The document outlines strategies for assessing and selecting job applicants, emphasizing the importance of refining the selection process and using appropriate assessment tools. It discusses age discrimination laws, the significance of clear job descriptions, and methods for filtering applicants effectively. Additionally, it covers various testing methods and the benefits of diverse hiring practices, particularly regarding the selection of women and board members.

1. Assessing and selecting the right applicantby Fluid March 2010

2. Page 2Contents3-4 Introduction to Fluid5-7 Refining the selection process8-10 Filtering job applications11-12 Age discrimination13-14 Exercise A15-17 Selection processes18-19Ability tests20-21Personality tests22-26 Choosing the right assessment tools27-28 Exercise B29-31 Selecting women32-34 Assessing board members35-40 Getting the best from your test41-42Using tests for coaching43-46 Assessment centres47-49 Assessment centres-worth the cost?50-51 Case studies52-53 Exercise C54-55 Conclusion and questions

3. Page 3Introduction

4. Page 4Introduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention

5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

6. Page 5Refining the selection process

7. Page 6Refining the selection process 1 of 2To 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. Streamline your paperwork and try to cut administration costs as much as possible

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 aptitudePage 7Refining the selection process 2 of 2Put together a mix of questions so that candidates can’t pre-empt them, and so there are no real right or wrong answers

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. 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 timesPage 8Filtering job applications

12. Page 9Filtering job applications 1 of 2Develop clear job descriptions

13. Use targeted advertising

14. Think about the application method

15. Consider automated selection

16. Profile the candidate as well as the role

17. Ensure that interviewers know what to look for

18. Monitor recruitment activity closelyPage 10Filtering job applications 2 of 2Have clear job descriptions and role profiles

19. Advertise in specialist press/media

20. Brush up the skills of all interviewers

21. Redeploy resources to the areas with the greatest needPage 11Age discrimination

22. Page 12Age discriminationAge discrimination laws protect both the young and old from discrimination

23. Discrimination can be justified if it is a proportionate means of achieving a legitimate aim

24. The test of justification is vague, and difficult to predict

25. Employers should avoid stereotypical assumptions as to the impact of age and experience on ability

26. Employers may be driven to labourious assessment processes to avoid the risk of being found to have acted on unjustified assumptionsPage 13Exercise A

27. Page 14Exercise A

28. Page 15Selection processes

29. Page 16Selection processes 1 of 2Pick a role

30. Obtain selection data

31. Obtain employee performance data

32. Carry out a simple analysis

33. Compute the ROI

34. Apply the findingsPage 17Selection processes 2 of 2Evaluating the selection process is key to choosing high performers

35. Evaluation is statistically straightforward and can remove cost from the organisation

36. Make sure performance data is as accurate and fair as possible by providing guidelines for managers

37. Take time to understand the findings by placing them in the context of the organisation

38. Present findings to senior management and propose improvements based on objective data

39. Squeeze as much as possible out of the findingsPage 18Ability tests

40. Page 6Ability testsVerbal reasoning

41. Numerical reasoning

42. Analytical abilityPage 20Personality tests

43. Page 21Personality testsKolb Learning Styles inventory

44. Parent Adult Child

45. Fundamental Interpersonal Relations OrientationPage 22Choosing the right assessment tools

46. Page 23Choosing the right assessment tools 1 of 4Have a clear purpose

47. Identify your needs

48. Do your research

49. Consider your resources

50. Understand the context

51. Seek advice

52. Try on for sizePage 24Choosing the right assessment tools 2 of 4JARGON BUSTER

53. Face validity

54. Predictive validity

55. Norm groups