Lecture 25: Selection Analytics – 3
Summary
TLDRThis session delves into the intricacies of the selection process in recruitment, emphasizing the importance of understanding rejection analysis. It highlights the need to scrutinize why candidates are rejected, focusing on various 'fits' such as job, team, organization, supervisor, and culture. The speaker outlines the significance of analyzing rejection rates by recruitment source, developing waiting lists, and optimizing interview time and question allocation. The discussion also touches on the effectiveness of different selection methods and the importance of testing in ensuring a candidate's fit and performance within an organization.
Takeaways
- 📊 Selection is a negative process, focusing on rejecting candidates who do not meet the criteria, whereas recruitment is positive, inviting people to apply for job posts.
- 🔍 Rejection analysis is crucial for understanding why candidates are rejected, which can help managers improve the selection process and identify areas for improvement.
- 📈 Analyzing rejection by various factors such as person-job fit, person-team fit, person-organization fit, and person-supervisor fit can provide insights into the selection process and inform decisions on recruitment sources.
- 📝 The importance of testing and the effectiveness of selection methods are highlighted as key metrics for evaluating the success of the selection process.
- 📉 Understanding the high rejection rates from different sources of recruitment can indicate the suitability of candidates and help in optimizing recruitment strategies.
- 🗂 Developing a waiting list based on rejection analysis can help organizations prioritize candidates for future positions and manage their talent pool effectively.
- 🕒 The ideal time for an interview and the number of questions to ask are important for managing the interview process effectively and ensuring a holistic assessment of candidates.
- 📊 Department-wise and city-wise analysis of rejection can provide insights into regional or department-specific challenges in the selection process.
- 📉 Screening criteria and the number of candidates rejected after the application screening are important for setting appropriate benchmarks and expectations for the selection process.
- 🔎 The effectiveness of selection methods can be evaluated by comparing the assessment of fit during the selection process with actual performance ratings after one year.
- 💰 Cost and time efficiency of selection methods, along with their ability to assess the right skills, are critical factors for determining the best selection approach for an organization.
Q & A
What is the main focus of the session on selection analytics?
-The session focuses on understanding the selection process better, with an emphasis on learning additional metrics, the importance of rejection analysis, and the effectiveness of different screening methods.
Why is the selection process considered a negative process?
-The selection process is considered negative because it involves rejecting candidates who do not meet the organization's criteria, unlike recruitment which is about inviting people to apply for job positions.
What is the importance of understanding the reasons behind candidate rejections?
-Understanding the reasons for candidate rejections helps managers to analyze the selection process, identify areas of improvement, and make informed decisions about recruitment sources and selection criteria.
How can rejection analysis help in developing a waiting list for future positions?
-Rejection analysis can help determine the criteria for a waiting list by identifying which rejected candidates should be prioritized based on their fit with the job, team, organization, or supervisor.
What factors are considered when analyzing a candidate's fit during the selection process?
-Factors considered include person-job fit, person-team fit, person-organization fit, person-supervisor fit, and person-culture fit.
How can the source of recruitment impact the rejection rate?
-The source of recruitment can impact the rejection rate as certain sources may provide candidates who are less suitable for the job, indicating a need to invest less time and money in those sources.
What is the significance of analyzing the ideal time for an interview?
-Analyzing the ideal time for an interview helps in managing the interview process effectively, ensuring that the time spent with each candidate is utilized efficiently and that the number of questions asked is appropriate for a holistic assessment.
How can the average time and number of questions asked during an interview be used to improve the selection process?
-The average time and number of questions can guide the interview panel on how to conduct interviews within a set timeframe, ensuring consistency and thoroughness in candidate assessment across different departments or job categories.
Why is it important to track the number of candidates rejected after screening and reference checks?
-Tracking these numbers helps to evaluate the effectiveness of the selection process and the quality of candidates being attracted, as well as to identify any issues with the screening criteria or potential dishonesty in candidate references.
How can the effectiveness of different selection methods be evaluated?
-The effectiveness of selection methods can be evaluated by comparing the assessment results with actual job performance, goal achievement, and retention rates, as well as considering the cost and time involved in each method.
What role does the industry average play in determining the expected tenure of an employee?
-The industry average provides a benchmark for expected employee tenure, helping organizations understand if their employee retention rates are in line with industry standards and adjust their recruitment and retention strategies accordingly.
Outlines
📊 Employee Rejection Analysis in Recruitment
This paragraph discusses the importance of understanding the selection process in recruitment, particularly focusing on the analysis of employee rejection. It emphasizes the need for managers to comprehend the reasons behind candidate rejections and how this insight can inform decisions on recruitment sources and the development of waiting lists. The speaker introduces the concept of analyzing rejections based on various 'fits' such as job, team, organization, supervisor, and culture fit, and suggests that this data can be categorized by recruitment source to identify areas for improvement in the selection process.
📉 Decision Making in Recruitment Based on Rejection Analysis
The speaker elaborates on how rejection analysis can influence strategic decisions in recruitment. By identifying high rejection rates from specific sources, organizations can adjust their investment in those sources. Additionally, understanding the reasons for rejection can help in creating criteria for a waiting list, prioritizing candidates based on different fit categories. The paragraph also touches on the importance of analyzing rejections on a departmental, geographical, and institutional basis to improve employer branding and candidate suitability.
⏱ Optimizing Interview Process Efficiency
This section of the script addresses the efficiency of the interview process, suggesting ways to manage time effectively during interviews. It talks about calculating the average time taken for interviews and using this data to determine the number of questions to ask. The speaker recommends providing clear guidelines to interview panels on the time allocation and the types of questions to cover, including background, ability, and various fit assessments. The goal is to ensure a holistic evaluation of candidates within the constrained time frame.
📝 Understanding Screening Criteria and Post-Selection Rejections
The speaker explains the difference between eligibility and screening criteria and the importance of setting appropriate screening criteria to reduce the number of applicants to a manageable level for interviews. It also discusses the significance of tracking the number of candidates rejected after reference checks and medical examinations, as these figures can indicate the effectiveness of the selection process and areas for improvement. The paragraph highlights the importance of these numbers for future recruitment planning and employer branding.
🔍 Enhancing Screening Criteria and Selection Method Effectiveness
This paragraph delves into the importance of understanding and adjusting screening criteria to ensure the quality of candidates being interviewed. It suggests that increasing screening criteria can reflect an improvement in employer branding and the ability to attract higher-quality candidates. The speaker also introduces the concept of evaluating the effectiveness of different selection methods, such as interviews and tests, by comparing the assessed fit of candidates with their actual performance and goal achievement after one year.
📈 Assessing the Cost and Time Efficiency of Selection Methods
The speaker discusses the need to evaluate selection methods based on cost per candidate and the time it takes to prepare results. It emphasizes the importance of assessing whether the selection tests are effectively measuring the appropriate skills and if they are leading to successful long-term employment. The paragraph also introduces the idea of comparing performance ratings from selection tests with actual performance outcomes to determine if the assessment methods are accurate and reliable.
📊 The Importance of Testing and Industry Averages in Selection
The final paragraph wraps up the discussion by emphasizing the importance of testing in the selection process and the need to analyze the performance of selected candidates over time. It suggests comparing the performance ratings from tests with actual job performance to validate the effectiveness of the assessment methods. The speaker also advises considering industry averages for employee tenure to set realistic expectations for how long a candidate should work with an organization.
Mindmap
Keywords
💡Selection Process
💡Rejection Analysis
💡Person-Job Fit
💡Person-Organization Fit
💡Person-Supervisor Fit
💡Person-Culture Fit
💡Employer Branding
💡Waiting List Criteria
💡Interview Time Management
💡Screening Criteria
💡Effectiveness of Selection Methods
Highlights
Introduction to selection analytics and its importance in understanding the selection process and challenges faced by managers.
The distinction between recruitment as a positive process and selection as a negative process, emphasizing the need for rejection analysis.
Importance of understanding the reasons behind candidate rejection to improve selection processes.
The concept of selection seat and interview seat, detailing factors and desired levels for candidate assessment.
Analysis of candidate rejection based on various fits: person-job fit, person-team fit, person-organization fit, person-supervisor fit, and person-culture fit.
Utilizing rejection analysis to identify high rejection rates from specific recruitment sources and adjust investment strategies accordingly.
Developing waiting list criteria based on rejection analysis to prioritize candidates for future openings.
The significance of rejection analysis in employer branding and decision-making for resource allocation.
How to manage interview time effectively by determining the ideal time for interviews and the number of questions to ask.
Department-wise and city-wise analysis of rejection rates to identify trends and areas for improvement.
Importance of analyzing the number of candidates rejected after reference checks and medical checkups to refine selection criteria.
The impact of screening criteria on the quality of candidates and employer brand strength.
Assessing the effectiveness of various selection methods by comparing pre-selection fit percentages with post-selection performance ratings.
The role of cost and time in evaluating the efficiency of selection methods and making informed decisions.
Importance of testing in selection processes and how it can indicate the accuracy of assessment methods used during hiring.
Using industry averages to determine the expected tenure of employees and benchmarking against organizational data.
Conclusion summarizing the importance of selection analytics, rejection analysis, and testing effectiveness for strategic HR management.
Transcripts
[Music]
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dear participants in selection Matrix
selection and analytics 1 and two we
have learned few metrics that will help
you to understand the selection process
better and I hope you have already
learned about this selection process and
challenges that a manager face at a
workplace so in selection analytics 3
also we will learn few more matrics that
will help you to understand the
selection process better right so what
we will learn let us discuss
as we already know that selection is a
negative process recruitment is a
positive process we invite the people to
come and apply for the job post but in
selection we reject the people so that's
why it is a negative process so in this
session we will learn how to do the
rejection analysis as well as we will
understand the importance of this
rejection analysis and we will
understand the if effectiveness of this
screening method importance of testing
effectiveness of the selection method
also that is what we will discuss right
so these are the things that we will
discuss in this particular session so
let us start with the employee rejection
analysis so in each organization
whenever this selection process takes
place we reject some of the candidates
right so what I want being a manager I
want to make you understand you should
learn why you are rejecting the
candidate what what is the reason for
their rejection that is what you should
understand so if you will see uh this uh
selection seat or I can say that
interview
seat right so where one side you will
see in a interview seat factors are
there like criteria right and then you
will see
desired right what are the things that
organization is needed in the candidate
and candidate characteristics right so
Factor could be related to the
background Factor can be related to the
person right ability right Factor could
be related to the personality right and
then what is the desired level for
example background is there so somebody
may require the 5 year of work
experience this is the desire
and how much candidate is having
candidate is having for example four
right so in the same way that entire
seat can be prepared and then the
decision can be taken whether this
candidate should be selected and whether
this candidate should be rejected right
so the if you will analyze these
all
parameters for a candidate in most of
the jobs right you will find these
all par meters are related either to
person job fit either person team fit
person organization fit person
supervisor fit and one more fit that we
can add person culture
fit right so P person culture fit so
these are the these are the reasons that
we can see so if we have for example we
have rejected the 200 candidate in our
organization whoever has given an
interview so 200 that we have rejected
right so what is the reason for them
what is the reason 20 uh so 50 people
are rejected because of the person job
fit 50 are rejected because of person
team fit 50 are rejected just because of
person organization fit 50 are rejected
just because of lack of person
supervisor fit right so if you know this
particular think what is the reason for
the rejection of
your candidate you can divide this data
as per the source of recruitment also
source of the recruitment if people are
coming from the third party people are
coming through the employee referral so
where is the high rejection rate in
which source is a high rejection rate so
that indicates that this High rejection
rate indicates that the candidates are
not suitable for the job so if your cost
is uh involved in bringing the candidate
from that particular source so you can
think of reduce uh not investing time
and money in that particular Source when
you are rejecting the most of the
candidate which are appearing in the
interview from that particular so so
that's the one thing that you can uh
decide after doing this rejection
analysis second thing that you can think
of if in future you have to you don't
want to conduct the
second selection process for few
candidate if you have to invite some of
the candidate from this or you have to
develop a waiting list for these uh
positions that you had uh for which you
were doing the selection if you have to
develop the waiting list so what should
be the criteria for the waiting list
people who are rejected because of the
person job fit they should be given the
priority or people who are rejected
because of the person organization fit
they should be given the priority so
according to your organization need you
have to take a decision who should be
given a priority on what basis you
should develop the waiting list criteria
right so this a waiting list criteria
also you can develop by doing this
rejection analysis whoever is being
rejected inside the
organization that is the one thing that
another thing that you can analyze
through this rejection analysis so uh so
in addition to uh employer branding
thing uh where to invest more that
decision you can take through the
rejection analysis second thing that you
can do uh you can think about the weight
list third thing again you can uh uh
decide uh you can do the analysis in in
depth you can go and then you can do the
analysis Department
wise right in which department people
are rejected because of what right
Department wise that is what you can do
it right and then you can do City
geography wise also like people who are
coming from particular geography what is
the reason for their rejection right
particular Institute if it is a campus
placement then from which campus they
are coming and what is the reason for
their rejection so if you will give a
input to them then it could be good for
that particular Institute also to train
the uh upcoming students for that
particular skill so that is why this
rejection analysis is very important so
the moment you have a number then you
can convert into the percentage also so
like uh 25% 25% 25% so this 200 I had
taken the example and then equally I had
divided among all four categories and
the same way you can see the percentage
also coming the 25 in each category so
this analysis will help you as I already
said you can go in depth and Department
wise you can do the analysis city-wise
you can do the analysis and you can make
the two important decision through this
analysis is
first decision is related to employer
branding uh in which area in uh in which
source you have to invest more because
if people are coming they are increasing
the number of application but they are
not suitable for the organization so you
can invest less time and less money in
on that particular Source right and who
your candidate from where are coming
more suitable more uh good candidate are
coming from different sources then you
can focus on that that is the one
decision that you can take based on this
and second decision that you can take
how to develop the weight list criteria
on what basis you should give the weight
list criteria these are the parameter
that you can decide and based on that
you can develop the weight list criteria
for the candidate next important thing
that I always say we should think what
is the ideal
time for an
interview how we should decide what is
the ideal time for an interview for some
positions you will see interviews may
take one
one uh day complete meting one day right
different different department different
different rounds right and sometime you
will see interview is getting over just
in 1 hour
right 2 hours that process that you will
see right how many number of questions
that we should ask right what should be
the number of the questions that we
should ask so if we have calculated this
data right for any job position so job
category that you can write here uh let
us say sales sales department right so
average time so 50 people have given the
interview for each 25 minute has been
taken so 25 minute is the average time
right so in order to utilize this time
effectively you can decide the number of
questions right five to six questions
that may be asked and then along with
their area also from which area these
questions should be asked so if you are
able to give this clear guideline to the
a panel member whoever is sitting in a
panel you can say this much time you can
take in past this much time has been
already taken and these many questions
that you can ask one to two question
related to the background one to two
question related to the ability and
various types of fit how you can assess
and situation based question so what are
the questions that you are supposed to
give so that is how you can do the
planning for the interview
because you are having the fixed number
of the candidate fixed number of
candidates are there right right and
number of panels are also fixed that you
have already decided if panel is taking
more time then it may be possible you
will not be able to complete this
interview process in entire day that
also could be possible so but in past if
you have conducted the interview and you
know the average time is taken for one
interview what is the average time right
and if you you have to being a HR
manager if you have to manage this
average time then you have to decide the
area from which area question should be
asked and how many questions should be
asked if you can say decide this thing
so on an average you can decide the
number of questions area type of
discussion right so interview is a
random process some other things also
may happen followup questions Also may
be asked but if you have calculated this
average time so in some interviews it
will take little bit more in some
interviews it will take little bit less
but on an average you will be able to
calculate in a day how many candidates
uh interview can be taken in your
particular organization so that is what
I say you can decide number of questions
and number of uh average time for the
interview so if you are able to do that
then what may happen you
may control or you can manage your time
effectively at a workplace during the
interview process right so that is what
you can do by doing this so in the same
way you can compare the department wise
also right sales HR operations Finance
right for each department how much time
is being taken so you can tell marketing
today marketing interviews are schedu Ed
so uh this much time will take and if HR
interviews are scheduled then this much
time will be taken right so average
timing that you should be able to
calculate and number of questions that
you can average number I'm not saying
you should instruct only these questions
you will ask to the you you can say to
the panel I'm not saying you should say
to the panel you ask only these
questions to the interviewer no I'm
saying average number of questions that
you can suggest and area from which area
this should be asked in order to do the
holistic assessment of the candidate in
the interview process so if you have
these two things in if you in your hand
the average time of interview and number
of questions average number of questions
that has been asked during the past
process right uh Department wise so then
you will be or Department wise or job
category wise uh if you have this
information with you you will be able to
manage your interview process very well
next thing that we can calculate and
that Rao that I always suggest that we
should have the certain number so first
thing first number that you can have
number of
candidate rejected after screening of
the application right so after screening
of the application let us assume th000
employees have applied for a job so how
many people because thousand have
applied it means I hope you understand
the difference between eligibility
criteria and screening criteria so
eligibility
criteria they fulfill the eligibility
criteria they fulfill the eligibility
criteria that is why they have applied
to this job right so thousand people are
fulfilling the eligibility criteria
whatever job posting that you have given
and after that you believe that this, is
too high th000 is too high so now you
cannot take the interview of thousand
people because in again if you want to
give a opportunity to all people then it
will take time it will involve certain
cost right so you have decided you were
not expecting to receive the th000
application for this post but you
received it right so now what you need
to do you need to develop the screening
criteria right so screening criteria
could be what let us assume experience
that you had put here job experience is
3 years right but you have make it you
have made it four year four year so the
moment you will make it four year then
few applications will reduced so that is
how what you can do you can keep this
screening criteria a little bit up you
can reduce and you can identify what is
the suitable number
uh for your interview process so that is
that is how you can based on this IG
screening criteria you can identify
certain candidates
so if you are receiving the more number
of the candidates for a job position and
you are increasing the screening
criteria it indicates that you are
already filtering and you are get uh
going for the higher quality of the
candidate for you are taking higher
quality of candidate for for the
interview process right so that that
that number you should know this was the
screening criteria and these many people
were eligible for this job all right now
once the selection is done everything is
done then one more important thing that
you should know that rejection after the
reference check right so after the
reference check some time it may be
possible some people have given the
false reference right and when you check
the reference that about the candidate
you did not get the good
information right and when you try to
verified some information about the
candidate those informations were false
right so after this process after this
reference check how
many candidates were
rejected let let's say 10 candidates are
rejected after the reference check right
and what is their reason next thing that
you need to uh understand how many
candidates that rejected after the
medical checkup why these numbers are
important because if you understand if
you know these numbers then you should
know one particular thing when you are
selecting the candidates you should h
think
always about one thing for if number of
positions are there and the job Final
job offer that you are giving it is less
than the positions
available
then it indicates that you could not
conducted the selection process
effectively right so if you know these
numbers in advance in past what has
happened so it may happen this year also
right so after the selection also after
the making the final selection also
these people may be may not be able to
join your organization because their
reference check was not good and they
were having the some medical problems
also so these numbers are also very very
important and then screening number is
very very important this after the
screening because that will tell you
every year
how much what should be the screening
criteria if every year your screening
criteria is going higher and higher it
indicates that your quality of candidate
is increasing and one more another way
you can say that your employer brand is
increasing right because you are getting
the good quality of the candidate and
you are able to attract the good
candidate from your competitors so it
indicates that your employer brand also
going up and up and your screening
criteria is going up and up right so it
is in favor of the organization so you
should know how to increase the
screening criteria if you will increase
from this to that then how many
applications will not be applicable for
this particular position so that is what
you should know in advance so that is
why these numbers are very very
important and you
can you can have these numbers with you
and in the form of percentage in the
form of a bar graph by chart you can
present it but you should have these
numbers during your selection process
also now let us discuss about the
another method is
your effectiveness of selection method
so selection method that we already
discussed like
interview uh physical test computer
based test right and personality test
and AI based game right so these are the
various type of selection method right
so that is what you can select this
selection selection method and then you
can
check what is the person person job fit
percentage of person job fit according
to this test if these test are testing
the person job fit right so if these
test are testing the person of fit
during the interview physical test
whatever is a mode of the selection you
percentage of person job fit right and
performance rating after 1 year or
percentage of goal achievement after one
year so if for example percentage job
fit that is the test is giving that is
the
80% right and performance rating that is
coming that is just one or two just
between one or two that is the
percentage rating and percentage of goal
achievement is just uh 20% is right so
what it indicates that it indicates that
that selection test that you have used
to assist the person job fit it was not
useful because if the person job fit is
high then person should be able to
perform at a workplace right right and
but performance rating and percentage of
goal achievement both things indicate
that this person job fit was not good
right so here if this is the thing that
is coming out it clearly indicates it
gives a signal to a manager to change
the selection method right so by which
method you have assess the person of fit
right and your ratings are different
your percentage of goal achievement is
different right so just I have taken the
ex one example of person job fit in the
same way you can take the example of
person team fit behavioral aspect that
you can take it and then you can check
the rate performance uh review
performance rating on behavioral aspect
given by the manager if you have rated
so high during the interview but rating
during after one year is so poor it
means you failed to assess the in uh
candidate interview during the selection
process so that clearly indicates that
so here what you can do all type of fit
that you can keep here and through which
method you have checked it right if you
find it your results were so high uh
during the selection process but after 1
year it is very poor that it is poor
ratings are there poor results are there
so it indicates that your method of
selection was not appropriate to assess
that one particular skill so it
indicates that you should change the
method of selection so that is what you
can see in how many cases so what is
happening let us assume you selected the
100 candidates and out of 100 how many
candidates were having the mismatch and
they perform since during the selection
they ratings were very high but during
the actual performance their ratings
were very poor so in how what is the
percentage of that in addition to that
one more two more criteria that I will
add Cost Plus time Cost Plus time that I
will add what is the cost for per
candidate right whatever test that you
have selected so what is the cost per
candidate in order to conduct that test
so physical test are there computer
based test are there so you have to hire
external agency to conduct that test it
could then what is the cost per
candidate and how much time it is taking
to prepare the result right so that that
also you can consider so whether it is
time taking or not so all these three
parameter you can check the
effectiveness of the selection method
right but first thing first ranking that
I always give to assessment of the
appropriate skill if the selection test
is not able to assess the appropriate
skill then in how many many cases he the
test is not able to assess that is what
you should consider and if it is very
high if it is going 30% 40% cases where
right assessment of a skill is not done
then seriously you should think about
changing the selection method right so
next concept that we have importance of
testing so whatever test that you have
done right so here you can write the
name of the candidate and how many years
that candidate has SP
and then performance rating and the
cognitive ability interview rating and
integrity test right so here importance
of testing right so these all test are
there and ratings are there and here
performance rating is there so if in all
test employee has performed so well
right and performance rating also so
high and that person is continuing with
the working right it indicates that that
Cate assessment was correct but if in
all test candidates ratings is so high
but performance ratings are poor and
person leaves the
organization within a year within a six
month within a uh month that indicates
that our assessment was not up to the
mark right so that analysis we should be
able to do in what case in what is the
percentage of the cases
where uh the percentage of performance
rating how many candidates were having
the performance ratings were good and
how many were not having the good so
that analysis we can do it if it is
going 50/50 it means we need to improve
because if it is going it is going down
it indicates that you need to conduct
the recruitment in selection process
again right and you have to conduct that
Recruitment and selection process and
again and again and which is a cost so
if you want to save a cost by Rec
conducting it you can increase the
assessment method by which uh you will
be able to assess the candidate
perfectly in all aspect and then you
will be able to select a candidate and
that candidate will stay for your
organization now question comes how we
should decide for how many years a
candidate should work with your
organization so in that case I suggest
only one thing you should go with
industry average what is the industry
average right for how many years one
employee wants to work with you because
current Trend if you will see most of
the employees don't want to work more
than 3 years with one organization they
work for 3 to four years and then they
move to the another organization so if
people are working for 3 years then you
can say it is okay because it is
industry average so that is how you
should compare with your industry in
which industry you are working right and
then you should compare and then you can
think about whether it is up to the Mark
or not so I hope in this session you
would have learned about the importance
of testing effectiveness of selection
method few numbers that you should
remember you should understand in order
to make some projections right an
interview time and average number of
questions how you should decide it and
employee rejection analysis how it will
help you
to uh take important decisions in your
organization so thank you
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