An Analysis of Selection Methods and Performance Prediction in HRM

This essay provides a comprehensive overview of human resource management (HRM) selection methods, focusing on their validity, usability, and reliability in predicting future employee performance. The introduction establishes the importance of effective selection in aligning worker activities for competitive advantage. The literature review explores various selection techniques, including psychological testing, competency-based interviews, and panel interviews, discussing their strengths and weaknesses based on existing research. A critical analysis of each method follows, evaluating their effectiveness in assessing candidates and predicting job performance. The essay examines the reliability of psychological testing, the use of competency-based interviews and the application of the STAR method. It highlights the limitations of each approach, considering factors like cultural differences and the potential for standardized questions to miss crucial information. Ultimately, the essay concludes by assessing the contributions and limitations of each selection method in the context of predicting candidate performance. The essay provides a valuable insight into the different types of selection methods and their impact on the hiring process.

ESSAY QUESTION 2 ONLY

TABLE OF CONTENT
INTRODUCTION ..........................................................................................................................1
LITERATURE REVIEW................................................................................................................1
CRITICAL ANALYSIS..................................................................................................................2
CONCLUSION ...............................................................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
Human resource management is a style of managing manpower, practices, policies and
procedures for whole organisation. In this management practice the focus of HR manager is on
aligning activities of workers in one common direction to attain competitive advantage. The
essay will outline types of selection methods with regard to their validity, usability and
reliability. Further, the study will critically assess use of selection techniques for predicting
future performance of particular candidate. Selection methods are a part of staffing where focus
of management is on encouraging and identifying views of candidates who have applied for job.
LITERATURE REVIEW
According to Slavić, Bjekić and Berber, 2017, Selection process is choosing potential
candidate for particular job role after evaluation of individual’s qualifications, skills and abilities.
It is the procedure of interviewing applicants for specific vacant position. Complexity of
selection is based on job role and hiring criteria of particular employer or organisation. The
process starts from advertisement where HR managers of firm advertise about vacant position
and qualification required to meet job role. However, profiles of potential or interested
candidates are chosen and suitable applicants are called for recruitment. It is necessary for the
people manager of company to make proper use of selection approaches as it is directly related to
performance and production of organisation.
In addition, Furnham, 2017 articuted that there are different types of selection methods
which are used by HR professionals for analysing different ability and capability of aspirant.
Some selection methods will be discussed with reference to their reliability, usability and validity
and their contribution in predicting employee’s performance.
As per the views of Blom, Gathmann and Krieger, 2015, Implementing use of different
types of selection method is beneficial as it helps the recruiter in considering perception and
reaction of candidates. The methods are not only one sided but still helps in understanding
applicant’s requirement and interest for particular job function. Similarly, the selection methods
are unique in own way and therefore HR professionals make use of different methods according
to job position and staffing needs. The approaches derive basic scope of human resource
management practices that is recruitment and selection.
Psychological Testing
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According to Bartram, 2017, psychological testing is scientific selection management
approach which is used by HR manager of organisation for personnel selection. IT offers
standardized procedure of selecting candidates which is effective for the manager at the time of
online staffing. As per author it is quantifiable consistent and fair way of staffing where test are
based on psychometric model. Psychometric test are based on four characteristic of applicants
that is aptitude, motivation, ability and personality. On other hand, Carless, 2009, articulated
about Psychological testing as best and integral part of selection and HRM practices. It is
effective process of staffing because it aim at making clear recommendation the potential of
applicants. In accordance with study, it can be said the HR manager of company can rely on
Psychological testing because it helps the hiring manager in determining individual ability to
work consistently in changing business environment.
Competency based interview
According to Mayowski, Norman and Kapoor, 2018, interview helps in determining
knowledge of candidate over job role and responsibilities because it is important for the HR
manager to analyse personal knowledge of aspirant which aid in determining need of training if
the particular person gets recruited. However, as per the views of Sue, Rasheed and Rasheed,
2015, it is argued that competency based interview is effective selection method because it helps
the HR manager in direct communication with applicant. Further, author believes that it is a
multicultural social work practices which helps in determining individual consistency and
resistance in dynamic business situations.
Panel Interview
According to Hurrell, 2016, Panel meeting is conducted for internal staffing where senior
management members are involved in panel and is also done for superior position. As per author
internal recruitment via panel interviewing is done with group of applicants which is challenging
part of this selection method. However, Mulders and et.al., 2018, articulates that panel
interviewing is a complex process of interviewee because it offers series of confusion which
creates confusion to which candidate is unable to respond properly.
CRITICAL ANALYSIS
Psychological Testing
It is the basic of selection method where HR manager focus on testing aptitude, ability,
personality, intelligence and attainment of applicants. Internet staffing is a supportive tool for
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psychological testing because in this employer are able to determine potential of candidate via
online test. The method is reliable because the results of test are systematically scored and
administered which reduces the risk of favouritism and biases (Folger, Stumpf-Wollersheim and
Welpe, 2018). Further, the psychological examination is supported by statistical data and
evidence which reflects its validity. Likewise, usability is denoted by its procedure like it is
conducted with occupation setting according to individual difference which are based on their
job role, qualification, etc. Potential strength of psychological testing is analysis of high volume
of aspirants on the basis of their individuality which reduces the risks of common reactions and
justice perception. On the other hand, the major limitation of assessment with regard to fairness
is difference in cultural and economic back ground of participants who do not have much
knowledge about native language or experiences as per standards of particular test.
Further, it can be said that behavioural question in psychological testing are based on
evaluating individual ability to understand, think and act in certain situation. In accordance with
behavioural assessment it can be argued that the test is effective for predicting forthcoming
performance of particular aspirant (Slavić, Bjekić and Berber, 2017). It is based on specific job
role and situation which can come across in future and is not based on scores of tests.
Assessment helps recruiter in determining individual ability to work in different departments.
These are core skills which are tested during psychological examination of candidate.
Apart from this, method comprise test like, medical, graphology, interest and psychometric test
which helps employers in predicting performance of employee in organisation setting. The
different type of assessment is conducted by recruiter to evaluate individual ability to deal with
stress and work in fluctuation conditions (Chandrashekar and Sahin, 2014). The examination
helps in predicting performance of candidate in forth coming situation of business. Similarly,
deriving perspective of aspirant for company and job role plays a very crucial role of a HR
managers, for which the recruiter conducts interest test which aid people manager in deriving
applicant will to work with firm.
Psychological test is developed and designed by occupational psychologist who seek
reference from different department for which the test is prepared. The reference from different
organisational departments helps in analysing reliability of assessment. Comparing scores of test
is the biggest contribution of this selection method while administering skills of particular
applicant on the basis of test is the biggest challenge for employer (Pau and et.al., 2016).
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Likewise, it can be said that assessments are designed to measure individual skills and
behaviours and therefore there is no right and wrong in answers. Way of thinking and acting of
every person is different and that is why recruiter’s choice can impact reaction and perception of
applicants.
For example, HR manager of Marks and Spencer focus on digital staffing where test
related to job role, qualification and skills are conducted online. Further, after calculating scores
of online tests the applicants are called for interest, psychometric and behavioural assessment
where some get rejected regardless of their merit scores where as some get recruited because of
positive administration of behaviours and interest as per job role and occupation setting. Thus, in
this case it is possible that may be some online applicants were positive in behaviour and interest
but got rejected whereas some of aspirant who appeared for face to face round were good in
scores but neglected because of their difference in reaction and perception to different business
situations. Thus, it can be outlined that assessing potential candidates is viable, reliable and
usable but still its contribution varies due to perception, reaction and future job performance.
Competency based interview
Competency based interview is conducted by recruiter where the individual targets
specific skills and competency of candidate with the of set of questions. Interview based on
competency is conducted to identify and reveal capabilities, knowledge and qualities of potential
candidates as per job experiences. It is the essential selection method which is implied by
recruiter to analyse individual resistance and ability to work consistently. The interview is
conducted with three ultimate objectives that is, deriving whether applicant is appropriate for
particular vacant position (Florea and DUICĂ, 2016). This is done to create awareness among
candidate and to derive individual’s ability to deal with organisational setting (Slavić, Bjekić and
Berber, 2017). The selection method is based on assessing practical ability of potential
candidates.
The interviewing method is reliable because it helps recruiter in assessing decision
making skills of applicant when in pressure. Moreover, the interview method is valid for staffing
as it promotes assessment for evaluating critical thinking skills of aspirants. In accordance the
selection method is useful its focus comprises on core competencies that is responsibility, team
work, decision making, problem solving, goal orientation and communication of applicant. As
per justice perception and common reactions, it can be said that the major strength of
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competency based interview is fair hearing where the candidate and recruiter are able to interact
directly regard job function and position. However, the method is limited to standardised
question due to which employer miss out essential information which applicant could have
shared if allowed.
Further, the competency based interviewing is effective for predicting future job
performance of applicant. In this recruiter implements the use of STAR tool which aid the
employer in gathering behaviours data at the time of interview. The tool is focused on 4 core
elements that is situation, task, action and result. Using this tool employer frames hypothetical
situation for candidate according to job role. In this applicant is liable to share what all skill and
practice the individual is going to implement (Roberts, 2012). In task phase employer
determined one capability to collect and analyse information to deal with particular situation.
Further, in action phase recruiter focus on deriving skills of applicant which needs to be
according to job position. Last concern of interviewer is result which describes outcome of
situation on the basis of which applicant is judged for future performance. Thus, it can be stated
that implementing Star tool for selection is beneficial because its helps the employer in assessing
applicant perspective towards job, because in this the recruiter is able to determine individuals
interest by results of situation.
Figure 1: STAR tool of Competency based interview
(Source: Roberts, 2012)
For example, HR manager of Tesco, the leading retailer of UK, recruiting customer
representative. As per competitive interviewing HR professional will make use of STAR tool
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where individual will frame situation like customer complaint about expiry date products which
are available in product. In accordance with situation the manager will determine individual
capability on collecting and analysing information regarding all products which are present in
outlets and are of expiry date. Further, in action the recruiter will focus on applicant
communication, listening and decision making skills.
Major contribution of this selection method is gaining insights over candidate’s practical
ability to deal with competitive organisational environment. On the other hand, high standards of
competent interview regarding employer’s performance limits recruiters to find a good match
because specific and reality competency expectation are completely different and therefore is not
appropriate for predicting employee’s performance. In accordance with this discussion, it can be
outlined that competency based interview are suitable for deriving applicant’s perception and
reaction because it is based on face to face interaction where the person is able to demonstrate
own will and practical skills to fulfil job position (Roberts, 2012). Whereas, limitation can be
that there are few applicants who hesitate in sharing their view to employer but are good at
performing when at work.
Panel interview
It is a type of assessment where two and more recruiters conducts interview which is
termed as panel. It is an additional round during staffing where group experts are together
focused on interviewing one candidate. In this one person asks question whereas other experts
focus on observing other prospects like, gesture, body language, way of understanding and cross
questioning. The selection approach is reliable because in this decision is taken with the help of
experts who understand job position better than recruiter. Further, it is valid because in this
decision is taken by entire panel by considering all aspects that is gesture, body language,
knowledge of job role and listening and communication skills (Jøranli, 2018). Moreover, the
method is useable because it helps in getting best of advice over one applicant which reduces
risks of choosing wrong person and therefore it is an appropriate method for predicting
employee’s performance.
In accordance with justice perception and common reaction potential strength of panel
meeting is elimination of subjectivity which is involved in one to one interview while, meeting
with expert’s lacks finding over core domain knowledge of applicant (Huffcutt, Culbertson and
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Weyhrauch, 2013). Further, this selection method is effective for predicting forthcoming job
performance of employees as it focuses on every basic etiquette of candidate.
During panel interview the recruiters ask different question to candidate with regard to
organisational environment which comprise risk, stress, pressure, competition. Conversation on
these factors help panel in determining one’s limitation to resistance. The panel discussion over
these factors helps the employers in predicting performance of workers in dynamic business
environment (Lorell and et.al., 2015). However, the meetings hold great chance of getting wrong
because there are candidates who wants to be the best and therefore lies about their strengths and
abilities. As per meeting selection method, it can be stated that employee’s performance cannot
be predicted accurately.
Understanding perspective of applicant is important for panel interviewer because it helps
in determining knowledge of candidate for the particular job individual is appearing (Ullah,
2010). It is an effective approach in deriving applicant interest in job profile for which person is
being interviewed. As per applicant’s perception and reaction over panel interview, it can be
outlined that meeting enables wide conversation where the applicant is able to know more about
job role and organisational environment but on the other hand the pan meeting includes group of
people which involves chance of cross questioning, confusion and wrong answers due to
increasing pressure (Pau and et.al., 2016).
For example, Debenhams which is multinational retailer, make use of panel interview
selection method because it is cost effective and helps the company in understanding perspective
and reaction of applicants. During group interview there are minimum 5 members of retailer
which comprise, HR, production, marketing, technical and sales manager. These individuals are
expert of their department and therefore are responsible for identifying best candidate by
predicting future performance, ability to handle fluctuation, quick decision making and time
management (Roberts, 2012).
CONCLUSION
The report summarized three selection methods which are most reliable and viable for
staffing process of an organisation. It evaluated psychological testing, the approach that helps to
gain insights personality, aptitude, ability and intelligence of applicants. From the review of
different authors in literature review it is clear tat selection methods play accrual role in
managing efficient staffing because it aims at analysing different skills and ability of candidate to
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work in dynamic business environment. However, from competency based interview selection it
is articulated that it helps the HR manager in evaluating individual capability of managing
uncertain situation consistently. Further, it identified competency based interviewing which is
effective for deriving candidate’s ability to handle job responsibility. Panel interview is effective
approach from selection because it helps in determining individual ability to manage job
responsibility and also assist in analysing presence of mind of applicant. Thus, it concluded by
outlining panel interview method which included meeting with two or more managing person of
firm. Hence, to critically assess all three selection methods example of each has been
highlighted. Henceforth, essay concluded by deriving importance of each selection method with
the help of different example which helped in outlining usability, viability and reliability of each
method.
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REFERENCES
Books and Journals
Bartram, D. (2017). Computer‐based testing and the Internet. The Blackwell handbook of
personnel selection. pp.397-418.
Blom, A.G., Gathmann, C. and Krieger, U., 2015. Setting up an online panel representative of
the general population: The German internet panel. Field methods. 27(4). pp.391-408.
Carless, S. A. (2009). Psychological testing for selection purposes: a guide to evidence-based
practice for human resource professionals. The International Journal of Human Resource
Management. 20(12). pp.2517-2532.
Chandrashekar, G. and Sahin, F. (2014). A survey on feature selection methods. Computers &
Electrical Engineering. 40(1). pp.16-28.
Florea, N. V. and DUICĂ, A. (2016). Selection Interview-a Necessary Tool in Discovering the
Best Candidates. Valahian Journal of Economic Studies. 7(3).
Folger, N., Stumpf-Wollersheim, J. and Welpe, I. M. (2018), July. New versus Traditional
Recruitment and Selection Methods. In Academy of Management Proceedings (Vol.
2018, No. 1, p. 17033). Briarcliff Manor, NY 10510: Academy of Management.
Furnham, A. (2017). Methods in Recruitment and Selection. The Wiley Blackwell Handbook of
the Psychology of Recruitment, Selection and Employee Retention. p.202.
Huffcutt, A. I., Culbertson, S. S. and Weyhrauch, W. S. (2013). Employment interview
reliability: New meta‐analytic estimates by structure and format. International Journal of
Selection and Assessment. 21(3). pp.264-276.
Hurrell, S. A. (2016). Rethinking the soft skills deficit blame game: Employers, skills withdrawal
and the reporting of soft skills gaps. Human Relations. 69(3). pp.605-628.
Jøranli, I. (2018). Managing organizational knowledge through recruitment: Searching and
selecting embodied competencies. Journal of knowledge management. 22(1). pp.183-200.
Lorell, B. H., Mikita, J. S., Anderson, A., Hallinan, Z. P. and Forrest, A. (2015). Informed
consent in clinical research: Consensus recommendations for reform identified by an
expert interview panel. Clinical Trials. 12(6). 692-695.
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Mayowski, C. A., Norman, M. K. and Kapoor, W. N. (2018). Assessing an assessment: The
review and redesign of a competency-based mid-degree evaluation. Journal of Clinical
and Translational Science. pp.1-5.
Mulders, J. O., Henkens, K., Liu, Y., Schippers, J. and Wang, M. (2018). Managers’ interview
invitation decisions about older job applicants: human capital, economic conditions and
job demands. Ageing & Society. 38(4). 839-864.
Pau, A., Chen, Y. S., Lee, V. K. M., Sow, C. F. and Alwis, R. D. (2016). What does the multiple
mini interview have to offer over the panel interview?. Medical education online. 21(1).
29874.
Roberts, C. (2012). Translating global experience into institutional models of competency:
linguistic inequalities in the job interview. Diversities. 14(2).
Slavić, A., Bjekić, R. and Berber, N. (2017). The role of the internet and social networks in
recruitment and selection process. Strategic management. 22(3). pp.36-43.
Sue, D. W., Rasheed, M. N. and Rasheed, J. M. (2015). Multicultural social work practice: A
competency-based approach to diversity and social justice. John Wiley & Sons.
Ullah, M. M. (2010). A systematic approach of conducting employee selection interview.
International journal of business and management. 5(6). p.106.
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