Selecting Employees Who Fit — Transcript

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1. 0:00Hey everyone and welcome to the
2. 0:01explainer. Today we are bringing a ton
3. 0:03of energy to a seriously fascinating
4. 0:05module, selecting employees who fit. Now
5. 0:08whether you're tackling this through
6. 0:09your learning management system or
7. 0:11sitting in on face-to-face sessions, you
8. 0:13probably already know this is where your
9. 0:14core theory, that's CPMK1, totally
10. 0:17collides with strategic procurement,
11. 0:18which is CPMK2. We're going to dive in
12. 0:21using a case-based and project-based
13. 0:22learning mindset. today. The goal to
14. 0:24truly prepare you for real world case
15. 0:26study analysis, those strategic
16. 0:28selection design workshops, and honestly
17. 0:30to help you absolutely crush those
18. 0:31case-based essays and project
19. 0:33portfolios. So, let's get right into it.
20. 0:36All right, here is our road map for
21. 0:38today. Think of this as the perfect hire
22. 0:40funnel. We'll be covering one core goal
23. 0:43of selection, two HR talent strategy,
24. 0:46three ideal selection criteria, four
25. 0:49types of tests, five structured
26. 0:52interviews, and finally six, final
27. 0:54decision strategy. Okay, let's dive
28. 0:57right into section one, the core goal of
29. 0:59selection. So imagine a candidate walks
30. 1:02into your office. Every HR department
31. 1:04faces this fundamental dilemma right off
32. 1:06the bat. ability versus willingness to
33. 1:08work. To hit maximum performance, a new
34. 1:11hire absolutely must possess both of
35. 1:13these critical components. Think about
36. 1:15it. If you hire someone with sky-high
37. 1:18capability, but literally zero drive,
38. 1:20they're only ever going to give you the
39. 1:21bare minimum. But on the flip side,
40. 1:24someone with boundless enthusiasm who
41. 1:25lacks the actual skills, well, they
42. 1:27aren't going to get you to your
43. 1:28operational goals either. You definitely
44. 1:30need both to fasttrack your company's
45. 1:32success. Moving right along to section
46. 1:34two, HR talent strategy. Okay, so you
47. 1:38know what makes an individual
48. 1:39successful, but how do you actually
49. 1:41target them? Well, check out this four
50. 1:43quadrant strategic HR framework. It maps
51. 1:46out talent based on two main things. The
52. 1:48length of the relationship you want with
53. 1:49the employee and your overarching
54. 1:51company strategy. Basically, are you
55. 1:53aiming for cost leadership or
56. 1:55differentiation? This creates four
57. 1:57really distinct quadrants. You've got
58. 1:59short-term generalists, short-term
59. 2:00specialists, long-term generalists, and
60. 2:03long-term specialists. Let's break those
61. 2:05terms down a bit more, right? Take a
62. 2:07generalist. This is someone who is
63. 2:09highly capable across a whole variety of
64. 2:11tasks, but you know, they lack deep,
65. 2:13super specific specialization. Kind of
66. 2:15like a fast food worker or a broad
67. 2:17utility worker who keeps the lights on.
68. 2:20A specialist, however, they possess
69. 2:22rare, highly specific skills that
70. 2:24fulfill a very unique organizational
71. 2:26need. like a pharmaceutical scientist
72. 2:28developing new drugs. You really have to
73. 2:30know exactly which type your strategy
74. 2:32requires before you even think about
75. 2:34posting a job ad. Which brings us to
76. 2:36section three, ideal selection criteria.
77. 2:40So, you know who you're looking for? But
78. 2:42how do you actually test for them? And
79. 2:44maybe more importantly, how do we know
80. 2:47if the tests we're using aren't just,
81. 2:48you know, totally useless? There are
82. 2:51five key pillars that validate any
83. 2:53hiring test you decide to use.
84. 2:55reliability, validity, utility,
85. 2:57legality, and acceptability. Let's look
86. 3:00a bit closer at the heavy hitters here.
87. 3:02Let's start with reliability. This is
88. 3:05absolutely crucial. A reliable test must
89. 3:08yield the same consistent results every
90. 3:09single time it's applied. If an
91. 3:11applicant takes your skills test on
92. 3:12Monday and scores a 90, but takes it
93. 3:14again on Wednesday and scores a 40,
94. 3:17yeah, your test is completely
95. 3:18unreliable. Next up is validity. Look,
96. 3:21you could have a highly reliable test
97. 3:23that measures typing speed perfectly,
98. 3:25consistently every time. But if you're
99. 3:27hiring a delivery driver, that test is
100. 3:29literally invalid. Validity means the
101. 3:32test legitimately measures what it
102. 3:34claims to measure, so it can actually
103. 3:36predict real world success on the job.
104. 3:38And of course, we can't forget utility
105. 3:41and legality. A great method has to be
106. 3:44financially practical for the company.
107. 3:45That's utility. And it absolutely must
108. 3:48be legal. For example, in Indonesia,
109. 3:50selection processes have to adhere
110. 3:52strictly to labor law number 13 of 2003.
111. 3:56It's all about ensuring fairness and
112. 3:58preventing any form of bias or
113. 4:00discrimination. All right, section four,
114. 4:03types of tests. Let's keep moving down
115. 4:05the funnel into the actual practical
116. 4:07tests companies use. You've got a
117. 4:10massive arsenal at your disposal here.
118. 4:12Cognitive ability tests, pure brain
119. 4:14power and problem solving. Personality
120. 4:16tests check behavioral consistency.
121. 4:18Situational judgment asks, "Hey, what
122. 4:21would you do if?" Then you have physical
123. 4:23ability, integrity tests to predict
124. 4:25honesty, drug testing for safety and
125. 4:28compliance, and work sample testing,
126. 4:29where you literally just have them do a
127. 4:31piece of the job. Moving on to section
128. 4:34five, structured interviews. So testing
129. 4:37is awesome, but eventually you've got to
130. 4:40talk to the actual person. Right now,
131. 4:42unstructured interviews, they're
132. 4:44basically just chatting. We want
133. 4:46structure. We typically use two formats.
134. 4:48Behavioral, which asks about past
135. 4:50actions, and situational, which uses
136. 4:52hypothetical scenarios. Imagine a
137. 4:54situational question like, "A customer
138. 4:56comes in furiously angry because their
139. 4:58watch wasn't repaired on time. How do
140. 5:00you handle it?" A poor response is,
141. 5:02"Tell them to come back later." But a
142. 5:04superior structured response that sounds
143. 5:06like, "Listen to them, put them at ease,
144. 5:08and call the repair shop right then and
145. 5:09there." Structured grading lets you
146. 5:11easily and clearly distinguish the poor
147. 5:13responses from the superior ones.
148. 5:15Finally, we hit section six, final
149. 5:18decision strategy. We've officially
150. 5:20reached the bottom of the funnel. You've
151. 5:22got all the data gathered, and now we
152. 5:24look at the complete chronological
153. 5:26journey of an applicant. From the moment
154. 5:28they first show interest to the forms,
155. 5:30the testing, the interviews, all the way
156. 5:32down to job placement. It kind of looks
157. 5:34like a giant puzzle, but let's break it
158. 5:36down into the core steps. These are your
159. 5:39critical phases. You screen the initial
160. 5:41applications, run your validated tests
161. 5:43and those structured interviews we just
162. 5:45talked about, thoroughly investigate
163. 5:47their background and check references,
164. 5:49make a conditional offer pending maybe a
165. 5:51medical or drug exam, and finally, you
166. 5:53place them in the job. But hold on a
167. 5:55second. How do you actually
168. 5:57mathematically decide who gets that
169. 5:59conditional offer if you have three
170. 6:00amazing candidates? Well, you don't just
171. 6:03guess. You use mathbacked statistical
172. 6:06models. The first one is the predictor
173. 6:08waiting approach. Here you multiply
174. 6:11selection scores by different values to
175. 6:13really emphasize what matters most. For
176. 6:15instance, if communication is 80% of the
177. 6:17job, the interview score is going to get
178. 6:19a massive weight multiplier compared to
179. 6:21say a basic math test. Now, contrast
180. 6:24that with the multiple hurdles method.
181. 6:26Here, candidates literally have to clear
182. 6:28one specific test to unlock the next
183. 6:30stage. If you don't pass the initial
184. 6:32cognitive test, your application stops
185. 6:34right there. you never even make it to
186. 6:36the interview stage. And by the way,
187. 6:38understanding these strategic models,
188. 6:40that's exactly the kind of critical
189. 6:42thinking that's going to help you ace
190. 6:43your peer assessments and really shine
191. 6:45on your project portfolios in this
192. 6:46module. Which brings us to our final
193. 6:48thought for today. Take a look at your
194. 6:50own organization or even the case
195. 6:53studies you're currently analyzing. Are
196. 6:55they hiring based on valid, reliable
197. 6:57science or are they just kind of going
198. 6:59with their gut feeling? Because
199. 7:01understanding the actual science of
200. 7:03selection is really the only way to
201. 7:04build a team that truly fits. Keep
202. 7:07analyzing, keep asking the hard
203. 7:09questions, and I'll catch you in the
204. 7:10next explainer.