A Comparison of the Reliability of Matching vs. Measurement Screening Approaches
This table (www.advantagehiring.com) illustrates the superiority of the measurement approach to the matching approach in providing reliable information on requirements. Measurements not only provide better information about candidates, they provide more information about candidates.
Validity is the strength of our conclusions, inferences or propositions. More formally, defined as the ‘best available approximation to the truth or falsity of a given inference, proposition or conclusion’. (Cook and Campbell, 1979) In short, were we right?
Types of Validity
Criterion-related validation is demonstrated by a correlation coefficient that indicates a significant relationship between scores on the selection measure and job performance scores. There are two types of criterion-related validity.
Predictive validation is an empirical relationship between scores on the selection measure taken prior to persons being hired and, after roughly six months or more, their job performance scores.
Concurrent validation is an empirical relationship between scores on the selection measure given to current employees and their job performance scores.
Predictive validation is superior to concurrent validation since job applicants will be more motivated to do well on the test than job incumbents will. Also, current employees have learned on the job, and current employees tend to be homogeneous, which will lead to restriction of range and a lower correlation.
Content validation is the use of expert judgment to determine whether test items are a representative sample of the kinds of items, situations, or problems that occur on the job. One means to quantify the degree of content validity is to use a contentvalidation ratio (CVR), in which multiple judges determine whether items are essential or nonessential. The results are placed in a formula and tested for statistical significance. Limitations of content validation are that it is not used in situations when the person learns to do the job after he or she is hired and judges’ ratings are made in reference to concrete behaviours; therefore, content validation is not appropriate when more abstract traits of individuals are being measured. (www.rposthuma.utep.edu)
In practice validation is a complex process and would require an organisation to conduct studies with large number of candidates. By the time such studies were completed, it is highly likely that the work from which some of the criteria were derived would have changed. Validity is also related to the particular environment in which performance is carried out and may have different values for different sexes and different ethnic groups. Such problems have not stopped many organisations using tests and other selection techniques which have been validated elsewhere.
The following table (www.advantagehiring.com) compares screening approaches based on validation requirements.
A Comparison of Validation Strategies for Different Screening Methods
The real difference between reliability and validity is mostly a matter of definition. Reliability estimates the consistency of measurement, or more simply the degree to which an instrument measures the same way each time it is used in under the same conditions with the same subjects. Validity, on the other hand, involves the degree to which it is measured what it is supposed to, more simply, the accuracy of the measurement.
Selection Policy and Practices in my Organisation
The Selection process within most organizations is the foundation of competitive advantage through people. There is a need to create selection processes that will quickly and accurately identify the best potential performers at all levels within an organization, so increasing productivity and innovation hence selection Policies and Practices in my organisation would use clear and defined criteria that will be based on thorough job analysis and will prove to lead to successful job performance. The process would be transparent and easy to understand and simple to follow. The selection process would be objective and fair for all candidates, irrespective of gender, ethnic background, disability or age and should be carried out by well trained staff for its effectiveness. A training programme will be provided to support the implementation of any selection processes to ensure that best practice is followed at all levels, and that the benefits of the approach are available to all hiring personnel. A validation and tracking system would be designed to monitor the effectiveness of the selection process, driving continuous improvement and enabling it to adapt quickly to changes in the business. It would also include systems for tracking assessment results to support continuous improvement through monitoring and validation. The techniques in selection of employees will be quite informal. Selection tools will include:
• Pre-selection questionnaires
• Competency-based interviews
• Personality questionnaires
• Ability tests
• Assessment exercises
This will be followed by a final interview which is seen as a ‘conversation with a purpose’ and is the least standardised and least quantitative means of selection with a low validity but still gives more psychological data about the candidate. To implement the reliability and validation in the tests throughout the selection process data will be captured from all parts of the recruitment process, which can then be used for the purposes of validation and equal opportunities monitoring. Any issues can thus be identified quickly and easily, and appropriate action taken. In addition to ongoing procedural data collection, regular quantitative and qualitative reviews with all staff involved in the selection process, including new recruits if possible (predictive validation). This will measure not only the success of the process in terms of its results (reliability), but also in terms of the perceptions of the people involved.
‘Talented Employees are Assets to companies, others are overheads’(Ashish Shah COO ERPWEB ).Reliability and validity put optimally to use in selection strategy will make selection process effective and trust worthy, will save time and money, and help to implement quality and talented mindset across an organization. Equally importantly, it is a solution that will work in the real world. In practice, if the selection process is designed to be transparent, easy to understand, simple to follow, reliable, and is thoroughly validated it will work flexibly to achieve organization’s goals in achieving quality talented staff.
References
Bratton, J.and Gold. (1999)Human Resource Management: Theory and Practice, 2nd Edition.Basington: Macmillan
Denerley R.A. and Plumbley P.R. (1968) Recruitment and Selection in a full-employment economy, London: Institute of Personnel Management
Michael Still (1982) Technical Recruitment, London: New Opportunity Press
Torrington, Derek and Hall, Laura (1998) Human Resource Management, London: Prentice-Hall
accessed 16th November 2003
www accessed 16th November 2003
www.rposthuma.utep.edu
Bibliography
Bratton, J.and Gold. (1999)Human Resource Management: Theory and Practice, 2nd Edition.Basington: Macmillan
Denerley R.A. and Plumbley P.R. (1968) Recruitment and Selection in a full-employment economy, London: Institute of Personnel Management
Michael Still (1982) Technical Recruitment, London: New Opportunity Press
Martin, Malcolm. Jackson, Tricia. (2000) Personnel Practice, 2nd Edition Institute of Personnel and Development
Torrington, Derek and Hall, Laura (1998) Human Resource Management, London: Prentice-Hall
Cook, M. (1994) Personnel Selection and Productivity, London wiley
Roberts, G (1997) Recruitment and Selection, London: Institute of Personnel and Development
