Businesses are realizing more and more the need to choose good employees from the outset in order to build a team environment that is highly productive and competent. It has been proven that the interview process is the most unreliable form of employee selection that exists. Many managers believe that they can choose the right person for the job by just meeting someone; however, I/O psychologists know that personal perceptions and opinions often shade these important decisions.
A manager may feel inclined to hire an interviewee because they attended the same college, like the same football team or have similar personality traits. These personal preferences are not an indication of whether a person has the ability to do the job.
Many argue that the biggest requirement is the ability to get along well with others and if an interviewer likes the interviewee, then they indeed are the right person. This is true in some aspects and if there are multiple candidates with similar qualifications, then personality may be the deciding factor, however there is much more to being qualified for specific jobs than personal preference.
In this lesson we will discuss the tools most important to finding and keeping the right employees for any company. The uses of all the methods below are important in making the right choices in employee selection.
Good hiring and performance appraisal starts here. Many companies skimp on this step, particularly if they are refilling a position or evaluating the performance of an employee who has been doing the job for many years. The manager believes that since the job was already in place they already know what is required for it, however, the requirements might have changed considerably since the job was last filled.
Other things will influence the need for a re-analysis of various positions within a company, some of these include: changes in the market, a change in company direction, the expansion or reduction of a company's workforce, or changes in employment law. Any of these factors may influence a need for upgraded skills or increased compensation.
Job analysis also looks at the proper compensation that should be offered and what training may be required to learn the position or to upgrade a current employee's skill to the required level. A proper and thorough job analysis will make the task of hiring the person with the right skill set much easier in the long run. It will also aid in recruitment.
- Determining Training Needs.
- Compensation Identification.
- Selection Procedures.
- Performance Review.
Some methods used by I/O psychologists and HR specialists to perform a thorough job analysis include:
- Review of Job Classification Systems.
- Incumbent Interviews.
- Supervisor Interviews.
- Expert Panels.
- Structured Questionnaires.
- Task Inventories.
- Check Lists.
- Open-Ended Questionnaires.
- Incumbent Work Logs.
A clear definition of the position and a candidate profile for the job in question should be organized efficiently so that advertisements and recruiting efforts are concise. If the requirements for the position are clear this will narrow the search down considerably. Depending on the current job market, any one position may be applied for by hundreds of candidates, thus, the more descriptive the advertisement or description given to a recruitment firm the better. The description and profile will also be used later for resume analysis and interviewing.
2. Do they have the required education and experience?
3. Do they have good written communication skills?
4. Did they include a customized cover letter?
5. Has the candidate paid careful attention to details when writing their resume? Is their grammar and spelling near flawless?
6. Do their salary requirements meet the position's established compensation?
These points need to be considered when short listing recruits. Number three and four has much less relevance now than it did in the past. Most job hunters pay professionals to write their resumes, thus one cannot be sure if it was the candidates writing skills or those of the individual they hired that are exceptional, which is why many companies request a writing test during an interview (more on this in the next topic).
The role of an I/O psychologist in the interviewing procedure is to create appropriate questions that would indicate the candidate's appropriateness for a particular job. They will also provide testing and facilitate the appropriate set of tests for each position and ensure that all interviewees are treated with respect, equality, and fairness during the interview process. Additionally, they may coach managers who are taking interviews of the candidates on what behaviors to watch for or what answers send up red or green flags.
Low turnaround is much preferred over quick decisions in regard to new employees, and the higher the position, the more time must be invested in finding the right person for the job. The I/O psychologists, by the very nature of their training and education, are perfectly suited for helping companies hire employees that will reap long term benefits to a company's current and future goals. They also ensure that fairness and equality in hiring is adhered to and that there are no violations of employment law.
- I/O Psychologists Impacts in Job Analysis
- Career Preparations in Industrial and Organizational Psychology
- Understanding Organizational Behavior in I/O Psychology Studies
- The Role of Training and Development in I/O Psychology
- A Focus on Workplace Hazards
- Understanding Legal Issues in Employment Law
- Creating Projects with Time Management Measures
- A Sociological Perspective on Class and Inequality
- Understanding the Behavior of Anger
- Sociology and Mass Media
- The Fundamentals of Employment Law
- Workers Compensation Claims: Dealing with Attorneys and Legal Forms
- Cultural and Personality Differences in the Workplace
- Managing Training Programs and other Professional Development Activities