Manage Recruitment, Selection and Induction

ProcessesWeek 6

Matching People and Jobs

• Person Specification– defines knowledge, skills and attitudes– Provides basis for determining what

information to gain from applicants

Selection Process

Applications & Resume’s

Preliminary Interviews

Testing

Selection Interview

Medical

Decision and Appointment

Sources of Information

• Application forms• Resumes• Background checks• Medical examinations• Interviewing• Testing

Selection Methods Validity

Intelligence tests 0.53

Probationary period 0.44

Biographical history 0.37

Reference checks 0.26

Prior experience 0.18

Interviews (unstructured) 0.14

Training and experience ratings 0.13

Academic attainment 0.11

Education 0.10

Occupational interest ratings 0.10

General personality tests 0.10

Age -0.01

Note: The conventional unstructured interview may have a probability of not much greater than chance in predicting successful job performance. Fortunately, where a structured, panel interview is used, the validity coefficient is often around 0.6.

Application Forms

• Quick and systematic means of obtaining variety of relevant information

• Can be used as ‘first cut’• More reliable than resumes

Background Investigations

• Written references vs referees• Study – 64% don’t ask for written reports

but preferred making own enquiries• Standard questioning of referees• Referee checking based on assumption a

persons future performance is linked to past performance

Reference Checking Cont.

• attempt to gather relevant applicant data (education and employment histories, skills, character and interpersonal abilities)

• Consider ‘second generation’ referees• Address selection criteria• Referees ‘duty of care’

Interview

• Interview very important role in process• Questions re validity of interview• Achieves:

– Public relations tool– Interviewers trust their judgement– Has ‘face’ validity– Demonstration of social skills

Interview Methods

• Differ in level of structure• Highly structured – directive, pre-

determined questions and format• Less structured – non-directive, more

‘conversational’, applicant can determine the discussion more

Selection Criteria MatrixQuestion

Name

1 2 3 4 5 6 7 8 9 10 11

John Smith

Jason Brown

Mary Osborne

Janine Rawson

David Jones

Patrick O’Reilly

Behavioural Based Interviewing

• A Competency is the ability to perform job effectively

• Behavioural based interviewing (situational interview) now commonplace

• Uses premise that previous performance is a reliable indicator of future performance

• Questions related to competency to perform job to the required standard.

Source: http://www.my.ambition.com.au/articles/88/Behavioural+Based+Interviewing

CAR Technique

• Circumstance: Briefly describe the background to the situation

• Action: Describe what you did • Result: Describe the outcome of your

actions

Source: http://www.my.ambition.com.au/articles/88/Behavioural+Based+Interviewing

Types of Competencies

• Cognitive Abilities (Aptitude and Knowledge)

• Personality Traits (Attitude)

Source: http://www.my.ambition.com.au/articles/88/Behavioural+Based+Interviewing

Cognitive Abilities

Critical Thinking• Judgment, analytical thinking, problem solving,

strategic orientation, conceptual reasoning, learning potential, general knowledge, verbal and numeric critical reasoning and information processing.

• Give me an example of when you persuaded someone to change their mind and adopt your proposal on a contentious issue. How did you persuade them?

• In what circumstances do you have to make proposals to customers or to your own manager? What do you do to prepare for making these proposals?

Cognitive Abilities

• Expertise • Professional, Specialist, Proficiency, Skillfulness, Know-how.

This means extensive skills or knowledge in a particular field or discipline. These are questions tailored to the technical and industry expertise of the individual.

• You indicate that you have responsibility for the analysis and subsequent commentary for the management accounts. What is a good example of a commercial variance that your analysis generated and what actions did you undertake?

• Have you been involved in the streamlining of controls and processes? What did you do to ensure that the changes were maintained on an ongoing basis? What benefits did it deliver to the business?

Personality Traits

• Stress Tolerance (Self-control). Performance remains stable under pressure and in the face of set backs, disappointments, rejection, role ambiguity and time pressure.

• Describe a situation when you had to decide on the right course of action in circumstances where the company rules / policies were unclear or unhelpful. What options did you consider? What action did you take? What was the result?

• We all find ourselves in situations where there seems more work to be done that there is time available. When was the last time this happened to you? What action did you take?

Conscientiousness

• Motivation, drive, industriousness, tenacity, integrity and thoroughness. Strong orientation to meeting commitments. Sets high standards or goals for own work performance. Dissatisfied with average performance. Active efforts to develop personal capacity against requirements of current and future jobs.

• What is the achievement in the past 2 years with which you are most pleased? Why?

• What do you differently than your peers to make sure you achieve your objectives, even in difficult circumstances?

Organisational Ability

• Time management, meeting deadlines, planning, use of aids, task completion and goal setting. Able to plan and schedule own time and activities. Able to work effectively with others towards the achievements of a common goal without having direct authority.

• How often is your time disrupted with unforeseen circumstances? What do you do then? Give me a recent example.

• How do you decide what gets top priority when you schedule your time? Give me an example.

Relationship Effectiveness

• Co-operation, teamwork, impact, rapport, energy, confidence and independence. Seeks to co-operate with others, often across internal and external boundaries, in order to achieve objectives. Works effectively as a member of a team. Understands impact of own actions on customers and people in other parts of own organisation and consults with them to achieve objectives.

• What is the best team you have been a member of? What was good about the team and what was your involvement with the team?

• We’ve all had to work with someone who is very difficult to get along with. Give me some examples of when this has happened to you. What was difficult about the person? How did you handle it?

Initiative

• Proactive, self-starter, risk taker and decisive. Actively attempts to influence events to achieve goals. Self-starting rather than passively accepting. Modified behaviour to reach a goal. Takes calculated risks to achieve a recognised benefit or advantage.

• What changes have you implemented in your area of responsibility? What action have you taken to get them under way?

• Describe a situation in which you found your results were not up to budget or company expectations. What did you do to rectify the matter?

Activity

• Look at the roles you discussed in weeks 3 & 4 (drafted JD and specifications). Decide what selection process you will now follow, including preparing interview questions.