Common Selection Techniques

Making Better Hiring Decisions

One should select the right candidate for the position, and for that to happen, a correct technique has to be applied in appointing a person to the position, which would help the organization to succeed. Effective techniques of selection ensure that hiring decisions are aligned to the company's needs and culture. We shall discuss here some common and effective techniques of selection in the process of recruitment.

1. Structured Interviews

Structured interviews are among the most reliable techniques of selection. They are a set of standardized questions which are used to interview each candidate. Such consistency makes the process quite fair since it helps in reducing biases and allows for a fair comparison. According to Schmidt and Hunter, 1998, structured interviews are powerful predictors of job performance compared to unstructured interviews since they measure job-related criteria.

2. Cognitive Ability Tests

Cognitive ability tests are designed to measure the level of reasoning, problem-solving, and comprehension of an individual. Such tests are useful since they provide a quantifiable measure of the candidate's ability to perform more complex tasks. According to Salgado, 1997, cognitive ability tests have been shown to be a strong predictor of job performance, more so in complex jobs.

3. Personality Tests

Personality evaluations test whether a candidate's personality fits the job and culture of the organization. This makes use of models of personality that measure dimensions such as openness, conscientiousness, and extraversion. In their study in 1991, Barrick and Mount reported that conscientiousness was most highly predictive across different types of occupations.

4. Work Samples and Simulations

Work sample tests and simulations require that candidates complete work tasks they would actually do on the job. This is considered a direct measure, since candidate's ability in performing job-related tasks is measured directly. According to Campbell in 1990, work samples rank as very effective predictors of job performance since they are very close to the actual work.

5. Reference Checks

Reference checks can be conducted on a candidate's past performance and behavior with previous employers or colleagues. This approach is brilliant in putting the information into perspective and normally affirms that the candidate is indeed the right person for the job. However, the reference checks must also be done in a consistent manner so that they are consistent and reliable. Taylor, 1998

Conclusion

Inclusion of a combination of these techniques of selection may enhance the effectiveness of the hiring process. Structured and multiples of these assessment methods can be adopted by an organization for effective hiring decisions in improving the job fit and performance in general.

References

Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1-26.

Campbell, J. P. (1990). Modelling the performance prediction process: A guide to the development and validation of job performance measures. Prentice Hall.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.

Salgado, J. F. (1997). The five factor model of personality and job performance in the European Community. Journal of Applied Psychology, 82(1), 1-19.

Taylor, P. (1998). Reference checking: The need for improvement. Journal of Occupational and Organizational Psychology, 71(1), 1-12.