HUMAN RESOURCE MANAGEMENT

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HUMAN RESOURCE MANAGEMENT

• Week 3 Selection
• Norma Heaton

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Objectives

• To examine criteria to assess the value of
  selection methods
• To examine the main methods of selecting
  employees

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The choice of selection method

• Application form can provide the basis for an
  interview
• Interview
• Work samples eg a portfolio or simulation of work
  
• Assessment centres often used for graduate
  recruitment or selection of managers
• References
• Psychometric tests measuring mental phenomena

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Main types of test

• Occupation tests eg clerical work
• General intelligence tests
• Attainment tests eg wordprocessing
• Special aptitude tests eg spatial ability
• Trainability tests
• Personality tests

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Criteria to assess the value of selection
procedures

• Discrimination/sensitivity
• Measurement procedures must provide for clear
  discrimination between candidates
• Fairness/adverse impact
• Measures must not discriminate unfairly against
  specific sub-groups
• Administrative procedures
• Procedures should be acceptable and capable of
  implementation

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Criteria vtd

• Cost and development time
• Cost and time taken must be balanced with
  potential benefits
• Reliability
• Consistency of measurement is the fundamental
  concept of reliability
• Validity
• The correctness of the inferences that can be
  drawn from the selection method

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Interview types

• One to one
• Informal, encouraging rapport
• Potential bias, low levels of reliability
• Small group (2-3 people)
• May combine line management and HR
• Less potential for bias
• Panel (up to 12?)
• Minimises potential for bias
• Little rapport due to interview nerves

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How well do interviews work?

• Structured interviews are relatively good
  predictors of job performance
• Situational or behavioural?
• Situational approach (Arnold et al 1997)
• Job analysis used to identify key situations
• Examples of good and poor performance identified
• Situational questions identified with a scoring
  key
• Interviewers trained in observational,
  interpersonal and judgemental skills

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Interviews ctd

• Behavioural approach (Roberts 1997)
• Focus on the behaviours or competencies which
  underpin job performance
• Questions are framed with reference to a
  candidates history rather than future
  speculation
• Provides a consistent approach for interviewers
  to adopt

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Ability tests

• Advantages
• Each candidate is given an identical task,
  instructions and conditions
• Ability tests can be readily obtained
• Performance will be identically scored
• Ability tests are a useful aid to shortlisting
• Disadvantages
• Candidates may raise performance with practice
• Candidates may be given the same tests on
  different occasions

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Personality tests (1)

• Validity rests on a number of assumptions
• Human personality is mappable
• Underlying personality remains stable over time
  and across different situations
• Individual jobs can usefully be analysed in terms
  of the personality traits that would be most
  desirable for the job-holder to possess
• A personality questionnaire provides sufficient
  information to make a meaningful inference about
  an individuals suitability for a job

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Personality tests (2)

• Issues
• Opinions among both specialists and lay people
  are divided regarding validity
• Well-designed tests can, if used properly,
  predict aspects of job performance reasonably
  accurately
• Problems include poorly designed tests and misuse
  by untrained assessors
• Source Taylor (2005)

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Assessment centres (1)

• Activities include in-tray exercises, group
  exercises, presentations, role playing
• Advantages
• Focus on key elements of the role
• Flexible
• They are thorough and avoid over-reliance on one
  technique
• Exercises can provide a useful flavour of the
  work
• Studies show high predictive ability

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Assessment centres (2)

• Disadvantages
• The process may be uncomfortable for some
  candidates
• Assessment centres may be too transparent
• Centres are time consuming for the organisation
  and the candidates
• As the Rolls Royce of selection, they are
  expensive

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Predictive accuracy of selection

• Perfect prediction 1.0
• Assessment centres promotion 0.68
• Structured interviews 0.62
• Work samples 0.55
• Ability tests 0.54
• Assessment centres performance 0.41
• Personality tests 0.38
• Unstructured interviews 0.31
• References 0.13
• Astrology and graphology 0.0
• Source Beardwell and Wright (2004)

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References

• Arnold,J., Cooper,C and Robertson,I (1995) Work
  psychology understanding human behaviour at the
  workplace. London Pitman
• Beardwell,J. and Wright,M. (2004) Recruitment
  and selection in Beardwell,I., Holden,L. amd
  Claydon,T. (eds) Human Resource
• Management a contemporary perspective.London
  FT/Prentice Hall
• Cook,M. (2004) Personnel selection adding value
  through people. ChichesterWiley
• Leopold,J., Harris,L. and Watson,T. (2005) The
  Strategic managing of Human Resources.
  FT/Prentice Hall
• Marchington,M. and Wilkinson,A. (2005) Human
  Resource Management at work LondonCIPD

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References

• Roberts,G. (1997) Recruitment and Selection.
  LondonIPD
• Taylor,S. (2005) People resourcing. London CIPD
• Torrington,D., Hall,L. and Taylor,S. (2005) Human
  Resource Management. LondonFT/Prentice Hall