Importance of Selection

1
Importance of Selection

• The search for the perfect selection method
  continues
• Until found a variety of imperfect methods are
  used to predict which applicant will be most
  successful
• More attention is being paid to the costs of poor
  selection
• Greater focus on using technology in selection
• Practices need to be well validated to meet legal
  requirements

2
Selection as a Two Way Process

• Provision of information for all involved
• Applicants choose between organisations by
  evaluating contact and developing relationships
  with prospective employers
• Applicants are influenced by the way their
  interactions are managed

3
Interacting With Applicants

• Reply, meaningfully, fast
• Correspondence needs to contain what applicants
  want to know
• Interviewers should have the required
  interviewing skills and full knowledge of the
  relevant information

4
Selection Criteria The Person Specification

• Three perspectives can be used to determine the
  selection criteria
• Organisational fit
• Team/functional fit
• Job fit

5
Organisational Criteria

• Attributes considered valuable in its employees
• Often expressed in terms of personality,
  attitudes, flexibility, commitment and goals

6
Functional Team Fit

• Includes the definition of appropriate
  interpersonal skills for all members of the HR
  Department
• Criteria important if new appointee is to fit
  into a pre-existing work team

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Individual Job Criteria (1 of 2)

• As contained in job descriptions and person
  specifications via job analysis
• Describe the job first the person later (Van
  Zwanenberg Wilkinson 1993)
• Identifying individuals successful in a certain
  job then describing their characteristics (Van
  Zwanenberg Wilkinson 1993)

8
Individual Job Criteria (2 of 2)

• Trend in making the person specification
  appropriate for a broad band of jobs
• Competency profiles are also used

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Choosing Selection Methods
A combination of two or more methods are
generally used. Choice is dependent on a number
of factors
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Factors in Choosing Selection Methods

1. Selection criteria for the post to be filled
2. Acceptability and appropriateness of the methods
3. Abilities of staff involved in the selection
   process
4. Administrative ease
5. Time factors
6. Accuracy
7. Costs

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Range of Selection Methods

• Application forms
• Self assessment and peer assessment
• Telephone interviewing
• Testing
• Group methods and assessment centres
• Work sampling
• References

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Application Forms (1 of 2)

• CIPD survey found that these were used in 80 of
  organisations surveyed
• Forms were once considered as a preliminary to
  employment interviews and decisions
• Application forms have been extended to asking
  for much more detailed information from
  candidates
• Most useful for filling large number of posts is
  biodata

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Application Forms (2 of 2)

• Generally used as a straightforward way of giving
  a standardised synopsis of an applicants history
• Speeds short listing of candidates
• Order can guide interviewers
• Some concern about the reliability of application
  forms
• Electronic forms can speed up process and enable
  key word searches

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Self Assessment and Peer Assessment

• Getting applicants to assess their own
  suitability
• Can be done by sending out more information about
  the job or having informal discussions with
  applicants
• Pre work asking questions regarding previous
  work experiences relating to job role they are
  applying for

15
Telephone Interviewing

• Used if speed is important or geographical
  distance is an issue
• CIPD Report 2003 indicated 28 organisations used
  this method
• Best used as part of a structured selection
  procedure
• Can be used where telephone manner is critical
• Difficult to identify non verbal information
• Can concentrate on content as opposed to person

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Testing

• Heavily used
• Can assure accuracy and objectivity of test data
• Can be difficult incorporating test evidence into
  the remaining evidence collected
• Relevance of test information to jobs being
  applied for

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Critical Features of Test Use

• Validity
• Reliability
• Use and interpretation

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Problems With Using Tests

• Tests are not outstanding predictors of future
  performance
• Validation procedures are very time consuming
• Criteria that are used to define good performance
  in developing the test are often inadequate
• Tests are often job specific
• Tests may not always be fair
• Can be difficult to relate competencies to
  psychological tests

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Tests for Occupational Use

• Aptitude tests
• General intelligence tests
• Special aptitude tests
• Trainability tests
• Attainment tests
• Personality tests

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Evidence Provided by Group Selection Methods

• Candidates ability to
• Get on with others
• Influence others and how they do this
• Express themselves verbally
• Think clearly and logically
• Argue from past experience
• Apply themselves to new problems
• Identify the type of role they play in group
  situations

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Types of Group Tasks

• Leaderless groups
• Command or executive exercises
• Group problem solving
• (Plumbley, 1985)

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Assessment Centres

• Incorporate multiple selection techniques
• Make use of work simulation exercises
• Used to assess a group of applicants using a set
  of competencies required for the post
• Assessment centres requires a lengthy design
  process
• IRS Survey (2002) noted that assessment centres
  one of the most effective ways of selecting
  candidates

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Work Sampling / Portfolios
Assessing candidates work in temporary posts or
on government training schemes in the
organisation For some jobs a portfolio of work
can be presented at interview Kanter 1989
suggests that managers and professionals should
develop portfolios of work experiences and
achievements
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References

• Factual check confirmation of facts presented
  by the candidate
• Character check requesting opinions about the
  candidate

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Other Selection Methods

• Physiognomy
• Phrenology
• Body language
• Palmistry
• Graphology
• Astrology

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Final Selection Decision Making
Measuring each candidate against the selection
criteria defined in the person specification Usin
g a matrix can assist in doing this

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A Selection Decision Making Matrix
Figure 7.2  A selection decision-making matrix
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Validating Selection Procedures

• The critical information for determining validity
  includes
• Selection criteria used
• Selection processes used
• Evaluation of individuals at the time of
  selection
• Current performance of the individual

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Summary

• Selection is a two way process
• A combination of selection methods is usually
  chosen
• Well used selection methods include application
  forms, interviews, tests, group selection
  procedures, assessment centres references
• The selection decision making needs to integrate
  all available selection information
• Selection methods should be validated