Lesson 4

BAGB 2123
Talent Acquisition
Management
External
Selection
Recruitment, hiring and
choosing candidates
Why This
Lesson
• This chapter builds on external selection by focusing on substantive,
discretionary, and contingent assessment methods, which are critical to hiring
decisions.
• Substantive assessments evaluate job-related skills, while contingent methods,
like background checks, confirm final qualifications.
• When done correctly, these processes ensure efficient staffing; if not, effective
staffing becomes challenging.
Hiring Assessment Methods

Resumes, Cover Letters, Substantive Assessment Discretionary Assessment

and Background Checks Method Method

• Initial tools to screen • Evaluates job-related • Used after substantive

candidates. knowledge and skills. assessment.

• Verify qualifications and • Includes tests, • Focuses on cultural fit,

past experiences. interviews, or job values, or unique
simulations. contributions.
Purpose:
• Used to screen and narrow down candidates before
substantive evaluations. Initial Assessment Methods
• Reduces costs associated with in-depth
assessments.
Common Predictors:
• Resumés and Cover Letters: Highlight qualifications
and experience.
• Application Blanks: Gather structured personal and
professional information.
• References & Background Checks: Verify credibility
and history.
• Initial Interviews: Assess basic fit and interest.
 Substantive and Discretionary
Assessment Methods
Substantive Evaluation Methods

• Tests: Personality, ability, emotional

intelligence, integrity. Performance/work
samples and situational judgment.

• Inventories: Interests, values, and

preferences.

• Structured Interviews: Assess specific skills

and fit.

• Discretionary Assessment Methods: Used to

differentiate among finalists. Helps determine
who receives job offers.
 Substantive and Discretionary
Assessment Methods
Contingent Evaluation Methods

• Discretionary Techniques: Final candidates

evaluated subjectively

• Contingent Evaluation: Ensures candidates

meet all remaining requirements

• Common Methods: Drug Tests, Medical

Examinations
Resumes, cover
letters and
background
checks
The Role of Resumes and Cover
Letters in Job Applications
• Initial Introduction: Cover letters and resumes are the applicant's first
impression.
• Control lies with the applicant: quantity, type, and accuracy of information
provided.
• Validation of Information: Background checks ensure the accuracy and
completeness of submitted details.
Challenges and Solutions in
Resume Management
Challenges:
• High volume of applications
• Inefficient filing and storage systems in some organizations
Solutions
• Electronic Records: Improve information sharing and track candidates for future reference.
• Encouraging Online Submissions: Submit via email or online forms for greater flexibility.
• Outsourcing to Resume-Tracking Services: Automated systems to evaluate resumes using
machine learning algorithms.
 Challenges and Solutions in
Resume Management

Advantages: Disadvantages:

Saves time and money Potential issues with

by quickly identifying unreadable resumes and
qualified candidates. applicants "gaming" the
system.
Video Resumes: An Emerging
Trend in Recruitment
• Growing Popularity: Organizations are increasingly
exploring video resumes. Candidates create videos to
directly address the camera or participate in mock
interviews.
• Current Reception: 58% of hiring managers watch video
resumes out of "sheer curiosity. "Limited experience
with video resumes among employers.
• Benefits: Provides insights into a candidate's personality,
communication skills, and presentation ability.
• Challenges: Employers are still determining how to
incorporate video resumes into the selection process.
 Key Tips for Crafting Effective
Job Application Documents
• Be Wary of Fabricated Information: Ensure all details
in your resume and cover letter are truthful and
accurate.
• Make Your CV Stand Out: Highlight your unique
skills, experiences, and achievements. Use a clean,
professional format.
• Assess Both Resume & Cover Letter: Regularly
review and update both documents to align with job
requirements. Tailor your content to each specific
position.
Application Forms
• Customizable to Fit Needs: Tailored to the sector, organization, and specific job categories.
• Common Information Requested:
 Personal Information
 Position Applied For
 Educational Background
 General Information
 Previous Employment History
 References

Process: Candidates complete the form, sign it, and return it to

potential employers.
 Cover Letters - Letters of
Introduction
Use Keywords: Match job-related terms to pass ATS and AI screenings.

Stand Out: Be creative and specific about your qualifications.

Show Genuine Interest: Start with enthusiasm "I'm so excited to apply to this job because…".
Highlight why you want to work for the company.

Be Personal: Explain career changes or job gaps. Show how you’ll contribute to the team.

Hiring managers spend only 20 seconds per

letter—make it count!
 Background Checks
Issues with Letters of Recommendation:
Sources:
• Often lack useful comparison
• Applicant details.
between candidates.
• Feedback from previous employers,
• No standard format—information
creditors, or neighbours.
varies widely.
Methods:
Solution:
• Letters of recommendation.
• Organizations may research
• Reference and background checks.
themselves or hire background
check specialists.
 Reference Checking
Commonly Verified Information:
• Criminal history
• Employment eligibility
• Education and qualifications
• Past employers, job titles, and dates of 95% of
employment companies
conduct
Benefits: reference checks
• Reduces security risks and workplace violence and 60% report
• Provides legal protection against liability and better-quality
negligent hiring claims hires as a result.
• Easier access to public and online records.
Substantive
Assessment
Method
Understanding
Substantive assessment
The goal is to find the best
methods help
performers among
organizations identify
qualified applicants. To
which candidates are most
achieve this, it is essential
likely to excel in a role.
that these methods are
These methods go beyond
valid, ensuring accurate
basic qualifications to
and reliable hiring
predict future job
decisions.
performance.
Performance
and Samples
of Previous
Work
These methods assess actual
performance rather than
underlying traits or abilities,
serving as direct examples of
job tasks. For instance, a car
manufacturer might ask
candidates to assemble auto
parts, closely simulating the
tasks they would perform on
the job.
Motor vs. Verbal
Work Samples

Motor work samples involve

hands-on tasks like repairing a
garage door, while verbal work
samples test communication
skills in problem-solving
scenarios, such as an actor
reading a script or a bank teller
assisting a customer.
High and Low
Fidelity Tests
High-fidelity tests closely simulate real
job tasks using actual equipment and
situations, eliciting genuine responses.
For example, a truck driver candidate
might be asked to load and unload
fuel. In contrast, low-fidelity tests
present hypothetical scenarios, asking
candidates how they would respond,
similar to structured interviews and
situational judgment tests.
The Situational
Judgement Test ( SJT)

Candidates are presented with

a fictional work scenario and
asked to choose the best
response from multiple options.
For example, a 911 operator
candidate might select the most
appropriate action when
handling an emergency call.
Structured and
Unstructured Interviews

Interviews are the most

commonly used method for
selecting candidates, but
research shows that
unstructured interviews can be
costly and less reliable or valid
compared to structured ones.
Structured and
Unstructured Interviews

Structured interviews are easily identifiable by a number of distinguishing

characteristics. The following are some of the qualities that stand out most
prominently:

Detailed anchored rating scales are used to score each response, and multiple well-
trained interviewers are used to rate interviewees' behaviours.

(1) Questions are based on job analysis;

(2) the same questions are asked of each candidate; and
(3) the response to each question is numerically evaluated.
Structured and
Unstructured Interviews

Structured interviews have two types of questions: experience-based and situation-

based.

Situation-based questions ask candidates how they would handle hypothetical job-
related situations, assuming their future actions align with their plans and
objectives.

For example, a candidate applying for a customer service role might be asked how
they would respond to a complaint about a technician leaving muddy footprints on
a customer's carpet.
Structured and
Unstructured Interviews

Features of Unstructured Interviews

• Casual tone with informal questions.

• Reliance on interviewer’s instincts or "pet questions" to assess qualifications.
• May include light-hearted, subjective, or irrelevant questions (e.g., "What
animal would you like to be?").
• Can include hypothetical questions like "Where do you see yourself in 10 years?“
• Quick overall assessments are often made early in the interview.
Developing a Plan for an Interview Structure

Steps to Develop a Structured Interview Ability Tests in Hiring

• Identify Job Needs – List key skills and tasks. • Cognitive: Thinking & problem-solving.
• Create Questions – Job-related, with clear • Psychomotor: Coordination & movement.
answers. • Physical: Strength & endurance.
• Choose Interviewers – Train them for fair • Sensory: Vision & hearing.
judgment.
• Conduct Interviews – Follow a standard
process.
• Review & Improve – Check if it leads to good
hires.
Other tests include emotional intelligence, personality, and job-specific
skills assessments.
Discretionary
Assessment
Method
Reducing Subjectivity in
Employment Decision-Making
• Discretionary evaluation criteria are used to select candidates from a pool of finalists, but these
methods are often subjective and rely on the judgment of the decision-maker.

• In some cases, all finalists may be offered the job, so discretionary criteria aren't needed.
However, when applied, factors beyond skills and experience may be considered, such as
cultural fit with the company.

• HR professionals must be cautious during this stage, as personal biases like favoritism, cronyism,
or nepotism can influence decisions.

• These biases can negatively impact the organization's fairness and employee morale.

• To reduce subjectivity, HR should use structured methods and follow organizational policies,
ensuring decisions are made fairly and based on merit.
Conclusion

“Effective assessments improve hiring and

productivity, but many HR professionals don’t
use them enough. Giving HR teams the right
tools and knowledge can help them make better
hiring decisions.”