Presentation on selection for uploading

Lynn@assessment4potential.com

Selection & Recruitment

“Hiring the right people for the right position at the right time”

For more information:

Lynn TulipAssessment 4 Potential

lynn@assessment4potential.com | 07801 689801 | www.assessment4potential.com

Definitions:

Recruitment is the process which aims to attract suitably qualified candidates for a job from

which it is possible to select a competent person

Selection is the application of techniques with the aim of selecting and appointing a competent

person.

Selection & Recruitment

Define Source Capture Assess Hire

Selection & Recruitment Define

Job profile Job Analysis Job description Person specification

Type of worker Permanent, temp or contract

Salary Selection Process

Who is involved? What will happen?

Job AnalysisDefine accurately and clearly the nature and

purpose of the role and the skills and attributes needed to carry it out. Job

analysis is the first stage in this process.

It involves asking questions and gathering information to identify the key elements of the job and the ideal characteristics of the

post-holder.

This analysis forms the basis of the job description and the person specification.

Job Description

The job description outlines the role in terms of the day to day tasks and

responsibilities and benefits which the post-holder is entitled to.

The job description helps potential applicants to decide whether to apply for

the job, and can be used to devise the advertisement and the employment

contract.

Define the job role of Marketing Assistant

Essential DesirableSupporting & Co-Operating

Working with people

Interacting & presenting

Presenting & communicating information

Analysing & Interpreting

Writing & reporting

Organizing & Executing

Planning & organising

Following instructions & procedures

JOB DESCRIPTION COMPETENCIES THAT ARE :

Person Specification

A person specification is a profile of the ideal candidate for the job. It lists the

essential and desirable criteria necessary to carry out the role.

Define the job role of Marketing Assistant

Essential Desirable

PERSON SPECIFICATION CRITERIAQualifications

Attainments/competencies (list as required)

Previous experience (list as required)

Special aptitudes (eg oral or written skills, manual dexterity, technical etc) (list as required)

Physical abilities, circumstances, but only if justifiable requirement for the job

Personal Qualities (list as required)

Recruitment Process

CHECKLIST

Identify the vacancyPrepare job description and person specificationDecide the assessment processDetermine the time lineAgree who is involved and who does whatAdvertise the vacancyManage the responsesSift responsesShort listArrange interviewsConduct the interviewMake the decisionConvey the decisionsAppointment formalities and actions

Predictive Validity for Recruitment

1 Saville Consulting WAVE Professional Styles achieved a mean

section-level predictive validity coefficient of 0.32 against work

performance competencies assessed by external raters 6 months later and in a sample of 108 participants. These coefficients are adjusted for criterion unreliability, but no other corrections

have been applied. Predictive Accuracy1 Popularity

Selection Tools Validity & Popularity

Selection tool ValidityStructured interviews 0.62 100.00%References 0.13 96.00%Application Forms 93.00%Personality Questionnaires 64.00%Ability tests 0.54 70.00%

0.68 59.00%Work samples 0.55Telephone role plays 0.44

0.41 59.00%0.4 19.00%

Personality tests 0.38Unstructured interviews 0.31

Popularity by UK average population

Assessment centre (promotions)

Assessment centres (new recruits)Biodata

Assessment Methods

High High

High Moderate

Moderate Moderate

Biodata Moderate Moderate

High Low

Assessment centres Moderate

Low Low

References Low High

Selection methodEvidence for

ValidityApplicant

ReactionsExtent of

UseStructuredInterviews Moderate to positive

Cognitive ability Negative to moderate

Personality tests Negative to moderate

Can be high

Work sample tests Positive

Can be high Positive

Handwriting Negative to moderate

Positive

Selection & Recruitment Source

Attract candidates Internal External

Advertise Job Centres Recruitment Agency Networking Newspaper/journals

Attract Candidates Internal

Notice-boards etc External

Job Centres Employment Agencies Local Newspapers Trade Journals Job fairs

CV or Application Form?

External [cont]

Engage networks of friends and colleagues

Business/society meetings

Internet [inc craigslist, job boards, etc]

Local colleges and trade schools

Advertisement Check-list Salary or salary guide

Whether the role is full-time or permanent or a short-term contract (if not implicitly clear from elsewhere in the advert)

Oher package details or guide (pension, car etc)

Explanation of recruitment process

Response and application instructions [include dates]

Contact details as necessary, for example, address, phone, fax, email, etc.

Job and or advert reference (advert references help you analyse results from different adverts for the same job)

Website address | corporate branding

Quality accreditations, for example in the UK, Investor in People

Equal opportunities statement

Job title, Job base location

Employer or recruitment agency/consultancy

Succinct description of business/organization/division activity and market position and aims

To whom the position reports - or other indication of where the role is in the structure

Outline of job role and purpose - expressed in the 'second-person' (you, your, etc)

Indication of scale, size, responsibility, time-scale, and territory of role

Outline of ideal candidate profile - expressed in 'second-person'

Indicate qualifications and experience required (which could be incorporated within candidate profile)

Handling Ad Responses State a “reply by” date in the ad. Require applicants to answer three to five basic

questions in the body of their e-mail reply. This can be a first line of screening applications.

Reply to all applicants via e-mail and ask them to answer a set of questions. Give a reasonable but quick turn-around time.

Set up a separate and distinct e-mail address to receive applications.

Notify your existing staff of the ad and provide them with instructions for handling incoming phone inquiries. A one-page information and interest form will standardize the conversations your staff has with callers.

Selection & Recruitment Capture

Sifting matrix Experience Job competencies Knowledge Qualifications

Short list Invite

Sifting MatrixShort-listing Matrix

Comments

CandidatesFrom

CVor Application

Form Pres

Invite Short-listed Applicants Letters of invitation Include:

The process, the panel names Date, time & venue Additional assessments Information pack about the company Ask for confirmation of any special needs

Selection & Recruitment Assess

Interview Competency based Consistent Record keeping

Tests Ability Personality

Ratings Score

Interview Prepare by:

Agenda Read the application form, JD & PS Identify areas for clarification and exploration Plan the questions

Identify key competency questions Prepare all paperwork for record keeping Consider what questions you might be asked by

candidates

Competencies Competencies are tools that employers use to

assess candidates suitability and performance. Competencies refer to an individual's traits or

characteristics; this includes their knowledge, skills, thought patterns, aspects of self-esteem, and social roles

Competency based recruitment favours diversity and inclusion as it widens the pool of candidates.

Examples of Competency Questions

Can you give us an example that shows your leadership skills?

How would you deal with a difficult customer or employee? Can you give an example of a problem which you solved? What have been your major achievements and

accomplishments? Can you give an example of working well as a team

member? Can you give an example of your organisational skills?

Structure of the Interview Introduce yourself Give some background information about the organisation and the

job Structure the questions to cover all the relevant areas Ask open-ended questions Avoid leading questions Listen, and make brief notes as necessary on salient points Have a set time to include candidate questions Make sure the candidate is familiar with the terms and conditions

of the job, and they are acceptable. Tell the candidate what will happen next and when to expect to

hear you.

Psychometric, Psychological or Occupational Testing

Definition: “tools which are essentially sophisticated instruments designed to measure individual differences in a number of areas such as intelligence and ability”

should be viewed more as a useful indicator rather than a definitive verdict on a person's skills or potential

used in recruitment to ascertain whether or not a candidate is likely to be a good fit for a job

their administration and interpretation must be carried out by qualified people

Psychometric Test ExplainedEmployers use psychometric tests during recruitment

Psychometric tests give some quantifiable measurement indicating whether or not candidates possess certain aptitudes and abilities that are essential for the job.

Tests reveal information about skills, abilities and personality that can't be gathered from applications and interviews alone.

A psychometric test must be:Objective: The score must not affected by the testers’ beliefs or values

Standardized: It must be administered under controlled conditions

Reliable: It must minimize and quantify any intrinsic errors

Predictive: It must make an accurate prediction of performance

Non Discriminatory: It must not disadvantage any group on the basis of gender, culture, ethnicity, etc.

When to use Psychometric Tests

1st step to narrow the field. Invite to interview if suitable level attained In conjunction with an interview Make an informed and unbiased decision about the

next stage of selection Part of an assessment centre or with final

interview

Employers Use

What do psychometric tests measure?

Psychometric tests may measure aptitude, personality or interests

Aptitude tests measure your maximum performance capacity, the other tests examine typical or preferred behaviour

Ability & Aptitude

Aptitude Tests

Measure how people differ in their ability to perform or carry out different tasks. (these are the type you are most likely to find at

the first stage of a selection process).

Personality Questionnaires

These measure how people differ in their style or manner of doing things, and in the way they interact with their environment

and other people (personality)

Psychometric Tools can Tie the Recruitment Process Together

Record Keeping | ScoresInterview Assessment Form – Candidate name : _____________________

Skills Weighting

Results

Interview CommentsPresentation Ability Test

Previous Experience KnowledgeSkills & Competencies EvidenceSupporting & Co-OperatingWorking with peopleInteracting & presentingPresenting & communicating informationAnalysing & InterpretingWriting & reportingOrganizing & ExecutingPlanning & organisingPersonal Attributesself-motivationTake decisions / own initiative OtherIT SkillsParticipation in Presentations

Personality Profile

Selection & Recruitment Hire

Offer Reference checking

Induction

Offer Letter Terms & Conditions of employment Check References

Induction Reception Introduction to the company Terms and conditions of employment Equal opportunities policy and worker development Worker/employer relations Organisation rules Health and safety Welfare and worker benefits / facilities The job

Simplified Selection

Different Publishers

Hiring the right people for the right position at the right time

For more information:

Lynn TulipAssessment 4 Potential

lynn@assessment4potential.com | 07801 689801 | www.assessment4potential.com

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