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Selection Systems By Kathryn Jensen |
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Picture this familiar scene. After hours of training, a major corporation
has lost yet another employee. Thousands of dollars are spent in
training the employee, advertising for new applicants, and hiring
another employee to fill the open position. When resumes and interviews
fail to uncover the best match for the job, where does one turn?
Some are turning to numerology, astrology, and handwriting analysis.
Radical? Yes. But many CEO's, vice presidents and HR professionals
are eager to find the most effective way to make the best hiring
decision. Organizations today are faced with the challenge of finding and
keeping high-performing employees. Hiring and retaining quality
candidates can have a huge impact on the company's success. In order
to compete in today's global market, factors such as increased communication
among customers and co-workers from different cultures, the necessity
of working in international teams, and the growing dependence on
cutting-edge information need to be considered during the hiring
process (Stolovitch & Keeps, 1999). Having an effective selection
system is one way to improve organizational outcomes. Selection
systems are the tools and assessment used by an organization to
yield the best hiring decision. This non-training intervention can
improve performance, reduce the cost of high turnover rates, and
stimulate future success and growth within a company. Investing in the development of a comprehensive and
valid selection process is money well spent. Allyn Cutts, founder
of the Cutts Group, agrees that hiring mistakes can be expensive,
"yet most companies have more specific strategies and techniques
in place for buying computers and software than for hiring the right
person"(2001). While no one method can ensure absolute success,
Stolovitch & Keeps (1999) recommend the implementation of a
consistent, objective, and structured approach to the hiring process.
The selection process itself can be divided into four major tasks.
These tasks are summarized in Table 1. Table 1 A thorough job analysis can clarify all tasks relevant to the job.
Further, the identification of performance objectives will clearly
define performance expectations of employees. Companies may begin
by rethinking the job and redefining the position. Identifying the
critical skills and employee qualifications necessary to perform
the job are essential steps in this process. Job analysis may be
conducted by observing one or more employees while they are doing
their job, the use of a highly specific questionnaire, or the implementation
of the critical incident technique. The critical incident technique
asks employees to describe behaviors that led either to success
or failure on the job. Responses are then categorized and used to
distinguish low performers from high performers. Goal analysis is an integral part of the selection system. The
skills, knowledge, and characteristics needed for the job are translated
from abstract language into measurable, observable performances
based on tasks associated with the position itself. Both technical
and non-technical requirements should be considered when generating
a list of relevant skills and knowledge. Characteristics include
personal attributes such as initiative, self-confidence, willingness
to learn that contribute to the ability to successfully perform
a task. Recognizing that a lack of these personal characteristics
can lead to failure, Stolovitch & Keeps (1999) cite that organizations
are now basing their selection process on the theory that if people
possess certain basic qualities, they can be trained to do their
jobs effectively and are more likely to succeed. A carefully prepared
set of hiring criteria can help the employer evaluate resumes more
efficiently and identify applicants for further consideration (Messmer,
2002). Another important piece in the selection process is determining
"motivational fit," or a person's interest in doing the
job. People who love what they do are not only good at their jobs,
but will likely stay in that job for a long time. People who have
a poor "fit" with their job may have the skills to do
the job well, but seek ways (tardiness, absenteeism, high turnover)
to avoid job performance (Klinvex, 1999). Motivational fit is a
key factor in forecasting whether or not a person will remain in
a job long term. Informed hiring decisions should also be made using valid forms
of assessment. The validity of a test is determined by the usefulness
of its outcomes and how it leads to hiring better employees. Creating
a test environment for work sampling that closely models the job
itself will produce valid results. Klinvex (1999) believes the most
comprehensive selection systems use a combination of both tests
and interviews to evaluate candidates and inform decisions. Tests,
however, are generally more accurate and reliable and allow for
a more efficient use of time than an interview. The hiring process for teachers in the Alpine Union School District
is one example of an effective selection system. Job postings include
clear objectives and specific skills required to meet job expectations.
After satisfactorily completing required assessments, prospective
teachers are asked to fill out an extensive application that includes
both free-response, scenario-based questions and past experiences.
Applications and resumes are prescreened and the number of applicants
is narrowed down considerably before proceeding to interviews. Interview
panels are comprised of the superintendent and a small cadre of
administrators and teachers. Interview questions are both situational
and performance based. Final candidates are asked to create and
implement a demonstration lesson for a specified grade level and
content area. The cost of hiring one poor performing employee is far greater
than the cost of having an effective selection process. Technology-
and paper-based assessments will effectively avoid a hiring mistake
more effectively than most extensive interviews. Development Dimensions
International (Bernthal, 2003) devised a hypothetical example to
illustrate how improvements in selection procedures can produce
immediate direct benefits (cutting costs to replace employees) and
indirect benefits (reducing turnover rates and improving the quality
of employee). In the original scenario, the total cost of replacing
50 employees by traditional hiring procedures was near one million
dollars. After implementing resume screening systems, automated
tests, applicant-tracking systems, and proven selection methods
such as behavioral interviewing, training and experience evaluations,
motivational fit assessments, and ability tests the return on the
companies investment reached 240% in its first year. With evolving technology and the growing need for a multi-skilled
workforce comes the responsibility to hire capable employees who
can make meaningful contributions to a company's future success.
Selection systems, when effective, can help reduce training expenses,
turnover rates, and additional costs to an organization. References
Author Note
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