Human Capital Growth Webinar: Employee selection practices for low literacy candidates
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This document provides guidance on developing valid and effective selection tools and processes for global talent acquisition. It discusses conducting a robust job analysis to identify key competencies, developing selection tools such as assessments and interviews, addressing cultural and literacy concerns, demonstrating business impact through metrics like cost savings, and complying with legal standards. The overall goal is to identify candidates with the greatest potential while promoting fairness, diversity, and a positive candidate experience.
Human Capital Growth Webinar: Employee selection practices for low literacy candidates
- 2. 2 Dr. Shreya Sarkar-Barney President & Founder Human Capital Growth
- 3. Dr. Victoria Davis, GPHR, SHRM-SCP Global Talent Management & Organizational Development Consultant [email protected] www.linkedin.com/in/victoriaadavis/ 3
- 4. 4 Talent Management Excellence Leadership Excellence US India We help organizations achieve talent management excellence and leadership excellence using science, analytics, and empathy.
- 5. 5 AUDIT Pinpointing opportunities STRATEGY Leading with intelligence ANALYTICS Fine tuning intelligence EDUCATION Shaping minds Talent Management Excellence Leadership Excellence ASSESSMENT Accurate insight on candidates DEVELOPMENT Inspiring growth & excellence TEAM ALIGNMENT Help leadership teams win www.humancapitalgrowth.com
- 6. Post & Source Screen & Assess Interview & Select Offer & Background Check Hire & Onboard 6
- 7. 7 1. Guiding principles for developing evidenced-based selection tools 2. Developing selection tools (e.g., conducting robust job analyses, assessment design, & validations) 3. Building a compelling business case 4. Considering cultural & literacy concerns 5. Measuring success
- 8. Examples of legal & professional considerations ◦ Society for Industrial Organizational Psychology (SIOP) ◦ ISO (the International Organization for Standardization) ◦ International Testing Standards ◦ Uniformed Guidelines, EEOC, OFCCP (U.S.) ◦ Society for Human Resource Management (SHRM) ◦ Unions, Contracts, Work Councils ◦ Privacy Regulations (e.g., EU) 8
- 9. 9 Guiding Principles Identify candidates with greatest potential Encourage employee diversity Promote test fairness Apply efficient & effective hiring practices Demonstrate ROI Achieve business & cultural alignment Support employee performance Cultivate employer brand
- 10. 10 Understand the jobs (e.g., conduct a robust job analysis) ◦ Describe responsibilities of the jobs ◦ Identify what tasks are performed & how frequently ◦ Define the knowledge, skills, abilities, & other characteristics critical to job success (KSAOs) ◦ Group similar jobs together based upon common competencies or job tasks, when possible ◦ Select critical competencies to be included in selection tools 10 Selection Tools Abilities Knowledge Skills
- 11. 1111 3 4 2 POTENTIAL PROJECT APPROACH Development of Selection Tools & Process Validation & Refinement of Selection Tools & Process Launch Tools 1 Job Analysis 5 Ongoing Monitoring & Program Evaluation
- 12. Demonstrating validity ◦ Operational Validity – Applicant Perceptions ◦ Predictive Power – Job Relatedness 12
- 13. Demonstrating validity ◦ Operational Validity – Applicant Perceptions ◦ Predictive Power – Job Relatedness 13 Assess current employees Gather performance data Perform analyses Create scoring algorithm Concurrent Validation Study
- 14. Cognitive ability test***** Work sample test***** Structured interview***** Job knowledge test**** Job tryout**** Integrity test**** Unstructured interview*** Assessment centers*** Biographical data (e.g., resume/job application)*** Conscientiousness test*** Reference check** Job experience (years)* Education (years)* 14 *****highest validity ***moderate validity *least validity Hunter, J.E. & Schmidt, F.L. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin,124(2). 262-274
- 15. 15 Focus on jobs that have the: • Highest headcount • Highest number of applicants per job posting • Greatest early turnover • Longest time for a new employee to reach proficiency Know your data: • Retention metrics (30, 60, 90-day turnover) • Turnover costs • Time to fill • Cost per hire • Cost per interview cycle (e.g., interviews per hire & time spent interviewing) • Training costs • Literacy challenges (reading, language, or computer)
- 16. 16 Cover Critical Competencies Make Assessment User Friendly Make instructions always accessible Present few items per page Accompany with audio Employ basic web navigation Use multiple languages Keep assessment brief Use text sparingly & at low reading level Incorporate visual stimuli
- 17. This picture shows how things in the hotel room must be arranged. 1. Place 3 large pillows in front of the headboard 2. Place 2 small pillows in front of the large pillows. 3. Place a glass upside down on top of a round napkin on the right bedside table. 4. Place a bottle of water to the right of the glass on the right bedside table. 17
- 18. How many mistakes were made? 18
- 19. How neat or messy is this area? 19
- 20. 20 How often would others say that you made customers happy? 1. More often than most other people 2. About as often as most other people 3. Not quite as often as most other people 4. I have not worked with customers
- 21. 21 Cultural Considerations Choose culturally neutral terminology Consider tone of expression Avoid colloquialisms Conduct cultural reviews Localize content Translate content Employ local talent
- 22. 22 Survey HR professionals & hiring managers Collect candidate & new hire feedback Determine Level of Acceptance Evaluate quality of hire Measure training completion & pass rates Track early turnover Demonstrate Predictive Power Analyze cost of tools Evaluate cost of HR services Calculate cost of turnover Demonstrate Business Impact/ROI
- 23. Gained an awareness of which selection tools tend to be the most reliable & valid predictors of trainability and job success. Broadened our knowledge of the steps involved in developing, validating, & implementing global selection procedures (e.g., assessments, interviewing). Advanced our understanding of the ways in which selection practices can help to better engage & evaluate low literacy applicants. Recognized cultural considerations to take into account when designing global selection procedures & tools. Identified criteria that can be helpful in measuring the success of your selection program. 23
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- 25. 25 AUDIT Pinpointing opportunities STRATEGY Leading with intelligence ANALYTICS Fine tuning intelligence EDUCATION Shaping minds Talent Management Excellence Leadership Excellence ASSESSMENT Accurate insight on candidates DEVELOPMENT Inspiring growth & excellence TEAM ALIGNMENT Help leadership teams win
- 26. 26 Dr. Victoria Davis, GPHR, SHRM-SCP Global Talent Management & Organizational Development Consultant [email protected] www.linkedin.com/in/victoriaadavis/ Dr. Shreya Sarkar-Barney President & Founder Human Capital Growth [email protected]
- 27. Bersin by Deloitte, Krider, J., O’Leonard, K., & Erickson, R. (2015). Talent Acquisition Factbook 2015). www.bersin.com/library. Hunter, J.E. & Schmidt, F.L. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin. Vol 124(2). 262-274 International Organization for Standardization. (2011). Assessment service delivery -Procedures and methods to assess people in work and organizational settings - Part 1: Requirements for the client. ISO 10667-1:2011. International Organization for Standardization. (2011). Assessment service delivery - Procedures and methods to assess people in work and organizational settings - Part 2: Requirements for service providers. ISO 10667-2:201. Malamut, A., Van Rooy, D.L. & Davis, V.A. (2011). Bridging the digital divide across a global business: Development of a technology-enabled selection system for low-literacy applicants. In N.T. Tippins & S. Adler. (Eds). Technology-enhanced assessment of talent (pp. 267-292) San Francisco, CA: Jossey- Bass. Society for Industrial and Organizational Psychology. (2003). Principles for the validation and use of personnel selection procedures (4th ed.) Bowling Green, OH: author. http://www.siop.org/_Principles/principlesdefault.aspx Talent Board. 2015 North American Candidate Experience Research Report. http://www.thetalentboard.org/cande-results-2015/ Uniform Guidelines on Employee Selection Procedures. (1978). 29 Code of Federal Register, 1607. https://www.gpo.gov/fdsys/pkg/CFR-2014-title29-vol4/xml/CFR-2014-title29-vol4-part1607.xml World Literacy Foundation. (2016). https://worldliteracyfoundation.org/who-we-are/#history 27