2. Effective Selection that Impacts the Bottom Line Angus Macalister (Partner)

3. “One in three hiring decisions is wrong” The Australian Financial Review

4. VisionWhats Business Strategy Critical Success Factors Processes Hows Cultural Strategy Values Systems Core Competencies Human Resource Connections Organisational Structure/ Job Design Sourcing and Selection Performance Management Remuneration Developing Talent Core and Job/Role Specific Competencies

5. defines competencies as: Clusters of behaviour, motivation or knowledge related to success or failure in a target job/role

6. Job Performance = KnowledgeBehaviour Motivation ++ Actual Job Performance is

7. Competencies as Targets

8. A Common Language?

9. Competency Structure Competency Structure NameName DefinitionDefinition Key actionsKey actions

10. Competency Example Adaptability- Maintaining effectiveness in varying environments and with different tasks, responsibilities and people. Adaptability - Maintaining effectiveness in varying environments and with different tasks, responsibilities and people. Key Actions, eg Adjusts approach to match varied task requirementsAdjusts approach to match varied task requirements Adjusts behaviour to style of othersAdjusts behaviour to style of others Adjusts quickly to new responsibilities and tasksAdjusts quickly to new responsibilities and tasks

11. Assessment for Selection Person Job Knowledge & Behaviour Required Knowledge & Behaviour MotivationalNeeds Motivational Facets Offered Performance Productivity &Tenure Satisfaction

12. What Competencies Do I Use?  Linked to business strategy  Critical to success  Difficult to train  Clear definition

13. Why Use Competencies? Maintain focus on key criteria for successMaintain focus on key criteria for success Same criteria for all applicantsSame criteria for all applicants Legally defensibleLegally defensible Prevents quick decisions based on partial dataPrevents quick decisions based on partial data

14. Selection/Assessment Methods MethodEffectiveness MethodEffectiveness Job SimulationsVery Good Assessment CentresGood Ability TestsOK InterviewsPoor to good depending on the type of interview Personality AssessmentPoor to moderate ReferencesPoor Domino’sNil HandwritingNil Source: Arnold, Robertson & Cooper

15. Which Means YOUR Recruitment Should Include:  Behavioural Interviews  Ability/Motivation Tests  Job Simulations

16. Motivational Fit A Good Fit = Increased Job Satisfaction Decreased Turnover

17. Applicants Resume screen Telephone Interview Ability Test Face to Face Interview Job Simulations Reference Check Offer Selection Funnel

18. Competency Coverage Grid Dimensions Resume Screen Tests Phone Screen Interview Job Simulations Reference Check Customer Focus XXX InnovationXX Ability to Learn X Professional Knowledge XXX Motivational Fit XX

19. Your Selection System  Efficient  Accurate  Fair  Buy-in  Positive impression

20. Individual ManagerOrganisationCustomer Who Benefits From Effective Selection

21. Business/ Bottom Line Impact  Minimised start-up time  Stops union challenges Clients say:-  “Halved cost of recruitment” recruitment”  “Best people we have ever had” ever had”

22. Summary  Link to business strategy?  Critical competencies?  Accurate?  Efficient?  Clear decision points?  Do others understand it?  Legally defensible?

23. Integrated Human Capital Systems Competencies Career Planning Training Compensation Performance Management Selection and Promotion Total Quality Strategic Planning Succession Planning

24. JML Australia Assists Individuals & Organisations Achieve Great Success