Selection techniques

Choose selection techniques
Who administers selection techniques
Informing the candidates
Different selection techniques

Choose selection techniques

Different types of positions require different kinds of selection techniques. Choosing the right techniques will help to recruit the best candidates for the position. The selection techniques chosen depend on the particular skills, attributes and knowledge required for the position. The selection method must match with the selection criteria that are most critical to the position.

The selection techniques normally used are the interview along with a written application and referee reports. The interview's value is greatly increased when it is well structured, incorporates behavior-based questions and is used in conjunction with other selection techniques.

It is not a good idea to make recruitment decisions based on the results of one selection method alone. Very often there is a need to combine two or more techniques to assess a range of skills and qualities in candidates. For example, work samples are an excellent way to assess what a candidate is capable of (i.e. their maximum performance), but they do not provide information on what the candidate does daily (i.e.. their typical performance). Reference checks must be used as well to obtain this information.

What to consider when choosing

• the seniority/level of position
• the degree to which managerial/leadership ability is critical to success
• the degree to which technical competence is critical to success
• the time and effort required to use the technique, in proportion to the risk of poor selection
• available resources
• the budget
• the skills, knowledge and qualifications of assessors
• equity issues, i.e. does the chosen technique directly or indirectly discriminate against EEO groups?

Who administers selection techniques

The selection committee or a representative from the Human Resources Unit (HRU) can administer many of the techniques. However, others need to be administered by trained professionals. See the individual techniques for more information.

Informing the candidates

If you decide to use selection techniques in addition to the interview, then you need to inform all candidates and give them enough notice to make appropriate preparations.

Different selection techniques

Structured interview format
Telephone interviews
Work samples
Peer assessment
Assessment centres
Psychometric profiling
Informal meetings

Structured interview format

The structured interview format involves assessing the candidate's skills, attributes and behaviour through behaviour-based questions. Behaviour-based questions probe for specific examples of a candidate's behaviour in situations similar to those that will be found in the new job. Questions are typically worded to extract specific examples of what they have done in the past. Asking behavioural questions enables you to assess candidates more objectively, based on specifics rather than 'gut' feelings or personal impressions.  You can use the sample Behavioural Interview Questions to help you develop your questions.

The interview is also useful for assessing a candidate's presentation and communication skills, 'getting to know' candidates and assessing cultural 'fit' with the work area/job. Complementing the interview with other selection techniques such as skills tests, work sample tests, case studies, planning exercises, analysis and/or judgement exercises, presentations and team observations increases the likelihood of identifying the best person for the position.

Remember that no matter how hard you try for make an interviewee comfortable, the interview is an artificial and formal environment that may not best show candidates as they behave in the work environment. Less formal opportunities for meeting and interacting with candidates and structured reference checking will provide further insight into a candidate's behaviour and performance.

Usually the selection committee determines the questions to be asked in the interview. Questions should be determined based on the selection criteria and it is important to define what constitutes an acceptable answer prior to conducting interviews. An acceptable answer should include:

• an example of a specific work-related situation faced by the candidate
• the candidate's action in response to the situation
• the outcome of the candidate's action

Telephone interviews (video/teleconferencing)

For positions that are likely to attract overseas candidates it may be necessary to conduct initial discussions via telephone or video. Telephone interviews are normally used to make a preliminary assessment of a candidate. However, you should also meet the candidate face-to-face before making final recommendations.

When conducting the interview, be aware that the applicant is relying on clear and specific verbal feedback in the absence of non-verbal cues.

Work samples

Work samples involve an individual or group of candidates completing exercises that they would be required to undertake as part of the position. For group tasks, candidates are placed in a situation in which the successful completion of a task requires interaction among the participants. In individual exercises, participants complete a task independently. The selection committee should determine acceptable responses or outcomes prior to administering any sort of work sample test.

Examples of different work sample techniques and tips on how to use them are provided below.

The leaderless group discussion

This is a simple technique where a group of participants are asked to carry on a discussion about some topic for a specific period of time, eg. performance issues, or internal/external alliances or relationships. No-one is appointed leader and assessors do not participate in the discussion, but remain free to observe and rate the performance of each participant. Skills and attributes such as leadership, coaching, customer service orientation, teamwork, building relationships, etc. can be evaluated.

The in-tray test

This is an individual test designed to simulate important or regular tasks associated with the position. Different types of in-tray tests may be designed to correspond to the various requirements of the position, eg. writing a memo, researching information or analysing data. At the conclusion of the exercise the candidate will have produced notes, memos, letters, etc., which constitute the record of his or her behaviour in completing the task. In-tray exercises permit direct observation of individual behaviour within the context of a job-relevant problem situation.

Planning exercises

These test the candidate's ability to prioritise, plan activities, schedule and allocate resources, and adapt to last minute changes. This allows assessors to evaluate a candidate's skills and attributes in planning and judgement. Exercises might involve providing the candidate with some information about a typical project and asking them to draft a project plan or schedule, determine a budget or allocate resources.

Analysis exercises

These evaluate a candidate's aptitude in analysis and judgement. Candidates are provided with quantitative and qualitative data about a fictitious organisation and asked to draw conclusions, make recommendations, assess the organisation's situation or improve matters such as productivity, customer relations, organisational structure and morale.

Lectures/Presentations

These assess a candidate's communication skills and perhaps their expertise on a particular subject. A typical task might involve a candidate preparing and presenting to a selection committee, peers and/or postgraduate students. For example, for an academic position a lecture or presentation of research or teaching would be appropriate.

Computer exercises

These demonstrate a candidate's computer skills using particular programs. Tasks might involve creating spreadsheets, data sorts, letters or diagrams, etc.

Tips on using work samples

Work samples are effective at predicting future behaviour. They are particularly useful if implemented as part of a two-phase selection process, i.e. after the first interview when follow-up and probing are required, or alternatively, to weed out candidates prior to interview. Using work samples as a selection technique is usually more time consuming and resource intensive than conducting an interview, particularly if there are a lot of candidates.

Peer assessment

Peer assessment involves asking a candidate's colleagues to predict how the candidate will respond if placed in a particular work situation or role. Peers or colleagues usually provide different feedback than that offered by supervisors, as their perceptions are drawn from a different range of behavioural interactions. You must seek the candidate's approval before speaking to their peers or colleagues. Peer assessment is often used to predict future leadership and managerial success.

Tips on using peer assessment

It's a good idea to involve a range of people with different relationships to the candidate, for example someone who works with them in a team capacity, someone who has a supervisory relationship to them and someone who reports to them. Keep in mind that peers may assess their colleagues based on personal bias.

Assessment centres

The assessment centre is traditionally used for large scale or bulk recruitment exercises. Assessment centres vary in complexity and are typically conducted by trained consultants. They can be expensive and complex to administer and are usually more cost effective when recruiting large numbers of people. A typical assessment may run over the course of one or two days and involve trained assessors evaluating a number of candidates using a range of techniques such as interviews, written tests and individual and group exercises. Assessors assimilate evidence from candidate performance across all exercises and incorporate this into a final collective decision.

Psychometric Profiling

Psychometric profiling includes cognitive ability tests, objective personality and interest inventories and leadership ability tests. Psychometric profiling and ability tests can be administered to help with selection at all levels. Ability tests should always be based on key selection criteria and the results compared alongside the results of all other selection techniques used. Psychometric profiling tools used in recruitment are usually those that indicate work preferences. They can also be used to assess how a candidate will operate in a team environment or to identify managerial or leadership qualities. Trained professionals should administer psychometric profiling.

Informal meetings

Informal meetings can be used as a way of observing a candidate's behaviour in a less formal environment, such as lunches or morning tea with staff or key stakeholders.

Tips on using informal meetings

Informal meetings are probably best used as part of a two-phase selection process, after you have narrowed the field down to the last few candidates.