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

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