Best Practices in Recruitment and Selection (1)

7/28/2019 Best Practices in Recruitment and Selection (1)

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December 7th ONGC Presentation

Best Practices in Recruitment and

Selection

Shailendra Singh, Ph.D.

Indian Institute of ManagementLucknow


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Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

Organization

Vision and MissionGoals and Objectives

Staffing Organizations Model


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The Hiring Process

Recruitment

Selection

Socialization


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Recruitment

Recruitment is the process of generating

a pool of qualified candidates for aparticular job. The firm must announce

the jobs availability to the market and

attract qualified candidates to apply. The

firm may seek applicants from inside theorganization, outside the organization,

or both.


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Recruitment Planning: Organizational

Issues

In-house vs. external recruitment agency

Many companies do recruiting in-house

Recommended approach for large companies

Smaller companies may rely

on external recruitment agencies

Individual vs. cooperative recruitment alliances

Cooperative alliances involve arrangements to share

recruitment resources

Centralized vs. decentralized recruitment


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Selection

Selection is the process of making a

hire or no hire decision regarding

each applicant for a job. The process

typically involves determining the

characteristics required for effective job

performance and then measuring

applicants on those characteristics. Thecharacteristics required for effective job

performance are typically based on a job

analysis.


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Socialization

Socialization involves orienting new

employees in the organization and to the

units in which they will be working. It is

important that new employees becomefamiliar with the companys policies,

procedures, and performance

expectations. Socialization can make the

difference between a new workers

feeling like an outsider and feeling like a

member of the team.


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Structured Interview

The structured interview is based

directly on a thorough job analysis.

It applies a series of job-related

questions with predetermined

answers consistently across allinterviews for a particular job.


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Examples of Structured

Interview Questions

Type Example

Situational

Job

Knowledge

Worker

Requirements

Youre packing things into your car and getting

ready for your family vacation when it hits you

that you promised to meet a client this morning.You didnt pencil the meeting into your calendar

and it slipped your mind until just now. What

do you do?

What is the correct procedure for determining the

appropriate oven temperature when running a new

batch of steel?

Some periods are extremely busy in our business.

What are your feelings about working overtime?


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APPROACHES TO PERSONNEL

SELECTION: WHICH ARE MOST

PREDICTIVE?

A. PERSONALITY

B. REFERENCES

C. INTERVIEWS

D. INTELLIGENCE TESTS

E. EDUCATION/GPAF. WORK SAMPLE TESTS

G. ASSESSMENT CENTERS

H. PEER RATINGS

I. INTERESTS/VALUES

J. AGEK. WORK HISTORY

L. TRAINING RATINGS

M. SELF-RATINGS

RANKING


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APPROACHES TO PERSONNEL

SELECTION: WHICH ARE MOST

PREDICTIVE?

A. WORK SAMPLE TESTS

B. INTELLIGENCE TESTS

C. ASSESSMENT CENTERS

D. PEER RATINGSE. WORK HISTORY

F. INTERVIEWS

G. PERSONALITY TESTS

H. REFERENCE CHECKS

I. TRAINING RATINGS

J. SELF RATINGS

K. EDUCATION/GPA

L. INTERESTS/VALUES

M. AGE

AVERAGE VALIDITY

.38 to .54

.38 to .54

.41 to .43

.41 to .43

.24 to .38

.15 to .36

.15 to .26

.14 to .26

.13 to .15

.10 to .15

.10 to .15

.10 to .15

.00 to .10


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Assessment Center: The Definition

An assessment center consists of a standardized

evaluation of behavior based on multiple inputs.

Multiple trained observers and techniques are used.

Judgments about behaviors are made, in majorpart, from specifically developed assessment

simulations.

These judgments are pooled in a meeting amongthe assessors or by a statistical integration process.

Source: IPMAAC Conference on Public Personnel Assessment


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What is an Assessment Center?

Used as a method of selection

Put candidate in a realistic work situation in

order to predict their performance in an actualwork setting

Involves simulation

Usually takes between 2-4 daysHelps to show real job performance


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December 7thONGC Presentation

Essential Features of an Assessment

Center

Job analysis of relevant behaviors

Measurement techniques selected based on job analysis

Multiple measurement techniques used, includingsimulation exercises

Assessors behavioral observations classified intomeaningful and relevant categories (dimensions,

KSAOs)

Multiple observations made for each dimension

Multiple assessors used for each candidate


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December 7thONGC Presentation

Essential Features of an Assessment

Center

Assessors trained to a performance standard

Systematic methods of recording behavior

Assessors prepare behavior reports in preparation for

integration

Integration of behaviors through:

Pooling of information from assessors and

techniques; consensus discussion

Statistical integration process


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What is not an Assessment Center

Multiple-interview processes (panel or sequential)

Paper-and-pencil test batteries; regardless of how scores areintegrated

Individual clinical assessments

Single work sample tests

Multiple measurement techniques without data integration

Labeling a building the Assessment Center


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Why do they Work?

Standardized situation for all candidates

Makes it legally defensible

Shows how the candidate responds to

situations and works through them

Measure job related factors (KSAOs)

Rely on observed behavior


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Why are they Accepted as a

Useful Tool? Managers

Rational approach

Well organized

Candidates

Believe they fairly and consistently test all

applicants


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What is the Relative Cost of Using

an Assessment Centers?

More costly per candidate than

other selection methods

Involve the use of trained

assessors

However, they have greater

validity than other methods

This is proven

Leads to less turnover costs,rehiring, etc.

Provide strong ROI


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AT&T Management Progress Study

Assessment Techniques

Interview

In-basket exercise

Business game

Leaderless group discussion (assigned role)

Projective tests (TAT) Paper and pencil tests (cognitive and personality)

Personal history questionnaire

Autobiographical sketch


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AT&T Management Progress

Study

Evaluation of Participants Written reports/ratings after each exercise or test

Multiple observers for LGD and business game

Specialization of assessors by technique

Peer ratings and rankings after group exercises

Extensive consideration of each candidate

Presentation and discussion of all data

Independent ratings on each of the 25 characteristics

Discussion, with opportunity for rating adjustments

Rating profile of average scores Two overall ratings: wouldand/orshouldmake middle

management within 10 years


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Common Uses of Assessment

Centers

Selection and Promotion

Supervisors & managers

Self-directed team

members Sales

Diagnosis

Training & Development

needs

Placement

Development

Skill enhancement

through simulations


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Assessor Tasks

Observe participant behavior in simulation exercises

Recordobserved behavior on prepared forms

Classifyobserved behaviors into appropriatedimensions

Rate dimensions based upon behavioral evidence

Share ratings and behavioral evidence in theconsensus meeting


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Behavior!

What a person actually says or does

Observable and verifiable by others

Behavior is not:

Judgmental conclusions

Feelings, opinions, or inferences Vague generalizations

Statements of future actions

A statement is not behavioral if one has to ask How did he/shedo that?"," How do you know?, or What specifically did he/she

say? in order to understand what actually took place


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Why focus on behavior?

Assessors rely on each others observations to develop finalevaluations

Assessors must give clear descriptions of participants actions

Avoids judgmental statements

Avoids misinterpretation

Answers questions:

How did participant do that?

Why do you say that?

What evidence do you have to support that conclusion?


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Dimension

Definition: A category of behavior associated with success or

failure in a job, under which specific examples of behavior can

be logically grouped and reliably classified

identified through job analysis

level of specificity must fit assessment purpose


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A Typical Dimension

Plann ing and Organizing:

Efficiently establishing a course of action

for oneself and/or others

in order to

efficiently accomplish a specific goal. Properly assigning routine work and

making appropriate use of resources.


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A Typical Dimension

Correctly sets priorities

Coordinates the work of all involved parties

Plans work in a logical and orderly manner

Organizes and plans own actions and those of others

Properly assigns routine work to subordinates

Plans follow-up of routinely assigned items

Sets specific dates for meetings, replies, actions, etc.

Requests to be kept informed

Uses calendar, develops to-do lists or tickler files in order toaccomplish goals


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Sample scale for rating

dimensions

5:Much more than acceptable: Significantly abovecriteria required for successful job performance

4:More than acceptable: Generally exceeds criteriarelative to quality and quantity of behavior requiredfor successful job performance

3:Acceptable: Meets criteria relative to quality andquantity of behavior required for successful jobperformance

2:Less than acceptable: Generally does not meetcriteria relative to quality and quantity of behavior

required for successful job performance 1:Much less than acceptable: Significantly below

criteria required for successful job performance


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Types of simulation exercises

In-basket

Analysis

Fact-finding

Interaction

Subordinate Peer

Customer

Oral presentation

Leaderless group discussion Assigned roles or not

Competitive vs. Cooperative Scheduling

Sales call

Production exercise


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Advantages of Assessment

Centers Successfully predict a variety of important

outcomes

Job Performance

Management Potential Training Performance

Career Development

A t C t V D l t


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Assessment Centers Vs. Development

Centers

assign the role of judge to

assessors

place emphasis on selection

with little or no developmental

feedback and follow up give feedback at a later date

involve the organisation having

control over the information

obtained

have very little pre-centrebriefing

tend to be used with external

candidates

assign the role of facilitator toassessors

place emphasis ondevelopmental feedback andfollow up with little or no

selection function give feedback immediately

involve the individual havingcontrol over the informationobtained

have a substantial pre-centre

briefing tend to be used with internal

candidates


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Documents

Best Practices in Recruitment and Selection (1)