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Recruitment and selection

24 important questions on Recruitment and selection

Subjective bias 'Halo Effect'

Perceiving a person as positive and henceforth seeing only their positive features.

Subjective bias 'Horns Effect'

Same as the halo effect, but perceiving only negative information about a person.

Subjective bias 'Similar-to-me'

Holding oneself as the 'gold standard' and comparing all others to one's own attributes.

Subjective bias 'Stereotyping'

Making prejudiced assumptions about a person based on their appearance or demographic background (ethnicity, gender, age, regional dialect/accent).

Subjective bias 'Self-delusion'

Believing onself to be immune from subjective bias.

Purpose of job analysis

To determine the characteristics of the job, and to use these to state the KSAOs that should be demonstrated by the employee, and ultimately performance criteria. The focus of the analyst is on the job and its associated tasks.

Job analysis methods (work-oriented)

1. Questionnaires
2. Observations
3. Self-records/diary methods
4. Hierarchical task analysis

Job analysis methods (worker-oriented)

1. Critical incidents interviewing (how one would act in an important situation)
2. Repertory grid (examines personal attributes that make effective workers different from ineffective workers)

Combination job analysis methodology

CJAM. It comprises a systematic approach to job analysis that can incorporate information from a variety of methodologies, combining them to produce a job descripton and person specification for use in selection and other HR activities.

Reliability in selection assessment

1. internal consistency reliability
2. interrater reliability

Two approaches to criterion validation

1. The concurrent approach: assessment scores are correlated with job performance measured at the same time.
2. The predicitve approach: assessment scores are correlated with job performance measured at some point in the future.

Realistic job previews

aimt to show the kinds of job tasks that a successful candidate would be asked to perform, doing so in a very straightforward, honest way. The aim is to provide enough information to allow applicants to make a decision about their own suitability for the job.

Empirical keying method

Follows the principles of prediction outlined earlier. In this approach, the association of each item with the outcome of interest is computed, and th emost predicitve items are retained and weighted.

Rational keying approach

Desirable job relevant attributes or competencies are defined and a set of biodata items constructed to measure each one. The psychometric properties of the items are then evaluated, usually with existing job holders.

Validity of psychometric tests

The use of psychmetric testing is one of the successes in Work Psychology in the sense that the methodology draws on important psychological theory and research, and is incredibly popular with organizations, not to mention profitable.

Ability tests are right up there with work samples and structured interviews with a very high validity. In combination with an integrity this validity will be even higher. High ability may be important in all jobs, so the validity is high.

Competency based interviewing (structured interviews)

Uses questioning that requires the candidate to provide specific examples from their past experience to highlight relevant performance of job-relevant behaviours, but are also designed to tap into particular competency areas, and cadidate responses evaluated against competency definitions.

Compentency x exercise matrix

This shows which competencies are assessed in each exercise and is used by assessors to guide their evaluations of candidates.

ORCE method of assessment

Observe, Record, Classify, Evaluate. The most common format of assessing. In this method, the assessor is trained to obsere candidate behaviour, recorrding (in writing) everything that the candidate says or does during the exercise. After this, the behaviours are classified against competency dimensions before being evaluated or rated. This last stage is usally guided by BARS.

Frame-of-reference method of assessment

Encourages assessors to compare episode of candidate behaviour against specific models of job performance that incorporate behaviour et within an organizational context.

Four computer-based testing formats

1. Open mode: no identification or registration of the test taker, no supervision
2. Controlled mode: pre-registration of the test taker, no superivsion
3. Supervised mode: some form of human supervision provided to identify the test taker and manage the test environment
4. Managed mode: high level of supervision, usually through completion of tests at testing centres

Adaptation testing (computer-based testing)

In the classical approach to testing, standardization is critical, with each test taker completing exactly the ame set of test items. The test items vary in difficulty, however, and some questions will be easier to complete than others. Adaptive testing uses this property to iteratively select a set of test items for the test taker that are appropriately difficult. (Seeking the maimum level of difficulty that a candidate can answer correctly). If the item is answered correctly, the computer selects a more difficult one and vice versa.

Situational judgements assessments/tests (SJTs)

Viewing people's judgements of how to behave in particular situations as a better indicator of future behaviour. Two different response formats:

1. Knowledge-based responses ask the respondent to rate the effectiveness of a series of responses to a particular situation (related tocognitive ability)
2. Behaviour-based responses require the respondent to choose one of a series of options to indicate their likely behaviour in a given situation (related to personality)

Applicant perceptions of selection processes

There are clear associations between appicant perceptions of ace and predicitve validity, and positive perceptions of the fairness of the selection process .Moreover, those who perceived the selection positively were more likely to perceive the organization favourably, accept job offers and to recommend the organization as an empoyer to others.

Best practice guidelines (of fairness)

Psychometric testing has well-defined guidelines for use. The Internationa Testing Commission has developed a comprehensive set of guidelines, which are similar to those set down by the British Psychological Society in the Level A and B testing qualifications. There are similar guidelines for Assessment Centres. In the UK, the Chartered Institute for Personnel and Development (CIPD) publish best-practice guidance, and in the US, the Uniform Guidelines on Employee Selection Procedurse are also comprehensive.

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Inleiding Psychologie en Maatschappij: Arbeids- en Organisatiepsychologie

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Recruitment and selection

24 important questions on Recruitment and selection

Subjective bias 'Halo Effect'

Subjective bias 'Horns Effect'

Subjective bias 'Similar-to-me'

Subjective bias 'Stereotyping'

Subjective bias 'Self-delusion'

Purpose of job analysis

Job analysis methods (work-oriented)

Job analysis methods (worker-oriented)

Combination job analysis methodology

Reliability in selection assessment

Two approaches to criterion validation

Realistic job previews

Empirical keying method

Rational keying approach

Validity of psychometric tests

Competency based interviewing (structured interviews)

Compentency x exercise matrix

ORCE method of assessment

Frame-of-reference method of assessment

Four computer-based testing formats

Adaptation testing (computer-based testing)

Situational judgements assessments/tests (SJTs)

Applicant perceptions of selection processes

Best practice guidelines (of fairness)

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