Q1. Drawing on your personal and professional experiences and on what you have learnt so far, does the applicant perspective matter in selection and assessment? Why?
First and foremost, considering the applicants' perspective can enhance assessment tools and selection methods. By gaining insight into the experiences and expectations of potential employees, organisations can develop more comprehensive, culturally sensitive evaluations and be better equipped to identify the most qualified candidates (Ryan & Ployhart, 2014). This, in turn, can contribute to a more diverse and competent workforce, which is crucial for organisational success in today's globalised and competitive business landscape (Brewer & Brewer, 2010).
Secondly, accounting for the applicants' perspective can enhance the overall candidate experience, directly impacting an organisation's reputation and attractiveness to potential employees. A positive candidate experience can increase applicants' engagement, motivation, and commitment, even before they become employees (Hausknecht et al., 2004). This can yield long-term benefits, as individuals who feel valued and respected during the selection process are likelier to remain loyal to the organisation, reducing turnover rates and associated costs (Allen et al., 2010).
Lastly, the applicant perspective can offer valuable insights into areas for improvement within the organisation's selection and assessment processes. Organisations can actively seek feedback from applicants to identify potential biases, inconsistencies, or other shortcomings in their human resource management practices and make necessary adjustments (Bangerter et al., 2012). This continuous improvement mindset can ensure that the organisation remains agile and adaptable to changing talent requirements (Schuler & Jackson, 2014).
- Allen, D.G., Bryant, P.C., & Vardaman, J.M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48-64. https://doi.org/10.5465/AMP.2010.51827775
- Bangerter, A., Roulin, N., König, C.J. (2012). Personnel selection as a signalling game. Journal of Applied Psychology, 97(4), 719-738. https://doi.org/10.1037/a0026078
- Brewer, P.D., & Brewer, K.L. (2010). Knowledge management, human resource management, and higher education: A theoretical model. Journal of Education for Business, 85(6), 330-335. https://doi.org/10.1080/08832321003604938
- Hausknecht, J.P., Day, D.V., & Thomas, S.C. (2004). Applicant reactions to selection procedures: An updated model and meta-analysis. Personnel Psychology, 57(3), 639-683. https://doi.org/10.1111/j.1744-6570.2004.00003.x
- Ryan, A.M., & Ployhart, R.E. (2013). A century of selection. Annual Review of Psychology, 65(1), 1-25. http://dx.doi.org/10.1146/annurev-psych-010213-115134
- Schuler, R., & Jackson, S.E. (2014). Human resource management and organisational effectiveness: Yesterday and today. Journal of Organisational Effectiveness 1(1), 35-55. https://doi.org/10.1108/JOEPP-01-2014-0003
Q2. Drawing on your personal and professional experiences and on what you have learnt so far, does the applicant perspective matter in selection and assessment? Why not?
From the perspective of an organisation, the primary purpose of selection and assessment is to find the most qualified candidate for a position based on their skills, qualifications, and experience. In this scenario, the primary focus is evaluating a candidate's potential to contribute to the organisation's goals and objectives (Arthur & Villado, 2008). Consequently, the applicant's perspective, even though it might provide insights into their personal experience and preferences, may not necessarily align with the organisation's needs (Ryan & Tippins, 2004).
Moreover, considering the applicant's perspective during selection and assessment could introduce subjectivity in decision-making. Applicants' personal experiences and opinions might not be universally applicable or pertinent to the organisation's requirements, and relying on them could lead to flawed decision-making (Highhouse, 2008). On the other hand, the importance of objective measures is emphasised in evidence-based practices, including standardised assessments and organised interviews. These approaches are less prone to prejudice and have been proven to forecast job performance accurately (Schmidt & Hunter, 1998).
Additionally, the applicant's perspective might not be as reliable as objective sources of evidence, as it is subject to their personal biases, emotions, and perceptions. For instance, applicants might overestimate their capabilities or fail to be completely transparent about their shortcomings, potentially compromising the accuracy and efficacy of the election and assessment process (Epley & Dunning, 2006).
- Arthur, W., & Villado, A. J. (2008). The importance of distinguishing between constructs and methods when comparing predictors in personnel selection research and practice. Journal of Applied Psychology, 93(2), 435-442. https://doi.org/10.1037/0021-9010.93.2.435
- Epley, N., & Dunning, D. (2006). The mixed blessings of self-knowledge in behavioural prediction: Enhanced discrimination but exacerbated bias. Personality and Social Psychology Bulletin, 32(5), 641-655. http://dx.doi.org/10.1177/0146167205284007
- Highhouse, S. (2008). Stubborn reliance on intuition and subjectivity in employee selection. Industrial and Organisational Psychology, 1(3), 333-342. http://dx.doi.org/10.1111/j.1754-9434.2008.00058.x
- Ryan, A.M., & Tippins, N.T. (2004). Attracting and selecting: What psychological research tells us. Human Resource Management, 43(4), 305-318. https://doi.org/10.1002/hrm.20026
- Schmidt, F.L., & Hunter, J.E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274. https://doi.org/10.1037/0033-2909.124.2.262