Other Considerations

Beyond validity and legal defensibility, there are other aspects that have to be considered when developing and analyzing selection methods.

Selection Ratio

It is important to track what percentage of candidates, who go through the selection process, are being hired. Clearly, a very low ratio of candidates, assuming there is an effective recruitment program in place, means the methods are too selective; too high a ratio means the methods might not be selective enough. Tracking selection ratios is an important measure in determining whether, in effect, there is a “best practices” process in place.

Marketability

The primary customers of the selection process are candidates, the union and line management. It is important the methods used to screen candidates and select employees can be “sold” to and are “bought” by these “customers.”

Management of the Selection Process

The process needs to be manageable by those who have the responsibility to operate it. Training in terms of the skills (such interviewing, test administration and background review interpretation) that are needed to operate the process, has to be developed and implemented.

Cost

Notwithstanding the acknowledgement that hiring can be, in some cases, a “million dollar decision,” it is important to be aware of the direct, indirect and opportunity costs associated with the process.

Timeliness

The process needs to be ready when needed and able to facilitate hiring, not act as an impediment to it.