2. selection approaches
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approachesTRANSCRIPT
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Lecture 5a
Selection Approaches / methods
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Recruitment is the process of generating a pool of capable people to apply for
employment to an organization.
Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or
persons ‘most likely to succeed’ in the job(s), given management goals and legal requirements.
Recruitment and Selection
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• Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation.
• The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations.
Recruitment and Selection
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• There are wide variations in recruitment and selection practices, reflecting an organization’s strategy and its philosophy towards the management of people.
• Progressive HR practices are crucial to a positive psychological contract – this includes attention to effective recruitment and selection practices.
Recruitment and Selection
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Various recruitment and selection practices are bound by the law of the land.
In general there are following few forms of discrimination that are against the law:
Direct / Indirect
Victimization / Harassment
Discrimination by Perception / Association
The Legal Context
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• Sex Discrimination Act 1975 (amended 1986)
• Race Relations Act 1976 (amended 2000)
• Equal Pay Act 1970 (amended 1983 to include work ‘of equal value’)
• Disability Discrimination Act 1996
• Equality Act 2010
• Directives from the EU such as the 1998 Data Protection Act
• Many others
Key Legal Provisions in the UK
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• A key role for HR is to align performance within roles with the strategy, so recruiting for the ‘right’ people for a role depends on how it is defined in terms relating to performance to achieve the strategy.
• Criterion-related behaviours or standards of performance are referred to as competencies.
• Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organizations to form a model of the kinds of employee it wishes to attract through recruitment.
Recruitment and Attraction
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Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:
• The cost of the selection process itself, including the use of various selection instruments
• The future costs of inducting and training new staff
• The cost of labour turnover if the selected staff are not retained
Selection: Costs
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Underlying the process of selection and the choice of techniques are two key principles:
1. Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc.
2. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.
Selection: Principles
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• Information elicited – interviews have a specific focus, i.e. facts, subjective information, underlying attitudes.
• Structure – ranging from the completely structured to the unstructured. A compromise between the two enables the interviewer to maintain control yet allowing the interviewee free expression.
• Order and involvement – the need to obtain different kinds of information may mean the involvement of more than one interviewer. Applicants may be interviewed serially or in a panel.
Selection Interviews
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Selection
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Advantages of Interviews-
• Provide opportunities for interviewers to ask probing (inquiring) questions about the candidate’s experience and to explore the extent to which the candidate’s competences match those specified for the job;
• Enable interviewers to describe the job (a ‘realistic job preview’) and the organization in more details.
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Advantages of Interviews-
• Provide opportunities for candidates to ask questions about the job and to clarify issues concerning training, career prospects, the organization and terms and conditions of employment.
• Because of the face-to-face encounter, interviewer can make an assessment of how the candidate would fit into the organization and what he or she would be like to work with;
• Give the candidate the same opportunity to assess the organization, the interviewer and the job.
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Disadvantages of Interviews-
• Can lack validity as a means of making sound predictions of performance, and lack reliability in the sense of measuring the same things for different candidates;
• Rely on the skill of the interviewer; but many people are poor at interviewing, although most think that they are good at it;
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• Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring over repeated use.
• Validity refers to the extent to which a selection technique actually measures what it sets out to measure.
Reliability and Validity Issues
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Disadvantages of Interviews-
• Do not necessarily assess competence in meeting the demands of the particular job
• Can lead to biased and subjective judgments by interviewers;
• Halo or horns effect; a single good or bad characteristic is given disproportionate weight
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Disadvantages of Interviews-
• Interviewer treats candidates better/worse on basis of similarity/dissimilarity to themselves
• Positive or negative expectancy; if interviewer has prior access to personal information regarding candidate
• Stereotypical or prejudice assumptions
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Disadvantages of Interviews-
• Risk aversion; interviewer guards against making the wrong decision and places more emphasis on negative indicators at expense of positive.
• Companies rely on interviewer’s skills however some people are not good at interviewing and some candidates are not good at interviews either.
• There are chances for selection could be biased on the basis of being subjective and may also benefit to the people from same social or gender groups.
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Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.
• Ability tests: these focus on mental abilities (verbal/numerical) and physical skills testing. Right/wrong answers allow applicants to be placed in ranked order.
• Inventories: self-report questionnaires indicating traits, intelligence, values, interests, attitudes and preferences. No right/wrong answers but a range of choices between possible answers.
Psychometric Testing
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‘The branch of psychology that deals with the design, administration, and interpretation of quantitative tests for the measurement of psychological variables such as intelligence, aptitude, and personality traits.’
Dictionary: Psychometrics (n)
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Psychometric Tests
1. Ability or Aptitude Tests• Verbal
• Numerical• Logical
2. Personality or Interest Inventories
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Why do employers use tests?
• To identify key abilities or personalities
• To support other selection tools
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Selection Tools
Tests are usually part of the selection process together with:
• application forms and CVs
• interviews
• group exercises
• presentations
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Selection Methods - Advantages
• Application FormsGood for checking facts, demonstrating written communication skills
• InterviewsGood for oral communication skills, quickness of thought, personality
• Psychometric TestsGood for measuring candidates’ abilities/personality against objective criteria (and other candidates)
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Selection Methods – Disadvantages
• Application Forms....measures ability to fill in form - not to do the job
• Interviews...intensely subjective, they might not like the look
of you• Psychometric Tests
no good for seeing how an individual works with others
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Characteristics of Tests
Ability or Aptitude Tests• Under exam conditions
• Usually timed
• Right and wrong answers
• Unusual to finish all questions
• Results compared with norm group
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On-line testing, or e-assessment, is also used for selection and other HR purposes.
Benefits: Online testing enables organizations to test at any time and anywhere in the world.It enables the quick processing of applicants.
Drawback:Loss of control over the administration of the tests – anyone can be called on to help
E-assessment
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• Assessment centres are designed to yield information that can be used to make decisions concerning suitability for a job.
• They provide a fuller picture by combining a range of techniques.
• General methods used include group discussions, role plays and simulations, interviews and tests.
• Candidates attending assessment centres are observed by assessors who are trained to judge candidates’ performance against criteria contained within the competency framework.
Assessment Centres
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Applicants have expectations about how the organization will treat them. Recruitment and selection represent an opportunity to clarify these.
Realistic job previews (RJPs) provide a means of achieving this.
RJPs can take the form of case studies, shadowing, job sampling and videos – this enables the expectations of applicants to become more realistic.
RJPs: lower initial expectations, cause some applicants to de-select themselves, increase levels of organization commitment, job satisfaction, performance and job survival.
Realistic Job Previews