assignment human capital

8/6/2019 Assignment Human Capital

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HUMAN

RESOURCES

MANAGEMENT

Recruitment and Selection

Fabian Gonzalez Hernandez

cod:B0297PHPH1110


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CONTENTS

PAG

INTRODUCTION 2

1. DESCRIPTION AND FORMULATION OF THE PROBLEMATIC AREA 4

2. OBJETIVES 5

3. RECRUITMENT AND SELECTION 7

3.1 Defining requirements 8

3.2 Attracting candidates 10

3.3 Selecting candidates 12

4. SELECTION METHODS 13

4.1 Interview 13

4.2 Test 17

5. DESIGN AND RECOMENDATIONS IN THE INTERVIEW 19

5.1. Errors in the selection Interview 19

5.2. Improving the selection interview 20

5.3. Structured Interview formats 21

5.4. Design and Implementation of the Selection Interview. 21

6. CONCLUSIONS 23

REFERENCE AND BIBLIOGRAPHY 24

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INTRODUCTION

Since ancient times can be known through history that man was selected congeners by certain

qualities, such selective procedures were of course very rudimentary. For example in ancient

Rome was a preference for rough work on black slaves for their strength. As time evolves

into a more appropriate selection based on objective observation of the qualities andcharacteristics of individuals, but it is only in the origins of applied psychology, when they

begin to make the first psychometric evaluation of men.

Applied psychology is all that procedure and method used in the practical application of

results and experiences provided by psychology. The psychological aptitude or

psychometrics is the branch of applied psychology, aimed at achieving practical results of

quantification any domain of human activity. Selective media persons for employment may

be placed in two main groups:

1. Traditional Methods: They are forms of selection based on custom, within these

issues are the following:

Recommendations: These are the product of friendship, hence not a proper form of

selection.

Reference letters: Inappropriate because it not always fit reality.

Reference oral: Better than before, this can delve into certain aspects that wish to

know.

Personal perception: The simple assessment may be wrong, but can simply involving

involuntary feelings of sympathy or antipathy for the election to be ineffective.

Curriculum Vitae: Has difficulty that the applicants ability is not verified in practice

Interview: There are many personality traits, but are not discussed in practical aspects.

Trial period: Effective, but if the admission was erroneous becomes a waste of time

for both parts.

2. Scientific Method: It consists of a selective system whose essential part is the

application of psychological tests, through which you can appreciate the individual, in

terms of personality, intelligence, knowledge and skills. The selective system contains

traditional methods due partly improved and has the following sequence:

Recruitment of candidates through appropriate sources

Filling the application containing the information required by the company

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Interview preparation based on data from the application

Conducting the interview prepared

Implementation of adequate consideration to the work to be performed

Check reference

Practice socioeconomic survey

Proper medical examination for the post

One or more interviews if required

It is evident then that this method is superior to the traditional, in that obtained characteristics

essential for the development of each job, and contains no less objective parameters that lead

to selection errors.

The selection of personnel is without doubt one of the most significant problems facing

organizations today. This is because the human resources of a company is directly related to

productivity or downtime of the same. Due to flooding of the unemployment rate affecting

the country and the world in general, the number of applicants per vacancy has increased

considerably and therefore the job or recruiters is becoming increasingly time consuming and

demanding.

Those responsible for this work within the organizations have on whether a big responsibility,

son can not fall into the vices commonly developed in the society, such as cronyism and

trafficking of influences that have engulfed these services to state and their institutions in atotal downtime, as people who work in it do not have the capabilities to efficiently develop

their work.

The recruitment should be based on an earlier study of the post that wishes to be occupied; it

must define the objectivity of the work and the features that should meet the guy who will do

it. After this study should proceed to issue information about the vacancy in the appropriate

means if its wants it can search agencies and job boards in schools or transfer and training

within the same company. It has a study on the approximate salary paid in other companies

for the same office, to avoid excesses or defects.

In conclusion, it sees the importance of recruitment at all levels of an organization, as theworker-productivity relationship is direct, irresponsible selection involves both economic and

waste of time.

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1. DESCRIPTION AND FORMULATION OF THE PROBLEMATIC AREA

Before the questions - if are the paper and pencil measures the most efficient solution to the

problem of interview validity?

-What factors should management consider in the selection process?

-What selection methods firms can use at the workplace to get the right staff?

In the following assignment will see the answer for this tough question and to provide all the

information and points of view possible, looking for to keep an objective position aboutpersonal considerations. Is important to say that is required to analysis what sort of company

process, methods and candidates it is talking about and develop a specific process, as well as

looking for create a good combination between the traditional (interview) and scientific (test)

methods. In addition nowadays, external and internal aspects that it will be analysed after

have to be revised and considered for the management, design strategies that can contributed

to improve and create new process and finally to develop and implement programs based in

goals and results.

Example No. 1. Hay Group. Global management consulting. Has created and structure for

many companies looking for to keep the balance between traditional and scientifics methods.

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2. OBJETIVES

To analyse if the scientific methods of recruitment and selection are the most efficient

solution to the problem of traditional methods.

To design a structure of information that let to know what sort of factors should be

consider by the management in recruitment and selection.

To provide options of selection methods that can be used by companies at the

workplace.

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3 RECRUITMENT AND SELECTION

Personnel selection is a process whereby through the use of appropriate techniques,

determine which of several people are best suited for their skills and personal qualities, to

perform the functions and activities on the vacancy to the satisfactions both of the worker andthe company that hires (Enterprise Zone, 2002)

The selection process includes specific steps to follow to decide which applicant will cover

the vacancy. Although the numbers of steps that follow different organizations vary,

virtually all modern companies come to a selection process. The role of the manager of

human resources is to help the organization identify the candidate who best meets the specific

job requirements and needs of the organization.

The selection of human resources is a system comparison and decision making, to have any

validity it is necessary to rely on a standard or criterion. Personnel departments use the

selection process to the recruitment of new staff the information provided job analysis.

The job description, human specifications and performance levels required for each

job.

The human resource plans in the short and long terms, which allow future vacancies

with some precision, and also allow drive the selection process in a logical and

orderly.

Candidates who are essential to having a group of people among which to choose.

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Graph 1. Effectiveness of the selection.

These three elements largely determine the effectiveness of the selection process. There are

additional elements in the selection process, which also must be considered: the limited

supply of employment, ethical, organizational policies and legal framework for the

registration of all activity. (Bertoli, 2002)

According to the Human Resources Management the recruitment and selection process

should be to obtain at minimum cost the number and quality of employees required to satisfy

the human resource needs of the company. The three stages of recruitment and selection

dealt are: (Armstrong, 2006)

a. Defining requirements: preparing job descriptions and specifications, deciding terms

and conditions of employment.

b. Attracting candidates: reviewing and evaluating alternative sources of applicants,

inside and outside the company, advertising, using agencies and consultants.

c. Selecting candidates: sifting applications, interviewing, testing, assessing candidates,

assessment centres, offering employment, obtaining references, preparing contracts of

employment.

Graph 2. Stage recruitment and selection.

3.1. Defining requirements:

The Project Management Institute (PMI) describes te process of staff selection in schematic

form, based on three base where the former refers to inputs to support the process, secondly

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CANDIDATES

ATTRACTION

CANDIDATES

SELECTION

REQUIREMENT

S DEFINITION

Human resource

Plan

Candidat

es

Job

Descri tion


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the techniques and tools to be used for its development, and finally the outputs, which

specifically refer to the results of the selection process.

This first part deals chiefly with the description of when and how it will distribute the project

staff. This information is broken down into a work plan, which can be formal or informal

and very detailed or very general. For the recruitment process will be successful is importantto note some characteristics of these people as experience, interest in participating in the

project, ability to work in groups and availability. Generally many of the organizations

involved in the projects have policies, which apply a guide for recruitment.

Once it has a qualified group of applicants obtained through the recruitment, it begins the

selection process, this phase involves a series of steps that add complexity to the decision to

hire and consume some time. These factors can be irritating for both candidates, who want to

start immediately, as managers of the departments with vacancies.

The selection process consists of a series of specific steps that are used to decide which

applicants should be hired. The process begins when a person applies for a job and endswhen it produces the decision to hire an applicant.

In many departments are integrated staff recruitment and selection functions in a single

function that can be called recruitment. The hiring function is associated with the personnel

departments, but also the selection process is important radical in human resource

management. Therefore, proper selection is essential in personnel management and even the

success of the organization (Bertoli, 2002)

Example 2. Pret A Manger ( England). Retail food, has a process in a recruitment centre

where people can apply and to know the specific functions at the same time. Also has a

hiring function integrated in this area.

The selection process is not an end in itself, is a means for the organization to achieve its

objectives. The companywill impose limits, as theirbudgets and policies that influence the

process. Limiting at times, these elements contribute to long-term effectiveness of the

selection. The goals of the company are best met when they impose clear guidelines, specific

to the specific circumstances in which they work, and contribute not only to the financial

success of the company but also the general welfare of the community .

The biggest danger to be avoided at this stage is that of overstating the competencies and

qualifications required. It is natural to go for the best, but setting an unrealistically high level

for candidates increases the problems of attracting them, and results in dissatisfaction whenthey find their talents are not being used. When the requirements have been agreed, it have to

be analysed under suitable headings.

Example 3. NASA. (USA) Has a extremely process where not everybody can join in. This

process involves biometrics measures that become highly safe.

There are various ways of doing this. The most familiar are the seven-point plan developed

by Rodger (1992) and the fivefold grading system produced by Munro-Fraser ( 1954).

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The Seven Point Plan The Fivefold grading system

1. Physical make-up 1. Impact on others

2. Attainments 2. Acquired qualifications

3. General Intelligence 3. Innate abilities

4. Special aptitudes 4. Motivation

5. Interest 5. Adjustment

6. Disposition

7. Circumstances

Table. 1. The seven Point Plan. The fivefold grading system. Source HRM Armstrong.

Job profiles: The information obtained in the job description will allow us to deduce the

demands and requirements of the person to fill the post or what is the same to get the ideal

candidate profile. The job profiles is a document that reflects those characteristics required

of a candidate to be selected to fill a position that we previously described by appropriate

analysis and job description.

The basic information of this instrument is detailed in three points:

Features specific: this section will be located those characteristics that the individual should

have noted in this case its existence or lack. Usually included in this section Age, military

service, sex, place of residence, drivers licence etc.

Knowledge: this section will reflect the components associated with the study and received

by the individual learning in both it is theoretical phase (lessons learned), as in the practical

phase (experience). Usually includes in this section academic training, specific training

related to the job, foreign language skills, computer skills. As for the experience listedaspects such as working time, experience in similar position, and experience in managing

peoples jobs.

Skills and personality traits: Appear in that paragraph on the one hand all the skills or

abilities that the individual must possess that will enable you to effectively develop the work

assigned, and on the other personality traits deemed appropriate to allow proper job

performance. In the section on skills often occur: level of intelligence, verbal aptitude,

numerical aptitude for spatial relations, capacity for analysis, synthesis, mechanical aptitude,

abstract reasoning, etc. As for personality traits should appear to be considered directly

relevant to the future performance of the job to be filled. Displayed aspects such as

emotional control, self-confidence, extroversion, introversion, creativity, responsibility,

leadership, etc.

3.2. Attracting Candidates

Attracting candidates is primarily a matter of identifying, evaluating and using the most

appropriate sources of applicants.

Before the selection of staff, is a recruitment phase, which aims to have the maximum

possible number of candidates interested in the position to be hedged. Is the whole set of

activities whose purpose is to provide enough candidates potentially valid, choose from thoseinitially considered more appropriate to start the selection itself. It is proper performance

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depend on the success or otherwise of the selection, because if it is recruit qualified

candidates, selection will fail. In addition, a greater number of potentially qualified

candidates recruited to play a role, more guarantees to find the candidate ideal.

The internal challenges generated by the organization itself have the following dilemma: in

general, managers of various departments want to fill the vacancies quickly, with the mostqualified to perform the function. Managers tend to wait for a vacancy to fill out an

application to proceed with new staff. Is likely that the policy of the company internal

determine, for example, that the post should be offered to internal staff for at least two weeks

before it is offered in the market outside. At the same time, make quick decisions in this area

implies a decrease in the number of qualified candidates. It is very likely that the human

resource manager be subjected to strong pressures.

Example 4. Addeco Global Recruitment Consultant. Has develop through on-line methods

diffents way to attract new talents and people, as well as provide information and training

developing skills and good conditions in the candidates.

Having a large and well qualified candidates to fill vacancies is the ideal situation of the

selection process. Some jobs are harder to fill than others. Particularly those that require

special skills. When a position is difficult to fill, there is talk of low selection ratio. When

filling is simple, is defined as a ratio as high selection. The reason for selection is the

relationship between the number of candidates finally engaged an the total number of

applicants, When an organization are often of the selection available, we can infer that the

level of suitability for the position of applicants and persons hired will be low.

Example 5. Robert Half. Financial Recruitment Consultant (UK). Says that the Market is

plenty of opportunities, but is just for the best, Half has taken a look at what can be expected

for the employment market in the year ahead. It said that it was expecting to see continued

demand for permanent employees, specifically those with exceptional commercial acumen

and hard to find skill sets. (The Wharf, January 2011)

Having previously defined the need to hire a person to fill a certain position, and once

developed the job profile raises the following question, Does the company the right person, or

have to look outside? If the answer to this question is yes, it makes an internal recruitment,

whether on the contrary is no external recruitment.

Internal recruitment: people targeted for recruitment inside the company, being able to

produce a raise or promotion, either rotation or transfer form another department. The searchand selection of the candidate within the company itself has several advantages:

- Rapid detection of potential candidates, so the investment of time and effort is

lower

- Higher degree of reliability of the decision, taken prior knowledge of

candidate performance

- Process integration easier and faster

- Motivation of staff

To be able to recruit internally is necessary to have an objective and updated knowledge of

staff, have clearly identified the staffing of the company in a database of Human Resources

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Management. In many cases it is possible to find the candidate sought from those who

already belong to the company, this is mainly for three reasons:

The profile you are looking for something unusual in the company, it happens when the size

of the company is limited and rare staff even minimally fit to what is required in the vacancy.

It also happens in companies with a very specific activity and little variation of functionsamong its employees. Requirements for special training: It happens when we look very

concrete specialists who usually are not abundant in the market or that they must possess

special studies. Need of a specific experience: This is usually for positions of ranks, which

require a thorough knowledge of the functions performed and market environments in which

the activity occurs in the company.

Example 6. SIAP ( Colombia). Customs Agency. Provides training to the employees

looking for create the future managers and directors, its policy is focus on to get people inside

first.

Example 7. Rent a Car. The purpose of Human Resource Management (HRM) is to hire,train and develop staff and where necessary to discipline or dismiss them. Through effective

training and development, employees at Enterprise achieve promotion within the company

and reach their full potential. This reduces the need for external recruitment and makes

maximum use of existing talent. This is a cost-effective way for a business to manage its

people.

The HRM function not only manages existing staff, it also plans for changes that will affect

its future staffing needs. This is known as workforce planning. For example:

the business may grow into new markets, such as Enterprise moving into truck rental

it may use new technology which requires new skills e.g. global positioning equipment

staff may retire or be promoted, leaving gaps which need to be filled.

External Recruitment: People are targeted for recruitment outside the company. It has the

following advantages:

- To promote openness to change positions, new approaches and methodologies

and in short an open business environment.- Use training investments made by other companies or by the candidates

themselves.

-

3.3. Selecting Candidates

The main selection methods are the interview, assessment centres and tests. The various

types of interviews and assessment centres are described in the next topic.

There is a choice between the main selection methods, What Cook (1993) refers to as the

classic trio consist of application forms, interviews and references. These can besupplemented or replaced by biodata, assessment centres and psychological tests. It has been

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demonstrated again and again that interviews are an inefficient method of predicting success

in a job. Smart (1983), for example, claims that only 94 out of 1.000 interviewees respond

honestly in conventional interviews. Validity studies such as those quoted by Taylor ( 1998),

produce equally dubious figures for conventional interviews and indicate that assessment

centres, psychometric tets, biodata and structured interviews are more accurate methods of

selection. For good and not so good reasons, organizations will retain interviews as the mainmethod of selection where assessment centres are inappropriate. But there is a very powerful

case for structuring the interview and a strong case for supplementing it with tests. The more

evidence that can be produced to help in making crucial selection decisions, the better.

Armstrong (2006)

Example 8-9. In Japanese companies in the UK include the establishesment of the Nissan

plant in Washington and Kumatsu in Newcastle. As described by Townley (1989), both

followed a conscious recruitment policy with rigorous selection procedures. Aptitude tests,

personality questionnaires and group exercises were used ant the initial pre-screening device

was a detailed biodata-type questionnaire, which enabled the qualifications and work history

of candidates to be assessed and rated systematically.

Verification of data and references :Specialists to answer some questions about the

candidate rely on data verification and references.. Many professionals who show great

skepticism about personal references, the objectivity of these reports is questionable.

Employment references and personal differ in describing the trajectory of the applicant in the

field of work. But also put into question these references and former superiors that may not

be totally objective.. Some employers may incur even reprehensible practices such as

communication with rumors or facts that are wholly owned by the scope of the privacy of the

individual .

Medical Exam : It is desirable that the selection process includes a medical examination of

the applicant. There are powerful reasons to take the company to verify the health of their

personal future: from the desire to prevent the entry of an individual suffering from a

contagious disease, to preventingaccidents , through the case of persons who are frequently

absent because of his constant health problems.

Example 10. National Police. ( Colombia) Before to hire people who join in the force, try to

evaluate carefully all the health conditions in the candidates. Has become in a very difficult

and determinant tools.

Results and feedback: The end result of the selection process resulting in new hires. If theitems before the selection was carefully considered and the steps of the selection is taken

properly, it is likely that the new employee is suitable for the job and productive

performance. A good employee is the best proof that the selection process was conducted

properly.

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4 SELECTION METHODS

4.1 Selection Interview

The interview is probably the most widely used method of recruitment, while the element that

often carries more weight when making a decision regarding the admission or non-admissionof the candidate. Despite the profusion of its use, is one of the least known and worst

instruments used in personnel selection. On the other hand, people that have not

implemented, often, knowledge and skills necessary to take useful judgments about the

candidate, or use a methodology to obtain good results. The interview has not demonstrated,

in general, have much validity; however we must continue to be used because, in addition to

its selective, have other important such as verifying the information given by the candidate,

the organization presenting it, establish a personal relationship the candidate and give it the

opportunity to resolve some doubts about their future work. Moreover, the technique of the

selection interview can be really improved. In this regard, numerous studies point to the

format used to increase the reliability and validity of it. We must also bear in mind that,

normally, should not be used as one element of assessment, but must be accompanied by

other methods to supplement information.

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Despite being subjective, the personal interview is the most influential factor in the final

decision on acceptance or otherwise of a candidate for the job. The selection interview should

be conducted with great skill and tact, to really produce the desired results. It also has many

applications: choice in the recruitment, selection, counselling and guidance, performance

evaluation, termination, etc.

Given the central role played by specialist staff in the hiring decision, the awareness of the

importance of their work and the certainty that any action will be reversed unethical against

them is essential. The special favors granted to the recommended, the rewards and gifts,

exchange of services and all other similar practices are not only ethically reprehensible, but

also high risk. The human resource manager must remember that a contract obtained through

bribery introduces the organization to a person who not only is not ideal and it will appear

refractory to all personnel policies, but also refer to the administrator with the contempt

deserves a corrupt official.

The selection interview is a formal and in-depth talks, conducted to assess suitability for the

position with the applicant. The interviewer is set as intended to respond to two generalquestions: Can the candidate perform the job? How does it compare against other people who

have applied for the job?

The interview is a communication system linked to other systems in terms of five basic

elements:

1. Source: the candidate who possesses personality characteristics, limitations,

habits, ways of speaking, history, problems, etc. This item comes from the

message.

2. The transmitter: coding instrument that transforms the message into words.

gestures or expressions. Verbal ability and expression of the candidate and the

interviewer is related to how to encode information for transmission.

3. Channel: in the interview at least two channels, the words (most important)

and gestures.

4. The tool to decipher: the recipients of information (interviewee and

interviewer) can interpret (decode) messages differently.

5. The destination: to whom it is intended to convey the message.

During the interview the five steps above operate on probabilistic and not deterministic,

since noise may occur or transfer any or all.

The interviews allow communication in both directions: the respondents obtained information

about the applicant and the applicant obtains the organization.

Interview Types

The interviews were conducted between a single representative of the company and an

applicant (respondent). The questions asked by the interviewer can be structured,

unstructured, mixed solution ofproblemsof stress or provocation.

Unstructured interviews: Allows the interviewer to ask questions not covered

during the conversation. The interviewer asks about different issues as they arise, as

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common practice. What is even more severe, this approach may overlook certain

areas of skills, knowledge or experience of the applicant.

Structured interviews: based on a framework of predetermined questions. The

questions are set before you start the interview and all applicants must answer.

This approach improves the quality of the interview, but does not allow the interviewer toexplore the interesting or unusual responses. So the impression of interviewer and

interviewee is to be subjected to a very mechanical process. They may even feel discouraged

many applicants to participate in this type of process.

Mixed Interviews: In practice, the structure is the most used mixed, although each of

the other plays an important role.

the interviews display a strategy mixed with structural questions and questions are not

structural. The structural part provides a database that allows comparisons between

candidates. The unstructured part of the process adds interest and allows an initial

understanding of the specific characteristics of the applicant.

Stages of the selection interview:

a) Preparation: The selection interviews, determined or not, must be prepared or planned in

some way. Although the degree of preparation varies, but should be sufficient to determine

The specific objectives of the interview; The method for achieving the objective of the

interview, and The maximum amount of information about the candidate interviewed.

b) Environment: can be of two types. Physical: the location of the interview should be

comfortable and just for that purpose; Psychological: the climate of the interview should bepleasant and cordial.

c) Development of the interview: is the crucial step in the process, in which information is

obtained both components want. The interview is conducted, when the interviewer follows a

course previously established, which serves as a checklist, and usually uses a form that

follows the order of the employment application. This process is simple, fast and easy

because it requires minimal annotation. This allows the interviewer to focus on the subject

and not in the annotations or the sequence of the interview. The interview is free or not

addressed: when you follow the course of the question-answer-questions, when there is a road

preset for each interview. In an interview initially sought to contact the candidate to obtain

information about his life and his career. His childhood, education, degrees obtained inschools where he studied, how I face the work entrusted to it, the reasons why he split the

companies where they work. There should be opportunity for dark periods of his life go

unnoticed. The interviewer's role is very important in the interview.

Completion of the interview: For the ending is a similar need. The interviewer should make a

clear signal the end of the interview. The candidate has to receive some information about

what to do in the future.

e) Evaluation of candidate: As soon as the interviewee leaves, the interviewer should start

the task of evaluating the candidate, since the details are fresh in your memory.

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Interview done in a supportive environment where there is freedom for the person to express

without fear of criticism, rebuke, the discussion, which is determined to provide a thorough

picture of the feelings, beliefs and motivations of the interviewee. The depth interview is

perhaps the most widely used technique to obtain information or know what you think

people, in which is formed by an interviewee and an interviewer has been used and is still

used for multiple purposes and for a variety of areas: lawyers to obtain information fromclients, doctors to learn about their patients, staff or teachers determine the suitability of

students for schools, departments, etc.. However, only recently, the interview has been

steadily employed for scientific, laboratory and field.

The interview includes several dimensions: it expands and tests the scientific knowledge

obtained or facilitates bringing the human being's daily life knowledge and scientific

manufacturing, and allows the reflection of the interviewee to "that thing", object of this

study, which may not is fixed or known.

ADVANTAGES DISADVANTAGES

Provide opportunities for interviewers to ask

probing questions

Can lack validity as a means of making sound

predictions of performace

Enable interviewers to describe the job and

organization in more detail

Rely on the skill of the interviewer, but many

people are poor at i

Provide opportunities for candidates to ask

questions about the job and to clarify issues

concerning training, terms and conditions

Do not necessarily assess competence in

meeting the demands of the particular job

give the company and the candidate the

same opportunity to assess each other.

Can lead to biased and subjetives

judgements by interviewers.

INTERVIEW

Table 2. Interview. Advantages and Disadvantages.

Example 11. ScottishPower. Recognises that it is powered by people. Human Resource

Management (HRM) is concerned with organising and looking after people in the

workplace. On a day-to-day basis this includes recruitment, selection, training and

development and assessing staff performance. An important part of HRM is workforce

planning. This involves getting the right people in the right place at the right time. It also

involves identifying the numbers of people required to enable the business to operate at full

efficiency. These people need to have the right skills to do the job.

4.2 Tests

Suitability tests are tools for assessing the compatibility between candidates and job

requirements. Some of these tests involve psychological testing, others are exercises that

simulate the conditions of work. The management-level positions are often too complex and

difficult to measure the suitability of candidates. Results are computed, it obtain the means

and the candidate achieves a score. It is not necessary to add that the process is considerably

expensive and desirable only in certain circumstances.

The validity of a test of intelligence means that the scores remain significantly related to the

performance of a function with another important aspect. To demonstrate the validity of a test

can be used two approaches: the rational and practical demonstration.

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The practical demonstration approach: based on the degree of validity of the

predictions that the test allows establishment.

The rational approach: based on the content and development of the test. This is usedwhen practical demonstration can not be applied due to the insufficient number of

subjects examined does not allow validation.

There is a wide range of psychological, knowledge and simulation tests to support the

selection process, but it is important to note that each test has utility limited and can not be

considered a universal instrument.

Psychological tests focus on personality: They are among the least reliable.. Its

validity is questionable, because the relationship between personality and

performance is often very vague and suggestive.

They are based on the analysis of samples of human behavior, examined under

regulatory conditions, verifying the ability to try to generalize and predict such

behavior as manifested in a particular way of working.

Knowledge test: are more reliable because they determine information and

knowledge held by the examiner. The knowledge tests are aimed at assessing the level

of ideas, knowledge and skills acquired through study, practice or exercise. dependingon how the tests are applied, include: Oral-verbal questions and answers;

Translations: written questions and answers; In production: performance of work, try

typing, design or operation of a vehicle or parts manufacturing.

As the area of knowledge, evidence may be general when they have to do with

notions of culture and general knowledge and specific expertise when asked directly

related to the charge in question.

Performance tests: measure the ability of candidates to perform certain functions of

his office.

The answer tests graphic: measure physiological responses to certain stimuli.

The fitness tests: used in the selection process, are finally only one of the techniques

employed. Its use is limited to the measurementof examinable and verifiable factors.

Simulation techniques: Together with the results of psychological tests and

interviews, the candidate is subjected to a simulated situation of an event usually

associated with the future role to play in the enterprise, providing a more realistic

expectation about their future conduct in office.

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It is essential to choose tests that meet the four criteria of sensitivity, standardization,

reliability and validity. It is very difficult to achieve the standards required if an

organization tries to develop its own test batteries unless it employs a qualified

psychological Society.

Without ensuring that they make a proper contribution to the success of the

predictions for which the battery is being used. The five criteria for the use of

psychological tests produced by the IPD (1997) are:

1. Everyone responsible for the application of tests including evaluation,

interpretation and feedback should be trained at least to the level of

competence recommended by the British Psychological Society

2. Potential test users should satisfy themselves that it is appropriate touse tests at all before incorporating tests into their decision-making

processes.

3. User must satisfy themselves that any tests they decide to use actively

measure factors which are directly relevant to the employments

situation.

4. Care must be taken to provide equality of opportunity among all

individuals required to take test.

5. The results of single tests should not be used as the sole basis for

decision making. This is particularly relevant with regard to

personality test.

5 DESIGN AND RECOMENTATIONS IN THE INTERVIEW

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5.1. Errors in the Selection Interview

The figure summarizes some of the most common misstatement in an interviewer. An

interview is weak when there is no climate of trust, key questions were omitted. Another

source of errors which arise from the acceptance or rejection of the candidate by factors other

than potential performance. An interview with errors can result in the rejection of qualified or(Equally serious) in hiring the wrong people for the job.

The most common mistakes when making a selection interview are:

Poor or no

planning

The interviewers did not operationalize its goals.

Interviewers do not plan or structure.

The interviewers did not know enough about the position being

hedged.

Psychiatricapproach

The interviewer assumes the role of amateur psychiatrists.

The candidate is evaluated on the basis of inappropriate criteria.

Interviewer

errors

They put up personal attitudes, prejudices and stereotypes.

The decision was biased by first impressions. (In fact, a study

shows that almost 90% of decisions are made according to the first

five minutes).

Table 3. Errors in the selection Interview.

Probably the greatest shortcoming of the selection interview is the way applicants are

assessed. Very often the interviewers try to get an overall picture of the candidate and his

personality in the short duration of the interview. Is a translation of what the candidates do or

have done what kind of people are, in terms of features and basic characteristics. These

features, commonly are poorly defined, taking a step from easy to define conduct some

unobservable and poorly defined features. Much of the lack of validity and reliability of

many interviews are precisely due to this translation. The evaluation process can be

summarized as follows:

Gather information about past behavior and current behavior.

Translate it into inferred traits and poorly defined. Move the traits to expectations about how the candidate perform the job.

Based on the existence of these errors and poor training of many interviewers, not surprising

that the validity found in many interviews (validity is a concept used to estimate the extent to

which a measurement technique that measures to be measured, in our case performance in a

job) is equal to chance. That is, similar results would be achieved by rolling the dice and

deciding according to them, conducting an interview

Interviewed Errors

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The five most common errors made by interviewers are trying distracting techniques, too

much talking, bragging about past achievements, not listening and not being properly

prepared for the interview.

Example 12. Neil owen, director of greather London Operations for Robert Halfs said

recruitment remains complex and candidates need to take whatever measures are necessaryto ensure they stand out from the crowd. Employers are looking for individuals who possess

outstanding communication and business acumen as well as the ability to improve

efficiencies, manage expenditures and position the company for growth opportunities. By

demonstrating this, candidates will be in the drivers seat when negotiating salaries or pay

raises.

5.2 Improving the Selection Interview

Despite this, one can be optimistic that the interview can be a great help in making decisions

about hiring or not a candidate.

Recent research has shown a more optimistic view of that was about the validity of the

interview. This validity depends largely on the format of the application of the instrument and

the reduction of errors of perception by the interviewer. An important fact that recent studies

have provided refers to the findings regarding the importance of the structure of the interview

as a moderator variable: unstructured interviews (eg, without a predetermined battery of

questions and / or without specific rating scales ) had a corrected validity of 0.31, while

structured interviews reached a corrected validity coefficient of 0.62.

Finally, interviews conducted by a panel of interviewers obtained valid than those others in

which the interview was conducted by one person. In short, there seems to be some evidence

for the modest validity of all types of job interview and, above all, it seems clear that

structured interviews are more valid than the little or no structured.

5.3 Structured Interview Formats

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As suggested by Arvey and Campion in his review of 1992, there appears to be positive

evidence for the validity of the interviews based on job analysis. These interviews obtained

valid than those that do not rely on this analysis. Since the 1980's, has reported several novel

developments in the format of the interview:

Behavior description interviews (The BDI (Behavior Description Interviews) is anapproach to the past conduct of the individual. Are based on the idea that the best

predictor of an individual's behavior is past behavior. The BDI comprises a series of

evaluation questions about the past behavior of the individual in work situations. one

possible question to ask an aspiring commercial technician might be: "A customer

requests that the product will reach the company by a certain date, but you know that

the production department can not meet the deadline. When he gave this in his

previous job as the problem solved? ". For different positions are also different issues

arise. Several empirical studies have examined the validity of the BDI. The BDI

provided, according to studies, a correlation coefficient, statistically significant with a

criterion of success in the work of 0.54, which was much higher than that obtained

from interviews with a standard format (0.07). Location interviews. The SI (Situational Interviews) focus on what the candidate

should do in a particular situation. They are based on future behavior related to

current behavior. if they consist of a series of situations that are proposed to the

candidate, it must describe what would in each of these situations. For example, one

possible question for a business management would be: "A customer calls the

company to complain about a bug in the machine that sent him. You can not count on

that time with no department responsible for maintenance or sales. What would you

do? ". The SI involves the development of a highly structured evaluation guide.

Several studies have examined the SI. Have reported validity coefficient between 0.30

and 0.46. Reliability coefficients between 0.67 and 0.71, for reliability among

interviewers from 0.76 to 0.87.

5.4 Design and Implementation of the Selection Interview

The fundamental objective of the selection interview is to collect data to develop a view

about the candidate and make a decision about your suitability for the position of the

organization we want to cover. In addition, the interview served to qualify the biographical

data provided, the applicant establish a personal relationship and allow to raise questions

about the position and organization. The interview usually fail for their content. To properly

design an interview should take the following steps:

Know and define the objectives sought.

Determine the general approach and the type of interview. The interview more

effective in recruitment we have seen that is structured. However, it should not be

limited to a mere examination of the issues that we wish to consider. There must be

flexibility, allowing to be carried out in a natural environment and that the interview

is a sample of the subject's behaviour and it should be reflected consistently as

possible. Thus, a semi-structured approach may be most appropriate as it allows,

even having identified the issues to be treated, certain flexibility, using different

interview techniques and communication.

Consider the format. Finding one that matches the objectives of the interview.

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Develop a list of topics and questions to ask the candidate. It is clear that this list of

issues and questions should be based on a methodical analysis of previous work. This

analysis will reveal the most relevant aspects of the job. This point relates to what we

call "requirements profile" or job profiles.

Many job interviews are not planned. Often the interviewer will be presented over acandidate without having thought carefully about the interview to be undertaken. Interview is

likely to fail if the interviewers do not know their objectives and develop a plan to achieve

them. The lack of planning leads to an unstructured interview in which any thing is spoken

quickly became the subject of the interview.. Is much less structured the interview, be less

reliable. On the other hand, is of fundamental importance that the interviewer knows the job.

Develop a comprehensive plan for the interview is not difficult. Interviewers must:

Know your objectives.

Designing the interview so that you can get all of them.

Know the best possible job.

A scheme of the interview may be:

Establish a good relationship. Start by introducing yourself and explaining the job and

the organization they are representing. In explaining the job should not detail

precisely what is to prevent the candidate change his behavior and to fit as much

information to it. Warmly welcome the candidate. Search from any candidate data

that can serve to initiate an informal conversation that lasts until you consider that the

subject's anxiety level has dropped sufficiently. This friendly chat so that the

interview will be developed with greater freedom and fluidity. And do not expect the

candidate to set a schedule for the interviews to allow a safety margin for unforeseen

delays.

Setting the agenda. Briefly explain the objectives of the interview and propose a brief

outline of it. Thus candidates may feel more relaxed, knowing what comes next. This

agenda will help keep order and will set standards for when a candidate intends to

skip a stage.

Gather information. The main point of the interview. With this information may

respond to two crucial questions of the interview: Can the candidate perform the job

successfully? You want the candidate to play the position?.

Describe the job and organization. It's time to give a detailed description of the job,

conditions, and the organization. Answer the questions you ask the candidate. Compliance-oriented phase of the

candidates' goals: to gather information about the company and the position and sell

themselves.

Finish the interview. Thank the candidates spent time and inform them of the steps

that will further the selection process.

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6 CONCLUSIONS

Was defined each topic about the process and methods in the recruitment and

selection process and was possible to analyse the advantages and disadvantages of the

scientific and traditional methods, focusing in tests and interview.

Although of the difficulty with the interview, It is believe that is a necessary method

in the process the selection and can not be replaced for any other methods, even the

most developed systems of psychological test. This is very useful tools in all kind of

process one to one.

Was designed a structure of information that provided information about the processand methods that the management have to consider when have to recruit personnel,

following the order in terms of steps and logical ways, looking for the most

appropriated depends of the organization a administrative models.

The strategies and recommendations are implemented in the effectiveness of the

interview and provide some tips and advices looking for build and minimize the

problems of the interview and taking the tests as a support and complement.

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REFERENCES AND BIBLOGRAPHY

Personal Experience as a consultants in company in Colombia ( SIAP), Also as a part

time work in UK ( Pret a Manger)

Robert Half (January 27 2011). Futures bright for best people. The Wharf newspaper

p 16.

Michael Armstrong (2006). A Handbook of Human Resource Management Practice.

Chapter 27 -28-29

Hay group. http://www.haygroup.com/ww/Index.aspx

Project Management Institute. http://www.pmi.org.uk/

Addeco. http://www.adecco.co.uk/

IPD. http://www.cipd.co.uk/subjects/recruitmen/selectn/selection-methods.htm

The times 100. http://www.thetimes100.co.uk/case-study/topic/#
http://www.haygroup.com/ww/Index.aspxhttp://www.pmi.org.uk/http://www.adecco.co.uk/http://www.cipd.co.uk/subjects/recruitmen/selectn/selection-methods.htmhttp://www.thetimes100.co.uk/case-study/topic/#http://www.haygroup.com/ww/Index.aspxhttp://www.pmi.org.uk/http://www.adecco.co.uk/http://www.cipd.co.uk/subjects/recruitmen/selectn/selection-methods.htmhttp://www.thetimes100.co.uk/case-study/topic/#

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