Assessing External Job Candidates
By Stanley M. Gully and Jean M. Phillips
()
About this ebook
Read more from Stanley M. Gully
Staffing to Support Business Strategy Rating: 3 out of 5 stars3/5The Legal Context of Staffing Rating: 5 out of 5 stars5/5Assessing Internal Job Candidates Rating: 0 out of 5 stars0 ratings
Related to Assessing External Job Candidates
Related ebooks
The Everything HR Kit: A Complete Guide to Attracting, Retaining, and Motivating High-Performance Employees Rating: 0 out of 5 stars0 ratingsMastering Consulting as an HR Practitioner: Making an Impact in Small Business Rating: 0 out of 5 stars0 ratingsSustainable People Management: For A People Manager Rating: 0 out of 5 stars0 ratingsManager Onboarding: 5 Steps for Setting New Leaders Up for Success Rating: 0 out of 5 stars0 ratingsApplying Critical Evaluation: Making an Impact in Small Business Rating: 0 out of 5 stars0 ratingsCompensation Systems, Job Performance, and How to Ask for a Pay Raise Rating: 0 out of 5 stars0 ratingsDeveloping Business Acumen Rating: 5 out of 5 stars5/5Defining HR Success: 9 Critical Competencies for HR Professionals Rating: 5 out of 5 stars5/5Making Human Capital Analytics Work: Measuring the ROI of Human Capital Processes and Outcomes Rating: 0 out of 5 stars0 ratingsEmployee Development: Big Business Results on a Small Business Budget Rating: 5 out of 5 stars5/5HR's Greatest Challenge: Driving the C-Suite to Improve Employee Engagement and Retention Rating: 0 out of 5 stars0 ratingsInvesting in What Matters: Linking Employees to Business Outcomes Rating: 0 out of 5 stars0 ratingsHow to Get Ahead in HR Rating: 4 out of 5 stars4/5The Power of Stay Interviews for Engagement and Retention Rating: 0 out of 5 stars0 ratingsThe Modern HR Handbook: An Easy, Quick, and Handy Human Resource Guide for Any HR Manager or HR Professional Rating: 0 out of 5 stars0 ratingsThe HR Career Guide: Great Answers to Tough Career Questions Rating: 0 out of 5 stars0 ratingsThe Essential HR Guide for Small Businesses and Startups: Best Practices, Tools, Examples, and Online Resources Rating: 0 out of 5 stars0 ratingsThe Chartered HR Officer Rating: 5 out of 5 stars5/5The Certified Human Resources Analyst Rating: 0 out of 5 stars0 ratingsBusiness-Focused HR: 11 Processes to Drive Results Rating: 3 out of 5 stars3/5Talent Management: Strategies for Success From Six Leading Companies Rating: 0 out of 5 stars0 ratingsHR Metric Standard Requirements Rating: 0 out of 5 stars0 ratingsBest Practices: Evaluating Performance: How to Appraise, Promote, and Fire Rating: 5 out of 5 stars5/5The Management Training Tool Kit: 35 Exercises to Prepare Managers for the Challenges They Face Every Day Rating: 0 out of 5 stars0 ratingsProductive Performance Appraisals Rating: 0 out of 5 stars0 ratingsHuman Resource Management Study Games: Certification Prep and Refresher Rating: 0 out of 5 stars0 ratingsFrom Hello to Goodbye: Proactive Tips for Maintaining Positive Employee Relations Rating: 0 out of 5 stars0 ratingsThe Practicalities of Human Resources: For Hr Practitioners’ - Fresh Perspective Rating: 0 out of 5 stars0 ratings
Human Resources & Personnel Management For You
Success Mindsets: Your Keys to Unlocking Greater Success in Your Life, Work, & Leadership Rating: 5 out of 5 stars5/5Ace Your SHRM Certification Exam: The OFFICIAL SHRM Study Guide for the SHRM-CP® and SHRM-SCP® Exams Rating: 4 out of 5 stars4/5The SHRM Essential Guide to Employment Law, Second Edition: A Handbook for HR Professionals, Managers, Businesses, and Organizations Rating: 0 out of 5 stars0 ratingsMaslow's Hierarchy of Needs: Gain vital insights into how to motivate people Rating: 5 out of 5 stars5/5The New One Minute Manager Rating: 5 out of 5 stars5/5Crucial Conversations Tools for Talking When Stakes Are High, Second Edition Rating: 4 out of 5 stars4/5The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace Rating: 4 out of 5 stars4/512 Habits Of Valuable Employees: Your Roadmap to an Amazing Career Rating: 0 out of 5 stars0 ratingsDEI Deconstructed: Your No-Nonsense Guide to Doing the Work and Doing It Right Rating: 3 out of 5 stars3/5Preparing for the SHRM-CP® Exam: Workbook and Practice Questions from SHRM, 2022 Edition Rating: 5 out of 5 stars5/5The No Complaining Rule: Positive Ways to Deal with Negativity at Work Rating: 4 out of 5 stars4/5Personality Types: Using the Enneagram for Self-Discovery Rating: 4 out of 5 stars4/5The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation Rating: 5 out of 5 stars5/5The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues Rating: 4 out of 5 stars4/5The Person You Mean to Be: How Good People Fight Bias Rating: 4 out of 5 stars4/5Focal Point: A Proven System to Simplify Your Life, Double Your Productivity, and Achieve All Your Goals Rating: 4 out of 5 stars4/5Performance Appraisals That Work: Features 150 Samples for Every Situation Rating: 4 out of 5 stars4/5You Can Be Yourself Here: Your Pocket Guide to Creating Inclusive Workplaces by Using the Psychology Rating: 5 out of 5 stars5/5Parkinson's Law: Master time management and increase productivity Rating: 0 out of 5 stars0 ratingsThe Game of Work: How to Enjoy Work as Much as Play Rating: 0 out of 5 stars0 ratingsPerformance Appraisal Phrase Book: The Best Words, Phrases, and Techniques for Performace Reviews Rating: 4 out of 5 stars4/5Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People Rating: 3 out of 5 stars3/5Crucial Conversations: Tools for Talking When Stakes are High, Third Edition Rating: 4 out of 5 stars4/5Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams Rating: 4 out of 5 stars4/5Preparing for the SHRM-SCP® Exam: Workbook and Practice Questions from SHRM, 2022 Edition Rating: 0 out of 5 stars0 ratingsWorkplace NeuroDiversity Rising Rating: 0 out of 5 stars0 ratingsThe Founder & The Force Multiplier: How Entrepreneurs and Executive Assistants Achieve More Together Rating: 0 out of 5 stars0 ratings2600 Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results Rating: 3 out of 5 stars3/5
Reviews for Assessing External Job Candidates
0 ratings0 reviews
Book preview
Assessing External Job Candidates - Stanley M. Gully
This publication is designed to provide accurate and authoritative information regarding the subject matter covered. It is sold with the understanding that neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. The federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations.
This book is published by the Society for Human Resource Management (SHRM®). The interpretations, conclusions, and recommendations in this book are those of the authors and do not necessarily represent those of the publishers.
Copyright © 2009 Phillips, Gully, and Associates. All rights reserved.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the Society for Human Resource Management, 1800 Duke Street, Alexandria, VA 22314.
The Society for Human Resource Management (SHRM) is the world’s largest association devoted to human resource management. Representing more than 250,000 members in over 140 countries, the Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China and India. Visit SHRM Online at www.shrm.org.
Library of Congress Cataloging-in-Publication Data
Phillips, Jean, 1969-
Assessing external job candidates / Jean M. Phillips, Stanley M. Gully.
p. cm. — (Staffing strategically series)
Includes bibliographical references and index.
ISBN 978-1-58644-160-9
1. Employee selection. 2. Personnel management. 3. Employees—Recruiting. I. Gully, Stanley Morris. II. Title.
HF5549.5.S38P489 2009
658.3’112—dc22
2009036851
10 9 8 7 6 5 4 3 2 1
09-0474
Staffing Strategically Series
ASSESSING EXTERNAL JOB CANDIDATES
ASSESSING INTERNAL JOB CANDIDATES
THE LEGAL CONTEXT OF STAFFING
STAFFING FORECASTING AND PLANNING
STAFFING TO SUPPORT BUSINESS STRATEGY
Contents
Introduction
External Assessment Goals
External Assessment Methods
Multiple Methods
Reducing Adverse Impact
Assessment Plans
Summary
Endnotes
Index
Acknowledgments
About the Authors
Additional SHRM-Published Books
Introduction
Assessing the degree to which job candidates possess the required qualifications and characteristics to perform the job well is a critical part of staffing strategically.¹ Even if a firm’s applicant pool contains some potentially great hires, if the firm’s assessment system can’t identify them, then they will not become employees. The goal of assessment is to identify the job candidates who would make good hires, and to screen out people who would make poor hires. A poor assessment system is little better than picking job applicants at random and giving them job offers. A well-designed assessment system can increase the number of good hires and reduce the number of bad hires an organization makes.
What difference does this make to organizations? For jobs in which there is a meaningful performance difference between high and low performers, identifying and hiring the best candidates can dramatically increase productivity and performance, and contribute directly to the company’s bottom line. Consider computer programmers—the performance of star programmers can be eight to 10 times greater than the performance of average programmers.² In some cases, such as sales or research and development, low performers can even cost the company money. Quality candidate assessment can also enhance the performance of an organization’s stock in the stock market. A survey by a large consulting firm found that a strong staffing function led to greater shareholder return. In particular, companies that had a clear idea of whom they wanted to hire and that judged applicants against clear criteria outperformed companies with weaker staffing functions.³
Depending on their business strategy and competitive advantage, as well as their talent philosophy and culture, different companies value different employee characteristics for similar jobs. For example, a discount retail store such as Wal-Mart that relies on low cost and high efficiency may look for efficiency-oriented candidates whom it could hire at a relatively low cost. A high-end retail store such as Tiffany’s that pursues a strategy based on high-quality customer service may prefer to hire candidates who excel at customer relations and interpersonal skills, even if a higher salary is required to hire them. The choice of which candidates to hire should be based on who is likely to experience the greatest job success and who can best meet the overall hiring goals for the position, including job success, promotability, fit with the company’s culture, the cost of the total rewards package, and so on.
Apache Corporation, an independent oil company, has outperformed its peers by cultivating a culture supporting fast decision-making and risk-taking. Because new hires are important in maintaining this culture, Apache looks for external candidates who have shown initiative in getting projects done at other companies.⁴ The core competencies telecommunications giant AT&T considers most important to success in applicants include planning, organization, interpersonal effectiveness, decision-making, and problem analysis.⁵ Yahoo! looks for really smart, passionate people who have conviction, courage, and a willingness to take some risk.⁶ And Microsoft, which can receive more than 40,000 resumes a month, is only interested in hiring top talent with the skills to fulfill the core competencies of the position being filled and who have long-term potential as well.⁷
In addition to identifying the job candidates who best fit the job, the assessment system should also evaluate candidates’ fit with the organization’s culture and business strategy. This allows a firm to identify the job candidates best able to perform the open job and best able to help the company execute its business strategy and enhance its competitive advantage. A candidate who meets a job’s technical requirements—but is also risk averse and not creative—may be a bad hire for a company pursuing an innovation strategy.
If a company wants to give employees a lot of independence and discretion, it is only by designing rigorous assessment processes that employees can later have this freedom.⁸ Employees need to be selected on the basis of their work attitudes, self-leadership, and judgment to be given latitude in how they do their work. Although companies’ primary hiring goal is usually job performance, some companies, including Silicon Graphics, subscribe to the philosophy that what people know is less important than who they are. These firms believe that the primary goal of assessment is to find people with the right mind-set, attitude, and personal attributes.
Assessment methods tend to become more complex the more critical a job is to the firm and the more complex the required competencies are. If a job is difficult to do well, then it is even more important to recruit strategically, assess job candidates carefully, and choose new hires wisely.
Different assessment methods are useful for assessing different job candidate characteristics. In this book, we first discuss the different types of goals that exist for external candidate assessment, and then describe a variety of commonly used assessment methods and their strengths and weaknesses. Finally, we discuss ways of evaluating external assessment methods.
Assessing External Job Candidates is not intended as a legal reference