Words of Wisdom
They do psychometric testing. I got in before all that mumbo-jumbo. HR directors are largely dissatisfied with the quality of their employees they would re-hire less than 60% of current employees. Testing is a human interaction, and if you take this element away youll soon lose the real customers: the candidates themselves.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
A key role for HR is to align performance within roles with the strategy, so recruiting for the right people for a role depends on how it is defined in terms relating to performance to achieve the strategy. Criterion-related behaviours or standards of performance are referred to as competencies. Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organizations to form a model of the kinds of employee it wishes to attract through recruitment.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Walk-ins
Employee referrals
Advertising Websites
Professional associations
Educational associations Professional agencies E-recruitment (general recruitment agents/ companies own sites) Word-of-mouth
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Personnel specifications may contain stereotypes of the ideal person and so organizations may be reinforcing the stereotype in their recruitment practices.
The use of competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources.
Competencies appear to be more objective, have a variety of uses in attracting applicants and allow an organization to use more reliable and valid selection techniques.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection: Costs
Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:
The cost of the selection process itself, including the use of various selection instruments
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection: Principles
Underlying the process of selection and the choice of techniques are two key principles: 1. Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.
2.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection
Reliability and Validity Issues
Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring over repeated use. Validity refers to the extent to which a selection technique actually measures what it sets out to measure.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection Interviews
Information elicited interviews have a specific focus, i.e. facts, subjective information, underlying attitudes. Structure ranging from the completely structured to the unstructured. A compromise between the two enables the interviewer to maintain control yet allowing the interviewee free expression. Order and involvement the need to obtain different kinds of information may mean the involvement of more than one interviewer. Applicants may be interviewed serially or in a panel.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Psychometric Testing
Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.
Ability tests: these focus on mental abilities (verbal/numerical) and physical skills testing. Right/wrong answers allow applicants to be placed in ranked order. Inventories: self-report questionnaires indicating traits, intelligence, values, interests, attitudes and preferences. No right/wrong answers but a range of choices between possible answers.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
E-assessment
On-line testing, or e-assessment, is also used for selection and other HR purposes. Benefits: Online testing enables organizations to test at any time and anywhere in the world. It enables the quick processing of applicants. Drawback: Loss of control over the administration of the tests anyone can be called on to help
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Assessment Centres
Assessment centres are designed to yield information that can be used to make decisions concerning suitability for a job. They provide a fuller picture by combining a range of techniques.
General methods used include group discussions, role plays and simulations, interviews and tests.
Candidates attending an assessment centre will be observed by assessors who should be trained to judge candidates performance against criteria contained within the competency framework.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
RJPs can take the form of case studies, shadowing, job sampling and videos this enables the expectations of applicants to become more realistic.
RJPs: lower initial expectations, cause some applicants to deselect themselves, increase levels of organization commitment, job satisfaction, performance and job survival.
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan