Selection methods in recruitment - Essay Example

? Selection methods in recruitment Table of Contents Introduction 3 Selection Methods in Recruitment 4 Critical Analysis 5 Selection in Organizations- Practical Applications 8 Conclusion 11 Reference 12 Bibliography 13 Introduction The selection of personnel and assessment activities are some of the integral parts of organizational existence. The economic climate and global business environment have witnessed a dynamic increase in the rates of staff turnovers and the consequent reorganization of organizational structures along with the eradication of the traditional concept of ‘job for life’. Consequently there has been an increase in pressure to fill up the vacant positions in the organization with the most appropriately skilled personnel. Additionally the quality of human resources recruited in organizations and their fitness with the structures and processes in the organization also account for the competitive strength of these organizations. The decisions about selecting a candidate and classifying applicants according to the predictions about their work behaviours in future are becoming increasingly critical. There are ample methods and procedures before a company for selecting candidates or making promotion decisions about their employees. Different kinds of assessment techniques are also at their disposal. However, these techniques are commonly seen to fail in the long run. It is seen that there is either a mismatch of skills, or work behaviours different from that expected or even an increase in the staff turnover, depicting a failure of the selection or assessments methods employed for recruiting them. Extensive research has been conducted to trace the reasons for such failures and the ways to eliminate them. However, it is seen that despite the low accuracy of such selection techniques in predicting job performance firms continue to employ them and they remain widely used in today’s organizational scenario. The present assignment seeks to bring forth the reasons why they continue to be popular modes of selection in organizations despite their high failures. It also presents an evaluation of the other selection methods used in organizations. Selection Methods in Recruitment The common modes of section in organizations are interviews, bio data, structured interviews, psychological tests, assessments centres etc. Along with skill testing to analyse the fitness of a personal in a particular job, personality tests are also conducted for evaluating heir behavioural fit into the culture of the organization. With the advent of technology and the wide use of the internet, organizations have been increasing undertaking online tests for evaluation of candidates. Interviews are the most common practice of validating tools and skills of candidates to examine how relevant they are and how well they can predict the subsequent performance of the candidate in the organization. Even though the job relatedness of the conventional selection techniques does not follow any particular pattern and are considered to be low they are widely used in organizations despite the fact they are considerably unreliable, subjective and invalid. While the necessity of interviews in some form or the other is accepted in organizations, there emerge questions over its validity and reliability when a firm relies on it completely. One explanation which had been forwarded by researchers is that different interviewers assess candidates different and such irrelevant aspects such as race, sex, appearance, age are given prominence which introduces biasness in the way interviewer evaluate the candidate. Structured interviews conventionally include questions which are developed though a form of job analysis which consequently limits the subjectivity of the assessment. Conducted through standardised procedures structured interviews brings a direct link between the content of the interview and success of the job. However, despite having a high degree of validity and relatedness structured interviews have the drawback of removing the interpersonal aspects which are highly valued in organizations. In this regards, interviews have successfully retained its popularity since it serves a diverse purpose and not just merely assesses the candidates such as ‘selling the job’ to the candidate and communicating organizations norms and values (U.S. Office of Personnel Management, 2008, p.3-4). Special tests such as psychological and psychometric tests are conducted for assessing mental abilities and characteristics of candidates. These are standardized methods of gaining some response from a candidate which is the compared with a comparable sample of people. The disadvantage associated with these tests is that the expected financial benefit of their use is much less as compared to the costs associated with purchasing them. It is the mystique and confusion surrounding these tests which prevents its widespread usage. A comparatively advanced method of selection is through assessment centres which use a range and combination of different assessment techniques to attain an accurate and clear indication of the candidate’s competence. Screening and selection of candidates are a prerequisite for the recruitment process in the organization. However, such imperfections are noted with this system such as the assumptions that the way a candidate has responded in a certain situation provides grounds for him to respond in the very same way in future under similar circumstances (Meyer, et al., 2001, p.128-129). Critical Analysis Systematic models of selection which are based on the resourcing cycles does not necessarily imply that the processes are scientifically proven and are underpinned by scientific methods and reasoning. Pilbeam and Corbridge have noted that even the most suitable selection methods fall short of providing full predictive validity. McHugh and Thompson (2009) have gone further to take a critical view of the general use and validity of the candidate selection methods. With regards to the use of personality tests in the selection mechanism these authors have out forth the view that using such tests employers are trying to do anything which makes them take a systematic decision. These authors have particularly discredited the use of such selection methods as polygraphs for detecting lies. Despite various criticisms levelled against the different methods of selection, the conventional process continues to be perceived as best carried out under in a sequential and linked stage of gathering pool of applicants, followed by the screen out process, followed by the positive steps of the actual selection of candidates. This logical flow of activities is regarded by researchers as essential for attaining the minimum threshold of results and effectiveness (French & Rumbles, 2010, p.179). Moreover, it cannot always be possible for an employee to deliver maximum level of performance when recruited in a job. Crucial stages of the resourcing cycle occur post the selection process. It is important that organizations recruiting candidate take a longer term prediction as to how the candidate is expected to perform in future. This calls for the importance of probationary period implemented after selection of a candidate. In the probationary work setting, employers can assess the future performance and potential of the candidate in the organizational setting. The resourcing cycle must extent in the post selection period and the phase of induction. The early phases of employment and selection of a candidate are considered to be extremely crucial both for successful integration of a foreign culture with the workplace cultures and structure and also development of the worker as a fully functional entity. Researchers have been particularly cautious about the evaluation of the process of selection in order to ensure it success and effectiveness. Thus the final stage of the resourcing cycle must end with evaluation of the selection process followed by the reflection on the lessons learnt in the process along with their implication in future (French & Rumbles, 2010, p.179). Assessment and psychological tests which tap the prospective personality and interpersonal styles of candidates along with their response to certain stressful situations have gained increasing importance both among the human resource professionals in the industry and also the researchers and practitioners. Particular focus has been provided to online tests in this regards since online tests have lately emerged as the most popular for conducting psychological tests on candidates. Personality testing through the internet had been greatly criticised by researchers Mooney (2002). The conventional person “job fit” tests are considered to be extremely unscientific, lacking norms and are not regulated properly. The developers of such tests are also not seen to be providing specific predictive validity on their modes of selection through the online psycholiigcal tests. Thus recently organizations are found to reply mostly on traditional methods of recruitment and selection, i.e., general intelligence quotient, structured interviews, references, work samples, official transcripts etc. (Piotrowski & Armstrong, 2006, p.490). A large extent of the success of selection and recruitment procedures in organizations depend on the fairness with which they are conducted. According to Gilliland (1993), decisions take during the course of recruitment and selection of candidates must be essentially fair and admissible which also those candidates who are rejected. Evidences suggest that candidates remained concerned about the procedural justice, i.e., the extent to which they felt selection procedures were fair and the extent to which the selection methods were related with their job and selection procedures were explained to them completely (French & Rumbles, 2010, p.184). According to Anderson et al (2001), fairness is directly associated with the selection mechanisms used in the process. While interviews, work samples and resumes are considered to be methods well regarded, graphology or hand writing tests were considered to be low in terms of fairness. Ability tests and personality tests are given intermediate evaluation in terms of fairness. This is directly associated with the concept of face validity, i.e. the extent to which the methods are valid and plausible to the eyes of the candidates under evaluation. Anderson points out that it is employers must be as much careful about choosing the methods of selection with the aim to retain credibility among applicants as assessing the predictive values of these mechanisms (French & Rumbles, 2010, p.184). Fairness in selection mechanisms also extends to the domain of discrimination and equality of opportunities in services. For example, in UK, the present legislations are intended to encourage unlawful discrimination based on grounds of nationality, age, race, ethnic origin, marital status etc. The law identifies not only direct discrimination but also indirect ones in which provisions applicable for the groups are different and for this each one affects the other. The Equality and Human Rights Commission has rightly identified headhunting or recruitment as one of the areas in which indirect discrimination has large scope to occur. Effectiveness of selection procedures is all about ensuring that all candidates are provided with the same opportunity to maximise their potential and improve upon their self development such that they can contribute towards the organization effectively. It must thrive on the belief that candidates from diverse backgrounds can bring in innovative and fresh ideas, new perceptions about the ways in which work is conducted and improvement in efficiencies and delivery of better services and products (French & Rumbles, 2010, p.184). Selection in Organizations- Practical Applications Extensive research has been conducted to find the reasons why selection mechanisms turn out to be unsuccessful in future in organizations. While there is no single method which could be considered appropriate and error free, researchers Stolovitch and Keeps (1999) have brought forth four essential components in a selection method which cold minimise the degree of errors considerably and reduce the possibilities of choosing the wrong candidates in the organization substantially. This is provided in the following table (Jensen, n.d.). Figure 1: Necessary tasks in a selection method (Source: Jensen, n.d.) Researchers have particularly emphasized on the need for thorough job analysis and clarifying each and every relevant task completely on the part of the employer. Additionally the identification of performance objective would surely define the performance expectation from the employees. Moreover identification of the critical job skills and qualifications required for the purpose are considered to be some of the most essential steps in the process. Goal analysis is also considered essential in the process. Translating the skills, characteristics and knowledge of the job from an abstract language into observable and measurable performance based on the tasks and assignments associated with the position have also been accounted for essential components of selection methods by researchers. Both the technical and the non technical requirements must be considered equally when developing the list of essential skills and knowledge (Jensen, n.d.). Characteristics inclusive of personal attributes such as self confidence, initiatives, and willingness to learn new things must be considered. Stolovitch & Keeps (1999) have rightly recognised the fact that organizations can now base their selection procedures on the theory that if candidates possess the above basic qualities they can be trained to perform their jobs effectively in future and can be more likely to be successful. They have mentioned that carefully generated list of hiring criteria can be effective for employers to evaluate resumes correctly and identify the right applicants for considering further (Jensen, n.d.). Some of the applicants’ reflections have been noted with regards to their perceptions and reactions to the candidate selection practices such as interviews and tests. Candidates have been seen to suffer through stereotype threats which influence their performance during selections. Examples like Black’s performance on physical tasks; women performing in mathematics tests etc influences candidates’’ performances in selections (Ployhart, 2011, p.874). Generally selection methods are considered favourable when they are perceived as consistent, face valid or job related and completely explained. In certain cases the actual test performance and motivation are greatly enhanced through the process. Face validity and job relatedness are the most important perceptions in the process. Demographics of candidates show little relationships with the different results and outcomes, although the personality based perceptions are found to be somewhat stronger with such criteria as test-taking motivation and conscientiousness. Work samples and interviews are perceived by candidates most favourably. This is followed by the cognitive ability tests, personality tests, followed by ‘bio data’ and honesty tests. References and resumes although perceived as favourable but not significantly are rated higher than cognitive ability tests (Ployhart, 2011, p.874). Conclusion Selection procedures and their accurateness in choosing the right candidates are regarded as few of the most important activities in today's organizations for retaining an edge in the competitive world of business. Huge staff turnover and lower performance than expected are some of the costs organizations are required to bear out of application of unsuitable methods of selection. Commonly interviews, bio data, structured interviews assessment centres and psychological tests are used for selecting candidates. Organizations have also been greatly replying on online psychometric tests which are subjected to wide criticism from authors and researchers today. Each of these methods are subjected to criticisms, however, they were widely followed in organizations nevertheless. Despite criticisms, researchers have identified some of the basic necessities in selection procedures to reduce errors to a bare minimum. These include vivid description of the job position, accurate description of knowledge, skills and persona characteristics, accurate determination of the selection criteria and finally development of an objective and systematic procedure for candidate selection. Fairness in selection criteria are also considered to be of prime importance for effectiveness of such programs. Researchers have also emphasized on the need to evaluate both technical and non technical skills of candidates. Attributes like self confidence, openness to learning, initiatives are considered some of the basic aspects for selecting candidates. They have also opined that if these aspects are available in the candidates the remaining skills and expertise can be developed in the candidate through training and they would be also be more likely to perform effectively in the organization in future. Reference French, R. & Rumbles, S. (2010). Recruitment and Selection. CIPD. [Pdf]. Available at: http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B291-3D5CD4DE1BE5/0/9781843982579_sc.pdf. [Accessed on March 07, 2012]. Jensen, K. (No Date). Selection Systems. [Online]. Available at: http://edweb.sdsu.edu/people/arossett/pie/Interventions/selectionsystems_1.htm#top. [Accessed on March 09, 2012]. Meyer, G. J. (2001). Psychological Testing and Psychological Assessment. A Review of Evidence and Issues. Vol. 56, No. 2, 128-165 DOI: 10.1037//OOO3-O66X.56.2.128. . [Pdf]. Available at: http://drrobertcochrane.com/files/amp562128.pdf. [Accessed on March 07, 2012]. Piotrowski, C. & Armstrong, T. (2006). Current Recruitment and Selection Practices: A National Survey of Fortune 1000 Firms. North American Journal of Psychology, 2006, Vol. 8, No. 3,489-496. © NAJP. [Pdf]. Available at: http://org8220renner.alliant.wikispaces.net/file/view/Selection_recruitment_fortune+1000.pdf. [Accessed on March 07, 2012]. Ployhart, R. E. (2011). Journal of Management. Journal of Management 2006 32: 868. DOI: 10.1177/0149206306293625. SAGE Publications. [Pdf]. Available at: http://www.uk.sagepub.com/wilton/Online%20readings/Chapter%206/Ployhart%20article.pdf. [Accessed on March 09, 2012]. U.S. Office of Personnel Management. (2008). Structured Interviews: A Practical Guide. [Pdf]. Available at: http://apps.opm.gov/adt/contentfiles/siguide09.08.08.pdf. [Accessed on March 07, 2012]. Bibliography Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page Publishers. Dale, M. (2004).Manager's guide to recruitment and selection. Kogan Page Publishers. Dessler, G. & Varkkey, B. (2009). 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