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SELECTION & ASSESSMENT

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denali
27 diapositives · 516 Views · Sep 03, 2014

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.

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

  2. 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

  3. A GLOSSARY OF TERMS • Selection • Recruitment • Attraction • Assessment • Reliability • Validity

  4. 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)

  5. 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)

  6. 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

  7. WHAT REMAINS UNTOUCHED • The classic trio • The influence of pragmatism • Traditional ways to fill vacancies • Job analysis

  8. WHAT HAS CHANGED • More confidence in validity • Awareness of fairness • Role of IT • International recruitment • Organisational fit • Recruiting to teams

  9. ORGANISATIONS OF THE FUTURE • What will organisations of the future look like and which qualities will they value in their employees?

  10. 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

  11. RATIONAL SELECTION DECISIONS? • Good enough decision making • Good enough on both sides • Decisions made by groups • Bias and distortion

  12. UNCRITICAL ACCEPTANCE OF TESTS • Do tests measure what they purport to? • Is self report contaminated? • Can we measure internal processes?

  13. INDIVIDUAL DIFFERENCES • Stability across time • The past predicting the future • Success in different contexts

  14. METHODOLOGICAL PROBLEMS • Tests developed on students • What happens to rejects? • Lack of critical review by organisations • Slow to address adverse impact

  15. SELECTION AS SOCIAL CONSTRUCT • One best way? • Selection defines potential on its own terms • Selection as an organisational manifestation

  16. MUTUAL DISHONESTY • Contamination from both sides • Putting your best foot forward • How to be good at selection

  17. A NEW STAKEHOLDER • Power with the organisation • Power with the organisation and applicant • Test publishers as new stakeholders

  18. SELECTION & ASSESSMENT SESSION TWO: JOB ANALYSIS VERSUS THE COMPETENCY MOVEMENT

  19. IN THIS SESSION • Methods of job analysis • Job analysis techniques • The emergence of competences • Why job analysis matters • Problems with job analysis

  20. 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

  21. JOB ANALYSIS TECHNIQUES • DOT & O*NET • Critical Incident Technique (Flanagan) • Repertory Grid Technique (Kelley) • Position Analysis Questionnaire

  22. COMPETENCY MOVEMENT • Predispositions, KSA’s or outputs • Portable, transferable and standardised • Face valid • Forward looking • Sends signals of desired behaviour

  23. 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

  24. PROBLEMS WITH JOB ANALYSIS • Inaccurate? • Unstable? • Marginal? • Obsolete?

  25. YOUR TEAM TYPE

  26. 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