Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.1 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.2 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.3 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.4 Selection Criteria & The Person Specification Three perspectives can be used to determine the selection criteria: Organisational fit Team/functional fit Job fit

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.5 Organisational Criteria Attributes considered valuable in its employees Often expressed in terms of personality, attitudes, flexibility, commitment and goals

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.6 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.7 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)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.8 Individual Job Criteria (2 of 2) Trend in making the person specification appropriate for a broad band of jobs Competency profiles are also used

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.9 Choosing Selection Methods A combination of two or more methods are generally used. Choice is dependent on a number of factors

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.10 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.11 Range of Selection Methods Application forms Self assessment and peer assessment Telephone interviewing Testing Group methods and assessment centres Work sampling References

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.12 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.13 Application Forms (2 of 2) Generally used as a straightforward way of giving a standardised synopsis of an applicant’s 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.14 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.15 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.16 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.17 Critical Features of Test Use Validity Reliability Use and interpretation

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.18 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.19 Tests for Occupational Use Aptitude tests General intelligence tests Special aptitude tests Trainability tests Attainment tests Personality tests

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.20 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.21 Types of Group Tasks 1.Leaderless groups 2.Command or executive exercises 3.Group problem solving (Plumbley, 1985)

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.22 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.23 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.24 References Factual check – confirmation of facts presented by the candidate Character check – requesting opinions about the candidate

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.25 Other Selection Methods Physiognomy Phrenology Body language Palmistry Graphology Astrology

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.26 Final Selection Decision Making Measuring each candidate against the selection criteria defined in the person specification Using a matrix can assist in doing this

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.27 A Selection Decision Making Matrix Figure 7.2 A selection decision-making matrix

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.28 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

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 7.29 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