1. Lecture 5b) Selection

2. 3. SELECTING CANDIDATES "… predicting which candidate(s) will make the most appropriate contribution to the organisation - now & in the future" (Hackett, 1991) – Traditionally, focuses on candidates who ‘fit’ – Assumed to predict future performance 2 key technical requirements underpin selection: "any measuring instrument …. used in a selection procedure must be both valid and reliable" (Arnold et al, 1991)

3. 2 KEY SELECTION PRINCIPLES 1) RELIABILITY Refers to consistency of methods – Does instrument / method give same result if used to assess person on more than one occasion? 2) VALIDITY Method should assess the characteristic / ability it claims to and Method should predict future job performance / behaviour it's required to (or assumed to) predict

4. SELECTION METHODS - ‘THE CLASSIC TRIO’ 1) Application Form 2 Roles: – Weed applicants at screening stage – Used to structure interview – Background & motivational info – Standardised response – reliability 2) References Used by 97% of orgs (IRS, 1991) Variety of quality of response Agenda of referee a consideration Limit spurious applicant claims Factual info essential / opinions less reliable (Armstrong, 1991; CIPD, 2005) Written v. oral references Data Protection / ethical aspects

5. SELECTION METHODS - ‘THE CLASSIC TRIO’ 3) Selection Interview "…. controlled conversation with a purpose" (Torrington & Hall, 1995) Most common selection technique in UK (IRS, 1997) 71% of UK orgs (Brewster & Hegewisch, 1994)

6. SELECTION METHODS - ‘THE CLASSIC TRIO’ But, Accuracy of Interview Data / Predicted Job Performance Questioned Correlation co-efficient: 0 = chance prediction 1.0 = perfect prediction Unstructured interviews 0.3 prediction whereas….. Structured interviews 0.62 prediction (Anderson & Shackleton, 1993)

7. PROBLEMS WITH INTERVIEW VALIDITY / RELIABILITY Validity Problems: – Contrived situation, strangers, time – Restraints, artificial and stressful situation – Cannot test the important areas: – Competence – Co-operation – Self-development – Potential for wider responsibilities – Assesses competence at interviews (not in the job) Reliability Problems: – No two interviewers will interpret / assess info exactly the same way – Same interviewer will vary over time

8. PROBLEMS WITH INTERVIEW VALIDITY / RELIABILITY Potential Results? Subjectivity / biases / halo and horn effects Reliance on first impressions Reasons to reject applicants sought So, Why are Interviews Common? 'Face' validity / acceptability Flexibility Face-to-face meeting / see if candidate will fit in / give them positive impression of organisation Supply / help check / clarify / explore information

9. PROBLEMS WITH INTERVIEW Artificial, contrived, superficial situation Interviewer(s) in potentially more powerful situation

10. USING THE INTERVIEW EFFECTIVELY Pre-Interview Preparation/Planning Use job analysis for performance requirements / criteria and assessment Structure the interview – biographical, situational, behavioural / competency approach(es) Consider other complementary selection methods also Decide if one-to-one / panel interview – pros and cons Decide on number of interviewers, prepare and brief accordingly Consider environmental / room details Produce coverage plan / consider questions / structure the interview

11. USING THE INTERVIEW EFFECTIVELY The Interview Itself Establishing rapport Logical structure / approach Interviewers taking turns to ask questions Questioning: – Open (should predominate) – Probing – Closed to clarify and summarise – Avoid leading & hypothetical questions Listening to answers / observing non-verbal behaviour Awareness of own non-verbal behaviour Control of interview Note-taking / use of checklist Summarising Ending clearly and pleasantly Welcoming interviewee questions

12. USING THE INTERVIEW EFFECTIVELY Post-Interview Assessment and Decision Assess evidence against job requirements Concentrate on solid facts Take account of all available information Overall Issues in Interviewing? Requires skill / effective preparation, implementation and monitoring Training / practice required for interviewers

13. STRUCTURED INTERVIEWS Pilbeam & Corbridge, 2006 – all candidates asked same questions / in same order 3 main types of structured interview / interviewers can use a combination: Biographical Situational / problem-solving Behavioural / competency

14. STRUCTURED INTERVIEWS 1. Biographical Interviews Structured probing of candidates’ responses to application form questions – checking, clarifying, exploring issues Aids consistency / assumes application form asks [all] relevant biographical questions

15. STRUCTURED INTERVIEWS 2. Situational Interviews Seek candidate responses to hypothetical (but realistic / typical) job situations or scenarios Trying to gauge how people would behave / would resolve problems Would people necessarily behave the way they say they would? Might favour quick-thinkers!

16. STRUCTURED INTERVIEWS 3. Behavioural Interviews Ask candidates to give examples of past job- based / job-related behaviours Assumes that past behaviours are indicators of future behaviour

17. SITUATIONAL INTERVIEW?