Selecting High Performers

It is probably safe to say that choosing the right people for the right jobs is important to organisational effectiveness. However, in many organisations, rather than being systematic and based upon sound evidence, the identification of the best recruits is a relatively unstructured and intuitive process.

The problem with this approach is that a range of social psychological processes prevent an objective assessment of the candidate. These ëobservational pitfallsí ñ which we are all subject to - include first impressions; stereotyping (generalising beliefs about whole groups to group members without further investigation) and projection (which in this instance refers to our inclination to expect similarities between ourselves and others).

Structure can be added by developing a ëcompetency frameworkí, for example, which acts as a foundation on which to base all people management processes, in this instance adding objectivity to selection and assessment processes.

A substantial body of empirical research supports the notion that some selection methods are more accurate in predicting future high performers than others (e.g. Hermelin and Robertson, 2001; Schmidt and Hunter, 1998). Further, evidence has shown that using a combination of selection methods with low inter-correlations (i.e. they are not measuring exactly the same thing in exactly the same way) provides the most accurate assessments.

A best practice selection process might well include both ability and personality psychometric tests. However, as the ëscience of assessmentí, the principles of psychometrics have a wider application and can address the basic question: ìhow do we know if a method works?î A selection process adhering to these principles will be reliable; valid (relevant); standardised (consistent) and free from bias (fair). Published research in peer-reviewed journals can indicate the relative psychometric properties of different methods and combinations of methods in general terms, but only by conducting a simple local study can the effectiveness of a particular selection system in a particular organisation be established (see below).

So everyone uses the best approach then?
Historically, only larger organisations have made use of this knowledge, either through in-house expertise or more often via external consultants. HR consultants and occupational psychologists have helped many organisations to develop competency frameworks which form the basis of assessment centres, the ultimate in combined assessment approaches, referred to as ëmulti-trait, multi-methodí. Outside of the public sector and the corporate world, though, most organisations are still using the traditional, tried and not-so-trusted methods of CVs; references and unstructured interviews.

As well as lacking the in-house know-how and understandably reluctant to pay consultancy rates, other reasons why organisations continue to rely upon ineffective assessment methods are:

ï Little knowledge and understanding
ï Habit ñ lack of time/inclination to investigate
ï Human nature ñ most of us are convinced that we are good judges of character and that ìwe know one when we see oneî.

Finally, looking forward in their major review of the assessment field, Robertson and Smith (2001) stated that it would be desirable for selection systems to be audited. Validating specific selection processes (local validations) are a straightforward matter in instances where a structure has been established and performance criteria agreed upon. The outcome of a study of this type might be that some parts of the process are shown to be highly predictive of job performance, whilst others do not add much and can either be adapted or removed, simplifying the process in so doing. Through local validation it may be discovered that the wrong areas are being focused on in interviews, for example.

Best practice then is to ensuring the whole selection process is reliable, relevant, consistent and fair, which in turn will ensure that the best candidates are most likely to be selected, each and every time. There is a substantial body of empirical research to support this assertion.

Where do we start?
It is crucial to begin the selection process with the question ìwhat are we looking for?î The outputs from this exercise will typically be a job description and a person specification. A job description lists key responsibilities and tasks and a person specification describes the personal behavioural requirements of the job.

Common sense and a little thought are the main requirements for conducting worthwhile job analysis. For example, job descriptions should state clearly the tasks involved in the role, but not simply list every task, regardless of its frequency or importance. And person specifications should not use vague, meaningless adjectives such as ëhard workingí and ëcommittedí ñ all employers want employees like that! Instead, the person specification should be based around the key attainments, achievements and behavioural requirements of the job and can therefore be used to identify selection criteria.

Once selection criteria have been established, candidates should be assessed against them at every stage of the selection process. This can help ensure that the process is fair and reduce the impact of the assumptions that we all naturally make, based upon social psychological processes such as stereotypes and generalisations.

Our vision
Our own experiences suggest that there is a clear need for an easy-to-use system, accessible and relevant to all organisations regardless of size. Many organisations want to reap the benefits of quality psychometric methodology without investing too heavily time-wise or financially. Our vision at Plumbline is to help organisations fit people to jobs for which they are suited in the sorts of organisations they want to work for. In this way individuals have greater satisfaction and engagement at work. The benefit to organisations is that a more engaged workforce leads to greater productivity.

We have researched, designed, piloted and validated the Plumbline Behaviour Profile (PBP). It is based upon the latest thinking in the field of assessment; best practice psychometric test constructions; and extensive research into the workplace to establish performance-critical aspects of behaviour ñ all ensuring it is reliable, accurate and relevant. As it has been created for line managers as well as for HR professionals, more than anything else it is very easy to use and administer. Unlike many instruments, PBP is a practical tool, based upon behaviour itself rather than behaviour as a manifestation of personality.

Amongst the many advantages of Plumbline, as a professional selection system it certainly projects a positive ëemployer brandí. Also, candidates can be compared against a sample of the UK working population or more specific ënormí group such as ëall customer service advisers in our organisationí. And best of all, the system enables us to work very easily (and therefore cost-effectively!) with organisations to demonstrate which profiles are statistically most predictive of good job performance in different jobs.

Bob Clifford, Managing Director, The Plumbline Test Company Limited, www.plumblinetest.co.uk

References
Hermelin, E., & Robertson, I.T. (2001). A critique and standardization of meta-analytic validity coefficients in personnel selection. Journal of Occupational and Organizational Psychology, 74, 253-277.
Robertson, I.T. & Smith, M. (2001). Personnel selection. Journal of Occupational and Organizational Psychology, 74, 441-472.

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, 262-274.

Bob Clifford BSc, Psychology (1st class hons), MSc, Psychometrics in Organisations (Distinction)

Bob is a psychometrician, with expertise in designing and validating psychometric instruments. He was head of Assessment and Selection at Blue Edge Consulting prior to establishing Plumbline. His vision is to help organisations of all sizes select the right people for the right jobs in organisations they want to work for.

Bob Clifford
Managing Director
The Plumbline Test Company Limited
b.clifford@plumblinetest.co.uk
www.plumblinetest.co.uk
07786 432902