Personnel selection criteria

Requirements analysis and decision criteria

I. Requirements analysis

What characterizes ideal applicants?

According to DIN 33430, every professional personnel selection should be based on a comprehensive requirements analysis ‍stand. The basic question of this is:

What does the applicant have to bring with him to be successful in the respective job?

A systematic Requirements analysis, which continuously adapts to changes in a fast-paced working world, forms the basis for effective personnel selection.

Because it is clear that only when recruiters know which qualities and competencies ideal applicants should have, they can be measured and observed as part of the selection process.

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II. Selection of decision criteria

‍How do I recognize the ideal applicant?

In the next step, the properties defined in the requirement profile must be made measurable. In psychological aptitude diagnostics, this is also referred to as operationalization. This means that the overarching competency concepts (e.g. intelligence) must be translated into concrete observable evaluation criteria (e.g. result in an intelligence test).

This step is essential for effective personnel selection — because It is usually difficult to work with overarching competency concepts. Because where do you even recognize leadership competence or conscientiousness, for example? If this remains undefined, there is plenty of room for subjective interpretations, because every HR manager will understand it differently.

The result: The objectivity Staff selection is suffering. It is therefore better to define precise criteria that reflect the respective competencies as precisely as possible (Schuler 2014): In university recruiting, for example, taking on the task of class representative could be defined as an indicator of leadership competence or behavior in a playful psychometric test methods as an indicator for conscientiousness.

Science has long been concerned with the question of which of the evaluation criteria available in personnel selection The best way to predict career success (Kanning 2013). It was repeatedly shown that results in aptitude diagnostic procedures, such as intelligence tests, including most suitable are (Schmidt & Hunter, 1998).

Nevertheless, aptitude diagnostic methods are only slowly finding their way into practice (Kanning 2015). Instead, selection decisions are still often based on:

• previous traditions (“We don't hire applicants with poor grades”)
• Lay theories (“Young women are less assertive”)
• Gut feeling (“I think this person is a good fit for us”).

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Time for more science in practice!

Let's take a look at what science says about the validity of each evaluation criterion:

1. The personal impression during a job interview

HR managers usually have a lot of experience. You have many applicants in job interviews seen and observed their subsequent success in positions. Based on this, conclusions can undoubtedly be drawn about the suitability of applicants. But just as often is the first impression, often known as gut feeling, fallacious. Because without realizing it, HR managers often unconsciously influenced by irrelevant aspects (This is also referred to as unconscious”Biases“), that lead to erroneous personnel decisions.

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Two examples:

• Good looking applicants are experienced as being more intelligent and able to work in a team (Watkins & Johnston 2001)
• Applicants with dialect are seen as less competent (Rakić, Steffens, & Mummendey, 2011)

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Should HR managers refrain from hiring interviews?

The answer is: No! Because despite the possible distortions, a significant relationship can be scientifically established between performance in a job interview and professional success (Schmidt & Hunter, 1998). However, in order to increase this, job interviews must be carried out accordingly scientific findings to design.

For example, these are valid (i.e. they reliably predict professional success) if they are based on a well-founded requirement analysis, follow structured guidelines and decisions are made by consensus through trained interviewers (>2 interviews).

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2. Grades in school and study

For a long time, school and final grades were among the most important criteria in personnel selection.

The advantages are obvious: Grades are seemingly easy to compare, are usually always available to the HR manager, and a significant connection between the average grade in Abitur and studies and intelligence can also be scientifically proven. (Schuler 2014).

However, recent surveys show that grades are losing importance in personnel selection (Wirtschaftswoche 2016). The reason for this is, on the one hand, that grades and degrees are always less comparable become. On the other hand, work tasks in a digital world are evolving ever faster away from what is taught at school and at university. For example, the programming languages taught in computer science studies are often out of date after just a few years.

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Will academic degrees and grades no longer matter in the future?

Here too, the answer is: No! However, their importance will significantly decrease in a fast-moving world of work. As a result, qualifications and grades will only be able to provide a comprehensive picture of applicants when combined with further information about the applicant (e.g. aptitude diagnostic data on willingness to learn). More about Importance of school grades in personnel selection Read it here.

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3. Work references

Past behavior is the best predictor of future behavior. This is a central axiom of psychological research (Sutton, 1994).

Accordingly, the external assessment of previous work performance in job references is still of great importance in personnel selection. But simultaneously with ever faster Changes in work requirements, previous work experience is also losing significance.

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Work references alone will no longer be sufficient to assess suitability.

Aspects that you need for the interpretation of Work references in the working world of the future Please note, we have put it together for you here.

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4. Letter of motivation

Almost every one of us is familiar with the challenge: the letter of motivation. Because what do you write to stand out from the crowd? Google or a career advisor is often used to answer. The consequence:

Cover letters often consist of a series of Internet phrases

This means that companies usually not the actual motivation identifiable by the applicant, but primarily the ability from applicants portray yourself. It is therefore hardly surprising that in the Science is not a significant connection between the content of the letter of motivation and the suitability of an applicant was able to be proven (Kanning 2013). More and more companies, such as Deutsche Bahn, are therefore dispensing with cover letters in their application process.

Why this makes sense and whether Letter of motivation a remnant of postal applications They are or not, you can find out here.

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5. Other information in the curriculum vitae

Gaps in the resume

Gaps in the curriculum vitae are an absolute no-go for many HR managers. But scientific research shows that there is not always a reason for this. Because although over 80% of companies are actually interested in gaps in their curriculum vitae (Kanning, 2013), Do not show a significant connection between the curriculum vitae gaps and characteristics such as motivation or determination (Frank & Kanning, 2014).

Sort out applicants based on a curriculum vitae that is not entirely straightforward? There is therefore no comprehensible reason for this. HR managers should rather take time to add additional Aptitude diagnostic data to collect information about the applicant (e.g. on their motivation and conscientiousness) and the reasons for gaps in their curriculum vitae explore in personal conversations.

Interests/Hobbies

The predictive power of interests is also limited. Contrary to widespread assumptions, for example Individuals who play team sports are not more socially competent as people who do individual sports or do not do sports (Kanning & Kappelhoff 2002).

Application photo

The application photo, of which rather distorting influences (cf. cognitive biases) go out (Watkins & Johnston, 2000). For example, female applicants with headscarves are less likely to be invited to job interviews despite the same qualifications.

Social commitment

The situation is somewhat different when it comes to the applicant's social commitment. This is how In fact, at least a small connection between the social commitment and social competence from applicants (Kanning & Woike, 2015).

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6. Assessment center

Are assessment centers therefore the solution for finding ideal applicants? Perhaps surprising to many Are assessment centers among the “losers” in overview studies, which address the predictive performance of the individual criteria.

Zwar Is there a significant relationship between the results of this and professional success, however, these do not provide any value that goes beyond that of aptitude diagnostic data (e.g. intelligence tests) (Schmidt & Hunter, 1989). If you look at the high costs of the procedures (e.g. due to travel and personnel costs) and the time required for applicants and companies, there is a Cost-benefit analysis not exactly in favor of Assessment centers off.

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7. Brain teaser

More and more companies are using Brainteaser One, around the Thought patterns to uncover applicants and test their analytical skills. These are brain teasers that quickly upset inexperienced applicants in particular. Exemplary tasks that need to be solved include:

• “How many tennis balls can a Boeing 747 fit? ”
• “How many reindeer does Santa Claus need to give all the children presents? ”

Sounds weird? Companies in the tech sector seem to see this differently — companies such as Apple, Google and Tesla in particular are notorious for unusual brain teasers. The aim is, in particular problem-solving abilityto measure creativity and analytical skills. In this way, brain teasers are also assigned to behavioral and logical questions. The solution is more important than the actual right solution, which should provide information about the way applicants think. Can applicants, for example, logically combine facts and develop creative solutions?

More about the topic Brainteaser You can find it here.

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8. Aptitude diagnostic data

Time to look at the predictive power of suitability diagnostic data. Aptitude diagnosis is psychological selection process, which are used to check a fit between applicant and workplace (Schuler & Hoff 2007). Previous research has particularly frequently focused on the connection between results in intelligence tests and professional suitability. Numerous studies have come to a clear conclusion: No other method is so good at predicting professional success (Schmidt & Hunter, 1998).

Aptitude diagnostic tests are also better suited to personality traits (e.g. conscientiousness) as information in a curriculum vitae or letter of motivation. While the disadvantage of suitability diagnostic data lay in the expensive and complex recording of them for a long time, enable Online assessments Today, an increasingly cost-effective and easy recording this one.

An example of this is playful psychometric test methodsthat is online or directly via tablet or smartphone Let it be carried out.

Conclusion:

From past analysis to intellectual potential analysis

Our analysis shows that past-related, biography-centered processes, such as letters of motivation and CVs, will lose importance in the selection of personnel in the future. The reason for this is their declining predictive power in an increasingly rapidly changing world of work.

Inferring future performance from past performance — this will work worse and worse. Instead, the personnel selection of the future must move from a very narrow concept of professional suitability to an intellectual potential analysis, which, in addition to job-specific competencies, increasingly includes interdisciplinary aptitude dimensions, such as adaptability, and takes into account the development potential of applicants.

Measuring this is the task of a professional psychological Aptitude diagnostics.

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It is to be hoped that companies will be just as willing to learn and adapt as they expect from their applicants as they develop their selection processes. Because scientifically based personnel selection, which consistently uses new digital options (e.g. online tests) and algorithm-based evaluation methods, not only is the fairness for applicants, but also the long-term Success of the selection decision.

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sources:

• DIN German Institute for Standardization e.V. (2016). Requirements for procedures and their use in job-related aptitude assessments — DIN 33430. Berlin: Beuth.
• Frank, F., & Kanning, U.P. (2014). Gaps in the curriculum vitae — a valid criterion for personnel selection? Journal of Work and Organizational Psychology, 58, 1—8
• Kanning, U.P. (2013). Testing procedures in personnel work — Part 1: Variants and problems. Personal Manager, 1, 36—39.
• Kanning, U.P. (2015). Personnel selection between demands and reality — An analysis of economic psychology. Berlin: Jumper.
• Kanning, U.P. & Kappelhoff, J. (2012). Review of application documents — Are sports activities an indicator of applicants' social skills? Economic Psychology, 14 (4), 72—81.
• Kanning, U.P. & Woike, J. (2015). Review of application documents: Is social commitment a valid indicator of social competencies? Journal of Work and Organizational Psychology, 59, 1—15
• Rakić, T., Steffens, M.C. & Mummendey, A. (2011). When it matters how you pronounce it: The influence of regional accents on job interview outcome. British Journal of Psychology, 102, 868-883.
• Schmidt, F.L., & Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practice and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262—274.
• Schuler, H. (2014). Psychological personnel selection (3rd ed.). Göttingen: Hogrefe.
• Schuler, H. & Hoft, S. (2007). Diagnosis of professional aptitude and performance. In H. Schuler (ed.), textbook Organizational Psychology (pp. 289—343). Bern: Huber.
• Sutton, S. (1994). The past predicts the future: Interpreting behaviour-behaviour relationships in social psychological models of health behaviour. In D. R. Rutter & L. Quine (Eds.), Social Psychology and Health: European Perspectives (pp. 71-88). Aldershot, England: Avebury Press..
• Watkins, L.M., & Johnston, L. (2000). Screening job applicants: The impact of physical attractiveness and application quality. International Journal of Selection and Assessment, 8, 76—84.
• Business Week (2016). Notes lose value. https://www.wiwo.de/erfolg/hochschule/hochschulabschluesse-noten-verlieren-an-wert/10118304-3.html