Optimising selection success through best practice

Excellence in Business. Excellence in People.

Optimising Selection Success through Best Practice

OPRA Consulting Group

Excellence in Business. Excellence in People.Selecting for the firm

• Collecting evidence: The different selection techniques.

• The usual suspects: Getting the right people to apply.

• Not all evidence is equal:The predictive power of selection method & determining the weighting of evidence.

• Using the evidence to make a verdict:Combining selection methods.

• Let only the guilty serve time:Maximising a successful selection decision in the absence of all the facts.

• Does crime pay: The role of cost in selection.

Excellence in Business. Excellence in People.Framing the case

The Case• To select the person who is most likely to perform well on the job.• To identify how to bring out the best in that person

The Facts• The perfect person rarely exists• There is always the likelihood that you will get the selection

decision wrong.• The cost of hiring the wrong person and missing out the correct

one can be high

The Keys• Maximise the chances of correct decision making.• Design a selection process that incorporates the principle of

developing an individual within the role.


Psychometric Test Categories

• Maximum Performance• General Mental Ability

(numerical, verbal, abstract)• Specific Ability

(mechanical, spatial, memory, visual acuity, spelling, manual dexterity, clerical)

• Typical Performance• Personality• Interests• Values


Other types of Assessments

• Assessment Centres• References / Reference Checks• Curriculum Vitae’s• Trainability tests

• To predict success in training

•Work-Sample tests• To assess ability in actual work

related activities

• Interviews

Excellence in Business. Excellence in People.Controversial Methods

• Phrenology• Bumps on the head

• Graphology• Dotting i’s and crossing t’s

• Astrology• All in the stars

• Dubious Questionnaires• Faith validity


Determining Dollar Value Benefits

𝑼=𝒕𝒓𝑺𝑫𝒚 −𝒄


User Friendly Value Analysis

1. Incremental Validity

2. How the Predictor is used

3. Cost

4. Tenure

5. Value between Good and Bad performers


Not all evidence is equalPoint to Point Theory• For every KSA/Competency in the job,

there is a corresponding point in selectionSelection Process The Job

Knowledge Knowledge

Skill Skill

Ability Ability

Competency Competency


Not all evidence is equal

Selection Measure High Validity

Work Sample Test .54

General Mental Ability .51

Interview (Structured) .51

Peer Ratings .49

T & E Behavioural Consistency .45



Selection Measure Medium Validity

Job Tryout .44

Integrity Tests .41

Interviews (Unstructured) .38

Assessments Centres .37

Biodata .35

Reference Checks .26



Selection Measure Low Validity

Job Experience (years) .18

University Grades .11

Years of Education .10

Interests .10

Graphology .02

Age -.01


Everything is NOT as it seems!

Selection Measure Combined Validity

Integrity (.41) +GMA .65

Work Sample Test (.54) +GMA .63

Interview (Structured .51) +GMA .63

Peer Ratings (.49) +GMA .58

Job Tryout (.44) +GMA .58

Excellence in Business. Excellence in People.What are the

Costs?

However, cost depends greatly on the specific situation.

In General – According to Muchinsky (1990) and Me

Work Sample Test (.53) High

General Mental Ability (.51) Low

Interview (Structured .51) Medium

Peer Ratings (.49) Low

Job Tryout (.44) High

Assessment Centre (.37) High

Personality (?) Medium


• Weighting/Multiple Regression

• Multiple Hurdle

• Multiple Cutoff

• Top Down

• How Selective You Can Be• The number of suitable applicants that apply• How selective you can be with suitable applicants

How is the Predictor Used?


Putting a few things together

Job Performance

Selection Process


Job Performance

Selection Process

Introducing the Cutoff

Cutoff



Job Performance

Selection Process

Introducing Performance

Cutoff

AcceptablePerformance



Job Performance

Selection Process

Increasing Validity

Cutoff




Job Performance

Selection Process

Decreasing the Validity

Cutoff




Job Performance

Selection Process

Increasing the Cutoff

Cutoff




Job Performance

Selection Process

Decreasing the Cutoff

Cutoff




Job Performance

Selection Process

Increasing Performance

Cutoff




Job Performance

Selection Process

Cutoff



Decreasing Performance


Job Performance

Selection Process

Cutoff



Decreasing the Performance and Cutoff


Getting the right people to apply

• The often forgotten fact:• You can only select from the people that apply

• Key questions:-• What are you getting from your recruitment firm?• Are they qualified to select potential?• How up-market is your university recruitment

programme?• Do you provide realistic job previews?• How in touch are you with the current market

place?• Would you WANT to work for your firm?


A Best Practice Selection Model

• The Application Blank• The Structured Interview• The Cognitive Test• The Personality Test• The Work sample• The Reference Check• Get tactical with your selection by using statistical modelling• Give utility analysis a go (It’s easier than it looks!)• Keep it in house as much as possible to keep costs down and

to monitor and modify your selection process

Initial Hurdle

Depending on the job

Depending on the job

Date post:	17-Aug-2015
Category:	Recruiting & HR
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Optimising selection success through best practice

Recruiting & HR