New Zealand Personnel Consultants and the Selection Process

Abstract

This study is based on a survey of 27 selection methods used by New Zealand personnel consultants in managerial selection. The results are consistent with those of other studies in personnel selection, which suggest that personnel consultants (like many personnel managers) do not always have an accurate perception of the validity of selection methods and frequently use selection methods with low levels of validity. The results of this study showed a small positive relationship between reported and perceived validities. As expected, the relationship between perceived validity and frequency of use was much stronger and was statistically significant. Yet on a method‐by‐method basis, only half were significant. A quite disturbing result was the strong negative and statistically significant correlation between use and perceived validity for only the most frequently used selection methods. Of the most frequently used selection methods, those with high reported validities are used relatively infrequently, while those methods with lower validities are used more frequently. Thus, when some personnel consultants are selecting managers for clients, they are regularly using selection methods which are of little or no value.

The Practice of Human Resource Management in New Zealand: Strategic and Best Practice?

“…High validity selection methods are not only the most accurate in identifying the best performers, they also have corresponding financial utility (Schmidt & Hunter, 1998). However, just as revealed in earlier New Zealand studies (e.g., Harris et al, 1996;, best practice in this area continues to be ignored. The least valid predictors of performance-application forms, oneon-one interviews, and employer references-are the most regularly used (see figure 2).…”

“…Additionally, practitioners were more likely to use less valid selection methods. Harris, Toulson, and Livingston (1996), focusing on personnel consultants, also found a negative correlation between validity and selection method usage. Similar findings have also been revealed by numerous postgraduate theses (e.g., Ferry, 1998;Keelty, 1998).…”

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

“…He suggested that the proper selection process is helpful in the increase of sales and output of the organization. Harris [35] highlighted that having a fair method of employee selection is very effective in achieving the organizational goal.…”

Australian Management Selection Practices: Closing the Gap between Research Findings and Practice

“…Research findings from New Zealand during the 1990s showed a remarkable similarity to Australian findings. Harris, Toulson and Livingston's (1996) survey of selection practice among personnel consultancies reported that methods associated with higher validity were infrequently used. Taylor, Mills and O'Driscoll (1993) found structured interviews, ACs, and cognitive testing were not in general use.…”