TABLE OF CONTENTS
2.0 THE SELECTION METHOD CONCEPTS
3.0 THE JOB INTERVIEW
* 3.1 RELIABILITY AND VALIDITY OF THE JOB INTERVIEW
* 3.2 STRUCTURING THE CONTENT OF THE INTERVIEW
4.0 INTERVIEW IS THE BEST SELECTION METHOD?
6.0 LIST OF REFERENCES
Workforce planning is a systematic process in which the organization identifies the human resource needs and have it aligned to meet the organization’s goals, visions and missions. Comprising of several diverse roles in the Human Resource function itself, it is the core duty for every personnel department to manage it’s staffing effectively by recruiting, delivering and developing the people as well as the internal environment appropriately for the organization (Rees and French, 2010). Selecting the right people for the right job with the right attitude allows the company to excel and meet it’s objective efficiently. The process of employee selection which contributes to a large portion of the sustainability and profitability of a company calls for the need of Human Resource Management. The hiring process of a good candidate for a job involves three basic steps; recruitment, selection and socialization. It is very costly for an organization when poor hiring decisions are made. Problems deriving from poor hires are largely high cost of rehiring and retraining, friction amongst staffs as well as resentment of other better workers. Selection is basically the process of making a “hire” or “no hire” decision regarding each applicant for a job (Anderson and Shackleton, 1993). There are several methods established by Human Resource (HR) experts when it comes to selecting the best candidates for any job positions. Methods include work simulation, psychometrics tests, situational judgements evaluations, assessment centres and many more but the most commonly used selection tool would be the job interview. The job interview typically precedes the hiring and is favoured by interviewers to evaluate candidates.
2.0 THE SELECTION METHOD CONCEPTS
Selection of employees determines the overall quality of an organization’s human resources. Letters of recommendation, application forms, ability tests, personality tests, honesty tests, interviews, assessment centres, drug tests, reference checks, background checks and handwriting analysis are all common selection tools used by organizations. When using these techniques, the HR should be aware of two concepts which are important for selection tools – reliability and validity. Being concept to measure the predictive validity and reliability of future job performances, it is the most important property when assessing an employee for selection (Schmidt and Hunter, 1988). The concept of reliability and validity are interrelated. Reliability is the prerequisite for validity. For example, a test can be reliable but invalid, however, a test cannot be valid if it is not reliable. Reliability
Reliability means that the selection methods, tests and ensuing results are consistent and do not vary with time, place or different subjects (Tyson et all 1996). For instance, an employee sitting for a test has to produce the same result every time, though at different points of time. The measurement of reliability almost always involve some irregularity due to constraints such as the difficulty to simulate the same conditions and parameters for an assessment. Other factors which could hinder the measure would be errors such as contamination error. For example, an interviewer might rate an average job candidate lower than what is supposed due to pressure from other job duties or personal reasons. Therefore, perfect reliability when assessing an employee rarely happens due to unwanted influences. Validity
Validity purports to measure how far a correct prediction of success in employment has been made. Validation then...
References: Anderson, N., and Shackleton, V., (1993) Successful selection interviewing. 1st ed. Oxford: Blackwell UK
Campion, M., Palmer, D., and Campion, J. (1998) ‘Struturing employment interviews to improve reliability, validity, and users’ reactions’. Current Directions in Psychological Science, 7(3), pp.7.
CIPD (2012) Selection methods. Available at: http://www.cipd.co.uk/hr-resources/factsheets/selection-methods.aspx. [Accessed 17th March, 2013]
Cubiks (2013) Tried and tested: the best selection methods might change their form but they will never go away. Available at: http://www.cubiks.be/Informatiecentrum/ThoughtLeadership/Pages/thought_leadership_best_selection_methods.aspx [Accessed 17th March, 2013]
Rees, G., and French, R., (2010) Leading, managing and developing People. 3rd ed. London: CIPD
Schdmidt, F., and Hunter, J., (1988) ‘The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings’. Psychological Bulletin [Online]. 124(2), pp.262. Available at:http://www.moityca.com.br/pdfs/SchmidteHunter1998.pdf [Accessed 15 March 2013].
Tyson, S., and York, A., (1996) Human resource management. 3rd ed. Oxford: Made Simple Books
Wiesner, W., and Cronshaw, S. (1988) ‘A meta-analytic investigation of the impact of interview format and degree of structure on the validity of the employment interview’. Journal of Occupational Psychology [Online]. 61, 275. Available at:http://boardoptions.com/jobinterviewpredictivevalidity.pdf [Accessed 16 March 2013].
Wilk, S.L. and Cappeli, P. (2003) ‘Understanding the determinants of employer use of selection method’. Personnel Psychology, 57, pp.103-124.
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