1. SELECTION & ASSESSMENT SESSION ONE: THE CHANGING CONTEXT OF SELECTION & ASSESSMENT

2. IN THIS SESSION A glossary of terms Who uses what Why selection matters What remains untouched What has changed Organisations of the future Key challenges for selection and assessment

3. A GLOSSARY OF TERMS Selection Recruitment Attraction Assessment Reliability Validity

4. WHO USES WHAT? Application forms4.5 References4.5 Interviews4.9 Structured interviews2.4 Cognitive ability tests3.4 Personality measures3.0 Biodata1.3 Assessment centres2.4 (Hodgkinson, Daley & Payne 1995)

5. HOW VALID ARE THESE METHODS? Application forms0.12 References0.26 Interviews (all types)0.35 Structured interviews0.51 Cognitive ability tests0.51 Personality measures0.40 Biodata0.35 Assessment centres0.46 (Robertson & Smith 2001)

6. WHY SELECTION MATTERS Difference between good and average Huselid’s work on sophisticated selection Beer’s key policy choices: Employee influence (competence) HR flow (commitment) Reward systems (fit and congruence) Work systems (cost effectiveness Increased confidence in HR

7. WHAT REMAINS UNTOUCHED The classic trio The influence of pragmatism Traditional ways to fill vacancies Job analysis

8. WHAT HAS CHANGED More confidence in validity Awareness of fairness Role of IT International recruitment Organisational fit Recruiting to teams

9. ORGANISATIONS OF THE FUTURE What will organisations of the future look like and which qualities will they value in their employees?

10. KEY CHALLENGES THAT LIE AHEAD Are selection decisions rational? Uncritical acceptance of testing Are individual differences stable? Methodological problems Selection as a social construction Mutual dishonesty A new stakeholder

11. RATIONAL SELECTION DECISIONS? Good enough decision making Good enough on both sides Decisions made by groups Bias and distortion

12. UNCRITICAL ACCEPTANCE OF TESTS Do tests measure what they purport to? Is self report contaminated? Can we measure internal processes?

13. INDIVIDUAL DIFFERENCES Stability across time The past predicting the future Success in different contexts

14. METHODOLOGICAL PROBLEMS Tests developed on students What happens to rejects? Lack of critical review by organisations Slow to address adverse impact

15. SELECTION AS SOCIAL CONSTRUCT One best way? Selection defines potential on its own terms Selection as an organisational manifestation

16. MUTUAL DISHONESTY Contamination from both sides Putting your best foot forward How to be good at selection

17. A NEW STAKEHOLDER Power with the organisation Power with the organisation and applicant Test publishers as new stakeholders

18. SELECTION & ASSESSMENT SESSION TWO: JOB ANALYSIS VERSUS THE COMPETENCY MOVEMENT

19. IN THIS SESSION Methods of job analysis Job analysis techniques The emergence of competences Why job analysis matters Problems with job analysis

20. METHODS OF JOB ANALYSIS Different ways of gathering data about work Analysing the data you’ve gathered Subjective analysis Rational analysis Factor analysis Cluster analysis

21. JOB ANALYSIS TECHNIQUES DOT & O*NET Critical Incident Technique (Flanagan) Repertory Grid Technique (Kelley) Position Analysis Questionnaire

22. COMPETENCY MOVEMENT Predispositions, KSA’s or outputs Portable, transferable and standardised Face valid Forward looking Sends signals of desired behaviour

24. WHY JOB ANALYSIS MATTERS Helps recruitment and selection Helps job fit Helps defend the use of tests Helps reward decisions Helps succession planning Helps appraisal systems

25. PROBLEMS WITH JOB ANALYSIS Inaccurate? Unstable? Marginal? Obsolete?

26. YOUR TEAM TYPE ISTJ Parmina Kunal Farida Francine ISFJINFJ Agne Rasital INTJ Katrin Helene Olga ISTPISFP Yemi INFP Susan Elaine INTP Siddartha Oberdan ESTP Julian James ESFP Jelena ENFP Mona Berat Joanna Shazia Jen Clara Johan ENTP Khalid Lee Danielle ESTJ Roxana Dhivya Astha Deborah ESFJ Suzanna Gemma Rubina ENFJ Chris Niluka Amrita ENTJ Busola Bushra Suppiah Keegan

27. START UP CONDITIONS Whole and meaningful task for team Clarify team objectives Whole, meaningful and interesting task for each team member Team members’ activities evaluated Monitoring and feedback Regular communication and review