Recreuiting, interviewing, and selecting

hr final

Generic Selection/Staffing process

Create position description→Develop initial state of candidates→External Candidates and Internal Candidates→ Refine those into a short list→Coordinate Interviews→Conduct Interviews→Conduct Calibration Meeting→Develop offers for external candidates and Provide feedback for internal candidates 

Calibration Meeting

Checking references before giving results to external and/or internal candidates

Poor Selection has 4 types of costs

Financial: What are business consequences of selection error

Cultural: What are people and cultural consequences of selection error

Personal: How does a bad hire impact your personal credibility

Other: What are the consequences of settling for a good hire vs the best hire

Top Grading

Companies have A players, B players, and C players. You want to manage out C players and bringing in more B and A players. This is called topgrading because you get rid of C’s and raising the bar.

Selection System

A collection of tools, processes, etc. used by an organization to make selection decisions, both internal and external.

-Includes a variety of tools and processes

-Needs to be carefully developed to adhere to legal standards, which vary from country to country

-SS should be integrated into the traditional performance management process and understood by entirety of organization

Standards for Evaluating Selection System: Reliablility

Degree to which a measure eg test, interview) gives consistent scores across time.

-Described with correlation coefficient (or reliability coefficient which ranges from 0-1.0)

Types of reliability

—Test-retest reliability: Using the exact same test each time

—Alt/equivalent reliability: Using alternate but equivalent tests each time

-Well written items, longer measures, help reliability

-This is a necessary condition for a measure to be valid

Standards for Evaluating Selection System: Validity

Degree to which a measure (test, interview) measures what its supposed to measure and/or is related to a criteria of interest

-Describes with correlation coefficient (-1.0-1.0)

Types of Validity

—Content validity

—Construct validity

—Criterion-related validity

Standards for Evaluating Selection System: Generalization

-Aka validity generalization is a variation on this

Types of Validity: Content

Established by looking at the content of the test, does the content look like it is measuring what it supposed to? This is face validity, does it look like it is measuring what it is supposed to? On a math test, do these addition problems look like they are testing math skills? This is an internal content analysis to see if it measures what it says it should be measuring.

Types of Validity: Construct

When a test, interview, etc. behaves the way it should. It has high correlations to golden standard tests (that are perfect but to long to be used) that are relevant to this (called convergent validity) and low correlation to tests that aren’t relevant to good but other golden standard tests (called discriminant validity). Having both convergent and discriminant validity makes a test have construct validity and therefore a good test. This is an external analysis to measure if the test really measures what it says it is. Without discriminate validity, this test (say math) is not a construct and means it may be testing skills other than math. Same with if it didn’t have convergent validity, but meaning it may be a bad test for math. Overall, the test correlates where you expect it to correlate and doesn’t correlate where you expect it not to!!!

Types of Validity: Criterion

Does this test, interview, etc. measure something that is important to us. Is it predictive or concurrent with what we need or are looking for? Two ways to find this out, concurrent validity and predictive validity. Concurrent validity is like giving second semester seniors a test and collecting their gpa the exact same day, concurrently. Not a very good approach. The other approach is Predictive validity which is giving freshmen the test and lock the scores away until they are seniors. Then review the scores years later and see their gpa when they took the test and their gpa as seniors and you look to see how they compare. With predictive validity, you are waiting for a pattern to form and then looking at the criteria and seeing the pattern.

Standards for Evaluating Selection System: Utility

Are there good returns on investment for this, good ROI? If you put in 100,000 for something, does it save you any money? Putting more money or more effort in, will you gain something in return. IS it a good investment?

Standards for Evaluating Selection System: Legality

Are your selection processes legal?

Types of selection methods

Interviews

Cognitive ability tests: things like act and sat

Personality intelligence

Biological data (biodata): biological info to help choose someone for the job. This is like do you hire morning or night people. Do your biological data connect to what is seen to be successful in this position?

Physical abilities test: tests to show you can lift a certain amount of weight

Work sample test: do practices lectures to be a professor, etc

Drug tests

References

Recruiting sources

Internal sources (through internal job board)

Other orgs (similar or dissimilar)

Advertising and or internet

Professional associations

Colleges and unis

Direct applicants (through org websites)

Referrals

External recruiters

External recruiters

“Contingency” vs “Retained”: C are like bounty hunters, whoever finds someone to fill a job slot, you basically win. You get the extra commission. R is someone who is higher level and you work with them only to find someone to fill a role. They are skilled and know what they are doing, teh best at finding people. 

Roles and accountabilities

Importance of networks and understanding the organizations, functions, and or industry

Fees and timeframes

Things to remember about interviewing

Interviews typically have a very low validity (.00-.30) But most people think they have good interviewing skills

Interviews are a form of a selection system

Validity and reliability of interviews can be improvised by focusing on some basic issues

-Standardized process (structured interview guide)

-Interviewer skills (improve with training, experience)

-Multiple interviewers

-Coordinate and information sharing across interviewing team

Assessing different areas in interviews

Technical Skills: Job experiences, certifications, education, project leadership, associations, references, etc

Competencies: Performance record, project undertaken, 360 feedback results, etc

Culture fit: Life experiences, personal values, similar challenges faced in the past, similar cultures experienced in the past, desire for current culture, etc

Long term potential: Record of progress, scope of jobs held and progression, impact on organization, experience/ability to work with senior leaders, career progression and movement, learning orientation, etc

Three stories in an interview

The story the candidate wants to tell → candidate goal

The story the candidate doesnt want to tell → Interviewers goal

The story the candidate doesnt even know about → interviewers goal

Types of interviewing techniques

Competency based: Based on competencies like teamwork, etc

-Card sorting one variation. putting all the competencies of the company on cards and sorting on what is your strengths and weaknesses in order. 

Non-directive interview: A normal conversation and not a directed interview type of interaction 

Behavior Based/ Behavioral: The best predictor of behavior is based on past behavior. Asking questions about times you dealt with with an angry customer, when was a time you displayed integrity, etc.

-STAR model a common approach

Key Experience Interviewing: Talking about a key experience someone has, like a very big position they left

Future oriented/hypothetical (aka situational): If you were in this what would you do?

Internal interviews: five flaws

Failure to conduct a rigorous interview

Failure to take advantage of all available candidates information

Allowing new biases to enter into selection decisions

—2nd hand info, political issues, etc

Failure to provide feedback to candidates

Failure to us into for on boarding and or development