HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

432 ❚ People resourcingmay be deduced by skilled graphologists but that the use of graphology as a single orstandard predictor cannot be recommended. He also suspects that, for some people,the real attraction of graphology is that it can be used without the subject’s knowledge.CHOICE OF SELECTION METHODSThere is a choice between the main selection methods. What Cook (1993) refers to asthe classic trio consists of application forms, interviews and references. These can besupplemented or replaced by biodata, assessment centres and, as described inChapter 29, psychological tests. It has been demonstrated again and again thatinterviews are an inefficient method of predicting success in a job. Smart (1983), forexample, claims that only 94 out of 1,000 interviewees respond honestly in conventionalinterviews. Validity studies such as those quoted by Taylor (1998), as illustratedin Figure 27.3, produce equally dubious figures for conventional interviews and indicatethat assessment centres, psychometric tests, biodata and structured interviewsare more accurate methods of selection. For good and not so good reasons, organizationswill retain interviews as the main method of selection where assessment centresare inappropriate. But there is a very powerful case for structuring the interview anda strong case for supplementing it with tests. The more evidence that can be producedto help in making crucial selection decisions, the better.IMPROVING THE EFFECTIVENESS OF RECRUITMENTAND SELECTIONAn HRM approach can be adopted to recruitment, which involves taking much morecare in matching people to the requirements of the organization as a whole as well asto the particular needs of the job. And these requirements will include commitmentand ability to work effectively as a member of a team.Examples of this approach in Japanese companies in the UK include the establishmentof the Nissan plant in Washington and Kumatsu in Newcastle. As described byTownley (1989), both followed a conscious recruitment policy with rigorous selectionprocedures. Aptitude tests, personality questionnaires and group exercises were usedand the initial pre-screening device was a detailed ‘biodata’-type questionnaire,which enabled the qualifications and work history of candidates to be assessed andrated systematically. Subsequent testing of those who successfully completed the firststage was designed to assess individual attitudes as well as aptitude and ability. As