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Corporate hiring and executive search will dramatically change in the 1990's.

Corporations concerned about productivity and employment equity now have a new technique to select the most productive executive or manager when hiring and promoting says Mark Van Clieaf, President of MVC Associates International, a Toronto based Management Consulting firm.

Some candidates who present very well in an interview don't perform effectively in the position. Some candidates who present poorly in an interview and were dismissed on the basis of presentation, race or gender would be superior performers if hired. When reflecting upon a completed interview, executives often feel they do not have adequate information which will enable them to predict an individuals performance and so use their gut feel. Structured Behaviour Interviewing can eliminate these hiring errors and ensures the corporation hires a superior performer.

At the end of a Structured Behaviour Interview, I knew what the candidate had accomplished, how he/she did it (behaviour), and had a sense of how successful that individual would be under circumstances like ours", says Steve Dreislma, Manager Corporate Taxation for Polysar Ltd.

We conservatively estimated the net present value of the productivity gain in tax dollars saved over 3 years at $3.5 million, by hiring a superior versus average international tax manager. This type of return required that we invest the time needed to hire a superior performer," added Steve Drielsma.

The following table shows the results of a review of the most recent research on different tools for predicting job performance. Structured Behaviour Interviewing has outperformed both psychological testing and assessment centres. This method provides the line executive with a selection and promotion technique that can effectively predict performance, without the awkwardness, time or cost involved in requiring a potential candidate or applicant to undertake a battery of tests or 3 day assessment centre.

Research on assessment centres published in the 1987 journal of Applied Psychology revealed that an assessment centre is a better technique for predicting management potential (mean predictive validity.53) than for predicting job performance (mean predictive validity.36).

Newly completed and published research by Dr. Steve Cronshaw, University of Guelph and Dr. Willi Weisner, Concordia University, has shown that a Structured Behaviour Interview based on a formal analysis of critical job performance dimensions can considerably improve the job performance predictions that executives can expect. Dr. Cronshaw points out, "Our research which involved a meta-analysis of some 54,000 interviews, strongly suggests that linking the interview to actual job requirements through formal job analysis and structured behaviour interview questions, can produce substantial productivity gains for employers." Structured Behaviour Interviewing has a number of applications. For example, the skills and knowledge required to lead a turnaround business situation are different from the skills required to lead a merger. Structured Behaviour Interviewing can effectively select and match executives and managers to the skills and behaviours required to implement specific corporate strategies.

One reason an organization may be having trouble implementing a customer service strategy is they have the wrong skills and behaviours in their employees-, says David Bratton of Bratton & Associates, and former Director of Human Resource for London Life. Structured Behaviour Interviewing establishes behaviour based performance standards that are required for effective customer service implementation. These performance standards can then be used as a framework for hiring, promoting, training and performance appraisal.

Structured Behavior Interviewing can also be a powerful tool in managing internal selection during a downsizing or merger. When there is duplication of senior executives and managers for similar positions, this systematic and defensible approach will ensure that the most productive employees are retained.

As a validated and defensible assessment and selection method, this new approach will also meet corporate needs in implementing selection systems for equal opportunity employment.

According to Mr. Van Clieaf The use of the Structured Behaviour Interview will be a first step in professionalizing the Executive Search business, making it more than just an expensive introduction service.' Ability to preduct job Performance based on a review of published and unpublished research studies SELECTION TECHNIQUES

Mean

Predictive

Validity

Traditional One-on-One Interview .20

Reference Check 26

Assessment Centre .36

Traditional Board Interview .37

Cognitive Ability Testing 53

Structured Behaviour Interview
COPYRIGHT 1989 Canadian Institute of Management
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Copyright 1989 Gale, Cengage Learning. All rights reserved.

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Publication:Canadian Manager
Date:Sep 22, 1989
Words:686
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