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Selection (Selection Stages (Choosing appropriate selection tools…
Selection
Selection Stages
Making the decision
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Assessment Centres
“An assessment centre is a process of using a range of work-related tests to assess the aptitude and skills of a group of candidates applying for a position” (Bloisi, 2007). They are “…used to assess, in depth, a group of broadly similar applicants, using a set of competencies required…and an indication of how these will play out in practice” (Torrington et al., 2017).
Performance is measured against a pre-determined set of competencies and job-related criteria (Torrington et al., 2017)
The assessment centre should be designed with the requirements of the job and also the needs of the organisation (Foot and Hook, 2011)
Assessors should be rigorously trained to observe candidate's performance (Wilton, 2016)
Overall performance is evaluated on the basis of a combination of all reports, i.e. the overall decision is not left to one (possibly) biased assessor (Torrington et al., 2017
The selection panel should compare notes and their assessment of each candidate (Foot and Hook, 2011). Some organisations use a scoring matrix, particularly when there are a panel of assessors (Torrington et al., 2017). Agreement should be reached on the best candidate based upon the selection criteria taken from the job analysis (Wilton, 2016)
References
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“References are another method of gathering information on applicants…popularity comes secondly only to the interview” (Foot and Hook, 2011)
Want to find out if they are a potential liability, and opinion must be avoided opinion must be from facts
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Shortlisting
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Foot & Hook
Shortlisting ensures effective, fair and efficient selection process
At least 2 people should shortlist independently. Note where applications meet and fall short of the person specification/competency profile. Separate all applications according to agreed criteria: suitable/possible/unsuitable. Rank the suitable candidates. Shortlist to confer on person specification/competency criteria only and select suitable number to call for interview. Use IT systems with caution
"There is evidence that bias may creep into assessments of CV's, on the part of the assessor" (CIPD, 2015)
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Trends in selection
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Also, the rise of ‘employer review sites’ (e.g. Glassdoor)
Technological developments such as using the internet to support and deliver recruitment and selection interventions
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Labour market shortages and fighting the war for talent – more focus now on identification of factors which affect applicants attraction to the organisation, focus on brand image and person-organisation fit (employer branding)
Importance of selection
Torrington et al., 2017
The ‘classic trio’, namely application forms, interviews and references, are traditional methods of selection
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In the end the selection decision is always subjective, but the choice of selection method and the way in which the process is carried out can make it much less of a lottery.
Candidate perceptions are critical and must be managed (whether the candidate is successful or not). Perceptions begin at the recruitment process but continue into the selection process. The psychological contract is initiated and must be managed from the outset (including for example response times). Need to ensure the person fits the criteria that was outlined as a result of the job analysis.
Objectives
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In order too
Forecast performance on the job and give information to applicants, so that they can judge whether or not they wish to accept an offer of employment
Definition
Wilton, 2016
Assuming an adequate number of appropriately qualified applicants for the vacancy, the firm then needs to shortlist the most suitable candidates to enter subsequent selection phase, using the selection criteria based upon the person specification.