The Importance of Predictive and Validity in Employee Selection and Ways of Maximizing Them: An Assessment of Three Selection MethodsThis article explains the importance for chosen methods that are high in both Predictive and Face Validities.

 

In this article, the selection methods seems to be effective, reliable, with loosing top talents, poor employee performance and turnover, it must passes high predictive and face value. The major selection methods listed are (interviews, work sampling and assessment centres). The paper concludes that there is no one best way of selecting new employees. Also, in the global marketplace, it means that organizations and their managers will review their recruitment and selection process, ensuring that employee selection methods enhance organizational image fdor future job performances.  

  In Employee selection, the definition for human resource management (HRM) is a specific instrument used to choose a person or persons that most likely to succeed in the job (s), (French & Rumbles, 2009: 141).The Employee selections process is identified as a concept of predictive and face validity in performances. The definition given for face validity is how applicants perceive, accept and react to a selection process. While predictive validity is centered on how the process is able to measure correctly or predict future job performance (Pilbeam & Corbridge, 2006; Smither et al, 1993; Ni E. Haunstein, 1998, French & Rumbles, 2009). This paper highlights empirical evidence to suggest that selection procedures with high face value have been found that predictive usefulness and vice versa (e.g. Smither et. al, 1993).The importance of predictive and face validity to employee selection is a critical assessment. The cost for (both implicit and direct) is becoming astronomically higher by the day (CIPD, 2007). In the article, face validity in employee selection cannot be overemphasized. Also, the selection process may view the company as a less attractive option in the job search process (Hausknecht et. al., 2004:3). The best candidates of any selection method, raises concerns in order to maximize the utility and predictability process. The conclusion is the process should be flexible and devoid of irrelevant physiological and psychological deprivation, ensuring that the timeframe does not drag unnecessarily (Pilbeam & Corbridge, 2006).

Work CitedFrench, R., & Rumbles, S. (2009). Recruitment and selection. In C. Rayner & O. Adam Smith (eds.), Managing and leading People (pp. 139-156). London: CIPD