Session 3 - Selection PDF

BERLIN LONDON MADRID PARIS TURIN WARSAW Session 3: Selection Use the right tools to hire high performing employees Hiring the right employees is integral to executing strate...

BERLIN LONDON MADRID PARIS TURIN WARSAW Session 3: Selection Use the right tools to hire high performing employees Hiring the right employees is integral to executing strategy effectively. With the right people, goals get met, strategy gets executed, and organisations succeed. Employees ARE the organisation. You must pick winners – the kind of people who are able to take action in alignment with the organisation’s goals. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Selection Practices by Country Questions Japan Hong UK Germany France US AUS Kong Use an application form 5.00 4.75 4.26 3.65 4.09 4.12 3.59 Use educational qualifications 5.00 4.50 4.32 4.47 4.37 4.47 4.21 Use personal references 3.33 2.75 3.51 3.06 2.79 3.18 2.88 Use employer references 3.33 3.75 4.37 2.03 3.32 4.02 4.32 Use certificate/licence 3.33 3.88 2.83 3.33 2.25 2.96 2.52 Use family connections 1.33 2.00 1.33 1.47 1.56 1.53 1.30 Use one-on-one interviews 4.00 3.38 3.88 4.65 4.85 4.78 3.59 Use group/panel interviews 4.00 3.63 3.82 1.88 2.06 3.27 4.08 Use tests or questionnaires 2.33 2.88 3.41 1.74 2.63 2.51 2.75 Use job trial 2.67 1.57 1.87 1.56 2.12 2.02 2.05 Use scored life history questionnaire (e.g. biodata 1.33 1.62 1.23 2.77 1.20 1.21 1.23 form) Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Selection Tools Overview Not-as-great selection The Golden Three: tools: Situational interviews Cognitive ability tests Behavioural interviews Personality tests Job Simulations Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 First…what doesn’t work Graphology Unstructured interview Tell me about yourself. Where did you go to school? How much do you know about our organisation? Why are you interested in this job? Do you have any questions for me? This is because: Different applicants typically are asked different questions. The questions are often not related to the job. Interviewers are often unable to agree among themselves what constitutes a great response versus a not-so- great response. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 The Situational Interview Assesses an applicant’s intentions for dealing with situations likely to arise on the job. Assumes that one’s intentions predicts future behaviour. Every candidate answers the same job-related questions. A scoring guide is made up with illustrative answers to assess each applicant’s answer to a question. Each question presents a dilemma that forces applicants to state what they believe they would actually do on the job, that is, their intentions, rather than telling the interviewer what they believe he or she wants to hear. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Steps for Creating a Situational Interview Question(s) 1. Conduct a job analysis using the critical incident technique. (i.e.: Review Incidents; Collect Facts; Analyse Data; Determine Outcomes; Evaluate Solution) 2. Create situational interview questions based on the critical incidences generated, ensuring that you tap into each of the job dimensions that were identified in that step. 3. Develop a scoring guide for each question. The scoring guide will help you avoid arguments amongst interviewers about what constitutes a good versus poor answer and minimise interviewer bias. It typically consists of a 5-point scale of illustrative answers, from most to least acceptable. Use the data generated via the critical incident technique and pilot study with ‘star’ employees. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Example of a situational Interview question “Your boss has emphasised to you the necessity of having a strong financial 4th quarter. You heard rumours that a customer who contributes 15% to your bottom line may be taking her business to a competitor. Suddenly, she contacts you by telephone. She invites you to attend a fishing trip hosted at her organisation’s retreat. Your company’s written policy on such matters states that you are to say no, but this policy is seldom discussed by anyone. You even know of cases where it has been over-looked in the past. You can tell that the customer sounds impatient on the phone. She wants an answer immediately. You boss is away on vacation. Accepting this invitation may be your best chance for salvaging this business relationship. Given the necessity for a strong 4th quarter, what would you do in this situation?” Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Scoring Key Best practice suggests that interviewers should know in advance how to rate responses from candidates. Ask current employees: Without mentioning names, think of an employee who you have observed to be outstanding on this dimension. What would that person say in response to this question? Outstanding à “I would kindly thank the supplier for her generous offer, stress the importance of the relationship, and decline” Acceptable à “I would tell the supplier that it is unethical for me to take the offer” Unacceptable à“I would go fishing in order to make the sale” Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Behavioural Interview It enables you to collect data on how an applicant behaved in the past so that you can predict their future job behaviour. Steps: 1. Conduct a job analysis using the critical incident technique 2. Design interview questions 3. Develop a scoring key Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Behavioural Interview Past Behaviour Predicts Future Behaviour! Based on job analysis Probing is allowed and often “stem questions are pre-planned” to ensure enough behavioural data is collected to rate the candidate correctly on job dimensions No check for social desirability Example: “We stress teamwork in our organisation. Can you recall a time in your recent past where you engaged in teamwork, where you showed you have team-playing skills?” Probes/Stem questions: 1. What were the circumstances? 2. What exactly did you personally do? 3. What was the outcome? Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Focus on ‘what’, not on ‘why’ People tend to misuse the behavioural interview technique by asking applicants ‘why’ an action was taken. Doing so invites applicants to speculate on reasons for their actions and invites self-promotion. An emphasis on ‘what’ focuses on actual behaviour. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Conducting the Interview Start with a sample or two unscored questions. Use a panel where one member asks the questions, and the others take notes. Each panel member should score independently of everyone else. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Interviewing errors & How to reduce their occurrence Halo/horns effect Be aware of the natural Contrast effect propensity to succumb to errors Hiring people like yourself Use situational and/or Stereotyping behavioural interview Making assumptions – questions with a scoring imposing personal view key Gathering insufficient or More than one interviewer irrelevant information Only trained people involved in interviews Allow sufficient time Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 What Drives Initial Impressions in Employment Interviews? Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Job Simulation Situational interview – focus on the future Behavioural interview – focus on the past Simulation – focus on the ‘now’ Reliable and valid way to pick winners E.g., Role-plays Inexpensive Make sure it reflects an actual scenario that typically occurs in the organisation Use a predetermined scoring key Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Role Play Example Good morning Harry. My name is Catherine. I understand that you are applying for the position of VP customer relations. Have a seat please. This is your office. The three people sitting in front of you are upset customers. Please deal with them. The people in your organisation who had been trained for this role play would then begin to whine and complain to the job applicant, all speaking at once. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Assessment centres A selection method (rather than a place) where a number of candidates are assessed together by a number of assessors, using a variety of selection techniques. “Rolls Royce of selection methods” Usage Managerial and graduate selection Development, promotion and redundancy - existing employees Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Range of activities Work simulations Work samples Case studies In-tray exercises Role plays Group exercises and discussions Psychological tests Interviews Peer assessment and self assessment Personality questionnaires Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 New Trends in Selection: Investing in Neurodiversity? Let’s Unleash Unique Super Powers. THE STATUS QUO Neurodiverse candidates may have sought-after skills (e.g. pattern recognition, memory, mathematics, MOVING FORWARD etc). BUT: A growing number of companies (such as Their talents remain largely SAP, Microsoft and EY) have moved away untapped. from standardization and scalability of some of their HR efforts to focus on the candidates that embody less conformity. As a consequence neurodiverse employees WHY? have enabled these companies to see and do One-size-fits-all recruitment things differently. As an additional positive techniques (e.g. job interviews) put side-effect, these companies become more neurodiverse candidates at a skilful at leveraging the unique talents of all of disadvantage and make it easy to their workers. overlook their valuable skills. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Neurodiversity Questions worth Pondering. What benefits can you see in hiring neurodiverse talents? Can you think of other instances in which ordinary HR processes exclude high quality talents? In your opinion, how should companies approach the topic neurodiversity? Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Enabling Neurodiversity Programmes How to Unleash Unique Super Powers. Train colleagues and managers to manage Team with experts for expectations and neurodiverse foster understanding knowledge you lack. and collaboration. Implement non- traditional assessment formats Set up a support that enable ecosystem such as neurodiverse designated work candidates to show buddies (creating their skills. meaning, loyalty and trust). Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Selection Tools to Avoid Cognitive ability tests Capture general intelligence, verbal fluency, numerical and reasoning ability Good predictor of performance across a variety of jobs Examples The girl sings in a choir. All singers in the choir play a musical instrument. The girl plays a musical instrument. Assuming the first two statements are true, is the final statement: a) True b) False c) Not certain PRESENT RESERVE - Do these words: a) Have similar meanings b) have contradictory meanings c) Mean neither the same nor opposite? Chocolates sell for 13 cents each. What will four chocolates cost? Traveling constantly at 80km/hour, how long will it take to travel 200km? Controversial because: Psychologists must administer and score Different racial groups typically perform differently on them and hence may impact a diversity strategy, and at worst, invite lawsuits Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Selection Tools to Avoid Personality Tests Example: The Big Five Conscientiousness Emotional stability Agreeableness Extroversion Openness to experience Research suggests that the correlation between how people score on most personality tests and how they perform on the job is typically so low that it is not worth the time and money to administer them. But…they are safer than cognitive ability tests from a legal standpoint, as there is no evidence that the test scores of one group are higher or lower than another. Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 If they are used… Perform a concurrent validation study - Correlate test scores of current employees with their performance (performance appraisal scores, sales, etc.) Seek legal counsel A final note: Personality tests are wonderful tools when used for developmental purposes Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 Predictive Validity of Selection Methods Validity (.0 – 1.0) Selection Method 0,63 Cognitive ability & Structured Interviews 0,60 Cognitive ability & Work sample tests 0,54 Work sample tests 0,51 Cognitive (Ability) tests, Structured Interviews 0,40 Personality test (Assessment centers) 0,35 Bio-data 0,30 (Unstructured interviews) 0,26 References 0,18 Years’ job experience 0,10 Years’ education Chance -0,01 Age Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024 New trends in selection: How can AI help with personnel selection? What are the benefits and challenges of using this technology? Prof. Dr. Kerstin Alfes / Thomas Gigant - HRM and OB 2024