Employee Evaluation and Selection

Overview

This article and the associated PDF will considerably help you improve your employee evaluation and selection processes. It will greatly assist you in 'engineering' into the people you are charged with, the skills, experiences, knowledge and other attributes you deem important to success.

The schematic below is an example of the outcome from the technique. It shows (in blue) the key dimensions of a job compared against the evaluated attributes (in red) of a suitable candidate. It is immediately apparent where the strengths and weaknesses of the candidate are, in relation to this one position. Actions and decisions can then be taken in respect of the strengths and weaknesses.

Employee evaluation position profile

If you believe the these processes, employee evaluation and selection, are not key components in managing for success or you are looking for a better way to execute with a higher degree of measurable success these HR processes, this technique is for you.

It will also enable you to conduct effective job interviews, focusing you on the interview questions you need to ask in order to ascertain candidate appropriateness for the important job dimensions you have analyzed as being important to success.

Employee evaluation and selection catagories

Some uses

It can easily be applied inter alia other instances such as:

  • Developing employees for internal promotion
  • Constructing training and development programs for individuals and groups
  • Succession planning
  • You want to delegate more, to enable you to tackle the high payoff projects you have on the back burner, but cannot find away of developing a likely the chosen person
  • In team building, constructing a project team having key skill, knowledge and experience bases
  • Employee surveys, where you wish to compare an ideal situation, with the situation perceived by employees

Also, one of the traits of an effective manager is his / her ability to extract information from informal conversations (management by wandering around) as he or she goes about daily routine. Such a manager would be able to use the technique of profile analysis to build a profile of key constructs in his / her area of responsibility (not covered by normal performance reporting, like say morale) and measure this over time.

When you browse this article, it is recommended that you keep in mind the question 'how else could I use this technique, outside of the job interview process?'

The following is an overview of each section. It is recommended that you first read the section on profile analysis, paying particular attention to the radar / spider charts. It should then be obvious of the use you will be able to put this technique to and its appropriateness to your situation.

Improving Your Employee Evaluation and Selection ProcessEmployee selection process

Who makes the selection decision, the roles of operating management / human resource management specialists, general selection criteria, and the reliability and validity of job interviews are explored.More about: More on improving your employee evaluation and or selection process


Improving Your Employee Evaluation and Selection ProcessJob analysis

Job analysis can be defined as the determination of the essential characteristics of a job in order to produce a job specification. In this section we explain the use of job analysis in the employee selection process. More about: Job analysis explained in the employee evaluation and selection explained.


Improving Your Employee Evaluation and Selection ProcessJob interviews - purpose and validity

The two-fold purpose of job interview are explained, as well as a critical look at their validity is explored.The two-fold purpose of job interview are explained, as well as a critical look at their validity is explored. More about: Explore the purpose and validity of employee selection interviews.


Improving Your Employee Evaluation and Selection ProcessEstablishing job constructs for the job interview

The job constructs (dimensions) and the sub-dimensions, against which applicants are to be evaluated for suitability and compatibility are shown below.

  • Communication skills
  • Self motivation
  • Setting of work standards -self/ others
  • Interpersonal / ability to sell self and ideas
  • Leadership potential and skills
  • Decision making abilities
  • Judgement abilities
  • Knowledge bases / technical skills
  • Management abilities

More about: Determine the important dimensions of any job, then the important indicators a successful candidate must have.


Improving Your Employee Evaluation and Selection ProcessProfile analysis

Profile analysis is a tool to maximize the probability of matching people to job positions. In this 'how to' section, the construction of position profiles and imposing data collected from applicants, is explained.

Profile analysis has other uses in human resource management, and these are expounded on. More about: Putting it all together in one simple process known as profile analysis. Matching the best people to jobs.


Improving Your Employee Evaluation and Selection ProcessJob interview outline guide

The mechanics of conducting a professional job interview explained. There are some informal do's and don'ts for the job interview, in this article they are listed. More about: Suggested steps, including some do's and don'ts in the job interview process.


Improving Your Employee Evaluation and Selection ProcessUser guide

This places all of the above together in an organized and planned methodology so that you will be able to individualize interview questions to the unique experiences of each prospective candidate, for each of the key constructs for the job being interviewed for. The Acrobat PDF version contains well over 600 job interview questions categorized by job construct. More about: Suggested organized and planned methodology so that you will be able to individualize interview questions to the unique experiences of each prospective candidate in any given employee evaluation / selection process.


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