ID:
511596
Duration (hours):
36
CFU:
6
SSD:
PSICOLOGIA DEL LAVORO E DELLE ORGANIZZAZIONI
Year:
2025
Overview
Date/time interval
Secondo Semestre (16/02/2026 - 05/06/2026)
Syllabus
Course Objectives
The course introduces students to the theoretical and applied foundations of personnel selection, assessment, and human resource development. Drawing on key models and research in the field, the programme guides students in understanding how job roles are analysed, how core competencies are defined, and how relevant dimensions for evaluation are identified across different organisational contexts.
Through scientific tools—such as structured interviews, psychometric tests, situational exercises and Assessment Centres—and the analysis of real cases, students explore how organisations evaluate, select and develop people, from recruitment processes to feedback, performance management and potential development. Particular attention is devoted to issues of validity and fairness, the role of assessors, methodological challenges, and the transformations introduced by digital technologies in HR processes.
By integrating theoretical and practical perspectives, the course offers an up-to-date and critical understanding of contemporary HR decision-making and of the practices that support professional growth and sustainable career pathways.
By the end of the course, students will be able to:
Knowledge and Understanding
• Understand the theoretical and applied foundations of personnel selection, assessment and human resource development, with specific reference to key conceptual models, psychological constructs and scientific criteria.
• Understand job analysis models, the logic underlying competency definition, and the principles guiding the evaluation of performance and potential across organisational contexts.
Applying Knowledge and Understanding
• Analyse the decision-making logics underlying selection processes, recognising operational models and methodological approaches to evaluation.
• Assess the appropriate use of assessment tools (structured interviews, psychometric tests, situational exercises, Assessment Centres) in relation to job roles and organisational contexts.
• Interpret evaluation results and link them to key elements of organisational development, such as performance management, feedback and career growth planning.
Making Judgements
• Develop a critical attitude toward selection methods, talent management practices and Assessment Centre approaches, recognising strengths, limitations and practical implications.
• Reflect on the ethical, methodological and organisational impact of evaluation tools, adopting a responsible stance grounded in scientific evidence.
Communication Skills
• Communicate observations and evaluations related to selection, assessment and development processes clearly and professionally, using appropriate technical language.
• Present methodologically grounded arguments and effectively justify the choices made within the different stages of the evaluation process.
Learning Skills
• Integrate theory and practice through the analysis of contemporary selection cases, tools and procedures, including those involving digital technologies.
• Critically update their knowledge of HR practices, linking research findings to organisational needs.
• Integrate new disciplinary knowledge and perspectives to develop competencies useful for future psychological practice in organisational contexts.
Through scientific tools—such as structured interviews, psychometric tests, situational exercises and Assessment Centres—and the analysis of real cases, students explore how organisations evaluate, select and develop people, from recruitment processes to feedback, performance management and potential development. Particular attention is devoted to issues of validity and fairness, the role of assessors, methodological challenges, and the transformations introduced by digital technologies in HR processes.
By integrating theoretical and practical perspectives, the course offers an up-to-date and critical understanding of contemporary HR decision-making and of the practices that support professional growth and sustainable career pathways.
By the end of the course, students will be able to:
Knowledge and Understanding
• Understand the theoretical and applied foundations of personnel selection, assessment and human resource development, with specific reference to key conceptual models, psychological constructs and scientific criteria.
• Understand job analysis models, the logic underlying competency definition, and the principles guiding the evaluation of performance and potential across organisational contexts.
Applying Knowledge and Understanding
• Analyse the decision-making logics underlying selection processes, recognising operational models and methodological approaches to evaluation.
• Assess the appropriate use of assessment tools (structured interviews, psychometric tests, situational exercises, Assessment Centres) in relation to job roles and organisational contexts.
• Interpret evaluation results and link them to key elements of organisational development, such as performance management, feedback and career growth planning.
Making Judgements
• Develop a critical attitude toward selection methods, talent management practices and Assessment Centre approaches, recognising strengths, limitations and practical implications.
• Reflect on the ethical, methodological and organisational impact of evaluation tools, adopting a responsible stance grounded in scientific evidence.
Communication Skills
• Communicate observations and evaluations related to selection, assessment and development processes clearly and professionally, using appropriate technical language.
• Present methodologically grounded arguments and effectively justify the choices made within the different stages of the evaluation process.
Learning Skills
• Integrate theory and practice through the analysis of contemporary selection cases, tools and procedures, including those involving digital technologies.
• Critically update their knowledge of HR practices, linking research findings to organisational needs.
• Integrate new disciplinary knowledge and perspectives to develop competencies useful for future psychological practice in organisational contexts.
Course Prerequisites
Knowledge of the main theories in the field of Work and Organizational Psychology.
Teaching Methods
The course is delivered through in-person lectures.
For each CFU (20 hours), the following distribution is planned:
3 hours of delivered instruction (DE), including content presentation through slides and videos;
3 hours of interactive instruction (DI), including guided exercises, peer group work, role-play, case studies and small-group critical discussions on topics provided by the instructor;
19 hours of self-study, based on the course readings and the slides made available to students.
For each CFU (20 hours), the following distribution is planned:
3 hours of delivered instruction (DE), including content presentation through slides and videos;
3 hours of interactive instruction (DI), including guided exercises, peer group work, role-play, case studies and small-group critical discussions on topics provided by the instructor;
19 hours of self-study, based on the course readings and the slides made available to students.
Assessment Methods
Students learning assessment consists of a final written exam including both open-ended and closed questions, designed to evaluate the knowledge and competences acquired during the course.
The exam comprises five questions:
The first four questions assess knowledge and understanding of the core concepts addressed in the course.
Specifically, they evaluate:
• understanding of the theoretical models and key psychological constructs of the discipline;
• the ability to use concepts and knowledge to coherently analyse selection, assessment and development processes;
• the relevance of the argument to the question posed;
• clarity and precision of the written response.
Students are required to answer within a limited number of lines, clearly highlighting the essential points of their argument.
The fifth question presents a brief case or realistic scenario, aimed at assessing procedural competences and problem-solving abilities applied to selection and human resource development processes.
Scoring
The first four questions are graded on a scale from 0 to 5 points each.
The fifth question is graded on a scale from 0 to 10 points.
The final grade is calculated as the sum of all scores.
Students who decline the grade obtained are required to accept the result of the subsequent exam they sit.
The exam comprises five questions:
The first four questions assess knowledge and understanding of the core concepts addressed in the course.
Specifically, they evaluate:
• understanding of the theoretical models and key psychological constructs of the discipline;
• the ability to use concepts and knowledge to coherently analyse selection, assessment and development processes;
• the relevance of the argument to the question posed;
• clarity and precision of the written response.
Students are required to answer within a limited number of lines, clearly highlighting the essential points of their argument.
The fifth question presents a brief case or realistic scenario, aimed at assessing procedural competences and problem-solving abilities applied to selection and human resource development processes.
Scoring
The first four questions are graded on a scale from 0 to 5 points each.
The fifth question is graded on a scale from 0 to 10 points.
The final grade is calculated as the sum of all scores.
Students who decline the grade obtained are required to accept the result of the subsequent exam they sit.
Texts
- Cortese, C. (2017). La selezione del personale. Raffaello Cortina Editore.
- Consiglio, C., & Tinelli, E. (2019). Assessment Center. FrancoAngeli.
- Instructor-prepared course materials: Dalla valutazione allo sviluppo: modelli e pratiche nei contesti organizzativi.
- Consiglio, C., & Tinelli, E. (2019). Assessment Center. FrancoAngeli.
- Instructor-prepared course materials: Dalla valutazione allo sviluppo: modelli e pratiche nei contesti organizzativi.
Contents
1. Foundations of Personnel Selection Psychology
• Principles, theoretical models and psychological constructs of personnel selection.
• Job analysis, role profiling and identification of key competencies.
• Competence modelling and job requirements.
• Recruitment, employer branding and digital channels.
• Digital recruiting, AI, gamification and emerging methodological innovations.
• Cognitive biases, fairness criteria and ethical issues in HR processes.
2. Selection Methods and Tools
• Structured, semi-structured and Behavioural Event Interviews (BEI).
• Psychometric and situational tests (SJT).
• Individual and group exercises.
• Biodata, reference checks and analysis of professional social networks.
• Integrated candidate evaluation and management of the interview with the line manager.
3. Assessment Centre
• Methodological foundations and design criteria.
• Identification of dimensions and development of exercises.
• Role of assessors, observation and data integration procedures.
• Validity, reliability, rating errors and participant perceptions.
• Critical issues and future challenges.
4. From Evaluation to Human Resource Development
• Performance management and evaluation systems.
• Feedback processes and development interviews.
• Individual development plans and career development.
• Talent management and succession planning.
• Principles, theoretical models and psychological constructs of personnel selection.
• Job analysis, role profiling and identification of key competencies.
• Competence modelling and job requirements.
• Recruitment, employer branding and digital channels.
• Digital recruiting, AI, gamification and emerging methodological innovations.
• Cognitive biases, fairness criteria and ethical issues in HR processes.
2. Selection Methods and Tools
• Structured, semi-structured and Behavioural Event Interviews (BEI).
• Psychometric and situational tests (SJT).
• Individual and group exercises.
• Biodata, reference checks and analysis of professional social networks.
• Integrated candidate evaluation and management of the interview with the line manager.
3. Assessment Centre
• Methodological foundations and design criteria.
• Identification of dimensions and development of exercises.
• Role of assessors, observation and data integration procedures.
• Validity, reliability, rating errors and participant perceptions.
• Critical issues and future challenges.
4. From Evaluation to Human Resource Development
• Performance management and evaluation systems.
• Feedback processes and development interviews.
• Individual development plans and career development.
• Talent management and succession planning.
Course Language
Italian
More information
In order to promote inclusion, up to 2 hours of weekly reception hours will be offered (to be agreed upon with the teacher).
Degrees
Degrees
PSYCHOLOGY
Master’s Degree
2 years
No Results Found
People
People
Teaching staff
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