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The Selection Crystal Ball

28/2/2023

Picking up the thread from my last post on recruitment, let us assume that you have the perfect job description, the inclusive advert in various advertising mediums, and your diverse selection of panellists. You are now left with the task of figuring out who amongst those who have expressed an interest in the role would be appointed to the job. In modern-day work, we predict the success of an individual in a particular position based on some form of assessment. This is usually in the form of a test, an interview or other forms of assessment. There are various types of tests available for use. Some are noted below:

Computer adaptive test- this can be used to estimate an applicant's actual ability as it uses a technology that provides candidates with questions of increasing difficulty. This is regularly used in the armed forces.
Speed versus power test- a speed test is one in which you give a candidate a series of tasks and candidates are expected to complete as many as possible within a short timeframe. You can use this in administrative roles or in data entry roles. The power test has no time limit, but candidates are expected to complete complex tasks.
Performance test- This relates to activities with manual dexterity. Popularly used in warehouse operations machinery and the medical field (surgeons).
Psychomotor tests- measures speed and accuracy of motor and sensory coordination. For example, used for fighter pilots.

In addition to actual tests, we could look at a candidates' cognitive ability through general cognitive ability tests or specific cognitive ability tests. Both test intelligence. The general cognitive test is often used to select roles requiring complex decision-making. Specific cognitive ability test follows a similar principle but tests intelligence in a particular job. For example, clerical ability is tested by focusing on the speed and accuracy of verbal and numerical data.

Psychometric testing has also become a popular form of selection. Quite a few psychometric assessments are available, and I won't delve into this. A note of caution, the result of a psychometric should not be used as the sole basis of an appointment. Research indicates that candidates can answer these assessments in ways that make them desirable candidates. Psychometrics should be used as at least another form of assessment.
We could also use work samples or assessment centres to assess the candidates. Work samples are when you give actual life situations to the candidate to solve. Assessment centres can be an in-basket exercise or a leaderless group discussion.

In choosing our predictors of success, we have to be very careful about what we rely on. I recently read some research done on selection predictions, and it tells a cautionary tale (Levy., 2020). The work cited here shows the validity coefficient. The validity coefficient shows the strength of between a predictor (assessment test) and an outcome (performance on the job.)

Figures to note.

General cognitive ability is a valid predictor of performance by 48%
Specific cognitive ability is a valid predictor of performance by 40- 50%
A personality test is a valid predictor of performance by 21% - 37%
The work sample is a valid predictor of performance by 39%
An assessment centre is a valid predictor of performance by 28% in a 2007 study and 40% in a 2008 study
Structured interviews are a valid predictor of performance by 71%
Unstructured interviews are a valid predictor of performance by 20%

All studies will have their limitations. However, despite the limitations in the various studies, the research tells a story. We cannot rely only on one assessment method to assess candidates. We need to use at least a mix of two or three, but we must be clear on what skills, knowledge, or behaviour is being tested with any available mediums. In my next post, I will discuss how you could use these predictors to select the 'one'

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Job description- another take

13/2/2023

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I started this year by asking talent management professionals what is top of mind for them, and one of the items on the list was an inability to recruit. This is difficult to tackle, not that any of them is easy. If they were easy challenges, it would not be an issue. Reflecting on this challenge made me think of the role of the job description in attracting candidates. We may need to go back to Human Resources 101 on job analysis. Regardless of the job analysis technique you use, task-oriented techniques or worker-oriented techniques or competencies or a hybrid of all (to understand these techniques, there are a few literatures to help), our job description needs to meet the accessibility to all criteria. As a side note, understanding these techniques is vital if you are considering adopting a job evaluation process.

A job description resulting from a job analysis, although mostly empirical in its approach, can sometimes result in a very long job description as the output of the process, automatically disqualifying some people from applying. At other times we carry out this process to ensure equal pay for equal value of work but find that we have pay above the value assigned due to the effect of market forces on the role.

As we all try to address the talent gap, it is worth revisiting our job descriptions and asking critical questions in pulling them together. Some organisations have started to use success profiles in addition to job descriptions. A job description lists roles and responsibilities for a position, but the success profile details the competencies and motivations necessary to succeed.

Whatever approach you adopt, your role profile should not be more than two pages long. In pulling it together, consider the following headers:

Role description

Summary statement- this should give a flavour of the organisation, the team and the work.
Role purpose- one or two statements of what success in the role looks like.
Roles and responsibilities- what would they do on the job. Probably a few bullet points in short and simple language

Person specification

Knowledge- what knowledge do they need to do the job well? Focus on four to six areas.
Skills- what skills do they need to do the job well? Focus on four to six core skills.
Abilities – what abilities must someone have to do this job well. Again, the rule of four to six
Personality- personal disposition or traits that make one successful in the role.
Technology- with our fast-changing world, it is crucial to list the core technologies they would use to complete the job's tasks.

Education- add the required level where necessary but be mindful of bias towards professional degrees.

In pulling a job description together, we fall into a few pitfalls. One is leaning towards ability statements as important for job effectiveness when objectively it might not. Ability statements such as creative thinking, analytical thinking, leadership etc. Or re-using a job description that has been subjected to job crafting by a previous postholder without revisiting the job description to check whether it meets the strategic aim of the organisation or the market realities of the role. Another pitfall within the grading system is using more formal language than required or knowledge, skills and behaviour to get a higher grade to combat the market pressures but failing to reassess the role profile when posting the job.

So, what does good look like? I currently work in the fundraising world and have pulled a rough example of what it could look like. The caveat is that this is a very simplistic view (you should get to a two-page document when it is adapted to the organisational context).

Philanthropic officer
Summary statement
HR Unplugged is a blog site aimed at people professionals and people managers. It seeks to enable shared learning through the vehicle of human resource practices in achieving a positive and lasting change in the world of work. This role will work as part of a collaborative team raising funds to keep the blog site active. We are a team of one, so upon joining, you will be expected to contribute to the overall aim of the site with particular attention to raising funds.

Role Purpose
A successful post holder will organise activities to raise funds or solicit and gather monetary donations or other gifts for the site. Will be required to design and produce cases for support and business case. Will be involved in activities that raise awareness of the organisation's work, goals, and financial needs through events and media

Role and Responsibilities

Responsible for overall fundraising strategy
Identify and build relationships with potential donors.
Maintain an effective relationship/engagement with current donors
Secure commitments of participation or donation from individuals or corporate donors.
Develop effective campaign messaging and strategies.

Knowledge, skills and abilities
Knowledge- Customer service, sales and marketing
Skills- Communication, negotiation, relationship building, problem-solving
Abilities- creative thinking, interpersonal skills, resilience

Personality – Active listener, goal-oriented, storyteller, self-motivated

Technology – CRM software, Presentation software, Database software

Education- bachelor's degree or equivalent experience

Some organisations have gone further with very creative briefs for their roles. Please have a look at this advertisement, Post | Feed | LinkedIn. The simplicity of the approach is inspiring. Even I want to work for them. As I close this post, I remember a mnemonic from Law School. KISS. Keep it short and simple. I think this also applies to job descriptions. Let's get candidates' attention with an alluring job description. We may just get a match.

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The Selection Crystal Ball

Job description- another take

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