assessment and selection march 2010

Assessing and selecting the right applicant

by Fluid

March 2010

Contents3-4 Introduction to Fluid5-7 Refining the selection process8-10 Filtering job applications11-12 Age discrimination13-14 Exercise A15-17 Selection processes18-19 Ability tests20-21 Personality tests22-26 Choosing the right assessment

tools27-28 Exercise B29-31 Selecting women32-34 Assessing board members35-40 Getting the best from your test41-42 Using tests for coaching43-46 Assessment centres47-49 Assessment centres-worth the

cost?50-51 Case studies52-53 Exercise C54-55 Conclusion and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

Refining the selection process

Refining the selection process 1 of 2

• To avoid spending hours interviewing unsuitable candidates, start thinking about processes that really test the personality and skills of potential candidates before they reach interview stage

• Streamline your paperwork and try to cut administration costs as much as possible

• When developing an online questionnaire prior to interview, make sure it is tailor made and specifically matches the requirement for a particular role to filter out applicants who may not have the right aptitude

Refining the selection process 2 of 2

• Put together a mix of questions so that candidates can’t pre-empt them, and so there are no real right or wrong answers

• Try to find out whether there are any potential hidden costs in your recruitment tools. For example, not all candidates have access to a computer so there needs to be a paper version as well

• Get to know all the teams or individuals responsible for implementing the new procedure, and co-ordinate team meetings so that everyone is clued up at all times

Filtering job applications

Filtering job applications 1 of 2

• Develop clear job descriptions• Use targeted advertising• Think about the application method• Consider automated selection• Profile the candidate as well as the role• Ensure that interviewers know what to

look for• Monitor recruitment activity closely

Filtering job applications 2 of 2

• Have clear job descriptions and role profiles

• Advertise in specialist press/media• Brush up the skills of all interviewers• Redeploy resources to the areas with the

greatest need

Age discrimination

Age discrimination

• Age discrimination laws protect both the young and old from discrimination

• Discrimination can be justified if it is a proportionate means of achieving a legitimate aim

• The test of justification is vague, and difficult to predict

• Employers should avoid stereotypical assumptions as to the impact of age and experience on ability

• Employers may be driven to labourious assessment processes to avoid the risk of being found to have acted on unjustified assumptions

Exercise A

Selection processes

Selection processes 1 of 2

• Pick a role• Obtain selection data• Obtain employee performance data• Carry out a simple analysis• Compute the ROI• Apply the findings

Selection processes 2 of 2

• Evaluating the selection process is key to choosing high performers

• Evaluation is statistically straightforward and can remove cost from the organisation

• Make sure performance data is as accurate and fair as possible by providing guidelines for managers

• Take time to understand the findings by placing them in the context of the organisation

• Present findings to senior management and propose improvements based on objective data

• Squeeze as much as possible out of the findings

Ability tests

Ability tests

• Verbal reasoning• Numerical reasoning• Analytical ability

Personality tests

Personality tests

• Kolb Learning Styles inventory• Parent Adult Child• Fundamental Interpersonal Relations

Orientation

Choosing the right assessment tools

Choosing the right assessment tools 1 of 4

• Have a clear purpose• Identify your needs• Do your research• Consider your resources• Understand the context• Seek advice• Try on for size


• JARGON BUSTER• Face validity• Predictive validity• Norm groups• Self-report questionnaires• Situational judgement tests


• MEASURING ROI FROM ASSESSMENT• Identify your objectives• Work out the costs and benefits of testing• Tailor generic tests• Enlist top-level support• Use assessment to build your employer brand• Reuse assessment data• Exploit technology to improve efficiency• Ensure that assessments are fair


• Choose the most appropriate assessment tools for the economic climate

• Ensure that recruitment processes are robust• Assessment can help you to build your employer

brand• Programmes should be aligned with business

objectives• Data from testing has a shelf life of about two

years• Assess only the stronger candidates using the

most labour-intensive methods• Ensure that tests do not leads to indirect

discrimination

Exercise B

Selecting women

Selecting women 1 of 2

• Business benefits of employing more women• What makes an Employer of Choice for

women?• Legally attracting more applications from

women• Genuine Occupational Qualifications, Skills

and Experience• Finding the right people• Ensuring interviews are fair

Selecting women 2 of 2

• Actions speak louder than words• Constructive feedback• Welcoming and supporting women in the

workplace• Avoiding a backlash from other employees• Checklist

Assessing board members

Assessing board members 1 of 2

• The Chairman, Chief Executive, nomination committee and the evaluation team meet to outline the general process and identify any particular matters that need to be examined.

• A questionnaire covering issues such as the board’s composition and team effectiveness is given to each director.

• An interview guide is prepared based on an analysis of the returned questionnaires.

Assessing board members 2 of 2

• The self-assessments from directors are examined and views taken from all relevant parties, including senior executives. Directors may also be asked to assess the performance of the Chairman, their peers and the board as a whole as well as the performance of key committees.

• All input is analysed and tested against corporate governance standards and the practices of comparable organisations.

• The chairman is presented with specific, practical recommendations on how to improve performance.

Getting the best from your test

Getting the best from your test 1 of 5

• Create consistency• Is the test user friendly?• Brief candidates• Provide easily accessible support• Ensure equivalence• Can your system cope?• Keep data safe • Feedback


• DOS AND DON’TS• Don’t choose a test that takes too long• Don’t allow the technology to set the agenda• Don’t overcomplicate the process• Don’t skimp on training• Don’t stick to an old favourite• Don’t assess staff and then do nothing with

the data• Don’t keep people in the dark about what you

are doing


• DOS AND DON’TS• Do be sure about your objective• Do calculate your sums• Do weigh up the true costs of recruitment• Do make sure job specifications are up-to-

date• Do try the tools yourself• Do use tools early to filter the quality of

applicants• Do give feedback to all applicants• Do put providers on the best contract


• Identify your target• Pick a test• Make it appropriate• Engage your people• Beat the cheats• Don’t use in isolation


• BEFORE-Gain trust• DURING-measure and evaluate• AFTER-share and discuss

Using tests for coaching

Using tests for coaching

• Tests or competencies?• Which test?• Context is key• Offer a plan• Avoiding discrimination

Assessment centres

Assessment centres 1 of 3

• ACTIVITIES USED BY EMPLOYERS IN ASSESSMENT CENTRES

• Welcome and introduction• One or more interviews• Group exercises• Role-play exercises• Psychometric tests• Written analysis exercise• Presentations by candidates• Presentations by employers


• TYPE OF JOB ASSESSMENT CENTRES ARE USED FOR

• Graduates 64%• Senior managers 60%• Middle managers 62%• Line managers 46%• Management trainees 24%• Senior specialist & technical staff 42%


• HOW TO SET ONE UP• Be clear about objectives• Look for competencies rather than ‘nice to haves’• Ensure the assessment reflects the working

environment• Limited the competencies that you measure• Have a good variety of exercises to let candidates

shine• Don’t overlook the details when staffing• Don’t cut corners on training observers• Give feedback to everyone, not just the

successful ones

Assessment centres-worth the cost?

Assessment centres-worth the cost? 1 of 2

• ALL VACANCIES• Upper quartile• Median• Lower quartile• MANAGEMENT• Senior• Middle • Line

Assessment centres-worth the cost? 2 of 2

• Graduates• Management trainees• Senior specialist & technical staff

Case studies

Exercise C

Conclusion & Questions

Conclusion

• Summary• Questions

assessment and selection march 2010

Business

selection process8

selection processes18

page 2contents3

right assessment tools27

right applicantby fluid

assessment centres47

exercise c54

exercise a15