This document provides guidance on developing valid and effective selection tools and processes for global talent acquisition. It discusses conducting a robust job analysis to identify key competencies, developing selection tools such as assessments and interviews, addressing cultural and literacy concerns, demonstrating business impact through metrics like cost savings, and complying with legal standards. The overall goal is to identify candidates with the greatest potential while promoting fairness, diversity, and a positive candidate experience.

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Dr. Shreya Sarkar-Barney
President & Founder
Human Capital Growth

3. Dr. Victoria Davis, GPHR, SHRM-SCP
Global Talent Management &
Organizational Development Consultant
davis.va@gmail.com
www.linkedin.com/in/victoriaadavis/
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Talent
Management
Excellence
Leadership
Excellence
US India
We help organizations achieve talent management
excellence and leadership excellence using science,
analytics, and empathy.

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AUDIT
Pinpointing opportunities
STRATEGY
Leading with intelligence
ANALYTICS
Fine tuning intelligence
EDUCATION
Shaping minds
Talent Management Excellence
Leadership Excellence
ASSESSMENT
Accurate insight on candidates
DEVELOPMENT
Inspiring growth & excellence
TEAM ALIGNMENT
Help leadership teams
win
www.humancapitalgrowth.com

6.  Post & Source
 Screen & Assess
 Interview & Select
 Offer & Background Check
 Hire & Onboard
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1. Guiding principles for developing
evidenced-based selection tools
2. Developing selection tools (e.g.,
conducting robust job analyses,
assessment design, & validations)
3. Building a compelling business case
4. Considering cultural & literacy concerns
5. Measuring success

8.  Examples of legal & professional considerations
◦ Society for Industrial Organizational Psychology (SIOP)
◦ ISO (the International Organization for Standardization)
◦ International Testing Standards
◦ Uniformed Guidelines, EEOC, OFCCP (U.S.)
◦ Society for Human Resource Management (SHRM)
◦ Unions, Contracts, Work Councils
◦ Privacy Regulations (e.g., EU)
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Guiding
Principles
Identify
candidates with
greatest
potential
Encourage
employee
diversity
Promote test
fairness
Apply efficient
& effective
hiring practices
Demonstrate
ROI
Achieve
business &
cultural
alignment
Support
employee
performance
Cultivate
employer
brand

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 Understand the jobs (e.g., conduct a robust job analysis)
◦ Describe responsibilities of the jobs
◦ Identify what tasks are performed & how frequently
◦ Define the knowledge, skills, abilities, & other characteristics
critical to job success (KSAOs)
◦ Group similar jobs together based upon common
competencies or job tasks, when possible
◦ Select critical competencies to be included in selection tools
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Selection Tools
Abilities
Knowledge
Skills

11. 1111
3
4
2
POTENTIAL
PROJECT
APPROACH
Development of Selection
Tools & Process
Validation & Refinement of
Selection Tools & Process
Launch Tools
1 Job Analysis
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Ongoing Monitoring &
Program Evaluation

12.  Demonstrating validity
◦ Operational Validity – Applicant Perceptions
◦ Predictive Power – Job Relatedness
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13.  Demonstrating validity
◦ Operational Validity – Applicant Perceptions
◦ Predictive Power – Job Relatedness
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Assess
current
employees
Gather
performance
data
Perform
analyses
Create
scoring
algorithm
Concurrent Validation Study

14. Cognitive ability test*****
Work sample test*****
Structured interview*****
Job knowledge test****
Job tryout****
Integrity test****
Unstructured interview***
Assessment centers***
Biographical data (e.g.,
resume/job application)***
Conscientiousness test***
Reference check**
Job experience (years)*
Education (years)*
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*****highest validity
***moderate validity
*least validity
Hunter, J.E. & Schmidt, F.L. (1998). The validity and utility of selection methods in personnel
psychology: Practical and theoretical implications of 85 years of research findings. Psychological
Bulletin,124(2). 262-274

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Focus on jobs that have the:
• Highest headcount
• Highest number of applicants per job posting
• Greatest early turnover
• Longest time for a new employee to reach proficiency
Know your data:
• Retention metrics (30, 60, 90-day turnover)
• Turnover costs
• Time to fill
• Cost per hire
• Cost per interview cycle (e.g., interviews per hire & time spent interviewing)
• Training costs
• Literacy challenges (reading, language, or computer)

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Cover Critical
Competencies
Make Assessment
User Friendly
Make instructions always
accessible
Present few items per page
Accompany with audio
Employ basic web navigation
Use multiple languages
Keep assessment brief
Use text sparingly & at low
reading level
Incorporate visual stimuli

17. This picture shows how things in the hotel room must be arranged.
1. Place 3 large pillows in front of the headboard
2. Place 2 small pillows in front of the large pillows.
3. Place a glass upside down on top of a round napkin on the right bedside table.
4. Place a bottle of water to the right of the glass on the right bedside table.
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18. How many mistakes were made?
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19. How neat or messy is this area?
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How often would others say that you made
customers happy?
1. More often than most other people
2. About as often as most other people
3. Not quite as often as most other people
4. I have not worked with customers

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Cultural
Considerations
Choose culturally
neutral terminology
Consider tone of
expression
Avoid colloquialisms
Conduct cultural
reviews
Localize content
Translate content
Employ local talent

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Survey HR
professionals &
hiring managers
Collect candidate &
new hire feedback
Determine
Level of
Acceptance
Evaluate quality of
hire
Measure training
completion & pass
rates
Track early
turnover
Demonstrate
Predictive
Power
Analyze cost of
tools
Evaluate cost of HR
services
Calculate cost of
turnover
Demonstrate
Business
Impact/ROI

23.  Gained an awareness of which selection tools tend to be the most
reliable & valid predictors of trainability and job success.
 Broadened our knowledge of the steps involved in developing,
validating, & implementing global selection procedures (e.g.,
assessments, interviewing).
 Advanced our understanding of the ways in which selection
practices can help to better engage & evaluate low literacy
applicants.
 Recognized cultural considerations to take into account when
designing global selection procedures & tools.
 Identified criteria that can be helpful in measuring the success of
your selection program.
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AUDIT
Pinpointing
opportunities
STRATEGY
Leading with
intelligence
ANALYTICS
Fine tuning
intelligence
EDUCATION
Shaping minds
Talent Management Excellence
Leadership Excellence
ASSESSMENT
Accurate insight on
candidates
DEVELOPMENT
Inspiring growth &
excellence
TEAM ALIGNMENT
Help leadership teams win

26. 26
Dr. Victoria Davis, GPHR, SHRM-SCP
Global Talent Management &
Organizational Development Consultant
davis.va@gmail.com
www.linkedin.com/in/victoriaadavis/
Dr. Shreya Sarkar-Barney
President & Founder
Human Capital Growth
Shreya@humancapitalgrowth.com

27.  Bersin by Deloitte, Krider, J., O’Leonard, K., & Erickson, R. (2015). Talent Acquisition Factbook 2015).
www.bersin.com/library.
 Hunter, J.E. & Schmidt, F.L. (1998). The validity and utility of selection methods in personnel
psychology: Practical and theoretical implications of 85 years of research findings. Psychological
Bulletin. Vol 124(2). 262-274
 International Organization for Standardization. (2011). Assessment service delivery -Procedures and
methods to assess people in work and organizational settings - Part 1: Requirements for the client. ISO
10667-1:2011.
 International Organization for Standardization. (2011). Assessment service delivery - Procedures and
methods to assess people in work and organizational settings - Part 2: Requirements for service
providers. ISO 10667-2:201.
 Malamut, A., Van Rooy, D.L. & Davis, V.A. (2011). Bridging the digital divide across a global business:
Development of a technology-enabled selection system for low-literacy applicants. In N.T. Tippins & S.
Adler. (Eds). Technology-enhanced assessment of talent (pp. 267-292) San Francisco, CA: Jossey-
Bass.
 Society for Industrial and Organizational Psychology. (2003). Principles for the validation and use of
personnel selection procedures (4th ed.) Bowling Green, OH: author.
http://www.siop.org/_Principles/principlesdefault.aspx
 Talent Board. 2015 North American Candidate Experience Research Report.
http://www.thetalentboard.org/cande-results-2015/
 Uniform Guidelines on Employee Selection Procedures. (1978). 29 Code of Federal Register, 1607.
https://www.gpo.gov/fdsys/pkg/CFR-2014-title29-vol4/xml/CFR-2014-title29-vol4-part1607.xml
 World Literacy Foundation. (2016). https://worldliteracyfoundation.org/who-we-are/#history
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