SELECTION
No
organisation can rely solely on a good product. It needs people to develop new
concepts, market and sell them, and overall, good management to ensure that
everybody is working to their maximum potential. But, to achieve success it needs the best people.
Selecting
the best available person for a job can sometimes be problematic. How often has
an employee failed to live up to expectations after they have been hired? Psychol
can help you avoid this in the future. A selection mistake can cost a great
deal of money and be very damaging to an organisation. We can help you develop
selection practices that are robust, defensible in employment tribunals, and
above all, ensure that you get the right person for all your employment needs.
JOB ANALYSIS
Any selection process should
start with a job analysis. Even if a job description and job specification
already exist, consideration should be given to how the job has changed since
it was drawn up, and how it is likely to change in the future. For example, is
there likely to be new technology introduced requiring fresh skills, or with
expanding global markets, will the job require the knowledge of a foreign
language?
In the modern world very few
jobs are actually static. They usually change to meet current internal and
external demands. Flexibility towards a changing work environment ensures that
a person employed now will still prove effective within a growing company in
the future.
Unfortunately, job analysis
requires more than merely asking an existing employee what their job entails.
Whilst they may be able to tell you that, for example, they manage the office
or they sell cars etc., they can rarely tell you what actual skills they are
employing when they are doing the job well. Additionally, they may inflate the parts of
the job they enjoy the most and minimise the parts they enjoy the least. Also,
they may not be aware of how their job fits into longer-term strategic
objectives, or how the culture of the organisation is changing.
Job analysis is, therefore,
the building block upon which all selection processes are built. Unless
this is element is conducted in a way that produces a reliable description of
both the job and the person required, the likelihood of fitting the right employee
into the right job is remote.
Psychol
provide a comprehensive job analysis service either for a single, unique job or
for more generic types.
ASSESSMENT CENTRES
Shortlisting candidates
against a job specification may produce a number of people who are all
qualified to do the job. However, to establish which of those is the best
person requires some sort of selection process. Often, the characteristics
derived from a job analysis are not easily measured. In these circumstances, what is often required is a system that
allows the candidate to actually demonstrate their relevant competence.
Assessment centres can do this.
Assessment centres as
selection tools have consistently proved their reliability in predicting future
job performance. They are designed to closely represent the actual job in
question and can be constructed using a variety of different exercises and
tests. Depending upon the job or role, they could include elements of work
samples, job simulations, oral and written exercises, psychometric tests and
structured and semi-structured interviews. The important aspect being that they
are designed to correspond to the actual job and relate to the competencies
that are required for its effective performance.
Designing
effective, defendable assessment centres is a skilled process if they are not
to consist merely of a random set of tests. Designed properly, they will
discriminate between those candidates with the most potential and merely the
‘run of the mill’. Additionally they will do so safely within the parameters of
Equal Opportunity Legislation. Well-designed assessment centres should also be
able to measure the candidates’ performances in a reliable and valid way. That
is, they would, if used repeatedly, consistently produce similar results that
relate to future performance in a particular job.
Psychol
consultants have a great deal of experience in the design and administration of
assessment centres. We have the flexibility to provide a completely bespoke
service that ensures that the assessment centre is not ‘off the shelf’ but
designed to accurately reflect the particular needs of the customer.
Research
has repeatedly shown that the effectiveness of a particular assessment centre
can be greatly improved by the correct training of assessors. They must, for
example understand what the competencies mean in relation to the particular
exercises and the job in question. There must exist a common understanding
between assessors. This is a particularly important aspect of assessing and Psychol
consultants can offer training to an
organisation’s assessors, or actually provide assessors if required.
SELECTION SYSTEMS
If the assessment of a
candidate’s future potential does not form part of an overall structured and
robust selection system the eventual outcome is likely to be flawed.
A good system starts with a
job analysis, from which job descriptions, job specifications and person
profiles are derived. Following such an analysis an appropriate selection
methodology would be determined. For example, an assessment centre, interviews,
tests or even a combination of all three might be considered. Additionally,
selection processes usually involve a systematic process of paper sifting and,
if required, a shortlisting process before the actual selection. But, how does
all this come together? For example,
what standardised system of marking is used, what system of shortlisting takes
place to remain ethical and within the law?
How do you ensure that all the people who are assessing or interviewing
have a common understanding of the process to achieve consistency?
All
the above can be achieved by implementing a formal structured system of
selection that is understood and followed by all those involved. Most
organisations have some system and some even have very clear processes. However, many selection processes have grown
by default and incorporate elements that serve no useful purpose. Even worse,
they do not include components that make it effective or even defensible within
present legislation. For example, how does your system comply with the
Disability Discrimination Act 1995?
Psychol
has a great deal of experience in the design of
selection processes. All selection
systems need to accord with a company’s policies, ethics, culture etc. Psychol consultants
have the experience to design cost-effective processes that will fit an
individual organisation’s particular needs and resources.
After
relevant organisational analysis, Psychol can
provide a completely bespoke system, including training, for all those likely
to be involved. On the other hand, if you are generally satisfied with your
present arrangements, but have some concerns regarding its reliability, defensibility
or effectiveness etc., Psychol
can audit your present system and make recommendations to improve it.
mailto:op.services@psychol.co.uk