A Behavioral Approach to Improved Hiring Decisions

FOREWARD Accurate employee selection decisions have never been more vital to organizational success. Advances in technology and changes in organizational structure and responsibilities have increased the demand for high-quality job applicants who, if hired, will grow into productive contributors to organizational success. This demand, when combined with a competitive job market and significant legal compliance requirements, means that hiring processes and decisions are increasingly complex and challenging. (DDI), offers a proven selection system called Targeted Selection ® that, when properly applied, can produce positive results in a wide range of areas of concern to organizations, from turnover to on-the-job success and return on investment. > Assess both job fit and organization fit motivation. > Organize selection elements into a comprehensive system. > Apply effective interviewing skills and techniques. > Use data integration to make the best hiring decision. > Make a positive impression on applicants; sell them on the job and the organization. On the following pages are 21 common selection problems that DDI consultants have collected from observing more than 1,000 selection interviews. These observations, supported by published research studies (see References, page 19), have led to a better understanding of how interviews work and how different aspects of the interview affect decision making. In addition to reviewing these problems, this monograph will discuss how applying Targeted Selection ® can address common selection problems and improve the quality of selection decisions. When asked to identify the skills and requirements of successful job performance, managers who were selecting individuals for the same position in an organization provided conflicting and inconsistent responses. Although some discrepancy in responses can be attributed to semantics, even when common definitions are established, the lists of their target competencies varied,both in what is sought and the competencies' perceived importance. Commission (EEOC) mandates that selection processes be based on specific, accurately defined, and well-documented essential job requirements (competencies). EEOC mandates stipulate that these competencies are to be communicated so that everyone involved in the selection process shares a common understanding of their definition and intent. The EEOC also states that the selection process must be applied consistently and that all applicants for the same job be evaluated against the same job-related competencies. These mandates cannot be met if various interviewers are seeking information from applicants on different competencies. Even when competencies are clearly defined and documented, research has shown that experienced interviewers become complacent, asking the same …