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THE PBC POCKETBOOKOF SELECTION METHODS
All rights reserved. No part ofthis publication may be reproduced,distributed, or transmitted in anyform or by any means, includingphotocopying, recording, or otherelectronic or mechanical methods,without the prior writtenpermission of the publisher, exceptin the case of brief quotationsembodied in critical reviews andcertain other noncommercial usespermitted by copyright law.
Copyright © 2016by Peter Berry Consultancy
Peter Berry ConsultancyLevel 8, 201 Miller Street North Sydney , NSW 2060
+61 2 8918 0888info@peterberry.com.auwww.peterberry.com.au
T H E A I M I S S I M P L E :
U S E T H E M O S T P R E D I C T I V E A S S E S S M E N TM E T H O D S , W H I L E E N S U R I N G A P O S I T I V E
C A N D I D A T E E X P E R I E N C E .
CANDIDATE EXPERIENCE VS . PREDICT IVE VAL ID ITY | 03
THE PBC POCKET BOOK OF SELECT ION METHODS | 04
Designing a best practiceassessment process is not easy.Numerous factors need to beconsidered and reconciled.
Two of the most importantconsiderations today should bethe candidate experience andthe predictive validity of theassessment methods used. The candidate experiencebegins at the application stage,and continues right through tothe reference checking andoffer stage. Every interactionwith the organisation leaves theperson with an impression ofhow they value their people,which may affect their decisionto accept or reject your offer.
The predictive validity of theassessment method refers tothe extent to which theperformance on the assessmentmethod (e.g. interview) is ableto predict actual jobperformance.
Assessment methods that arehigh in predictive validity willincrease the likelihood ofidentifying the best candidatesfor their organisations.
In practice, reconciling thecandidate experience with themost valid methods ofpredicting job success is a fineart. Many assessment methodsthat are high in predictivevalidity will not necessarilyprovide a positive candidateexperience and vice versa.
In this booklet, we discuss someof the most frequently usedassessment methods withcommentary regarding eachmethod’s typical predictivevalidity and associatedcandidate experience,
We also provide insight intohow the candidate experienceand the reliability can beimproved.
Quality of assessment
activities
Assessor skills
ASSESSMENT CENTRE
Ensure the activities
measure the relevant
competencies
It needs to be well run,
ensuring candidate
comfort and accessibility
Ensure assessors are
appropriately trained
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
High, but depends on It generally provides a
positive experience for
the candidate as it
allows them to
demonstrate their
competencies more
than once in different
situations
THE PBC POCKET BOOK OF SELECT ION METHODS | 05
D E F I N I T I O N :An assessment centre is a multimethod, multirater process of assessingcandidates against job related capabilities. Candidates are observed andevaluated by multiple assessors in simulated work environment.
C A N D I D A T EE X P E R I E N C E
Relevance of test to
role
Availability of
appropriate test norms
Reliability and validity
of test items
Different, but
equivalent, forms of
the test, being
available
COGNITIVE ASSESSMENT
Ensure appropriate
selection of test
If the candidate has
internet difficulties,
provide option to sit the
test in person on site
Test administrators
appropriately trained
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
High, but depends on Candidate’s experience
can be good depending
on their internet
connectivity and stability
if completing online
It also depends on the
candidate's comfort with
cognitive tests
THE PBC POCKET BOOK OF SELECT ION METHODS | 06
D E F I N I T I O N :Cognitive testing measures a candidate’s ability to learn quickly, comprehendinformation, and use logic and reasoning to solve a variety of problems. Workplacecognitive tests include general mental ability tests and aptitude tests. These can becompleted online or onsite.
Appropriate alignment
with the role based on
criterionrelated
research
Availability of
appropriate norm group
"Fakability" (easier to
fake if it is easy to
guess what the items
are measuring)
Use of appropriate
report output
PERSONALITY ASSESSMENT
Appropriate selection of
assessment and report
output
Validity is further
enhanced when
combined with cognitive
abilities
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
High, but depends on Candidate’s experience
can be positive if they
are comfortable
completing self
assessment measures
They might also enjoy
not having time
pressure
THE PBC POCKET BOOK OF SELECT ION METHODS | 07
D E F I N I T I O N : Personality assessments identify a person’s natural behavioural tendencies.Most often completed online.
Interviewer's skills
Use of rolerelevant
and competency
based interview
questions
Evaluation method
must be considered
and aligned with
competencies
STRUCTURED INTERVIEW
Provide interviewer
training for consistency
and quality
Ensure good interview
design
Panel interview may be
better than individual
interview due to the risk
of individual biases
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
High, but depends on Candidates' experience
can be good depending
on the interviewer style
and skills
THE PBC POCKET BOOK OF SELECT ION METHODS | 08
D E F I N I T I O N :
A structured interview comprises a series of competency based questions that arealigned to the competencies required in the role. Responses to such questionsare evaluated against predetermined success criteria and interviewers are trainedin how to interview and evaluate fairly and consistently. Structured interviewstypically inquire about past behaviour but they may also investigate behaviour inhypothetical situations. It can be conducted via video if necessary.
Quality of simulation,
i.e. how well it elicits
the desired behaviours
and accurately reflects
the applied setting
Quality of evaluation
guidelines
Interrater reliability
and consistency
WORKPLACE SIMULATIONS
Trial the exercise to
ensure sufficient content
and context are provided
to elicit the desired
behaviours
Incorporate feedback
from subjectmatter
experts to ensure
appropriateness of tasks
Ensure raters are
properly trained
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
Moderate to high, butdepends on
It can provide the
candidate with a
realistic job preview
Allows the candidate to
demonstrate their
practical knowledge and
approach to real life
situations
THE PBC POCKET BOOK OF SELECT ION METHODS | 09
D E F I N I T I O N :Workplace simulations or work samples are assessments that are based on actualwork tasks, for example, role plays, business case studies, group discussions, andpresentations.
Relevance to the role
requirements
Ability to measure the
required competencies
Strong and validated
scoring system
SITUATIONAL JUDGMENTINVENTORIES
Ensure the activity
measures the relevant
competencies
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
Moderate to high, butdepends on
Can be fun to take
Does not feel like an
assessment
Provides some realistic
job preview
THE PBC POCKET BOOK OF SELECT ION METHODS | 10
D E F I N I T I O N :Situational judgement inventories present candidates with a brief workrelatedsituation and then ask how they should or would respond, typically using multiplechoice options. The situations are usually derived from critical incident interviewswith job experts and represent real situations that are fairly common, but difficultor challenging to address.
Relevance to the role
requirements
Ability to measure the
required competencies
GAMIFICATION
Ensure the activity
measures the relevant
competencies
Ensure it does not
discriminate against
those with less
experience with it, if
technology is not an
inheritent job requirement
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
Low, but depends on Can be fun to take
Does not feel like an
assessment
THE PBC POCKET BOOK OF SELECT ION METHODS | 1 1
D E F I N I T I O N :Gamification is the concept of applying game thinking and game mechanics toonline recruitment activities. Candidates become engaged in work relatedscenarios that enable them to demonstrate their problem solving capabilities.
Lack of structure and
consistency
Increased risk for
interviewer bias
UNSTRUCTURED INTERVIEWS
Provide interviewer
training to reduce bias
and provide a more
standardised interview
process
Structured interviews
tend to be more valid
than unstructured
interviews, and may
enable a more consistent
candidate experience
M A X I M I S I N GV A L I D I T Y A N DE X P E R I E N C E
C A N D I D A T EE X P E R I E N C E
P R E D I C T I V EV A L I D I T Y
Low, related to Candidate experience's
can be positive
depending on
interviewer's style and
skills
THE PBC POCKET BOOK OF SELECT ION METHODS | 12
D E F I N I T I O N :An unstructured interview occurs when questions asked of the candidate donot directly relate to the competencies required in the role. As such, there is alack of a structured evaluation process and interviewers may ask differentquestions of each candidate.
P R E D I C T I V EV A L I D I T Y
S E L E C T I O NM E T H O D
Low
Assessment Centre
Cognitive Assessment
Personality Assessment
Structured Interview
Workplace Simulations
Situational Judgment
Inventories
Gamification
Unstructured Interviews Low
Low *
Moderate to High *
High *
High*
High*
High *
Moderate to High*
THE PBC POCKET BOOK OF SELECT ION METHODS | 1 3
* Conditions Apply
Hamari J., Koivisto, J., Sarsa, H. (2014). Does Gamification Work? ALiterature Review of Empirical Studies on Gamification. IEEE. DOI:10.1109/HICSS.2014.377
Kramar, M., & Schuler R. (2000). Human Resource Management inAustralia. Sydney, NSW: Longman
Ployhart, R. (2012). Personnel Selection: Ensuring SustainableOrganizational Effectiveness Through the Acquisition of HumanCapital. The Oxford Handbook of Organizational Psychology. SteveW. J. Kozlowski (Ed.). 1. Oxford, UK: Oxford University Press. DOI:10.1093/oxfordhb/9780199928309.013.0008
Robertson, I.T., & Smith, M. (2001). Personnel Selection. Journal ofOccupational and Organizational Psychology, 74, 441-472.
Schmidt, F., & Hunter, J. (1998). Validity of Personnel AssessmentMethods: 85 years of Research Findings. The Validity and Utility ofSelection Methods in Personnel Psychology: Practical andTheoretical Implications of 85 Years of Research Findings.Psychological Bulletin, 124, 2, 262-274.
Schmitt, N. (2014). Personality and Cognitive Ability as Predictorsof Effective Performance at Work. Annual Review of OrganizationalPsychology and Organizational Behavior, 1, 45-65. DOI:10.1146/annurev-orgpsych-031413-091255
Reference List
ABOUT PBC & HOGAN
Peter Berry Consultancy (PBC)represents Hogan AssessmentSystems (Hogan) in Australia. For thepast 25 years, PBC has providedcustomerfocused, evidence basedsolutions that enable organisations toselect the right people, develop keytalent, build better leaders, andenhance organisational performance.
Hogan is an international testpublisher that delivers personality andcognitive ability assessment solutions.Hogan’s international research teamsets industry standards forinternational selection anddevelopment testing, and haspositioned Hogan as a global leader inassessments.
PBC and Hogan draw on the latestfindings and research practices todevelop new assessments, reports,and other tools to meet emergingmarket needs.
Peter Berry ConsultancyLevel 8, 201 Miller Street North Sydney , NSW 2060
+61 2 8918 0888info@peterberry.com.auwww.peterberry.com.au
Peter Berry ConsultancyLevel 8, 201 Miller Street North Sydney , NSW 2060
+61 2 8918 0888info@peterberry.com.auwww.peterberry.com.au
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