Download - Staffing in Org internal selection
INTERNAL SELECTION BY
ADHITHYAA.AAISHWARYADEVI. J
SOWMIYA.CKIRUTHIKA.DSASIKALA.VKARTHIKA.S
OUTLINE
• Internal selection• Preliminary Issues• Initial Assessment Methods• Substantive Assessment
Methods• Discretionary Assessment
Methods• Legal Issues
MEANING
•Internal selection refers to the assessment and evaluation of employees from within the organization as they move from job to job via transfer and promotion systems..
ADVAN TAGES DISADVANTAGES
Uses in-house resources and builds on skills and expertise of existing staffshorter induction period
Limited number of applicants
Retains valuable employees: avoids recruitment costs ensures a return on any investment in training and development
External candidates might be better suited or qualified for the job
Motivation: provides opportunities for development and promotion for existing staff
Creates another vacancy
Generally quicker and cheaper The organisation may become resistant to change
PROCESS OF INTERNAL SELECTION
Publication• Internal vacancies will be posted
through the established company communication channels (intranet, notice boards in power stations, etc.), for the duration of one week. During this period, applicants can express their interest by sending an email to respective company.
• Eg: [email protected]
Pre-Selection• Those candidates who most meet the
requirements of the post will be invited for interview. Those candidates, not selected for interview will be informed immediately that their application has not been successful due to them, not meeting the requirements of the post.
Evaluation• All pre-selected candidates go
through the• various stages of selection carried
out by Human Resources and Organization and the heads of the work area where the vacancy exists. This stage of the process will take up to approximately two weeks.
Selection and Appointment• The candidate most meeting the
requirements for the new job will be selected and will then let his/her boss know of his/her promotion. Agreement over the start date in the new post is negotiated by those involved. This date can be no later than one month from the moment of the communication of the outcome of the selection.
Closing of the Selection Process
• Unsuccessful candidates will be informed of the reasons why they have not been selected.
Preliminary Issues
•Logic of Prediction
•Types of Predictors
•Selection Plan
• Logic of prediction– Similarities exist between internal and
external selection in terms of effectiveness of selection methods
– Advantages of internal over external selection - Data often provide greater depth, relevance, and verifiability
• Types of predictors– Content - Greater depth and relevance of
data available on internal candidates• Selection plans need to be clearly
communicated
Initial Assessment Methods
Initial assessment methods are used to select internal
candidates from among the internal applicants.
METHODS
• Skills inventory
– (traditional, upgraded, customized)
• Peer assessments
• Self-assessments
• Managerial sponsorship
• Informal discussions andrecommendations
Skills Inventory• Traditional
– List of KSAOs held by each employee
• Upgraded– Managers systematically enter latest skills
acquired by employees in database as soon as they occur
• Customized– Specific skill sets are recorded for specific
jobs
– CSAs identify skills critical to job success
Peer Assessments• Methods include peer ratings, peer
nominations, peer rankings • Strengths
– Rely on raters who presumably are knowledgeable of applicants’ KSAOs
– Peers more likely to view decisions as fair due to their input
• Weaknesses– May encourage friendship bias– Criteria involved in assessments are not
always clear
Initial Assessment Methods• Self-assessments
– Job incumbents asked to evaluate own skills to determine promotability
• Managerial sponsorship– Higher-ups given considerable influence in
promotion decisions
• Informal discussions and recommendations– May be suspect in terms of relevance to
actual job performance
Choice of Initial Assessment Methods• Effectiveness of initial internal
methods
– Skills inventories and informalmethods used extensively
– Peer assessments methodsvery promising in terms ofreliability and validity
Substantive Assessment Methods
Substantive assessment methods are used to select internal finalists from among the internal candidates.
Substantive Assessment Methods• Seniority and experience
• Job knowledge tests
• Performance appraisal
• Promotability ratings
• Assessment centres
• Interview simulations
• Promotion panels and review boards
Overview of Seniority and Experience• Definitions
– Seniority - Length of service with organization, department, or job
– Experience - Includes not only length of service but also kinds of activities an employee has undertaken
• Among the most prevalent methods of internal selection
• Why so widely used?– Direct experience in a job content area reflects
an accumulated stock of KSAOs necessary to perform job
– Information is easily and cheaply obtained– Protects employee from capricious treatment
and favoritism– Promoting senior or experienced employees is
socially acceptable -- viewed as rewarding loyalty
Evaluation of Seniority and Experience• Relationship to job performance
– Seniority is unrelated to job performance– Experience is moderately related to job
performance, especially in the short run• Experience is a more valid method than
seniority• Experience is better suited to predict short-
term rather than long-term potential• Experience is more likely to be content valid if
past or present jobs are similar to the future job
• Employees typically expect promotions will go to most senior or experienced employee
• Experience is unlikely to remedy initial performance difficulties of low-ability employees
Job Knowledge Tests
• Job knowledge includes elements of both ability and seniority
• Measured by a paper-and-pencil test or a computer
• Holds promise as a predictor of job performance– Reflects an assessment of previous
experiences of an applicant and an important KSAO - Cognitive ability
Performance Appraisal• A possible predictor of future job
performance is past job performance collected by a performance appraisal process
• Advantages– Readily available– Probably capture both ability and motivation
• Weaknesses– Potential lack of a direct correspondence
between requirements of current job and requirements of position applied for
– “Peter Principle”• Validity of using performance appraisal
depends on several factors
Promotability Ratings• Assessing promotability involves
determining an applicant’s potential for higher-level jobs– Promotability ratings often conducted
along with performance appraisals • Useful for both selection and recruitment• Caveat
– When receiving separate evaluations for purposes of appraisal, promotability, and pay, an employee may receive mixed messages
Overview of Assessment Centres• Elaborate method of employee selection
• Involves using a collection of predictors to forecast success, primarily in higher-level jobs
• Objective
– Predict an individual’s behaviour andeffectiveness in critical roles, usually managerial
• Incorporates multiple methods of assessing multiple KSAOs using multiple assessors
Characteristics of Assessment Centres• Length of assessment - 2 to 5 days• Participants take part in several exercises
– In-basket exercise– Leaderless group discussion– Case analysis
• Trained assessors evaluate participants’ performance
• Participants are usually managers being assessed for higher-level managerial jobs
• Participants are evaluated by assessors at conclusion of programme
Evaluation of Assessment Centres• Validity
– Average validity --> ŕ = .37 – Validity is higher when
•Multiple predictors are used•Assessors are psychologists rather than
managers•Peer evaluations are used
– Possess incremental validity in predicting performance and promotability beyond personality traits and cognitive ability tests
• Research results– “Crown prince/princess” syndrome– Participant reactions
Choice of Substantive Assessment Methods
• Evaluation of Substantive Assessment methods
• Effectiveness of substantive methods
– No single best method to narrow down candidate list to finalists
– Job knowledge, promotability ratings, and assessment centres are strong in terms of reliability and validity
– Interview simulations appear to be a promising technique for public contact jobs
Other Substantive Assessment Methods
• Interview Simulations– Role-play: candidate must play work related
role with interviewer
– Fact finding: candidate needs to solicit information to evaluate an incomplete case
– Oral presentations: candidate must prepare and make an oral presentation on assigned topic
• Promotion panels and review boards use multiple raters, which can improve reliability and can broaden commitment to decisions reached
Discretionary Assessment Methods
• Discretionary assessment methods are used to select offer recipients from among the finalists. The factors on which these decisions are based, such as equal employment opportunity and affirmative action (EEO/AA) concerns, whether the finalist had previously been a finalist, and second opinions about the finalist by others in the organization, will be considered.
Discretionary Assessment Methods• Narrows list of finalists to those who
will receive job offers
• Decisions often made on basis of– Organizational citizenship behavior and
– Staffing philosophy regarding employment equity
• Differences from external selection– Previous finalists not receiving job offers
do not simply disappear
– Multiple assessors generally used
Legal Issues• Laws and regulations make no distinction
between methods and processes of internal selection and those of external selection
• Defensible Selection Procedures
• Shattering the glass ceiling
– Employ greater use of selection plans
– Minimize use of casual, subjective methods and use formal, standardized, job-related assessment methods
– Implement programmes to convey KSAOs necessary for advancement to aspiring employees
Ethical Issues
• Issue 1– Given that seniority is not a particularly valid
predictor of job performance, do you think it’s unethical for a company to use it as a basis for promotion? Why or why not?
• Issue 2– Vincent and Peter are both sales associates, and
are up for promotion to sales manager. In the last five years, on a 1=poor to 5=excellent scale, Vincent’s average performance rating was 4.7 and Peter’s was 4.2. In an assessment centre that was meant to simulate the job of sales manager, on a 1=very poor to 10=outstanding scale, Vincent’s average score was 8.2 and Peter’s was 9.2. Assuming everything else is equal, who should be promoted? Why?
REFERENCE• http://www.bis.gov.uk/policies/higher-
education/access-to professions/prg/recruitment-step-by-step/attracting-applications/internal-recruitment
• http://highered.mcgraw-hill.com/sites/0073530271/student_view0/chapter10/