RECRUITMENT

• Measurement is a systematic process by which objects, events are quantified and/or classified with respect to particular dimension
• Turnover Risk Mitigation


  • The number of candidates screened out post-interview as a result of poor peer feedback
• New Talent Impact


  • Early recognition of a new hire's fit and can be used as an identifier for potential issues
• New hire's predicted success

  Measured by: Hiring Managers rehire certainly, Team members cultural fit, and New hire engagement scores
• Manager Selection Strength


  • Create a rating on how your manager select talent compare the overall pre-employment ratings of hired candidates versus candidates who were screened out during the hiring process
• Passive pipeline growth


  Measurement of how many passive candidates you're adding to your candidates pipeline via non-job specific recruiting methods
• Start Small


  Focus on little areas where you can start improving your talent selection metrics
• Create a Process


  Data can be overwhelming
• Intelligence Test


  • Measures a person's cognitive abilities, such as problem-solving, reasoning, memory, and verbal or numerical skills. It helps assess intellectual potential and suitability for certain tasks or positions
• Aptitude Test


  • Used to predict the potentials of an individual has to perform a job or specific task within a job the test covers numerical, clerical, mechanical, problem solving, etc. Aptitude tests are used to evaluate suitability for a job or field
• Personality Test


  • Evaluates an individual's traits, characteristics, and behavioral patterns. It provides insights into how a person may behave in certain situations and interact with others. Personality tests help assess fit for a job or organization
• Sorting Out Applications


  1. Each component of the application criteria is awarded a point

  2. There should be weighing and ranking of applications according to points scored

  3. Shortlisting those qualified for an interview

  4. Preparing an interview program

  5. Inviting interview is using a standard letter

  6. Inform those who did not qualify
• Preparation for Interview


  1. Set objectives that can be reasonably achieved by the interview and that are directly related to the job description and specifications

  2. Inform the candidate, organize the interview, decide on who will conduct it, and the venue to be used
• Open Questions


  Useful for finding out information about the interview is knowledge experience views and opinions. It begins with words such as "why", "how", "what", etc.
• Closed Questions


  Useful for checking facts but may discourage interviewee from giving fuller explanation of those facts. It begin with the phrase such as "are you" or "is it" and words such as "which" or "when"
• Probing Questions


  Very useful for going beyond the superficial understanding of the information that an interviewee provides
• Leading Questions


  Indicate the answer which the interviewer expects to hear. By asking leading question you, risk biasing the information you receive from the interviewee
• Loaded Questions


  Imply that the interviewer is judging or criticizing the interviewee. Asking loaded questions also risk biasing the information you receive
• Double Headed Questions


  This type of questions might confuse the interviewee and it may mean that he or she answers only one part of the question
• Multiple Choices Questions


  Offers the interviewee a choice of answers. The choices given may not include the answer that he or she wants to give but he or she may feel pressure to choose one of the answers suggested
• Self-assessment Questions


  Questions in which the interviewee is asked to sell him or herself to the interviewer
• Hypothetical Questions


  Pose imaginary situation for the interviewee. This questions rely on the interviewee is ability to imagine the situation and then to imagine how he or she would react in that situation
• Using S.T.A.R. Model to Conduct Interview

  1. S - Situation: Can you describe a challenging situation you encountered in a previous role?

  2. T - Task: What was your specific role or responsibility in that situation?

  3. A - Action: Walk me through the steps you took to address the situation.

  4. R - Result: What was the outcome of your actions?
• Making Decisions in Recruitment and Selection

  • Involves evaluating candidates based on qualifications, skills, experience, and fit within the organization
  • Requires considering both objective criteria (such as scores or qualifications) and subjective factors (such as cultural fit or personal qualities)
  • The goal is to select the most suitable candidate, considering all relevant information and the needs/goals of the organization
  • Human resource practitioners play a crucial role in guiding and influencing other selectors to take the scoring process seriously
  • The decision-making process should be fair, effective, and ensure a holistic assessment of candidates
• Reliability


  The degree to which an assessment tool produces stable and consistent results
• Test Retest Reliability


  • A measure obtained by administering the same test twice over a period of time to group of individuals
• Parallel Form Reliability


  • A measure of reliability obtained by administering different version of an assessment tool (both versions must contain items that probe the same construct, skills, knowledge,base etc.) to the same group of individuals
• Inter Rater Reliability


  • A measure of reliability used to assess the degree to which different judges or rater agree in their assessment decision
• Internal Consistency Reliability


  • A measure of reliability used to evaluate the degree to which different test items the probe the same construct produced similar results
• Average Inter Item Correlation

  Obtained by taking all of items on a test that probe the same construct (reading,comprehension?)
• Split Half Reliability


  The process of obtaining split half reliability is begun by splitting in half all items of a test that are intended to probe the same area of knowledge
• Criterion-related Validation


  • Requires demonstration of a correlation or other statistical relationship between performance and job performance
• Concurrent Validity


  • If the criterion is obtained at the same time the test is given
• Predictive Validity


  • If the criterion is obtained at a later time
• Content-related Validation


  • Requires a demonstration that the content of the test represent important job related behaviors
• Construct-related Validation


  • Requires demonstration that the test measures of the construct or characteristic it claims to measure and that this characteristics is important to successful performance on the job