Manitoba Civil Service Commission
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2.3.2. Assessing Candidates
Policy
A variety of assessment methods are used to assess candidates against all selection criteria
Questions And Answers
- Why should a variety of assessment methods be used?
- What assessment methods can be used?
- What are the guidelines for interviewing?
- What are the guidelines for testing?
- How are work samples used to assess candidates?
- How is evaluative orientation used to assess candidates?
- How is role play used to assess candidates?
- When is candidate self-selection appropriate?
- How can the quality of candidates' past experience be assessed?
Questions And Answers
1. Why should a variety of assessment methods be used?
A variety of methods, applied at different stages of staffing, increases the reliability of assessment information used to select the best candidate. The amount of information needed to assess a candidate depends on the nature and importance of the selection criteria. Different methods should provide a broader picture of a candidate's consistent performance over time in various situations.
Competitions using a variety of assessment methods are more likely to be fair and equitable. They eliminate employment barriers that occur when interviewing is the only assessment method used. Providing for a communication aide or cross-cultural bridging are two additional ways to reduce barriers in assessment.
2. What assessment methods can be used?
The following assessment methods can be used to evaluate candidates:
- screening
- interviews
- tests
- work samples
- evaluative orientation
- role play
- self-selection
- reference checks
- security checks
Human Resources may design other assessment methods according to managers' needs and consistent with the staffing principles. Assessment methods are based on the theory that the best predictor of future performance is past performance in a related situation.
A good assessment method is characterized by:
- standardization -- consistent content and administration
- objectivity -- interpreting and scoring answers consistently
- norms -- using scores to compare an individual with the group average
- reliability -- providing consistent measurement
- validity -- measuring what it is supposed to measure.
3. What are the guidelines for interviewing?
The ideal interview is a structured, behavioural interview. A structured interview is fair because it asks the same questions of all candidates in the same order. Behavioural interviews use questions that guide candidates to provide specific, behaviour-based examples of past performance. A variation of the structured, behavioural interview is the informed interview.
The challenge in developing an effective interview is to construct interview questions that elicit information at the level required by the position and allow candidates to demonstrate the required skills and abilities. The following tips may be useful for constructing interview questions:
| For Knowledge Criteria: | Ask questions that require candidates to show what theory, process or procedure is required to solve a problem. Avoid questions which ask candidates to recall and describe their knowledge or to list the steps in a procedure. |
| For Skills Criteria: | Ask questions that require candidates to demonstrate how a problem was solved, to analyze why an action was taken or to evaluate the outcome of an action. |
| For Abilities Criteria: | Use situational & behaviour based questions directly related to the work to assess candidates' potential to perform a duty. |
4. What are the guidelines for testing?
All tests must be valid, related to selection criteria, free of racial or gender bias and written at the reading and writing levels required by the position. Certain tests are commonly used in government:
- Skills and knowledge tests (pencil & paper test and computerized tests)
- Short answer quizzes for testing technical knowledge where there are universally accepted answers
- Essay examinations to assess broad concepts and writing skills.
Prior to using the following types of tests, departments must consult the Civil Service Commission, be able to demonstrate the test's validity and ensure that it is administered by persons with the required training and certification:
- intelligence
- aptitude
- personality tests.
Selection decisions should not be made on test results alone.
5. How are work samples used to assess candidates?
Work samples are work simulations. Because this method measures candidates' actual performance of a simulated work duty, it has a high validity for predicting future work performance. See Example 1 - Conservation.
Work samples can be used to assess a wide variety of skills, including:
- mechanical and technical skills
- computer application skills such as word-processing and computer graphics
- skills in communicating and presenting information
- analytical and decision-making skills.
6. How is evaluative orientation used to assess candidates?
Evaluative orientation refers to an extended work sample. Short-listed candidates perform the basic functions of the job within typical working conditions for several days. Their performance during the orientation is assessed in relation to established selection criteria. See Example 2 - Justice.
This method is useful for positions involving team interaction or interpersonal communication with challenging clients. Although it provides the manager with an extended opportunity to assess candidate's behaviours, it requires considerable preparation to design structured activities and to establish behavioural standards.
Since this method may create issues related to candidate availability and Workers' Compensation coverage, it is best applied to closed and internal competitions. For pay and insurance reasons, a department may need to appoint candidates on a casual basis for the duration of the evaluative orientation.
7. How is role play used to assess candidates?
Role-play is an interactive type of work simulation allowing candidates to demonstrate their skills in a realistic situation. A role play starts by identifying a realistic or typical work situation. Creating a script for the candidates increases the accuracy and consistency in the approach by maintaining focus on the skills being assessed. It also helps the candidate feel more at ease.
Role-play is particularly useful for assessing client communication skills, interpersonal skills, supervisory skills, analytical skills and conflict resolution skills including negotiating, mediating and persuading. Role play is not recommended for assessing organizational skills, job knowledge and technical skills.
8. When is candidate self-selection appropriate?
Candidate self-selection is an appropriate assessment option in situations where high risk working conditions contribute to high turnover or when the work is unusually complex.
Short-listed candidates are invited to an information session where the manager makes a presentation about the type of work and the working conditions. Candidates have an opportunity to ask questions. Based on the detailed and realistic information provided, candidates can decide to move to the next stage of assessment. See Example 3 - Finance.
Another option is to invite candidates to visit the work location to help them decide if they wish to remain in the competition.
9. How can candidates' past performance be assessed?
The quality of candidates' past performance is assessed, not only through reference checks, but through a variety of methods at different stages in the staffing process:
In screening, assign points for specific work-related experience or training. Note that the duration of experience is not generally a reliable measure of the quality of candidates' experience.
Develop interview questions that
- ask candidates to describe their major achievements in several areas that show the differences between average and strong performers
- present work-related incidents or scenarios and ask candidates what they would do in that situation
- ask candidates to give examples of situations in their past experience where they demonstrated a specific skill in resolving work-related problems.
- Use role play to give candidates an opportunity to demonstrate the required skill.
- During reference checks, ask references to describe situations which demonstrate the candidate's knowledge, skills and personal attributes.
- Review a candidate's record of absenteeism and sick leave usage.
See also Rating and Ranking Policy, 2.4.1,Q.5 , Reference Checks Policy 2.3.4 and GEMA 11:02
Comment Boxes
| Communication Aide | Communication aide is a helper, interpreter or friend who attends the interview with the candidate to support and assist the candidate in responding to the selection board's questions. Communication aides can help to reduce communication barriers caused by cultural differences. |
| Cross Cultural Bridging | Cross cultural bridging refers
to initiatives that prepare the selection board to meet with candidates
from other cultures. Options for cross cultural bridging include:
Cross cultural bridging can help the selection board adapt its assessment methods to the culture, values and environment of a designated group or client group that has been targeted for recruitment. |
| Designated groups | Defined in Employment Equity Policy 1.5 |
| Example 1 - Conservation | In a competition for a fire ranger, Manitoba Conservation used a physical abilities test to assess candidates' ability to perform the physical demands of the Initial Attack Firefighter position. |
| Example 2 - Justice | In a competition for a nurse at Agassiz Youth Centre, Manitoba Justice asked each short-listed candidate to perform the position duties for a day. The selection board observed candidates' interpersonal skills while they worked with clients of the Youth Centre. This assessment method served to differentiate among candidates who had rated very closely in the interviews. |
| Example 3 - Finance | In a competition for a Treasury Board Analyst, the selection board asked candidates to make a presentation. Candidates received work-related material in advance in order to prepare the presentation. |
| Informed interview | In an informed interview, candidates
receive an information package at least one week in advance of
the interview. The information package guides candidates in preparing
for a focused interview. It includes information such as selection
criteria, interview questions, position description, performance
standards, the organization mission and values statement, annual
reports.
This method, most often used for professional or management positions, has several benefits:
|
| Validity | Validity is the most important
consideration in evaluating a test. A valid test is appropriate,
meaningful and produces scores that are useful for assessing candidates.
Test validation is the process of accumulating evidence to support
inferences from test scores. There are three types of validity
evidence:
|
Authority
- Civil Service Act 13(3)
- The Manitoba Human Rights Code 14(1)(2)(4)(5)
- Civil Service Commission Board. Minute CSC 16-96/97-1
Effective date February 10, 1997
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