CHAPTER 3:

•E-Selection

1

Chapter 3 • At the end of this chapter, you should be able to:

– Describe the key strategic and policy issues of e-selection.

– Describe the guiding principles that govern e-enabled employment selection processes and systems.

– Recognize selection system’s technology as a tool to support the company’s hiring goal

– Address the elements during the design and implementation of any new assessment system

– Consider a variety of procedural requirements when an organization plan an e-enable employment selection system

2

e-Selection• The purpose of this chapter is

to describe issues and guidelines that will help organizations design, implement, and sustain e-enabled employment selection process and systems.

• E-Selection– Predicting which applicants

will be successful if hired through electronic selection.

3

Key strategic Issues and Policy Decisions

4

FUNDAMENTAL PURPOSES (WHY)

• Cost reduction– Build the applicable database and management

tools the capability to measure costs at the transaction level

– View tracking and management systems as part of the e-enabled process

– Major cost factors: cost drivers for e-enables selection

5

Major cost factors: cost drivers for e-enables selection

6

Maximum Utilization of Human Capital

2 Types of measures : Measures the “capital” represented by each

person who goes through the process. Measures the extent to which the process

results in decisions that maximize the utilization of that “capital”

Through the process includes set of test scores, interviews ratings, resume quality indices, background check results, evaluation of skills, experiences, abilities and etc

7

Examples of measures of

Human Capital Utilization

8

Sustainability

• Refers to the organization’s willingness and ability not only to maintain the e-enabled system but to progressively evolve the system to satisfy changing requirements and capitalize on improvements in technology and the science of selection.

9

10

Issues in Guiding Principles

• How the organization wants to do business in this domain of HR process

• It’s largely determined by the organization’s overall culture and HR strategy.

11

GUIDING PRINCPL

E

Risk Management(Employment

Discrimination)

Buy VS Build

Expertise VS Automaticity

Whose functions this system will

support

Ownership Integration with other HR

systems and process

Free MarketVS

Regulation

12

•THE LIKELY TO HAVE CERTAIN UNIQUE IMPLICATIONS FOR MANAGING THE RISK ASSOCIATED WITH EMPLOYMENT DISCRIMINATION LAWS.

MANAGING RISK ASSOCIATED WITH EMPLOYMENT LAW

ACCOUNTABILITY FOR MINIMIZING RISK BY MONITORING INDICATORS OF RISK, EG: GROUP DIFFERENCES IN SELECTION, PROMOTION RATES

FORM OF SPECIFIC AUTOMATIC SYSTEM TRIGGER THAT ARE BUILT INTO PROCESS EITHER TO STOP OR TO WARN USERS WHEN A RISKY SITUATION IS EVIDENT

RISK MANAGEMENT

13

•DESIGN SYSTEM THAT PROVIDE USERS WITH RISK LEVEL FOR VARIOUS POSSIBLE DECISIONS.

E-EMPLOYMENT THAT INCREASE POTENTIAL CLASS SIZES IN POSSIBLE CLASS ACTION LAWSUITS

PROPOSAL TO CONSIDER APPLICANTS WITH THREE CRITERIA:

EMPLOYER HAS ACTED TO FILL IN PARTICULAR POSITION.

INDIVIDUAL HAS FOLLOWED EMPLOYER’S STANDARD PROCEDURE.

THE INDIVIDUAL INTERESTED IN THE POSITIONS.

14

Buy Vs Build•One of the most difficult strategic decisions an organization may have to make is whether to buy or build and if buy how to integrate the roles of the third-party provider with the existing HR IT group.

•Current trends decide to buy and rely on vendor’s support due to vendor’s ability to specialized and flexible systems

•Hybrid approach: adopt vendor’s systems, retain functional specialist in the business, integrate the role of specialist and management of vendor.

15

Expertise Vs Automaticity

• Question of how to build the HR expertise into system. (Replacing HR specialist with system)

• Minimize HR expert support: info necessary for employee to use the system, apply job, assessment, review, choose and hire candidates

• To decide the type and level of hr expert to be exported into e-enable process

• To systemize expertise that is not associated with significant accountability.

16

Functions that should be e-enabled

• Three users: people, HR specialist, managers• To redesign of user relationship and roles with

e-enable• When HR strategy is to increase the self

service capabilities of non-specialist employees, then design the system that facilitate or enable wider range of functions.

17

Ownership

• To the extent that e-enabled selection systems are designed to facilitate HR-managed processes, the HR organization should be viewed as the owner of the system, vendor supporting the system would be accountable to the HR organization

• HR expertise as the primary source for the design and operational oversight of e-enable

18

Integrations with Other System

• e-Enabled employment selection may function independently of other HR system and processes or may be integrated to some extent with those other systems.

• To gather and use not only employment test data, competency data, performance data, training and development, compensation, job history and progression, background and health data.

• Integration and issue of privacy, data access, and use• Design of the core employee database that would jointly

support multiple applications.

19

Free Market vs Regulation• Degree of regulations that will be imposed on the system process

and user capabilities• System to be open, free market (employee have unfettered access

and all managers have unlimited ability to make personnel decision) – uncontrolled possibility of understaffed.

• Design to develop, assess and certify job skills to automatic compensation growth –choose to govern employee’s access and manager’s use of system that support personnel movement and compensation

• Regulation purpose: 1) a fair ROI in development employee, 2)stable number of skilled workers, 3) equal opportunities and access for employees, 4) general homeostasis in the org workforce

• Organization’s culture, business strategy, industry, work climate, management-labor relationship and HR strategy will determine degree of regulations

20

Technology Consideration Support the company hiring goal Make the hiring support function easier and

more efficient and effective Must be employed because it complements the

way the company does business and allow HR to do its job better

Technology consideration include;– Choosing the Technology – Developing and Implementing the Technology Solution– Tips and Guidelines– Future Technology Development

21

Un-network PC-based applications provide a consistent administration and scoring environment this application can be built either by vendor or by internal IT

resource.

Existing company system (HRIS) or an intranet applicant eg; certain types of HRIS system can be programmed to

administer and score selection assessments This approach allows for centralized database of test result

and easier roll out of scoring, cut score, and test content changes.

These types of system is usually “home grown”-test vendors are reluctant to support their products

Very dependent on the company’s ability to allocate IT resource.

Internet application administered via an application service provider (ASP) model by the testing vendor most common method for implementing e-assessment via

computer allow company to completely outsource the implementation,

maintenance, and support of the assessment.

22

e-Selection Decision PointsConsiderations PC-Based Intranet(Intern

al to Company)Application Service Provider(by Vendor)

Cost Low Moderate High

Centralized Databasing Low High High

Ease of Updating Difficult Easy* Easy

Support Difficult Moderate Easy

Implementation Timeline Moderate Moderate* Fast

Integration with Other HR Systems

Difficult Moderate-Easy Moderate-Easy

Demands on Internal IT Resources

Moderate-High High Low

23

Develop And Implementing The Technology Solution

• The following topic are critical:-Implementation requirementsCost considerationsEnd-to-end versus modular solutionsAccess channelsProfessional standardsUser interface Data management

24

Implementation Requirements

The integration of technology makes the implementation more complex.

The technology platform and its features, functions, and reliability can often determine the difference between a successful and unsuccessful implementation.

Corporate and local IT resources must be engaged in the process early on to determine the level of successful and successful implementation

25

Cost Consideration (Customization as the main factor)

• Look and feel• Types of applicant data collected• Organization setup• Hiring process• Customized versus existing assessment

content• Reporting • Data transfer and system integration• Platform Integration• Volume

26

End-to-End versus Modular Solution

• Depending on their current process and existing systems.

• Vendor’s partnership (broaden offerings, end-to-end)

• Now, broadening their offering to give more end-to-end solution to their client.

• Company are more often seeking one vendor who can deliver a total end-to-end solution (eg: performance management, Hr related reporting, benefits, compensation management).

27

Access channels

• Testing Centers Within Existing Business Locations.

• Third-party Testing Centers.• Interactive Voice Response.(IVR)• Anywhere Access Via The Web.• Semi-Proctored Environment.

28

Professional Standards

• The most critical areas requiring special attention are administration and test security.

• For tests designed to assess examinee’s knowledge, skill and abilities(KSAs), standardization helps to ensure that all examinees have the same opportunities to demonstrate their competencies.

29

• Standard suggest that standardization is of most concern with regard to KSA testing, as opposed to personality or biodata testing

• Technology can aid the organization effort to standardize a selection process.

• Test security become an issue as well.• Other important although less critical include e-

assessments for applicants with disabilities, the potential of excluding large

portions of an applicant pool without convenient access to a particular access channel.

30

User Interface

• Interface can be vary from simple web pages to engaging multimedia experiences

• Accomplished by developing rich, multimedia assessments that are not only designed to impress applicants but convey the realistic preview of the job

31

Data Management

• E-assessment s have substantial technical requirements that can add a number of complexities to assessment implementation

• Three key issues: assessment setup, quality assurance / control and reporting– E-assessment are almost invariably stored and

deployed using relational databases eg; Oracle or SQL server which is assessment content and examinee data are stored in multiple tables that add significant time to development effort

32

Quality assurance /control– To test drive a beta version of the software for

quality assurance and avoid error (100% correct- item scoring, scale scoring and all related cutoffs)

– developing ‘interim” scoring utilities or “simulations” that expedite the entry of applicant data.

Reporting and analysis– designing real time reporting and analysis

process to accelerate decision making and overall process flow

– Business intelligence platforms that allow users to flexibly perform online, real time analysis and generate custom reports

– Beginning of data standards to govern integration of systems

33

TIPS and GUIDELINES

• Involve internal IT resources early.• Remember the real purpose of the hiring process

and the needs of the key stakeholders.• Gather input from key stakeholders early and ask

for feedback from them often during the design process.

• Be realistic and fair about project timelines.• Create a true partnership among the key project

team members and other stakeholders.

34

• Allow appropriate time to quality check the technology tool and train new users.

• Avoid the temptation to make that one last little change or addition.

35

Future Technology Development• Technology keep changing, innovation. Integration of

various systems eg; selection process - prescreening, testing, interviewing, offer, into overall tracking systems– Integration through partnership, merger, expansion for

more convenient faster and cost effective service delivery.• Unproctored internet base with reliable and valid

testing• Focus on multimedia applications eg: fun assessment

for candidates, computer decision making games• Research on equivalence, fairness, validity, reliability

and job relevance of the contructs

36

Selection System’s Technology

37

Designing and Managing e-Selection Process

38

Example of e-enabled selection process

39

Managing the e-Enabled Process

40

• Prepare the Test– Prescreen candidate –entering resume, answering

questions about desired work, web delivered assessment such as biodata and work attitude etc

– Test general information about the organization testing program, descriptions of test for various job, practices examination.

– Self identify the need for disability accommodation– Method of identifying and observing candidate.

Remote, unproctored assessments should be followed by assessment in controlled, supervised setting

41

• Test / Event Administration– Test administration issues: usability, test access,

feedback and scoring– Usability important for experienced and

inexperienced computer users– Test security in mind of user, should not permit to

take test dishonestly; using calculator, cut / paste, reboot computer. (eg locked out non essential function)

– Test timing, does not run too slow / quick or running out when loading

– Anticipated technical problems ( loss power)– Managing access by lock out non-test functions– Automated test delivery and immediate scoring to

speed scoring process

42

• After the Test– Knowing immediately whether or not the candidate

has qualified– Produce database of searchable score results and

other test characteristics eg: specific test delivered, history and dates of testing

• Managing applicant flow and test program– Tracking the number of candidate available, number

of qualified, expected pass rate to know when to source more candidate and when to stop

– Electronic management of account (order and manage access to test inventory, using interface to grant other privilege to view test info online)

43

Vendor Management and Partnership

44

STEPS OF VENDOR MANAGEMENT

• Scope of work : product and service deliverable, anticipated deadlines for completion of each deliverable

• Negotiating the Contract: issue RFP, detailed set of guidelines and expectations, or general proposal for each vendor’s discretion. Timelines, consulting expenses, ability to customize, meeting the hardware, software, network, standardized test conditions, using assessment product consistently and fairly, quality assurance of test delivery, scoring accuracy and delivery of score data and report

45

• Service Level Agreement: – Availability / uptime– Schedules downtime– System performance metrics– Technical support

• Managing Milestones– Client should have responsibility and accountability as well

as vendor eg; consequences of failure, deadlines are not met etc

• Ongoing Maintenance– Collaborate further to see that training is effective and

that ongoing maintenance concerns are met eg software updates to improve usability, document procedures – when the software, hardware and technology complete.

46

VENDOR PRODUCT

• PASS (Personnel Automated Screening Software)

• SHC Solutions• Data Management Solutions Software

47

VENDOR PRODUCT(CONT.)

• Provides online test, online application and online assessment

• Suits with job vacancies (online), typical project outline, data sources, tools and protocols and competitive advantage

• Uses competencies modeling technique, structured online interview and e-simulation exercise

48

VENDOR PROCUCT (CONT.)

• Provides more advanced operations, tend to use Microsoft Excel thick sheet and Microsoft Words Processor Templates

• Helps to implement a screening process/ online test in advance (20 minutes per candidates)

49

VALUE OF E-SELECTION PROGRAMMES

• Helps to reduce cost and time consuming• Develops more opportunities for worldwide

applicants• Helps to convince the stakeholders and other

established company to cooperate with our company

• Gains more accuracy on finding right talent to fill in job vacancies

50

• All selection software are recognized by established companies like TESCO, Kimberly Clark, Samsung

• Reduced error in fraudulent information from candidates

• Overall system are useful to the company in order to help us in making better decision and achieve business goals in the future.

51

FUTURE e-ENABLED SELECTION PROCESS

• Selection system using virtual conferencing devices linked with 3G devices to select a foreign candidate in future.

52

EXERCISE1) Discuss 5 issues related to principles / policies

that need to be addressed by an organization that wants to implement an e-enabled selection assessment systems and process.

2) Sustainability is one of the purpose of e-selection process that should be acknowledged and managed. Briefly define the meaning of sustainability and elaborate 5 key elements that enable sustainability.

3) List and discuss 5 guidelines in helping organization design, deliver, implement and sustain e-selection system. 53