Description
The report explains information about methods & Techniques of recruitment, Selection Process, Selection Procedures & techniques, evaluating various selection methods.
Session Outline Recruitment and Selection
* Recruiting Process & Policy * Methods & Techniques of recruitment * Selection Process * Selection Procedures & techniques * Assessment Centre & Role Set
Recruitment Process
# A good recruitment process will ensure attracting candidates from desired sources at lower cost to the organization. # Recruitment as a strategic imperative - is a form of business competition to identify, attract, & hire most qualified people - business strategy will fall flatter without the talent to execute it cont…...
# Companies have to make decisions in three areas of recruiting * personnel policies which affect the kind of jobs the company has to offer, * recruitment sources used to solicit applicants, which affect the kinds of people who apply, & * the characteristics & behaviour of the recruiter, which affect the perceived fit b/w the applicant & the job
Recruitment Policies
* Passive Non-discrimination * Pure diversity based recruitment * Diversity based recruitment with preferential hiring (soft quota) * Hard quota * Labour Market issues
Recruitment Planning
# Recruitment planning begin with clear specifications of - the number of people needed - when they are needed time frame also referred as “ The Recruitment Pipeline” # HR dept. must work along with operating/line managers
Recruitment Sources
# Internal Recruitment * Succession plans * Job posting * Employee referrals * Temporary workers pool If external recruitment takes place - incur both short & long-run cost - in short run morale may degenerate - in long run it may find it difficult to attract new & retain old employees b/c of neglect of in-house talent cont……..
# External Recruitment * Campus Recruitment ( Mobil, 3M, Molex) * Executive Search Firms (BMW) * Employment Agencies * Recruitment Advertising (Sybase & Oracle) * Electronic Recruiting (Bristol-Myers Squibb) - Computer Recruitment Networks - Video Conferencing
Recruitment: The emerging Challenges
* attract people with multi-dimensional experiences & skills * induct outsiders with a new perspective to lead the company * infuse fresh blood at every level of org. * develop an OC that attracts people to the company * locate people whose potentialities fit the company’s values cont……...
* devise methods for assessing psycho. traits * seek out unconventional development ground of talents * search for talent globally * design entry pay that competes on quality not quantum * anticipate & find people for positions that do not exist yet
Selection: Strategic Decision
# A proper system of selection & placement helps to achieve the following: - A feeling of satisfaction - Supplying the right type of people - Minimizing wastage of human talent - High level of employee commitment - Availability of employee data cont…...
# Matching the role & the person involves ensuring the following: - Job specifications - Person specifications - Person has a chance to acquire new capabilities & apply it # A good selection system should be able to generate enough info. about the candidate # Map not merely capabilities but potential also # Unfortunately most of the org. deals with immediate needs not future career goals cont...
Selection Method Standards for Evaluation Purposes
Reliability •• Reliability Validity •• Validity Generalizability •• Generalizability Utility •• Utility Legality •• Legality
6-3
Reliability
The degree to which a measure is consistent over time.
Reliability = .95 Reliability = .7
Measure
Measure
Reliability-Correlation Coefficient
• Is a measure of the degree to which two sets of numbers are related. • A perfect positive relationship equals + 1.0 • A perfect negative relationship equals 1.0
Reliability
• Test-retest reliability—How scores on the measure at one time relate to scores on the same measure at another time. • The consistency of multiple items or scales can also be assessed via splithalf reliability estimates. • Inter-rater reliability estimates— Two different human judges rate the person on the dimensions of interest, it is then correlated.
Validity
• The extent to which performance on a measure is related to job performance.
Criterion-related •• Criterion-related
– predictive – predictive – concurrent – concurrent
Criterion- Related Validity
• Determines a relationship between selection test scores and job performance.
Predictive
Test applicants Measure performance of those hired
TIME
Content •• Content
Criterion - Related Validity
• Determines a relationship between selection test scores and job performance.
Predictive
Test applicants Measure performance of those hired
Generalizability
Degree to which one can extend validity •• Degree to which one can extend validity to other contexts to other contexts Three contexts include: •• Three contexts include:
– different situations – different situations
especially true for more complex jobs •• especially true for more complex jobs more similar across race and gender than •• more similar across race and gender than thought thought
Concurrent
Test existing employees Measure their performance
– different samples of people – different samples of people – different time periods – different time periods
TIME
TIME
Utility
• Degree to which information from selection method enhances bottom line effectiveness. • Does the test increase the accuracy of the selection process?
Legality
Constitutional law used sparingly •• Constitutional law used sparingly
Thus management has to - make an exhaustive list of jobs & job links - make an exhaustive list of functions associated with each job - list the capabilities required to perf. each function - list the indicators for each of these capabilities - determining the method of assessing the capabilities - actual selection starting with making the opportunities known, screening applications, determining potential through test & other selection procedures - final selection & placement
Selection Procedures & Techniques
* Weighted application blanks * Aptitude Test * ability Test * Simulation exercises * Interviews * Advertisements cont…..
* Cognitive ability test * Non- cognitive ability test * Person-org. & person-profession interaction based selection * Selection based on attitude towards the job * Assessment Centre Approach * Role set as a strategy of selection & appraisal sys
Techniques used
* Standardized psycho. Tests (p-e char.) * Role plays (problem solving & counsellor skills) * In-basket (Organizational skills) * Group discussions (leadership, initiative etc.) * Projective tests (p-e, motivational patterns etc,0 * Knowledge tests ( professional knowledge0 * Interactional analysis techniques (IPR orientation & counselling skills) * Interviews (understanding envt. Context of the profession)
Types of Selection Methods
• Selection interviews are defined as a dialogue
initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
Types of Selection Methods
• Cognitive ability test differentiate
candidates on mental ability.
• References and biographical data gather
background information on candidates.
• Personality inventories categorize
individuals by their personality characteristics.
• Physical ability test is relevant for predicting
not only job performance but occupational injuries and disabilities.
• Work samples simulate the job • Honesty tests and drug tests
Evaluating Various Selection Methods Method Reliability Validity Generalizability Utility Legality
Interview References Bio-data Physical Ability Cognitive Ability Personality Work-samples Drug Honesty Low Low High High High High High High Low Low High Mod - High Moderate Low Low High High Low Low Low High Low Low High Low Low Moderate High Low Low Costly Low Libel?
Adverse Impact -sex,race Adverse Impact-sex Adverse Impact-race
How to Validate a Test
1
Analyze job & write description
Job specific High
2
Low Low High Privacy
Choose the tests Administer 3 tests
Job specific High
4
Relate scores & criteria
Insufficient
Information
5
Cross-validate & revalidate
1. Analyze Job & Write Job Description
• Determine and specify predictors or requirements necessary for successful performance Define what you mean by success on the job Write the job description and job specification
2. Choose the Tests
Choose tests that measure attributes needed for success and combine into a test battery that measures an array of possible predictors such as aggressiveness, extroversion and numerical ability
• •
Choose the Tests
Available tests include:
– – – – – – Psychological Intellectual Technical Aptitude Interest inventories Reliability inventories – – – – – – Clerical skills test Telemarketing ability tests Service ability tests Management aptitude test Team skills test Sales ability test
3. Give the Tests
Two formats
Concurrent validation
• Give tests to employees • Compare scores with current performance
Predictive validation
• Test applicant before hiring • Use alternate selection technique to hire • Compare real performance with test results – determines suitability of test
Visit Applied Assessments
4. Relate Test Scores and Criteria
• Does a statistical relationship exist between the test scores and job performance?
Top 20%
Test Scores
5. Cross-validate and Revalidate
• To cross-validate, perform Steps 3 and 4 on a new sample of employees • An expert should revalidate the test periodically • To demonstrate content validity:
– Do a careful job analysis that identifies the work behavior required – Combine samples of these behaviors into a test
Next 20% Middle 20% Next 20% Bottom 20% 0 50 100 Expectancy Chart
Percent chances to be a "High Performer"
EEO Aspect of Testing
• Validity tests must meet legislative measures in two key ways
– Your tests are related to success or failure on the job (validity) – Your tests don’t unfairly discriminate against minority or non-minority subgroups
Computerized Testing
Visit Their tests reduce costs and raise quality
Types of Tests
• Cognitive
Which shape has the greatest area?
Types of Tests
• Personality and interests
– Interest inventories
– Intelligence quotient – Specific cognitive abilities or aptitude
Achievement
What is ‘tolerance’?
Motor and physical ability
Dexterity
Smoothest ride? A, B, or C?
Even More AboutTests!
• Effectiveness • The “Big Five” Interest Inventories Achievement Tests
Smart or Personable
• Both personality and intelligence drive careers • When defining career success in terms of intrinsic and extrinsic success, conscientiousness predicted both • Neuroticism negatively predicted extrinsic success • Intelligence positively predicted extrinsic career success
De f in it i o n
Management Assessment Centers
A management assessment center is a two to three-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate’s leadership potential
Typical MAC Exercises
• The In-basket • Leaderless group discussion • Management games Individual presentations Objective tests The interview
Video Based Situational Tests
Presents candidate with several scenarios:
Well, I’m glad you’re here. Oh? Why is that? Look at this place, that’s why! I take a day off and come back to find this mess. But I didn’t work late last night. Maybe not but this has happened before.
Video Based Situational Tests
If you were this associate what would you do?
a. Let the other associates responsible for the mess know that you had to take the heat. b. Straighten up the department, and try to reason with the manager later. c. Suggest to the manager that he talk to the other associates who made the mess. d. Take it up with the manager’s boss. e. Quit!
Other Selection Techniques
• Background investigations are effective because they verify factual information and may uncover criminal records • Reference checking is harder as several federal laws give rejected applicant rights to know the information which might result in litigation
Physical Exams
• Once hired, a physical examination is the next step in the selection process • Used to verify applicant meets physical demands of the job • Establish a baseline for future insurance claims • Reduce absenteeism and accidents • Must be careful not to violate ADA laws
Substance Abuse Screening
• Many employers use drug testing although it is not always reliable and can be ‘fooled’ • May raise ethical issues • May not be legal in some cases as it violates right to privacy A positive test leads to termination or a refusal to hire
doc_487362278.pdf
The report explains information about methods & Techniques of recruitment, Selection Process, Selection Procedures & techniques, evaluating various selection methods.
Session Outline Recruitment and Selection
* Recruiting Process & Policy * Methods & Techniques of recruitment * Selection Process * Selection Procedures & techniques * Assessment Centre & Role Set
Recruitment Process
# A good recruitment process will ensure attracting candidates from desired sources at lower cost to the organization. # Recruitment as a strategic imperative - is a form of business competition to identify, attract, & hire most qualified people - business strategy will fall flatter without the talent to execute it cont…...
# Companies have to make decisions in three areas of recruiting * personnel policies which affect the kind of jobs the company has to offer, * recruitment sources used to solicit applicants, which affect the kinds of people who apply, & * the characteristics & behaviour of the recruiter, which affect the perceived fit b/w the applicant & the job
Recruitment Policies
* Passive Non-discrimination * Pure diversity based recruitment * Diversity based recruitment with preferential hiring (soft quota) * Hard quota * Labour Market issues
Recruitment Planning
# Recruitment planning begin with clear specifications of - the number of people needed - when they are needed time frame also referred as “ The Recruitment Pipeline” # HR dept. must work along with operating/line managers
Recruitment Sources
# Internal Recruitment * Succession plans * Job posting * Employee referrals * Temporary workers pool If external recruitment takes place - incur both short & long-run cost - in short run morale may degenerate - in long run it may find it difficult to attract new & retain old employees b/c of neglect of in-house talent cont……..
# External Recruitment * Campus Recruitment ( Mobil, 3M, Molex) * Executive Search Firms (BMW) * Employment Agencies * Recruitment Advertising (Sybase & Oracle) * Electronic Recruiting (Bristol-Myers Squibb) - Computer Recruitment Networks - Video Conferencing
Recruitment: The emerging Challenges
* attract people with multi-dimensional experiences & skills * induct outsiders with a new perspective to lead the company * infuse fresh blood at every level of org. * develop an OC that attracts people to the company * locate people whose potentialities fit the company’s values cont……...
* devise methods for assessing psycho. traits * seek out unconventional development ground of talents * search for talent globally * design entry pay that competes on quality not quantum * anticipate & find people for positions that do not exist yet
Selection: Strategic Decision
# A proper system of selection & placement helps to achieve the following: - A feeling of satisfaction - Supplying the right type of people - Minimizing wastage of human talent - High level of employee commitment - Availability of employee data cont…...
# Matching the role & the person involves ensuring the following: - Job specifications - Person specifications - Person has a chance to acquire new capabilities & apply it # A good selection system should be able to generate enough info. about the candidate # Map not merely capabilities but potential also # Unfortunately most of the org. deals with immediate needs not future career goals cont...
Selection Method Standards for Evaluation Purposes
Reliability •• Reliability Validity •• Validity Generalizability •• Generalizability Utility •• Utility Legality •• Legality
6-3
Reliability
The degree to which a measure is consistent over time.
Reliability = .95 Reliability = .7
Measure
Measure
Reliability-Correlation Coefficient
• Is a measure of the degree to which two sets of numbers are related. • A perfect positive relationship equals + 1.0 • A perfect negative relationship equals 1.0
Reliability
• Test-retest reliability—How scores on the measure at one time relate to scores on the same measure at another time. • The consistency of multiple items or scales can also be assessed via splithalf reliability estimates. • Inter-rater reliability estimates— Two different human judges rate the person on the dimensions of interest, it is then correlated.
Validity
• The extent to which performance on a measure is related to job performance.
Criterion-related •• Criterion-related
– predictive – predictive – concurrent – concurrent
Criterion- Related Validity
• Determines a relationship between selection test scores and job performance.
Predictive
Test applicants Measure performance of those hired
TIME
Content •• Content
Criterion - Related Validity
• Determines a relationship between selection test scores and job performance.
Predictive
Test applicants Measure performance of those hired
Generalizability
Degree to which one can extend validity •• Degree to which one can extend validity to other contexts to other contexts Three contexts include: •• Three contexts include:
– different situations – different situations
especially true for more complex jobs •• especially true for more complex jobs more similar across race and gender than •• more similar across race and gender than thought thought
Concurrent
Test existing employees Measure their performance
– different samples of people – different samples of people – different time periods – different time periods
TIME
TIME
Utility
• Degree to which information from selection method enhances bottom line effectiveness. • Does the test increase the accuracy of the selection process?
Legality
Constitutional law used sparingly •• Constitutional law used sparingly
Thus management has to - make an exhaustive list of jobs & job links - make an exhaustive list of functions associated with each job - list the capabilities required to perf. each function - list the indicators for each of these capabilities - determining the method of assessing the capabilities - actual selection starting with making the opportunities known, screening applications, determining potential through test & other selection procedures - final selection & placement
Selection Procedures & Techniques
* Weighted application blanks * Aptitude Test * ability Test * Simulation exercises * Interviews * Advertisements cont…..
* Cognitive ability test * Non- cognitive ability test * Person-org. & person-profession interaction based selection * Selection based on attitude towards the job * Assessment Centre Approach * Role set as a strategy of selection & appraisal sys
Techniques used
* Standardized psycho. Tests (p-e char.) * Role plays (problem solving & counsellor skills) * In-basket (Organizational skills) * Group discussions (leadership, initiative etc.) * Projective tests (p-e, motivational patterns etc,0 * Knowledge tests ( professional knowledge0 * Interactional analysis techniques (IPR orientation & counselling skills) * Interviews (understanding envt. Context of the profession)
Types of Selection Methods
• Selection interviews are defined as a dialogue
initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
Types of Selection Methods
• Cognitive ability test differentiate
candidates on mental ability.
• References and biographical data gather
background information on candidates.
• Personality inventories categorize
individuals by their personality characteristics.
• Physical ability test is relevant for predicting
not only job performance but occupational injuries and disabilities.
• Work samples simulate the job • Honesty tests and drug tests
Evaluating Various Selection Methods Method Reliability Validity Generalizability Utility Legality
Interview References Bio-data Physical Ability Cognitive Ability Personality Work-samples Drug Honesty Low Low High High High High High High Low Low High Mod - High Moderate Low Low High High Low Low Low High Low Low High Low Low Moderate High Low Low Costly Low Libel?
Adverse Impact -sex,race Adverse Impact-sex Adverse Impact-race
How to Validate a Test
1
Analyze job & write description
Job specific High
2
Low Low High Privacy
Choose the tests Administer 3 tests
Job specific High
4
Relate scores & criteria
Insufficient
Information
5
Cross-validate & revalidate
1. Analyze Job & Write Job Description
• Determine and specify predictors or requirements necessary for successful performance Define what you mean by success on the job Write the job description and job specification
2. Choose the Tests
Choose tests that measure attributes needed for success and combine into a test battery that measures an array of possible predictors such as aggressiveness, extroversion and numerical ability
• •
Choose the Tests
Available tests include:
– – – – – – Psychological Intellectual Technical Aptitude Interest inventories Reliability inventories – – – – – – Clerical skills test Telemarketing ability tests Service ability tests Management aptitude test Team skills test Sales ability test
3. Give the Tests
Two formats
Concurrent validation
• Give tests to employees • Compare scores with current performance
Predictive validation
• Test applicant before hiring • Use alternate selection technique to hire • Compare real performance with test results – determines suitability of test
Visit Applied Assessments
4. Relate Test Scores and Criteria
• Does a statistical relationship exist between the test scores and job performance?
Top 20%
Test Scores
5. Cross-validate and Revalidate
• To cross-validate, perform Steps 3 and 4 on a new sample of employees • An expert should revalidate the test periodically • To demonstrate content validity:
– Do a careful job analysis that identifies the work behavior required – Combine samples of these behaviors into a test
Next 20% Middle 20% Next 20% Bottom 20% 0 50 100 Expectancy Chart
Percent chances to be a "High Performer"
EEO Aspect of Testing
• Validity tests must meet legislative measures in two key ways
– Your tests are related to success or failure on the job (validity) – Your tests don’t unfairly discriminate against minority or non-minority subgroups
Computerized Testing
Visit Their tests reduce costs and raise quality
Types of Tests
• Cognitive
Which shape has the greatest area?
Types of Tests
• Personality and interests
– Interest inventories
– Intelligence quotient – Specific cognitive abilities or aptitude
Achievement
What is ‘tolerance’?
Motor and physical ability
Dexterity
Smoothest ride? A, B, or C?
Even More AboutTests!
• Effectiveness • The “Big Five” Interest Inventories Achievement Tests
Smart or Personable
• Both personality and intelligence drive careers • When defining career success in terms of intrinsic and extrinsic success, conscientiousness predicted both • Neuroticism negatively predicted extrinsic success • Intelligence positively predicted extrinsic career success
De f in it i o n
Management Assessment Centers
A management assessment center is a two to three-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate’s leadership potential
Typical MAC Exercises
• The In-basket • Leaderless group discussion • Management games Individual presentations Objective tests The interview
Video Based Situational Tests
Presents candidate with several scenarios:
Well, I’m glad you’re here. Oh? Why is that? Look at this place, that’s why! I take a day off and come back to find this mess. But I didn’t work late last night. Maybe not but this has happened before.
Video Based Situational Tests
If you were this associate what would you do?
a. Let the other associates responsible for the mess know that you had to take the heat. b. Straighten up the department, and try to reason with the manager later. c. Suggest to the manager that he talk to the other associates who made the mess. d. Take it up with the manager’s boss. e. Quit!
Other Selection Techniques
• Background investigations are effective because they verify factual information and may uncover criminal records • Reference checking is harder as several federal laws give rejected applicant rights to know the information which might result in litigation
Physical Exams
• Once hired, a physical examination is the next step in the selection process • Used to verify applicant meets physical demands of the job • Establish a baseline for future insurance claims • Reduce absenteeism and accidents • Must be careful not to violate ADA laws
Substance Abuse Screening
• Many employers use drug testing although it is not always reliable and can be ‘fooled’ • May raise ethical issues • May not be legal in some cases as it violates right to privacy A positive test leads to termination or a refusal to hire
doc_487362278.pdf