Applicant Reactions to Selection Procedures:
Do They Matter?
The majority of research into assessment and selection continues with the goal of better estimating the value of selection techniques as predictors of future success and how these can impact on corporate financial gain. However, a related concern in more recent research is with the impact of applicant reactions towards the selection process.
A recent article by John Hausknecht, from De Paul University, Chicago, confirms that the perceptions an individual may have about the hiring process can significantly impact upon their resultant attitudes and behaviours towards the organisation itself. These perceptions can take the form of a candidate's perceived fairness of outcome allocations (distributive justice), the rules and procedures used to make those decisions (procedural justice), and more cognitive and attitudinal states such as test anxiety or attitudes towards selection overall.
Hausknecht reports strong correlations between applicant perceptions and a variety of outcomes. Specifically, positive perceptions of procedural justice, distributive justice, and attitudes towards selection in general correlated with positive scores on outcome variables such as organisational attractiveness and the intention to accept job offers made. Research also indicates strong relationships between perceptions of fairness and employee satisfaction, organisational commitment, and job performance.
An interesting factor shown to affect this relationship was the choice of exercise used during the selection procedure. Hausknecht et al have reported that interviews and work-based sample tests proved to be the most favourably received, followed by cognitive ability tests and personality inventories. Biodata, personal contacts and honesty tests were seen in the least favourable light. This clearly suggests that the use of interviews and work-based sample tests (such as in an Assessment Centre) can have a positive effect on the relationship between candidate perceptions and outcome variables.
How can Human Assets help?
Clearly, it is important to consider the practical implications of this research. Negative perceptions can have a significant and wide-reaching impact on subsequent attitudes and behaviours towards the organisation:
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Candidates who perceive the selection process to be opaque, invasive and hold no relative value to the job in question are less likely to apply and are more likely to dissuade others from applying.
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Candidates who do apply, attend the assessment process and leave feeling disheartened are less likely to accept job offers and are more likely to embark on litigious activity.
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Current employees who perceive promotional assessment processes in a negative light are likely to show lower levels of job satisfaction and productivity and are more likely to leave.
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Evidence even suggests that candidates who hold negative perceptions of a company following a poorly designed recruitment process are less likely to buy company products in future.
Human Assets, a leading company of qualified Business Psychologists, can help you to avoid such problems. Our consultants, trained to develop and implement a wide range of HR strategy, can:
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Assess the impact of current selection processes through qualitative and statistical analysis to ensure that the impression is a positive one.
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Help to communicate the results in line with internal communication strategy.
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If necessary, help (re)design selection systems which focus on key criteria that define the 'right person' in your organisation.
With this in mind, it is possible to design and evaluate a selection process that attends to the diversity requirements, ethical values and psychological well-being of its candidates and ensures the maintenance of a positive corporate image in employees and non-employees alike. If you would like to find out more, please contact our consultants on +44(0)20 7434 2122 or by email enquiries@humanassets.co.uk
Reference
Hausknecht, J.P., Day, D.V. & Thomas , S.C.
Newsletter: November 2004