal; 3 = Acceptable; 4 = Good; 5 = Outstanding..This question will get applicants to think about how the other person is going to feel. They need to show they can do the job empathetically, encouraging the individual to do as much for themselves as possible, while offering support. The most important thing is to always communicate. Show their understanding of what needs doing, but highlight that they would give the person the choice as to whether they want to have a bath or go to the toilet, for example. Explain how they would promote the person's independence and assist them to gain the ability over time to do more for themselves. The responses will show us how deep an understanding the potential employee has of the role.Score sheet 2Collaboration How would you encourage cooperation and communication between a team that does not get along?What could be your role in uniting them?What actions might you take to build collaboration (and why)?What results do you think these actions might have?CriteriaDoes not meet expectationsUnderemphasises the importance of shared goalsDiscourages or limits open communication Limits or discourages the contributions of othersMeets expectationsDescribes the importance of shared goalsEncourages and supports open communication Encourages the contributions of others Rating*12345* Rating scale: 1 = Poor; 2 = Marginal; 3 = Acceptable; 4 = Good; 5 = Outstanding.Using the example score sheet above, work with the following two questions to create criteria and ratings based on the more detailed information below the questions. You should refer to the values that demonstrate a commitment to person-centred practice and to establish the relevant value and the aligned qualities to assist you to clearly and accurately define the criteria.Working examples of scenario example based score sheet 1Delivering personal support to your service user is required of support workers. How would you maintain their dignity and respect when doing so?The responses to this question should show whether the applicant can deliver your service as a support worker with empathy. They should respond in a manner which demonstrates that they would encourage your service user to be as self-sufficient as is possible, but while offering support; making them feel as empowered as possible. Highly effective communication and understanding of what needs to be done is very important. An advanced response might also demonstrate how they would advance the service user's sense of personal independence, while also helping the individual increase their ability to be more self-sufficient where possible.Value? Delivering personal support to your service user is required of support workers. How would you maintain their dignity and respect when doing so?Add your further probing questions hereXXXX?XXXX?CriteriaDoes not meet expectationsDefine clearly in written terms a response not meeting expectations.Further describe a response which would indicate the applicant does not meet the expectations.Final written indicator of response which would not meet expectations.Meets expectationsDefine clearly in written terms a response demonstrating indications that show that the applicant does meet the expectations.Rating*12345* Rating scale: 1 = Poor; 2 = Marginal; 3 = Acceptable; 4 = Good; 5 = Outstanding.Working examples of scenario example based score sheet 2Safeguarding is an important and topical issue. When going into someone's home, how would you know they are safe and healthy? If you felt concerned, what would you do?You will be looking for a response which explains what they would look out for and the signs that someone is in a safe environment. For example, look around at their surroundings; does the person look cared for, do they have somewhere clean to sleep, do they have food and water available, are there signs of abuse, and have there been any behavioural changes? The support worker would need to communicate with the person to see if they reveal anything, and if they have ongoing concerns, report it to their manager. We need people who take the time to follow up with someone if they're worried and the responses would need to demonstrate this.Value? Safeguarding is an important and topical issue. When going into someone's home, how would you know they are safe and healthy? If you felt concerned, what would you do?Add your further probing questions hereXXXX?XXXX?CriteriaDoes not meet expectationsDefine clearly in written terms a response not meeting expectations.Further describe a response which would indicate the applicant does not meet the expectations.Final written indicator of response which would not meet expectations.Meets expectationsDefine clearly in written terms a response demonstrating indications that show that the applicant does meet the expectations.Rating*12345* Rating scale: 1 = Poor; 2 = Marginal; 3 = Acceptable; 4 = Good; 5 = Outstanding.Using score sheets for scenario based questionsUsing the example score sheet above work with the following questions to create your criteria and ratings. You should refer to the values that demonstrate a commitment to person-centred practice and to establish the relevant value and the aligned qualities to assist you to clearly and accurately define the criteria. You should ensure you use additional probing questions to ensure a comprehensive response.You and a person with a disability who you support are at a local restaurant. When the waitress comes to take your order, she looks and speaks to you. The person you are with can give his/her own order. What would you do in this situation and why? Describe some ways in which you could communicate with someone who does not communicate verbally.You have noticed Ricky who you support seems somewhat uninterested and a little distant today. Please describe what steps you would take to motivate him.Think of a situation at home or within the workplace where you have observed a potential safety risk (for staff, yourself, customers or co-workers) that no one else seemed to consider. How did you rectify the situation?Tell me about a time when you worked with a person, peer or someone you are supporting who did things very differently from you. How did you get the job done? Would you work with this person again if given the choice?Tell me about a time when you practised professional confidentiality. What was the situation? What did you do?Tell me some of the reasons why you feel documentation and feedback to your supervisor is important in the workplace?What might you do to assist the person you are supporting having choice? ................
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