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Assessing and selecting the right applicant<br />by Fluid <br />March 2010<br />
Page 2<br />Contents<br />3-4 		Introduction to Fluid<br />5-7		Refining the selection process<br />8-10		Filtering job ap...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed...
Selection</li></ul>-  Attraction<br />-  Remuneration & Reward <br />-  Outplacement<br />-  Training & HR consultancy<br />
Page 5<br />Refining the selection process<br />
Page 6<br />Refining the selection process 1 of 2<br /><ul><li>To avoid spending hours interviewing unsuitable candidates,...
Streamline your paperwork and try to cut administration costs as much as possible
When developing an online questionnaire prior to interview, make sure it is tailor made and specifically matches the requi...
Try to find out whether there are any potential hidden costs in your recruitment tools. For example, not all candidates ha...
Get to know all the teams or individuals responsible for implementing the new procedure, and co-ordinate team meetings so ...
Page 9<br />Filtering job applications 1 of 2<br /><ul><li>Develop clear job descriptions
Use targeted advertising
Think about the application method
Consider automated selection
Profile the candidate as well as the role
Ensure that interviewers know what to look for
Monitor recruitment activity closely</li></li></ul><li>Page 10<br />Filtering job applications 2 of 2<br /><ul><li>Have cl...
Advertise in specialist press/media
Brush up the skills of all interviewers
Redeploy resources to the areas with the greatest need</li></li></ul><li>Page 11<br />Age discrimination<br />
Page 12<br />Age discrimination<br /><ul><li>Age discrimination laws protect both the young and old from discrimination
Discrimination can be justified if it is a proportionate means of achieving a legitimate aim
The test of justification is vague, and difficult to predict
Employers should avoid stereotypical assumptions as to the impact of age and experience on ability
Employers may be driven to labourious assessment processes to avoid the risk of being found to have acted on unjustified a...
Page 14<br />Exercise A<br />
Page 15<br />Selection processes<br />
Page 16<br />Selection processes 1 of 2<br /><ul><li>Pick a role
Obtain selection data
Obtain employee performance data
Carry out a simple analysis
Compute the ROI
Apply the findings</li></li></ul><li>Page 17<br />Selection processes 2 of 2<br /><ul><li>Evaluating the selection process...
Evaluation is statistically straightforward and can remove cost from the organisation
Make sure performance data is as accurate and fair as possible by providing guidelines for managers
Take time to understand the findings by placing them in the context of the organisation
Present findings to senior management and propose improvements based on objective data
Squeeze as much as possible out of the findings</li></li></ul><li>Page 18<br />Ability tests<br />
Page 6<br />Ability tests<br /><ul><li>Verbal reasoning
Numerical reasoning
Analytical ability</li></li></ul><li>Page 20<br />Personality tests<br />
Page 21<br />Personality tests<br /><ul><li>Kolb Learning Styles inventory
Parent Adult Child
Fundamental Interpersonal Relations Orientation</li></li></ul><li>Page 22<br />Choosing the right assessment tools<br />
Page 23<br />Choosing the right assessment tools 1 of 4<br /><ul><li>Have a clear purpose
Identify your needs
Do your research
Consider your resources
Understand the context
Seek advice
Try on for size</li></li></ul><li>Page 24<br />Choosing the right assessment tools 2 of 4<br /><ul><li>JARGON BUSTER
Face validity
Predictive validity
Norm groups
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Assessment and Selection March 2010

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One day interactive workshop designed and delivered in Birmingham to an audience of HR professionals, recruiters and line managers from both the public and private sectors. The session covered the latest developments and hot topics for organisations facing vast numbers of applicants when vacancies are posted.

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Transcript of "Assessment and Selection March 2010"

  1. 1. Assessing and selecting the right applicant<br />by Fluid <br />March 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-7 Refining the selection process<br />8-10 Filtering job applications<br />11-12 Age discrimination<br />13-14 Exercise A<br />15-17 Selection processes<br />18-19Ability tests<br />20-21Personality tests<br />22-26 Choosing the right assessment tools<br />27-28 Exercise B<br />29-31 Selecting women<br />32-34 Assessing board members<br />35-40 Getting the best from your test<br />41-42Using tests for coaching<br />43-46 Assessment centres<br />47-49 Assessment centres-worth the cost?<br />50-51 Case studies<br />52-53 Exercise C<br />54-55 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Refining the selection process<br />
  7. 7. Page 6<br />Refining the selection process 1 of 2<br /><ul><li>To avoid spending hours interviewing unsuitable candidates, start thinking about processes that really test the personality and skills of potential candidates before they reach interview stage
  8. 8. Streamline your paperwork and try to cut administration costs as much as possible
  9. 9. When developing an online questionnaire prior to interview, make sure it is tailor made and specifically matches the requirement for a particular role to filter out applicants who may not have the right aptitude</li></li></ul><li>Page 7<br />Refining the selection process 2 of 2<br /><ul><li>Put together a mix of questions so that candidates can’t pre-empt them, and so there are no real right or wrong answers
  10. 10. Try to find out whether there are any potential hidden costs in your recruitment tools. For example, not all candidates have access to a computer so there needs to be a paper version as well
  11. 11. Get to know all the teams or individuals responsible for implementing the new procedure, and co-ordinate team meetings so that everyone is clued up at all times</li></li></ul><li>Page 8<br />Filtering job applications<br />
  12. 12. Page 9<br />Filtering job applications 1 of 2<br /><ul><li>Develop clear job descriptions
  13. 13. Use targeted advertising
  14. 14. Think about the application method
  15. 15. Consider automated selection
  16. 16. Profile the candidate as well as the role
  17. 17. Ensure that interviewers know what to look for
  18. 18. Monitor recruitment activity closely</li></li></ul><li>Page 10<br />Filtering job applications 2 of 2<br /><ul><li>Have clear job descriptions and role profiles
  19. 19. Advertise in specialist press/media
  20. 20. Brush up the skills of all interviewers
  21. 21. Redeploy resources to the areas with the greatest need</li></li></ul><li>Page 11<br />Age discrimination<br />
  22. 22. Page 12<br />Age discrimination<br /><ul><li>Age discrimination laws protect both the young and old from discrimination
  23. 23. Discrimination can be justified if it is a proportionate means of achieving a legitimate aim
  24. 24. The test of justification is vague, and difficult to predict
  25. 25. Employers should avoid stereotypical assumptions as to the impact of age and experience on ability
  26. 26. Employers may be driven to labourious assessment processes to avoid the risk of being found to have acted on unjustified assumptions</li></li></ul><li>Page 13<br />Exercise A<br />
  27. 27. Page 14<br />Exercise A<br />
  28. 28. Page 15<br />Selection processes<br />
  29. 29. Page 16<br />Selection processes 1 of 2<br /><ul><li>Pick a role
  30. 30. Obtain selection data
  31. 31. Obtain employee performance data
  32. 32. Carry out a simple analysis
  33. 33. Compute the ROI
  34. 34. Apply the findings</li></li></ul><li>Page 17<br />Selection processes 2 of 2<br /><ul><li>Evaluating the selection process is key to choosing high performers
  35. 35. Evaluation is statistically straightforward and can remove cost from the organisation
  36. 36. Make sure performance data is as accurate and fair as possible by providing guidelines for managers
  37. 37. Take time to understand the findings by placing them in the context of the organisation
  38. 38. Present findings to senior management and propose improvements based on objective data
  39. 39. Squeeze as much as possible out of the findings</li></li></ul><li>Page 18<br />Ability tests<br />
  40. 40. Page 6<br />Ability tests<br /><ul><li>Verbal reasoning
  41. 41. Numerical reasoning
  42. 42. Analytical ability</li></li></ul><li>Page 20<br />Personality tests<br />
  43. 43. Page 21<br />Personality tests<br /><ul><li>Kolb Learning Styles inventory
  44. 44. Parent Adult Child
  45. 45. Fundamental Interpersonal Relations Orientation</li></li></ul><li>Page 22<br />Choosing the right assessment tools<br />
  46. 46. Page 23<br />Choosing the right assessment tools 1 of 4<br /><ul><li>Have a clear purpose
  47. 47. Identify your needs
  48. 48. Do your research
  49. 49. Consider your resources
  50. 50. Understand the context
  51. 51. Seek advice
  52. 52. Try on for size</li></li></ul><li>Page 24<br />Choosing the right assessment tools 2 of 4<br /><ul><li>JARGON BUSTER
  53. 53. Face validity
  54. 54. Predictive validity
  55. 55. Norm groups
  56. 56. Self-report questionnaires
  57. 57. Situational judgement tests</li></li></ul><li>Page 25<br />Choosing the right assessment tools 3 of 4<br /><ul><li>MEASURING ROI FROM ASSESSMENT
  58. 58. Identify your objectives
  59. 59. Work out the costs and benefits of testing
  60. 60. Tailor generic tests
  61. 61. Enlist top-level support
  62. 62. Use assessment to build your employer brand
  63. 63. Reuse assessment data
  64. 64. Exploit technology to improve efficiency
  65. 65. Ensure that assessments are fair</li></li></ul><li>Page 26<br />Choosing the right assessment tools 4 of 4<br /><ul><li>Choose the most appropriate assessment tools for the economic climate
  66. 66. Ensure that recruitment processes are robust
  67. 67. Assessment can help you to build your employer brand
  68. 68. Programmes should be aligned with business objectives
  69. 69. Data from testing has a shelf life of about two years
  70. 70. Assess only the stronger candidates using the most labour-intensive methods
  71. 71. Ensure that tests do not leads to indirect discrimination</li></li></ul><li>Page 5<br />Exercise B<br />
  72. 72. Page 6<br />Exercise B<br />
  73. 73. Page 29<br />Selecting women<br />
  74. 74. Page 30<br />Selecting women 1 of 2<br /><ul><li>Business benefits of employing more women
  75. 75. What makes an Employer of Choice for women?
  76. 76. Legally attracting more applications from women
  77. 77. Genuine Occupational Qualifications, Skills and Experience
  78. 78. Finding the right people
  79. 79. Ensuring interviews are fair</li></li></ul><li>Page 31<br />Selecting women 2 of 2<br /><ul><li>Actions speak louder than words
  80. 80. Constructive feedback
  81. 81. Welcoming and supporting women in the workplace
  82. 82. Avoiding a backlash from other employees
  83. 83. Checklist</li></li></ul><li>Page 32<br />Assessing board members<br />
  84. 84. Page 33<br />Assessing board members 1 of 2<br /><ul><li>The Chairman, Chief Executive, nomination committee and the evaluation team meet to outline the general process and identify any particular matters that need to be examined.
  85. 85. A questionnaire covering issues such as the board’s composition and team effectiveness is given to each director.
  86. 86. An interview guide is prepared based on an analysis of the returned questionnaires.</li></li></ul><li>Page 34<br />Assessing board members 2 of 2<br /><ul><li>The self-assessments from directors are examined and views taken from all relevant parties, including senior executives. Directors may also be asked to assess the performance of the Chairman, their peers and the board as a whole as well as the performance of key committees.
  87. 87. All input is analysed and tested against corporate governance standards and the practices of comparable organisations.
  88. 88. The chairman is presented with specific, practical recommendations on how to improve performance. </li></li></ul><li>Page 35<br />Getting the best from your test<br />
  89. 89. Page 36<br />Getting the best from your test 1 of 5<br /><ul><li>Create consistency
  90. 90. Is the test user friendly?
  91. 91. Brief candidates
  92. 92. Provide easily accessible support
  93. 93. Ensure equivalence
  94. 94. Can your system cope?
  95. 95. Keep data safe
  96. 96. Feedback</li></li></ul><li>Page 37<br />Getting the best from your test 2 of 5<br /><ul><li>DOS AND DON’TS
  97. 97. Don’t choose a test that takes too long
  98. 98. Don’t allow the technology to set the agenda
  99. 99. Don’t overcomplicate the process
  100. 100. Don’t skimp on training
  101. 101. Don’t stick to an old favourite
  102. 102. Don’t assess staff and then do nothing with the data
  103. 103. Don’t keep people in the dark about what you are doing</li></li></ul><li>Page 38<br />Getting the best from your test 3 of 5<br /><ul><li>DOS AND DON’TS
  104. 104. Do be sure about your objective
  105. 105. Do calculate your sums
  106. 106. Do weigh up the true costs of recruitment
  107. 107. Do make sure job specifications are up-to-date
  108. 108. Do try the tools yourself
  109. 109. Do use tools early to filter the quality of applicants
  110. 110. Do give feedback to all applicants
  111. 111. Do put providers on the best contract</li></li></ul><li>Page 39<br />Getting the best from your test 4 of 5<br /><ul><li>Identify your target
  112. 112. Pick a test
  113. 113. Make it appropriate
  114. 114. Engage your people
  115. 115. Beat the cheats
  116. 116. Don’t use in isolation</li></li></ul><li>Page 40<br />Getting the best from your test 5 of 5<br /><ul><li>BEFORE-Gain trust
  117. 117. DURING-measure and evaluate
  118. 118. AFTER-share and discuss</li></li></ul><li>Page 41<br />Using tests for coaching<br />
  119. 119. Page 42<br /><ul><li>Tests or competencies?
  120. 120. Which test?
  121. 121. Context is key
  122. 122. Offer a plan
  123. 123. Avoiding discrimination</li></ul>Using tests for coaching<br />
  124. 124. Page 43<br />Assessment centres<br />
  125. 125. Page 44<br /><ul><li>ACTIVITIES USED BY EMPLOYERS IN ASSESSMENT CENTRES
  126. 126. Welcome and introduction
  127. 127. One or more interviews
  128. 128. Group exercises
  129. 129. Role-play exercises
  130. 130. Psychometric tests
  131. 131. Written analysis exercise
  132. 132. Presentations by candidates
  133. 133. Presentations by employers</li></ul>Assessment centres 1 of 3<br />
  134. 134. Page 45<br />Assessment centres 2 of 3<br /><ul><li>TYPE OF JOB ASSESSMENT CENTRES ARE USED FOR
  135. 135. Graduates 64%
  136. 136. Senior managers 60%
  137. 137. Middle managers 62%
  138. 138. Line managers 46%
  139. 139. Management trainees 24%
  140. 140. Senior specialist & technical staff 42%</li></li></ul><li>Page 46<br /><ul><li>HOW TO SET ONE UP
  141. 141. Be clear about objectives
  142. 142. Look for competencies rather than ‘nice to haves’
  143. 143. Ensure the assessment reflects the working environment
  144. 144. Limited the competencies that you measure
  145. 145. Have a good variety of exercises to let candidates shine
  146. 146. Don’t overlook the details when staffing
  147. 147. Don’t cut corners on training observers
  148. 148. Give feedback to everyone, not just the successful ones</li></ul>Assessment centres 3 of 3<br />
  149. 149. Page 47<br />Assessment centres-worth the cost?<br />
  150. 150. Page 48<br />Assessment centres-worth the cost? 1 of 2<br /><ul><li>ALL VACANCIES
  151. 151. Upper quartile
  152. 152. Median
  153. 153. Lower quartile
  154. 154. MANAGEMENT
  155. 155. Senior
  156. 156. Middle
  157. 157. Line</li></li></ul><li>Page 49<br />Assessment centres-worth the cost? 2 of 2<br /><ul><li>Graduates
  158. 158. Management trainees
  159. 159. Senior specialist & technical staff</li></li></ul><li>Page 50<br />Case studies<br />
  160. 160. Page 51<br />Case studies<br />
  161. 161. Page 52<br />Exercise C<br />
  162. 162. Page 53<br />Exercise C<br />
  163. 163. Page 54<br />Conclusion & Questions<br />
  164. 164. Page 55<br />Conclusion<br />Summary<br />Questions<br />
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