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Half day open training event held in Guelph, Canada.
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Getting applicant selection right
by Toronto Training and HR
March 2012
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Contents3-4 Introduction to Toronto Training and HR5-6 Main processes7-8 Key attributes of effective selection9-10 Measures11-12 Decode the jagged resume13-18 Application forms19-22 Decision-making23-30 Assessment centres31-33 Role of selection interviews34-35 Structured interviews36-37 Criticisms of interviews38-43 Psychological testing44-45 Ability testing46-47 Personality testing48-49 Biodata50-52 References53-54 Tools and techniques for screening and
selection55-56 Case study57-58 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Main processes
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Main processes
ShortlistingAssessing applicants
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Key attributes of effective selection
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Key attributes of effective selection
A clear and precise specificationEffective use of multiple techniquesElimination of redundant processesMeasurementEvaluation and continuous improvement
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Measures
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Measures
ProductivityPerformance against quality criteria such as error rates, level of competency, length of service in the organization, speed of promotion or levels of absenceQuality measures such as error rates, downtime, absence rates, motivation & morale levels and labour turnover
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Decode the jagged resume
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Decode the jagged resume
Compromise on experience, not on characterBe alert to hidden virtues such as resilienceKnow when to read a resume upside-down
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Application forms
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Application forms 1 of 5
FUNCTIONS OF AN APPLICATION FORMTo enable a shortlist of candidates for interview to be drawn upTo provide information that can be drawn on during the interviewAs a means by which information about good but unsuccessful candidates can be filed away for future reference
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Application forms 2 of 5
FUNCTIONS OF AN APPLICATION FORMAs a means of analysing the effectiveness of the various recruitment methods usedAs a public relations tool enhancing the employer’s image Capture sensitive information in a non-intimidating manner
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Application forms 3 of 5
TYPICAL HEADINGSPersonal detailsEducationWork experienceGeographical locationPersonal interests/achievementsEvidence A-planning, implementation and achieving results
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Application forms 4 of 5
TYPICAL HEADINGSEvidence B-influencing, communication and teamworkEvidence C-analysis, problem solving and creative thinkingAdditional informationSpecific skillsCareer choiceHealth declaration
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Application forms 5 of 5
TYPICAL HEADINGSRefereesAvailability for interviewDiversity and equal opportunities monitoring form
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Decision-making
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Decision-making 1 of 3
Whole picture approachHurdle approach
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Decision-making 2 of 3
Actuarial approachInterpretative approach
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Decision-making 3 of 3
MISTAKESIgnoring the specificationOver-reliance on a single elementHalo effectStereotypingMirroring or similarity-identity biasNon-involvement of clients
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Assessment centres
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Assessment centres 1 of 7
WHAT NEEDS TO BE INCLUDEDAnalysis of the key competencies required to perform the job in questionDevelopment of appropriate exercises to measure or permit observation of the competenciesPurchase of psychometric tests to use at the assessment centreShort-listing of applicants to be invited
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Assessment centres 2 of 7
WHAT NEEDS TO BE INCLUDEDTraining of assessors and other employees involved in conducting the exercisesFood and accommodation at the centre for applicants and assessorsPresence of senior managers to act as observers and interviewersGiving of meaningful feedback to successful and unsuccessful applicants
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Assessment centres 3 of 7
TYPES OF DRILLIn-tray exercisesGroup exercisesPresentationsRole plays
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Assessment centres 4 of 7
RETURN ON INVESTMENT-SALESPEOPLEImproved levels of new business, such as $400000 per year rather than $3000000 which occurred before assessment centresImproved levels of repeat salesEnhanced customer satisfaction ratingsLower attrition rates among new hires, down from 50% over two years to 25%Higher levels of employee satisfaction
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Assessment centres 5 of 7
RETURN ON INVESTMENT-SALESPEOPLETotal program costs of $250000Estimated total benefits of $750000ROI=200%
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Assessment centres 6 of 7ADVANTAGESFocus on key elements of the role and are therefore very specific in measuring suitabilityThey are thorough, avoiding over reliance on a single techniqueInteresting for candidates since they provide a variety of activities and opportunity to meet othersExercises provide a useful glimpse into and the flavour of the workResearch shows centres are very effective at selecting candidates
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Assessment centres 7 of 7
DISADVANTAGESProcess can feel uncomfortable with some candidates, particularly where abstract drills occurCentres are sometimes transparent and it is too easy for candidates to ‘act’ in group exercises and other aspects which may not be sustainedCentres can be extremely time-consumingDrills should be appropriate to the general level of intellect and the experience of the candidates
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Role of selection interviewing
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Role of selection interviewing
1 of 2 CANDIDATEAsk questions about the job and the organizationDecide if they’d like to take the job
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Role of selection interviewing
2 of 2 ORGANIZATIONDescribe the job and the responsibilities the job holder would need to take on in more detailAssess candidates’ ability to perform in the roleDiscuss with the candidate details such as start dates, training provisions and terms and conditions Give a positive impression to the candidate of the company as a ‘good employer’ (who they'd like to work for should they be offered the position)
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Structured interviews
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Structured interviews
Questions are planned carefully before the interviewAll candidates are asked the same questionsAnswers are scored using a rating systemQuestions focus on the attributes and behaviours needed in the job
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Criticisms of interviews
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Criticisms of interviews
The self-fulfilling prophecy effectThe stereotyping effectThe halo and horns effectThe contrast effectThe similar-to-me effectThe personal liking effect
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Psychological testing
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Psychological testing 1 of 5
BEFORE USING A TEST USERS MUST CONSIDERWhether it is appropriate to use a test at all and Whether it will provide any additional relevant informationWhether there are sufficient resources in place to carry out testing effectivelyWhen used for selection purposes, that tests are relevant to the job/person specification
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Psychological testing 2 of 5
BEFORE USING A TEST USERS MUST CONSIDERWho will choose, recommend and demonstrate the value of testsAt what stage tests should be incorporated into the decision-making processEqual opportunities issuesHow the results will be used and what weight will be given to them for decision-making purposesWhat their policy will be on confidentiality
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Psychological testing 3 of 5
BEFORE USING A TEST USERS MUST CONSIDERWho will have access to the resultsHow test results will be storedThe law regarding the copyright of testsThe policy and provisions for giving feedback
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Psychological testing 4 of 5
TEST ADMINISTRATORS SHOULD ENSURE INDIVIDUALS RECEIVEAdvance notice that they will be required to take testsNotice of the duration of tests and whether this is significant in interpreting resultsAdequate time to allow them to make any practical arrangements to enable them to take the tests
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Psychological testing 5 of 5
TEST ADMINISTRATORS SHOULD ENSURE INDIVIDUALS RECEIVEAccess to an appropriate environment free from interference in which to take the testsAdequate information about the requirements of each test they will be asked to complete, and the opportunity to raise any queries they have before taking the testsInformation on the arrangements for feedback
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Ability testing
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Ability testing
Verbal reasoningNumerical reasoningAnalytical ability
Crystallized intelligenceFluid intelligence
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Personality testing
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Personality testing
Basic assumptions around validityBasic psychological constructs or traitsInferences made by selectorsTypes of question
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Biodata
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Biodata
DefinitionHard and soft questionsCriticisms of biodataCircumstances where biodata is particularly suited
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References
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References 1 of 2
SPECIFIC QUESTIONSPeriod of employmentWork performance based on a scaleTime lost due to sickness or other absenceReason for leavingQuestion of whether the employer would re-employA catch-all question seeking any other relevant information and reasons to be employed
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References 2 of 2
A tendency to give individuals a similar rating when asked about different aspects of their work and personalityA tendency to give good ratingsA tendency, when given a five-point scale, to rank individuals in the centre
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Tools and techniques for screening and
selection
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Tools and techniques for screening and selection
SuitabilityResource and cost constraintsEffectivenessAcceptability
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Case study
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Case study
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions
