presentation on selection for uploading
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Selection & Recruitment
“Hiring the right people for the right position at the right time”
For more information:
Lynn TulipAssessment 4 Potential
[email protected] | 07801 689801 | www.assessment4potential.com
Definitions:
Recruitment is the process which aims to attract suitably qualified candidates for a job from
which it is possible to select a competent person
Selection is the application of techniques with the aim of selecting and appointing a competent
person.
Selection & Recruitment Define
Job profile Job Analysis Job description Person specification
Type of worker Permanent, temp or contract
Salary Selection Process
Who is involved? What will happen?
Job AnalysisDefine accurately and clearly the nature and
purpose of the role and the skills and attributes needed to carry it out. Job
analysis is the first stage in this process.
It involves asking questions and gathering information to identify the key elements of the job and the ideal characteristics of the
post-holder.
This analysis forms the basis of the job description and the person specification.
Job Description
The job description outlines the role in terms of the day to day tasks and
responsibilities and benefits which the post-holder is entitled to.
The job description helps potential applicants to decide whether to apply for
the job, and can be used to devise the advertisement and the employment
contract.
Define the job role of Marketing Assistant
Essential DesirableSupporting & Co-Operating
Working with people
Interacting & presenting
Presenting & communicating information
Analysing & Interpreting
Writing & reporting
Organizing & Executing
Planning & organising
Following instructions & procedures
JOB DESCRIPTION COMPETENCIES THAT ARE :
Person Specification
A person specification is a profile of the ideal candidate for the job. It lists the
essential and desirable criteria necessary to carry out the role.
Define the job role of Marketing Assistant
Essential Desirable
·
·
PERSON SPECIFICATION CRITERIAQualifications
Attainments/competencies (list as required)
Previous experience (list as required)
Special aptitudes (eg oral or written skills, manual dexterity, technical etc) (list as required)
Physical abilities, circumstances, but only if justifiable requirement for the job
Personal Qualities (list as required)
Recruitment Process
CHECKLIST
By w
hom
By w
hen
Com
plet
ed
Identify the vacancyPrepare job description and person specificationDecide the assessment processDetermine the time lineAgree who is involved and who does whatAdvertise the vacancyManage the responsesSift responsesShort listArrange interviewsConduct the interviewMake the decisionConvey the decisionsAppointment formalities and actions
Predictive Validity for Recruitment
1 Saville Consulting WAVE Professional Styles achieved a mean
section-level predictive validity coefficient of 0.32 against work
performance competencies assessed by external raters 6 months later and in a sample of 108 participants. These coefficients are adjusted for criterion unreliability, but no other corrections
have been applied. Predictive Accuracy1 Popularity
Selection Tools Validity & Popularity
Selection tool ValidityStructured interviews 0.62 100.00%References 0.13 96.00%Application Forms 93.00%Personality Questionnaires 64.00%Ability tests 0.54 70.00%
0.68 59.00%Work samples 0.55Telephone role plays 0.44
0.41 59.00%0.4 19.00%
Personality tests 0.38Unstructured interviews 0.31
Popularity by UK average population
Assessment centre (promotions)
Assessment centres (new recruits)Biodata
Assessment Methods
High High
High Moderate
Moderate Moderate
Biodata Moderate Moderate
High Low
Assessment centres Moderate
Low Low
References Low High
Selection methodEvidence for
ValidityApplicant
ReactionsExtent of
UseStructuredInterviews Moderate to positive
Cognitive ability Negative to moderate
Personality tests Negative to moderate
Can be high
Work sample tests Positive
Can be high Positive
Handwriting Negative to moderate
Positive
Selection & Recruitment Source
Attract candidates Internal External
Advertise Job Centres Recruitment Agency Networking Newspaper/journals
Attract Candidates Internal
Notice-boards etc External
Job Centres Employment Agencies Local Newspapers Trade Journals Job fairs
CV or Application Form?
External [cont]
Engage networks of friends and colleagues
Business/society meetings
Internet [inc craigslist, job boards, etc]
Local colleges and trade schools
Advertisement Check-list Salary or salary guide
Whether the role is full-time or permanent or a short-term contract (if not implicitly clear from elsewhere in the advert)
Oher package details or guide (pension, car etc)
Explanation of recruitment process
Response and application instructions [include dates]
Contact details as necessary, for example, address, phone, fax, email, etc.
Job and or advert reference (advert references help you analyse results from different adverts for the same job)
Website address | corporate branding
Quality accreditations, for example in the UK, Investor in People
Equal opportunities statement
Job title, Job base location
Employer or recruitment agency/consultancy
Succinct description of business/organization/division activity and market position and aims
To whom the position reports - or other indication of where the role is in the structure
Outline of job role and purpose - expressed in the 'second-person' (you, your, etc)
Indication of scale, size, responsibility, time-scale, and territory of role
Outline of ideal candidate profile - expressed in 'second-person'
Indicate qualifications and experience required (which could be incorporated within candidate profile)
Handling Ad Responses State a “reply by” date in the ad. Require applicants to answer three to five basic
questions in the body of their e-mail reply. This can be a first line of screening applications.
Reply to all applicants via e-mail and ask them to answer a set of questions. Give a reasonable but quick turn-around time.
Set up a separate and distinct e-mail address to receive applications.
Notify your existing staff of the ad and provide them with instructions for handling incoming phone inquiries. A one-page information and interest form will standardize the conversations your staff has with callers.
Selection & Recruitment Capture
Sifting matrix Experience Job competencies Knowledge Qualifications
Short list Invite
Sifting MatrixShort-listing Matrix
Educ
atio
n
Qual
ifica
tions
Know
ledg
e
Wor
k Hi
stor
y
Reas
on fo
r App
lyin
g fo
r Job
Wor
king
with
peo
ple
Writ
ing
& re
port
ing
Self
Motiv
atio
n
Taki
ng D
ecisi
ons
IT S
kills
Pres
enta
tions
Comments
CandidatesFrom
CVor Application
Form Pres
entin
g &
com
mun
icat
ing
info
rmat
ion
Plan
ning
& o
rgan
ising
Invite Short-listed Applicants Letters of invitation Include:
The process, the panel names Date, time & venue Additional assessments Information pack about the company Ask for confirmation of any special needs
Selection & Recruitment Assess
Interview Competency based Consistent Record keeping
Tests Ability Personality
Ratings Score
Interview Prepare by:
Agenda Read the application form, JD & PS Identify areas for clarification and exploration Plan the questions
Identify key competency questions Prepare all paperwork for record keeping Consider what questions you might be asked by
candidates
Competencies Competencies are tools that employers use to
assess candidates suitability and performance. Competencies refer to an individual's traits or
characteristics; this includes their knowledge, skills, thought patterns, aspects of self-esteem, and social roles
Competency based recruitment favours diversity and inclusion as it widens the pool of candidates.
Examples of Competency Questions
Can you give us an example that shows your leadership skills?
How would you deal with a difficult customer or employee? Can you give an example of a problem which you solved? What have been your major achievements and
accomplishments? Can you give an example of working well as a team
member? Can you give an example of your organisational skills?
Structure of the Interview Introduce yourself Give some background information about the organisation and the
job Structure the questions to cover all the relevant areas Ask open-ended questions Avoid leading questions Listen, and make brief notes as necessary on salient points Have a set time to include candidate questions Make sure the candidate is familiar with the terms and conditions
of the job, and they are acceptable. Tell the candidate what will happen next and when to expect to
hear you.
Psychometric, Psychological or Occupational Testing
Definition: “tools which are essentially sophisticated instruments designed to measure individual differences in a number of areas such as intelligence and ability”
should be viewed more as a useful indicator rather than a definitive verdict on a person's skills or potential
used in recruitment to ascertain whether or not a candidate is likely to be a good fit for a job
their administration and interpretation must be carried out by qualified people
Psychometric Test ExplainedEmployers use psychometric tests during recruitment
Psychometric tests give some quantifiable measurement indicating whether or not candidates possess certain aptitudes and abilities that are essential for the job.
Tests reveal information about skills, abilities and personality that can't be gathered from applications and interviews alone.
A psychometric test must be:Objective: The score must not affected by the testers’ beliefs or values
Standardized: It must be administered under controlled conditions
Reliable: It must minimize and quantify any intrinsic errors
Predictive: It must make an accurate prediction of performance
Non Discriminatory: It must not disadvantage any group on the basis of gender, culture, ethnicity, etc.
When to use Psychometric Tests
1st step to narrow the field. Invite to interview if suitable level attained In conjunction with an interview Make an informed and unbiased decision about the
next stage of selection Part of an assessment centre or with final
interview
What do psychometric tests measure?
Psychometric tests may measure aptitude, personality or interests
Aptitude tests measure your maximum performance capacity, the other tests examine typical or preferred behaviour
Aptitude Tests
Measure how people differ in their ability to perform or carry out different tasks. (these are the type you are most likely to find at
the first stage of a selection process).
Personality Questionnaires
These measure how people differ in their style or manner of doing things, and in the way they interact with their environment
and other people (personality)
Record Keeping | ScoresInterview Assessment Form – Candidate name : _____________________
Skills Weighting
Results
Interview CommentsPresentation Ability Test
Previous Experience KnowledgeSkills & Competencies EvidenceSupporting & Co-OperatingWorking with peopleInteracting & presentingPresenting & communicating informationAnalysing & InterpretingWriting & reportingOrganizing & ExecutingPlanning & organisingPersonal Attributesself-motivationTake decisions / own initiative OtherIT SkillsParticipation in Presentations
Personality Profile
Induction Reception Introduction to the company Terms and conditions of employment Equal opportunities policy and worker development Worker/employer relations Organisation rules Health and safety Welfare and worker benefits / facilities The job
Hiring the right people for the right position at the right time
For more information:
Lynn TulipAssessment 4 Potential
[email protected] | 07801 689801 | www.assessment4potential.com