HumanResourceManagement

PART1PersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991FeaturesofHRM

ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’InvolvesstrongculturesandvaluesPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModel–

contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelationsTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingGuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovateSoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagementHardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagementCompetence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits,motives,skills,characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982Ukv.USdefinitionsUS-inputoriented––whattheindividualbringstothejobUK-outputoriented––theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?LevelsofInfluenceStrategicFunctionalSystemsIndividualImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitateImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanismsImplicationsforHumanResourceSystemsVerticalintegration––linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration––provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystemsRecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetenciesDevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelectionAppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneedsCanprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisalDevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivitiesEnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopmentRewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniorityCanassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyRewardIntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachotherCurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfitHRMandCorporateStrategyStrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate––emergentOutcomes:profitmaximisation––rangeofoutcomes(plural)Fourkeyapproaches(Whittington)ApproachestoStrategyOutcomesProfitmaximisingPluralDeliberateEmergentClassicalEvolutionarySystemicProcessualProcessesClassical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisationClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique––productofitstime;looksna??veintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.Evolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironmentEvolutionary––lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportantProcessual––lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption––sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange––sparecapacityasbufferStrategyacomfortingritualProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreatsSystemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetotheseSystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluencesResource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocessEmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirmResource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage––gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategiesDefiningStrategicCoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge––anactivityCorecompetence:––deliversafundamentalcustomerbenefit-isnoteasilyimitatedbycompetitors-providesagatewaytonewmarketsContributestostrategyas:-asasourceofcompetitiveadvantage-viaalongerlifespanthatasingleproduct-exercisedacrosstherangeoforganisationalactivitiesDefiningStrategicCoreCompetenciesRoleofHRinManagingCoreCompetenciesIdentifyingcorecompetencies––linkingthemtoindividualsBuildingcorecompetencies––learningandcrossdisciplinecommunicationRoleofHRinManagingCoreCompetenciesUtilisingcorecompetencies––developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies––retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetenceCOMPARATIVEHUMANRESOURCEMANAGEMENTDefinitions‘howthingsaredonearoundhere’’(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers.(Brown,1995)OrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintimeLevelsofCultureCulturecanbeconceivedas:-societalornationalculture-corporateculture-homogenousorheterogeneoussubculturesTurner(1971)definedindustrialsub-cultureby:-distinctivesetofsharedmeanings-useofsymbolsandrituals-socialisationsandnorms-attemptstomanipulatecultureAspectsofcultureArtifactsLanguage––jokes,jargon,storiesBehaviourpatterns––rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbolsModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofcultureSchein,1985OrganisationalCultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat““oughttobe;norm-basedTakenforgrantedInvisiblePre-consciousCommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?CULTURE:

Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional””(H&B2002)OrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange––economicorsuccessionStrategies–naturalevolution-self-guidedevolution- Managedevolution- managedevolutionviaoutsidersOrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD-technologicalseduction-scandal,explosionofmyths-incrementalismOrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion-turnaround-recognition,destruction,re-birthCultureinorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLOCommunication–HallModelArabUKChinaGermanyHighcontextLowcontextSocialtrustfirstBusinessfirstValuepersonalValueexpertiserelationships&goodwill&performanceAgreementbytrustLegalcontractNegotiationslow,ritualNegotiationefficientHofstede’sModelIndividualismHighpowerdistanceMasculinityHighuncertaintyavoidanceShorttermismCollectivismLowpowerdistanceFemininityLowuncertaintyavoidanceLongtermismHRMandCultureChangeLayersofCultureArtefacts––physicalobjects,behaviourandprocessesEspousedvalues––thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachotherCultureChangeWhychange?Environmentchanges:Business––mergers,technology,marketGovernment–laws,H&S,diversity,Demographic––changesinthehumanresourcesavailableTheNatureofChangeExternallyimposedTransformationalGlobalHostileLargescaleLongtermStrategicInternallyimposedIncrementalLocalPositiveSmallscaleUrgentOperationalIntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosingstrategy:-scale––incrementalorradical-Locus––organisation,unit,department-nature––cognitiveandbehavioural-timescalePrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeansSeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChangeMultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChangeApproachestoCultureChange(Bate)STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURESSTEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:LeadershipmodellingWorkteamsInformation/communicationPerformancerewardOrganisationalstructuresTraining&developmentFirstlinesupervisionResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange(Bate)STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange(Bate)WhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteemMulti-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversityChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaffcommunicationbehaviourchangeExaminingandJustifyingBehaviourchange= interventionpointBusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentRationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluateSocio-TechnicalApproachesCoreJobCriticalPersonalandDimensionsPsychologicalWorkStatesOutcomeSkillvariety ExperiencedHighTaskidentitymeaningfulnessintrinsicTasksignificanceatworkmotivationAutonomyExperiencedHighjobResponsibilitysatisfactionforworkFeedbackKnowledgeoflowlabourresultsofworkt/oandabsenceOrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions––aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisationHRLeverageinChangeTheAcquisitionofHumanResourcesRecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:-definingrequirements-attractingcandidates(recruitment)

-selectingcandidates(selection)-makingthedecisionDefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’’DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidateJobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis-refertoexistingjobdescription-interview-selfanalysis

-questionnaire-checklist-criticalincidenttechnique-repertorygridWritingJobDescriptionsIncludebasicdetails––title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwordsExampleofaJobDescriptionJobTitle:PersonnelAssistantDepartment:HumanResourcesSummary:ResponsibleforrecruitmentandotherHumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcoursesCompetency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’’Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’WoodruffeCompetencyList:MiddleManagerHigherLevelCompetenciesVisionInadditiontoPlanningskillsrelevanttechnicalcompetenceCriticalthinkingLeadershipPersistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstoleranceEachhigherlevelcompetencecanbebrokendownintosubunitsExample****“Persistence””:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManagerAdvantagesofaCompetencyApproachMoreflexiblethanjobdescriptions––thecompetenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasilythantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/scenarioquestionsLinkstootherHRprocessesDisadvantagesofaCompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonalityPersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirementsi.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossessPersonSpecificationAttributeEssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstancesSuccessfulRecruitmentIsEFFECTIVE,COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:-advertisements

-governmentagencies

-consultants&agencies

-directapplications-wordofmouth

-opendays

-internet-othermediaAdvertisementsCanbeinternal,press––local,national,international,internet,professionaljournals,otherPurpose––attractattention,createandmaintaininterest,stimulateactionContent––organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplicationCriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentialityHeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionReasonsforuse:-confidentiality

-veryseniorposts

-scarceskills

-obviouscandidates-raiseinterestandawarenessinthosethatmightnotbeactivelyseekingchangeEthicsInternetbasedRecruitmentHow?Throughcompanywebsite;internallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailable––graduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapplyHandlingApplicationsInformationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationformDevelopimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomerSelectionTheimportance:‘Itisfairlyeasytouseselectiontoimproveproductivityby6%.Underveryfavourablecircumstancesselectioncanbringaboutgainsof20%ormore…….’Smith&Robertson1993Ethicalissues:-principleofpositiveselfregard-principleofinformedconsent-principleofcompetence-principleofconfidentialityCommonSelectionMethodsApplicationformandCVReferences,recommendationsandtestimonialsGroupexercisesWorksampletestsSelectioninterviewsPsychometrictestsUsageofSelectionMethodsWithintheUKInterview100%Applicationform98%References97%CV84%Personalitytests58%Ability/aptitudetests47%Assessmentcentres30%ChoosingaSelectionMethodPracticalitySensitivityReliabilityValidity-face-content-criterion(predictiveorcurrent)-constructValidityofSelectionMethodsPsychometricTestsMaximalversusTypicalperformanceMaximalperformance-aptitude/attainmentTypicalperformance-personality

-interestsandvaluesManycountrieshavelegalconstraintsonuseAptitudeTestsSpecificabilities-e.g.mechanical/spatialGeneralintelligence-numerical-verbal-abstractreasoningTheSelectionInterviewAconversationwithapurposeto:MakeanassessmentofacandidateinrelationtoanorganisationalroleInformationexchangeSelltheorganisationSocialfunctionTypesofSelectionInterviewIndividualPanelSequentialInformationgatheringStructuredSituationalBehaviouralStressHypotheticalFailuresofHumanJudgementMemoryQuickdecisions––halo/hornseffectEmphasisonnegativeinformationInconsistentevaluationofinformationPerceptualselectivityLikepeoplelikeyouStereotypingInformationoverloadPrimacyExpectancyStructuredInterviewingBasequestionsonjobanalysisorcompetencestatementsEachcandidateisaskedthesamequestionsSystematicscoringprocedureIndependentassessmentofcandidatesInterviewingasaSocialProcessCreateappropriatephysicalenvironmentCreateappropriatesocialenvironmentCreateandmeetcandidateexpectationsUseactivelisteningEndthesocialencounterQuestioningTechniquesOpen––requirefulleranswerClosed–straightforwardinformationProbing–followupforfurtherinformationorareasofuncertaintyLeading–supplythecandidatewithcluestothebestresponseMultiple–candidatewillanswertheeasiestAssessmentCentres‘Anassessmentcentreisaprogrammeoftests,exercisesandinterviewsdesignedtomeasureandassessawiderangeofdifferentabilities,skillsandbehaviouralcharacteristicsandpotentialrequiredforeffectiveperformanceinthejob’BeardwellandHolden,1994AdvantagesofAssessmentCentresAllowsmoretimetomakeanassessmentInvolvesmoremeasures–betterpredictivevalidityProjectsaprofessionalimageSpinoffs–DisadvantagesofAssessmentCentresCostTimeDifficulttodoStressfulforcandidatesNeedtotrainassessorsDesigninganAssessmentCentreDefinecompetenciesChoosetests,exercisesandmeasures–eachcompetencyatleasttwiceTrainingofassessorsPilotthecentreRunthecentreFeedbackEvaluationChoosingtheSelectionTestsandExercisesTypesoftechniquesavailableCoveringthecompetenciesHowmanyshouldtherebe?Buyinordeviseyourself?IssuesindesignEnsuringCompetentAssessmentFamiliarisation/ownershipoftheassessmentcriteriaAssessmentofperformancecriterianotperformanceinexercisesAssessmentdocumentationIndependentassessmentTrainingandpractiseforassessorsPerformancemanagement‘....Thevariousmanagementprocessesbywhichstandardsofperformanceareaddressedatboththeindividualandorganisationallevel’’‘.....theuseofobjectivesettingandperformancereviewsviaemployeeappraisal....’Taylor(1998)DefinitionsofperformancemanagementTheessenceofperformancemanagementisestablishingaframeworkinwhichperformancebyindividualscanbedirected,monitored,motivatedandrefined:andwherebythelinksinthecyclecanbeaudited.(Mabey&Salaman,1995)PerformancemanagementPerformanceManagementasanIntegratingForcePerformanceManagementRewardManagementImprovingIndividualandOrganisationalPerformanceImprovingManagerialEffectivenessDevelopingSkillsandCompetences(Armstrong,1996)PerformanceManagementCycleOrganisationalObjectivesIndividualObjectivesPerformanceReviewDevelopmentandRewardMonitorandReviewElementsOfPerformanceManagementOrganisationhasasharedvisionofitsobjectiveswhichitcommunicatestoal