selection & assessment
DESCRIPTION
SELECTION & ASSESSMENT. SESSION ONE: THE CHANGING CONTEXT OF SELECTION & ASSESSMENT. 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. - PowerPoint PPT PresentationTRANSCRIPT
SELECTION & ASSESSMENT
SESSION ONE: THE CHANGING CONTEXT OF SELECTION & ASSESSMENT
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
A GLOSSARY OF TERMS
Selection Recruitment Attraction Assessment Reliability Validity
WHO USES WHAT?
Application forms 4.5 References 4.5 Interviews 4.9 Structured interviews 2.4 Cognitive ability tests 3.4 Personality measures 3.0 Biodata 1.3 Assessment centres 2.4
(Hodgkinson, Daley & Payne 1995)
HOW VALID ARE THESE METHODS?
Application forms 0.12 References 0.26 Interviews (all types) 0.35 Structured interviews 0.51 Cognitive ability tests 0.51 Personality measures 0.40 Biodata 0.35 Assessment centres 0.46
(Robertson & Smith 2001)
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
WHAT REMAINS UNTOUCHED
The classic trio The influence of pragmatism Traditional ways to fill vacancies Job analysis
WHAT HAS CHANGED
More confidence in validity Awareness of fairness Role of IT International recruitment Organisational fit Recruiting to teams
ORGANISATIONS OF THE FUTURE
What will organisations of the future look like and which qualities will they value in their employees?
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
RATIONAL SELECTION DECISIONS?
Good enough decision making Good enough on both sides Decisions made by groups Bias and distortion
UNCRITICAL ACCEPTANCE OF TESTS
Do tests measure what they purport to?
Is self report contaminated? Can we measure internal processes?
INDIVIDUAL DIFFERENCES
Stability across time The past predicting the future Success in different contexts
METHODOLOGICAL PROBLEMS
Tests developed on students What happens to rejects? Lack of critical review by organisations Slow to address adverse impact
SELECTION AS SOCIAL CONSTRUCT
One best way? Selection defines potential on its own
terms Selection as an organisational
manifestation
MUTUAL DISHONESTY
Contamination from both sides Putting your best foot forward How to be good at selection
A NEW STAKEHOLDER
Power with the organisation Power with the organisation and
applicant Test publishers as new stakeholders
SELECTION & ASSESSMENT
SESSION TWO: JOB ANALYSIS VERSUS THE COMPETENCY MOVEMENT
IN THIS SESSION
Methods of job analysis Job analysis techniques The emergence of competences Why job analysis matters Problems with job analysis
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
JOB ANALYSIS TECHNIQUES
DOT & O*NET Critical Incident Technique (Flanagan) Repertory Grid Technique (Kelley) Position Analysis Questionnaire
COMPETENCY MOVEMENT
Predispositions, KSA’s or outputs Portable, transferable and
standardised Face valid Forward looking Sends signals of desired behaviour
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
PROBLEMS WITH JOB ANALYSIS
Inaccurate? Unstable? Marginal? Obsolete?
YOUR TEAM TYPE
ISTJParmina KunalFarida Francine
ISFJ INFJAgneRasital
INTJKatrin HeleneOlga
ISTP ISFPYemi
INFPSusanElaine
INTPSiddartha Oberdan
ESTPJulianJames
ESFPJelena
ENFPMona Berat JoannaShazia Jen Clara Johan
ENTPKhalid LeeDanielle
ESTJRoxana DhivyaAstha Deborah
ESFJSuzanna GemmaRubina
ENFJChris NilukaAmrita
ENTJBusola BushraSuppiah Keegan
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