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Module 5
Recruitment & Selection
5.1 Selection in Context
5.1.1 Importance of Selection - key competencies for effective job performance are
core characteristics which can't be change with training or development.
5.1.2 Strategic HRM & Selection - different HRM approaches will effect selection.
Approaches, Methods & Measurements
Flexible Firm Model
Commitment-Effort-Performance Learning Org.
Peripheral workers-short 1-2-1
1. Assess applicant's attitude & 1. Continuous dvlp,
interviews
values
change
Core workers -time consuming
2. Realistic job interviews
2. Applicant adaptability
processes, tests, interviews 3. Applicant self-selection
5.2 Selection Paradigm assumes certain conditions only met in few situations.
Selection Matrix
Reliability
Core characteristics a. Inter-rater
Job Analysis Qualifications
b. Test-retest
Experience
Validity
Decisions on Choice of Selection Tools
a. Predictive
b. Concurrent
Meta
Analysis
Recruitment Decisions
a. Fairness
b. Costs (opp & $)
Validation Procedures Predictive
c. Applicability
Concurrent
Selection Tools
Selection Ability
Simulations
Selection criteria
interview
tests
Group
In-tray Presentation
(dimen sion s)
discussion exercise
(behaviors/competencies))
Interpersonal
behavior
Problem-solving
Decision-making
Planning &
Organizing
Commitment
Flexibility
1
Debora Cooper
5.3.2 Validity - selection tool that predicts job performance or what's is supposed to do (r = .4 through .5 good with .3 adequate)
Predictive collect scores of applicants to
Concurrent have employees use selection
predict job performance (only hire
tool to get scores to use for reference for
applicants with scores of 7-10) then take
applicant scores
score of performance later to compare
use when only recruiting few applicants
use when recruiting many people
2
Debora Cooper
Application Forms
Biodata-scores given to bio info
1. development stage (existing employees
scores for cut off)
2. Weight each item
Reference Reports-pre-screening, used
@interview, or final check
Questionnaire Reference Reports
Interview
1. Duration
2. Type of interviewer (trained?)
3. Interpersonal atmosphere
4. Focus (opinions/attitude, experiences,
knowledge)
5. Degree of structure
a. Structured
1. competence (behavior)
2. job related q's
3. fixed list of q's/scores
4. behavior based scales
b. Unstructured
Situational Interview
1.
Hypothetical job situations
2.
Critical incident method
3.
Scoring for effective ways
Patterned Behavior Description Interview
(PBDI)
1.
Past events predict future
Psychometric Tests
1. Established technical/statistics
2. Measure core characteristics
3. Measure specific aspects
4. Assumes characteristics quantifiable on
continuum
Ability Tests-competitive
1. Cognitive-intelligence, verbal, numerical,
comprehension (+ r)
2. Special Aptitude-clerical, mechanical
3. Physical/Sensory-motor-manual dexterity
Personality Tests-typical behavior
1. Extraversion
2. Conscientiousness
3. Agreeableness
4. Neuroticism
5. Openness to experience
Fairness
?
poor
yes
poor
unclear
Costs
opp
high
Applicability
wide
Limited
$#apps
low
wide
some
wide
r=.60
(good)
r=.20-.37
high
lower
may not
r=.41-.71
r=.21-.31
r=.15-.61
low
low
mod
low
low
low
3
Debora Cooper
high
(low
if off
the
shelf)
Validity
high
Fairness
yes
Costs
high
5.6 Summary
Selection Matrix
Reliability
Core characteristics a. Inter-rater
Job Analysis Qualifications
b. Test-retest
Experience
Validity
Decisions on Choice of Selection Tools
a. Predictive
b. Concurrent
Meta
Analysis
Recruitment Decisions
a. Fairness
b. Costs (opp & $)
Validation Procedures Predictive
c. Applicability
Concurrent
Selection Tools
Selection Ability
Simulations
Selection criteria interview
tests
Group
In-tray Presentation
(dimen sion s)
discussion exercise
(behaviors/competencies))
Interpersonal
behavior
Problem-solving
Decision-making
Planning &
Organizing
Commitment
Flexibility
4
Debora Cooper
Applicability
limited
mgrs
professionals