Unpacking selection methods that you can use in the hiring process to make candidate selection bias-free, less time-consuming, and more aligned with your company culture and goals. Show What is Selection? The process of finding the best suited candidate for a role. The steps you follow depend on the role, your budget, the seniority of the position, available resources, and business needs. Rather than relying on one method, your selection methods should be combined to accurately predict job success and cultural fit. Cognitive ability is the number one predictor of job performance across all employment levels and industries. Cognitive ability assessments are a form of psychometric testing used to evaluate how well candidates use a wide range of mental processes, such as working with numbers, abstract thinking, problem-solving, reading comprehension, and learning agility. 2. LEARNING AGILITY “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn.”- Alvin Toffler Learning agility is the ability to be in a new situation, not know how to handle it, and then figure it out anyway. An agile learner can apply his or her past learnings to new scenarios that they have yet to experience. 3. SITUATIONAL JUDGEMENT TESTS An SJT presents a candidates with scenarios they might experience in a role. These tests assess how well an applicant prioritises client inquiries, follows instructions, and handle situations in the workplace. They’re highly predictive of job performance and culture fit and can provide candidates with a realistic job preview early on in the application process. 4. INTEGRITY Employee integrity tests allow you to collect insights into candidates’ honesty, dependability, trustworthiness, credibility, values and work ethic. Of all organisations that use some kind of pre-employment testing 24% use integrity tests. Companies viewed as having Integrity are seen as more credible to investors, clients and employees. 5. TEST JOB SKILLS Does the candidate have the actual knowledge needed to do the job in question? While most of the time that knowledge can be learned on the job and other factors are more important, there are certain roles that require applicants to possess specific job knowledge and skills already. 6. SIMULATIONS & ROLE-PLAYS See candidates’ hard and soft skills in action. Role plays and simulation exercises help the assessors accurately assess how candidates would perform in everyday business activities. These exercises simulate work-related tasks in a business environment, allowing the candidates to demonstrate their aptitude related to the requirements of the job. 7. PERSONALITY AND EQ 60-70% of employers use pre-employment personality testing to vet job applicants and recruit the right fit- Forbes. Organisations are increasingly embracing personality and EQ assessments to make hiring decisions as they help build top-quality teams, inform recruiters about an individual’s personality traits, motivation, values and work preferences for a specific job role, ensuring they are the right fit. 8. CONDUCT PEER INTERVIEWS It’s always a good idea to involve the team you’re hiring for, as they know the day-to-day responsibilities and current skills gaps better than anyone else. Peer interviewing helps ensure that you remain objective in your hiring efforts, as well as on the same page as the hiring manager and internal team. 9. REFERENCES AND BACKGROUND CHECKS Reference checks are more than just a formality, they reveal valuable insights that help you identify top candidates and better understand your applicant. Checking references and doing background checks like criminal checks and qualification verifications allows you to find out more about candidates and how they work and can bring red flags to light before you make your employee selection. 10. AN HOLISTIC APPROACH Combine all the tools available to you. An Holistic Selection process is the most fool-proof way to ensure you select the best, competent employees who will perform, stay longer and fit in with your company values.  Encapsulate which means “to express the essential features of (something) succinctly”, was founded with the vision to partner businesses to make informed recruitment decisions by knowing the essential features of a job applicant. We aim to encapsulate various measures of the head, hands and heart utilising scientifically proven tools to give our clients a clear understanding of who they are employing. www.encapsulate.co.za Why would we ever want to use something like social media profiles to inform selection decisions when there are much much more accurate ways to evaluate applicant skills and fit? One reason, we thought, might be due to the overwhelming number and type of selection tests available. The purpose of this article is to help deal with that clutter by presenting three of the most effective and universal employee selection tools along with the outcomes and specific requirements that you can expect when implementing each. Although no method will ever be without drawbacks, the key is to find the one that best fits your hiring strategy and can most easily be aligned with your existing processes and procedures. The of the most effective, valid methods of employee selection will be described below in detail. They include:
1. GENERAL MENTAL ABILITY (GMA)GMA (a.k.a., cognitive ability or g) is possibly the single most effective tool for selection. In fact, this approach is effective at predicting future performance in every type of job, at all job levels (from entry-level to CEO) and in every industry. GMA can be assessed in a variety of ways, from 30 minute paper and pencil tests like the Wonderlic, to more expensive online computer adaptive tests. Both computer and paper & pencil tests are equally valid, allowing organizations to select the approach that fits best.
Additional Information on GMA:
2. STRUCTURED INTERVIEWSThese are not your standard interviews that start with “So tell me about yourself…” In structured or behaviorally-based interviews, applicants are asked a series of specific, predetermined, job-related questions while their responses are scored using detailed criteria (often presented in a scoring guide that provides detailed descriptions on what constitutes each rating). An “interview panel” approach is often used, where 2-3 trained managers ask the questions and score each response separately. After the interview, their ratings are compared to determine the consistency or interrater reliability. When responses are scored inconsistently, interviewers discuss their rationale and come to consensus.
Additional Information on Structured Interviews: 3. SITUATIONAL JUDGMENT TESTS (SJT)These tests have been described as the multiple-choice equivalent to structured interviews. In SJTs, applicants are asked to choose how they would respond to a variety of hypothetical situations that are relevant to the target job. Results indicate how that particular applicant will behave when faced with particular situations and decisions. The ability of this method to predict how applicants will respond to complicated decisions makes SJTs one of the best approaches for managerial and technical positions.
WHAT ABOUT COMBINING THESE METHODS?YES! It is important to note that combining more than one instrument or method can greatly improve the predictive validity of your hiring process. For example, combining GMA tests with structured interviews will be much more effective than using either of them alone. Also, using any of these three methods would be better than evaluating applicant resumes and giving unstructured interviews or non-validated off-the-shelf tests. CONCLUSIONThere are countless tools, methods, and approaches to making good selection decisions. However, according to decades of applied organizational research the ones described above are the most successful, accessible methods for finding those diamonds in the rough. It is important to note that other valid methods were intentionally left out: Assessment Centers were not described because they are not a realistic approach for many jobs and organizations. We have designed, developed, and validated selection processes for numerous public and private clients over the years. To leave you, reader, with a final thought, we have found that when job analyses are used a foundation to develop (or select appropriate off-the-shelf) selection tests, they pay off big in terms of improved performance, productivity, environment, and retention. – Scontrino-Powell References:
Employee Selection and Assessment , Strengthening Organizations Personality and Job PerformanceOver the past couple of decades, personality has become a focal point in organizational research, leadership development and derailment, and particularly |
Selection methods used by an organization should accurately
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