Reference no: EM132808801

The assessment and evaluation of employees from within the organization as they move from job to job via transfer and promotion systems is known as internal selection. Internal selection has a variety of advantages to an organization, including the knowledge of the existing employees, how they perform, fit with the organization, as well as serves as a motivational method for valued employees. Initial assessment methods are used to select internal candidates from among the internal applicants. Methods used include talent management/succession systems, peer assessments and self-assessment, managerial sponsorship, and informal discussions and recommendations. Predictors used for internal selection tend to have greater depth and more relevance and are better suited for verification.

Just like the external selection process, there are substantive assessment methods in the internal selection process. Substantive assessment methods are used to select internal finalists from among the internal candidates. The various predictors that can be used include seniority and experience, job knowledge test, performance appraisal, promotability ratings, assessment centers, interview simulations, and promotion panels and review boards. Understanding the criteria used to choose among these substantive assessment methods is important for this process.

Discretionary assessment methods are used to select offer recipients from among the finalists. The factors on which these decisions are based, such as equal employment opportunity and affirmative action (EEO/AA) concerns, whether the finalists had previously been a finalist, and second opinions about the finalist by others in the organization are an important consideration when conducting this type of assessment.

Just like with the external selection process, all of the assessment methods require a large amount of data to be collected; therefore, attention must be given to support services, the required expertise needed to administer and interpret predictors, security, privacy, confidentiality and the standardization of procedures. The internal selection methods also require a clear understanding of legal issues. Two areas of legal concern for internal selection decisions are the UGESP Uniform Guidelines on Employee Selection Procedures and the glass ceiling. In terms of the UGESP Uniform Guidelines on Employee Selection Procedures, particular care must be taken to ensure that internal selection methods are valid if adverse impact is occurring. To minimize glass ceiling effects, organizations should make greater use of selection plans and more objective internal assessment methods, as well as help impart the KSAOs, Knowledge, Skills, Abilities and Other Characteristics necessary for advancement.

Collecting data on applicants does not ultimately lead to a straightforward conclusion about who should be selected. There are a variety of decisions to be made with respect to the data collected. In the decision-making process, it is important to identify what assessment should take precedence over another assessment. Types of information to consider are whether an interview takes precedence over standardized ability tests, is job experience the primary focus of selection decisions, or does the organization make better choices if experience ratings are supplemented with data on personality. The role experience and education have in selection is another consideration.

It is critical to understand how this information is used to decide who is ultimately. Also, important in this process is to ensure that methods are in place in advance. This helps to resolve any disputes that arise in the process of evaluating candidates. When it comes to making final decisions about candidates, it is necessary to understand the nature of the organization and the jobs being staffed. Organizations that have strong cultures and heavy needs for customer service might put a stronger emphasis on candidate personality and values. For jobs with a stronger technical emphasis, it makes more sense to evaluate candidates on the basis of demonstrated knowledge and skills.

The process of translating particular scores into assessment scores can be broken down into techniques for using single predictors and multiple projectors or used to determine minimum standards. Methods of final choice must be considered to determine who from among the finalists receive a job offer. These types of choices can include random selection, ranking, and grouping, all which have advantages and disadvantages. Just like in the other stages of staffing, legal issues should also guide the decision-making. A basic legal issue is conformance with the UGESP, which provides guidance on how to set cut scores in ways that help minimize adverse impact and allow the organization to fulfill its EEO/AA obligations. In the absence of an AAP, protected class characteristics must not enter into selection decision-making. That prohibition notwithstanding, organizations can take numerous steps to increase workforce diversity.

Question

-Explain how internal selection decisions differ from external selection decisions. What are the differences among peer ratings, peer nominations, and peer rankings? Should they be used? Discuss how this can be used in your organization or how it is currently used in your organization.

-Define the three different types of interview simulations. Evaluate whether or not your organization uses these simulations. If it does not, how could the organization effectively utilize these simulations?