Selection of human resources managers

The selection of human resources managers and their employment is an espe- cially important and difficult task for which the application of several different possi- bilities is recommended. The ways and possibilities for a successful work of managers are numerous. However, it is essentially important that management requires a wide range of knowledge and skills. The above-mentioned factor of an ability test is rarely successful in the selection of managers. Certain studies demonstrated a significant connection between tests of mental abilities and management tests, as well as certain characteristics of a personality such as being extrovert, desire for power, need for suc- cess, envy, emotional stability – these are indicators of successful management poten- tials. There is a tendency to correctly determine the potential necessary for successful management by a wide range of criteria (such as the potential for promotion by the superiors or assessment given by the assessment centre).

5.3.1. Assessment centres and top level employees

Assessment centres or development centres are mentioned in the previous chapter. Here, they are examined from the aspect of selecting top level employees.

An assessment centre is a place where practical, substantial and valid examples from the work of top level employees are often used in the selection of employees engaged in ordinary job positions before they move to higher positions. In that sense, those individuals currently do not posses abilities necessary for the performance of the managerial duties; thus, the assessment of their current working abilities is not relevant for forecasting the future success at the top level and supervisory positions. In these cases, it is necessary to perform working test for management duties and tasks. Assessment centres are also used for the selection of sales persons, senior managers and supervisors who shall be successful in a group environment. The evaluation in the assessment centre lasts from one day to a week. The work in the centre has three char- acteristics: comprehensive importance of criteria, comprehensive grades and compre- hensive evaluators.

The overall importance of the assessment and different situational exercises and tests cover a wide range of activities and skills required for capable managers. The testing always includes a test done by a candidate by processing certain documents and messages (“scoring a point”) and where he or she must determine priority prob-

lems and to solve them by decisions and warnings, messages, delegation or by seeking additional information.

The assessment centres include testing of the aforementioned group discus- sions since managers spend too much time in meeting all types of groups. Here we have a game of two people (for example, the seller and the client, the superior and a problematic subordinate), managerial games, conversation with the evaluators, writ- ten tests of intelligence and personality tests and possibility of preparing and giving a speech. Through all these exercises the evaluators observe dimensions such as deci- sion-making, planning, managerial abilities, eloquence, energy, and interpersonal sen- sitivity and communication skills. The possible dimensions of evaluation and exercises are based on a detailed job analysis, type and the level of the managerial position for which a candidate is appraised.

If the group exercises are not used, it is necessary to evaluate more than one candidate at the same time. Usually a class of 6 to 12 candidates is organised with 3 to 6 evaluators who monitor the candidates and assess their abilities. The evaluators are mainly managers from positions two to three higher in rank from the position for which a candidate is assessed.

The evaluators perform training and evaluation tasks, monitoring of candi- dates for exercises and then they meet (after the candidate leaves). They give grades and prepare reports on each potential candidate and define requirements for addi- tional development. The evaluators keep records that are used together with the opin- ion on additional suggestions for improvement of certain candidates’ skills such as conducting interviews or communication skills.

According to certain studies, the evaluation centre information prescribes short- term and long-term potential for the promotion to higher ranking positions. Accuracy of assessments is often very high. Besides, the grades are equally valid for both sexes.

There are certain questions on the composition of values and grades for evalu- ators. However, despite this issue, good evaluation centres function in an efficient manner and search for qualitative managerial potentials. The centres are the most expensive instrument of selection. The high validity of the selection process on one side and potentially high losses (if an incapable manager is engaged) on the other side jus- tify the invested costs and lead to the conclusion that centres are a better instrument for a good selection of managers.

5.3.2. Other methods of selection of the top level employees

When it is not possible to use the assessment centres the two complementary selection methods are recommended:

• Firstly, the candidates’ references are carefully verified;

• Then the interview with the candidate is conducted in order to draft in the best possible way the characteristics of a candidate.

A careful analysis of the previous work of a candidate, dimensions derived from the description of the interview and behavioural characteristics of a candidate may be determined as well as his or her references. Very useful information may be obtained from the examination of the previous behaviour of the candidate in situations similar to those at work.

Some organisations hire psychologists as consultants who give individual estima- tion of a candidate for employment at the medium and top level. The appraisal process usually includes collection of information on work and the organisation, on the candidate (CV, questionnaires, cognitive and personality tests, interviews, etc.) (Picture 5.1). At the end, all information is evaluated, consolidated and put in a report of the evaluator where the candidates’ advantages, weaknesses and work abilities are examined in detail.

Picture 5.1: Recommendations for the selection of managers which come from the business strategy of the organisation

The selection of managers may also have the additional positive result – the organisation is forced to start thinking about abilities of managers it expects to have. In the selection of top level employees the organisation itself should define the desir- able type of mangers’ abilities and characteristics that correspond to the business strategy and the internal organisational environment.