ASSESSMENT & SELECTION
Recruitment and Selection
QUICK RECAP:
• With Job Analysis information in hand, now what?
• Post Job Analysis HR Manager identifies the duties and human
requirements of the company.
• Now the next phase…
RECRUITMENT & SELECTION
Assessment and Selection-
process
Build a pool Have
Workforce of candidates'
planning & candidates complete
forecasting for these application
jobs forms
Decide who to Use
make an offer selection
to, by having tools like
others tests to
interview the
candidates
screen
candidates
Assessment and Selection-
process
DEFINITION of RECRUITMENT:
• Psychological assessment is the appropriate understanding of the
psychological attributes or characteristics of an individual or group
of individuals using objective techniques of measurement.
• There are a variety of assessment techniques used in I/O Psychology.
They range from unstructured interview to structured
psychological test.
• The main goal of these techniques is to predict job performance.
• It comes under one of the crucial HRM tasks namely Workforce (or
employment or personnel) planning.
Assessment
& Selection
process
• Workforce (or
employment or
personnel) planning is
the process of
deciding what
positions the firm will
have to fill, and how
to fill them.
• Its aim is to identify and
to eliminate the gaps
between the employer’s
projected workforce Workforce planning is an integral part of the
needs and the current firm’s strategic planning process. (entering new
employees who might business or reducing activities)
be suitable for filling
those needs.
Assessment and Selection-
process
Recruitment
EMPLOYEE and Selection
SELECTION
IMAGE COURTESY: PIXABAY
Recruitment
EMPLOYEE and Selection
SELECTION
Recruitment
EMPLOYEE and Selection
SELECTION
Recruitment
EMPLOYEE and Selection
SELECTION
Commonly
used
procedure
selection
Recruitment
EMPLOYEE and Selection
SELECTION
ASSESMENT TECHNIQUES:
• The methods chosen to select candidates must treat the candidates
fairly, without discrimination or bias.
• Throughout the process of selection, decisions are made based on
the candidate’s ability to perform the role.
• Their potential for future development is also taken into
consideration.
• It is also important to consider applicants’ reactions during the
selection process.
• Different methods are used at different stages of selection.
Recruitment
EMPLOYEE and Selection
SELECTION
CVS, APPLICATION FORMS:
• CV is normally a first stage or preliminary screening device.
• It is used to create the pool of candidates for moving ahead towards
the later stages of assessment.
• CV enables employers to get the first impression of a potential
candidate in a certain way.
• As data are collected about an applicant, the next thing is to sort it
out. But how?
• Is the decision based upon the criterion set by the job description or
there is a subjective bias?
• Research indicates contradictory reports.
Recruitment
EMPLOYEE and Selection
SELECTION
CVS, APPLICATION FORMS & BIODATA:
• Application forms, in comparison with CV, compels the individual to
submit information in a standardized manner.
• Both these remain popular methods of selection process but,
Both are
Have poor
drawbacks predictors
of job
performance
Recruitment and Selection
EMPLOYEE SELECTION
What not to
ask?
Recruitment and Selection
EMPLOYEE SELECTION
PSYCHOMETRIC TESTING:
• Research on mid-stage assessment has long been dominated by
psychometric paradigm (Searle and Al-Sharif, 2019)
• Psychometric tools are designed to test the inner aspects like
intelligence, personality traits of the potential candidate.
• In fact, many literature say that intelligence testing is the best
predictor of job performance.
THINGS TO KEEP IN MIND:
• Perceptual bias
• Reliability and Validity
Recruitment
EMPLOYEE and Selection
SELECTION
• MANY TYPES OF TESTS:
Ability Tests: Designed to asses maximum performance a candidate
can achieve. Focus on cognitive abilities such as comprehension and
numerical skills. Ability tests can be of various kinds. For ex:, those
relating to general mental ability or abilities such as verbal fluency,
numerical ability, aptitude. The job performance validity of cognitive
ability tests is high at between .51 (Schmidt and Hunter, 1998) to .65
(Schmidt et al., 2016). An array of different instruments have been
developed for different job levels. However, limitations on the value of
intelligence as a predictor has led to a growing interest in assessment
of another kind of INTELLIGENCE.
Recruitment
EMPLOYEE and Selection
SELECTION
Inventories: These are usually self-report questionnaires about
personality, including traits, intelligence, values, interests and
preferences.
• Personality testing has been increasingly used to asses individuals’
disposition and behavioural styles.
• They are often based on BIG FIVE MODEL of personality.
• Salgado (1997) found conscientiousness and emotional stability to be
the main predictors of job performance. However, there is
considerable debate over how far they can be valid predictors of
complex jobs like managerial works.
Recruitment
EMPLOYEE and Selection
SELECTION
Online Testing: It helps the organization to administer the test at any
time, anywhere. But, the control over test administration is lost since
avoidance of third party interference cannot be ensured while testing
is on.
Situational Judgement Test: (SJT)
• It is premised on fitting the right person in the organization. It makes
a job more visible through the illumination of job action. It can be of
two type: behaviour-based or knowledge based.
• Candidates respond in a manner they judge to be most appropriate
for a particular situation, often hypothetical, given to them. (For
example: role play)
• It measures the attitudes and values of the individual.
Recruitment
EMPLOYEE and Selection
SELECTION
Interview: It is another technique of assessment which can be highly
structured or highly unstructured based on the objective of assessment,
intention of the HR manager.
• Usually, interview means meeting of two people in private.
• Here questions are being asked to assess the suitability for the
purpose in hand.
• It comes from a Latin and middle French words meaning to ‘see
between’ or ‘see each other.’
• The person who answers the question is called interviewee, who
asks it is called an interviewer.
EMPLOYEE SELECTION
Recruitment and Selection
• Although, there is a growing use of psychometrics and assessment
centres, the interview remains dominant late-stage assessment
method.
• The interview along with application form and letters of reference
make the ‘classic trio.’ of assessment tools.
• MICROSOFT TEAMS or ZOOM has become widely used platforms of
virtual interview.
DIFFERENT CATEGORIES:
• Information Elicited: Interviews have a specific focus and require
information at different levels.
• Structure: It may vary from the completely structured with planned
questions to the unstructured, allowing spontaneity.
EMPLOYEE SELECTION
Recruitment and Selection
DIFFERENT CATEGORIES:
• Order & Involvement: The need of obtain different kinds of
information may mean applicants are interviewed serially or by a
panel.
WORD OF CAUTION:
• Selection decision-makers must find alternative assessment
techniques
• Contrary to accepted wisdom, recent research indicates that the
predictive power of unstructured interviews may be close to that of
structured formats.
• Arvey & Campion (1982) accepted improved reliability and validity
EMPLOYEE SELECTION
Recruitment and Selection
BEHAVIOURAL INTERVIEW: This format asks the candidate to give an
example of the situation they had to deal with at work, explain their
actions and the result. It is also known as COMPETENCY BASED
INTERVIEW.
VALUE BASED INTERVIEW: Questions focus on a candidate’s
behaviour in situations but are then followed by probing questions to
reveal values based on what a candidate considers important and why.
ASSESMENT CENTRES:
They use more elaborate versions of assessment drawing upon both the
psychometric and PO fit models. It was originally designed for the
selection of military officers in WWII. Multiple selection tools are used.
(Ex: tests, group exercises, role play etc.) It is effective for higher-level
Psychology & Work
REF:
Today, Schultz & Schultz
Human Resource
Management , Gary Dessler
