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SELECTION

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Selection

Process of choosing from a group ofapplicants the individual best suited for aparticular position and an organization

Goal of selection process is to properlymatch people with jobs and organization.

Individuals overqualified, underqualified,or do not fit either job or organizationsculture, will probably leave the firm.

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Environmental Factors Affectingthe Selection Process

Other HR functions

Legal considerations

Decision making speed

Organizational hierarchy

Applicant pool

Type of organization

Probationary period

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Administration of Selection

Tests Advantages

Potential Problems using SelectionTests

Characteristics of Properly Designed

Selection Tests

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Advantages of Selection Tests

Reliable and

accurate means of

selecting qualifiedcandidates

Identify attitudes and

job-related skills Deficiencies in other

techniques

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Potential Problems UsingSelection Tests

Legal liabilities Test anxiety

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Characteristics of ProperlyDesigned Selection Tests

Standardization- Uniformity of theprocedures and conditions of

administering test Objectivity- Everyone scoring a test

obtains the same results

Norms - Frame of reference forcomparing an applicant's performancewith that of others

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Characteristics of Properly DesignedSelection Tests (Continued)

Reliability - Provides consistent results Correlation coefficient = average squared

error >.8 is good

Types Test-retest

Split-half interrater

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Characteristics of Properly DesignedSelection Tests (Continued)

Validity - Measures what it is supposed tomeasure

Requirement for Job Relatedness testmust work without having adverse impact onminorities, females, and individuals withbackgrounds or characteristics protected

under law

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Types of Validation Studies

Criterion-related validity - comparingthe scores on selection tests to someaspect of job performance

Concurrent validity- Test scores andthe criterion data are obtained atessentially the same time

Predictive validity- Administering atest and later obtaining the criterioninformation

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Types of Validation Studies (Continued)

Content validity - Test validationmethod whereby person performscertain tasks that are actually required

by job or completes a paper and penciltest that measures relevant jobknowledge

Construct validity - Test validation

method that determines whether a testmeasures certain traits or qualities thatare important in performing the job

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Types of Employment Tests

Cognitive aptitude

Psychomotor abilities

Job Knowledge

Work-sample (simulation)

Vocational interests

Personality

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Types of Employment Tests

(Continued)

Substance Abuse

Genetic

Graphoanalysis

Internet Assessment Centers

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Cognitive Aptitude Tests

Measures

individuals ability

to learn, as well asto perform a job

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Psychomotor Abilities Tests

Strength

Coordination

Dexterity

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Job Knowledge Tests

Measure a candidate'sknowledge of the duties of

the position for which he orshe is applying

Are commercially available

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Work-Sample (Simulation)

Tests that require an applicant toperform a task or set of tasksrepresentative of the job

Such tests by their nature are jobrelated

Produces a high predictive validity,reduces adverse impact, and is

more acceptable to applicants

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Vocational Interests

Indicate the occupation in which a

person is most interested and is most

likely to receive satisfaction from Primary use has been in counseling

and vocational guidance

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Personality Tests

Traits

Temperaments

Dispositions

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Substance Abuse Testing

Proponents contend testingnecessary to ensure workplace

safety, security, and productivity Drug testing in the U.S. is

becoming commonplace.

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Internet Testing

Increasinglybeing used totest skillsrequired byapplicants.

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Assessment Centers

Selection technique used to identify andselect employees for positions andrequires them to perform activities

similar to those in job In-basket exercises

Management games

Leaderless discussion groups

Mock interviews

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The Employment Interview

Goal-oriented conversation in which

interviewer and applicant exchange

information Interview planning essential to

effective interviews

Content of the interview

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Content of the Interview

Occupational experience

Academic achievement

Interpersonal skills

Personal qualities

Organizational fit

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Candidates Role and Expectations

While interviewer provides

information about

company, it is important forapplicants to do theirhomework.

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Types of Interviews

Unstructured(nondirective)

Structured

(directive orpatterned)

Behavioral

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Methods of Interviewing

One-on-one interview- Applicantmeets one-on-one with an interviewer

Group interview- Several applicantsinteract in the presence of one ormore company representatives

Board interview- Several of thefirms representatives interview one

candidate

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Methods of Interviewing

Stress interview- Anxiety isintentionally created

Realistic job previews - Jobinformation is conveyed to theapplicant in an unbiased manner

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Legal Implications of Interviewing

Interview is considered to be a test

Subject to same validity

requirements as any other step inselection process, should adverseimpact be shown

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Personal Reference Checks

Provides additionalinsight into applicantinformation

Verification of

accuracy

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Background Investigations andProfessional Reference Checks

Seek data from

referencessupplied includingprevious employers

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Negligent Hiring

Negligent Hiring - Liability employerincurs when no reasonable investigationof applicants background is made and

potentially dangerous person isassigned to position where he or shecan inflict harm

At Risk Employers Risk of harm tothird parties. Example: Taxi driver

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Negligent Hiring (Continued)

OSHAs Role Law requires employerto provide safe place to work; thisextends to providing safe employees.

Double Jeopardy Negligent retentionoccurs when company keepsemployees whose records indicatestrong potential for wrongdoing

Due Diligence Required Employerresponsible for employees unlawfulacts even if not job related

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Elements to Verify

Previous employment

Education verification

Personal reference check

Criminal history

Driving record

Civil Litigation

Workers compensation history

Credit history

Social security number verification

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Fair Credit Reporting Act

Act amended in 1997

Places new obligations on

employers who use certaininformation brought to light throughbackground investigations

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Other Legal Aspects

Over half of the states in U.S. have

passed laws offering varying degrees

of protection to employers whoprovide good-faith references andwho release truthful information about

current or former employees

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Problems in ObtainingInformation from Professional

References

Two schools of thought:1. Dont tell them anything.

2. Honesty is the best policy.

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Negligent Referral

May occur when

former employer

fails to offer awarning about aparticularly severe

problem with a pastemployee

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Outsourcing Investigations

Firms can outsourcebackground checks to third-partyinvestigators that the Fair CreditReporting Act regulates.

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Polygraph Tests

Confirm or refuteapplication information

Employee PolygraphProtection Act of 1988severely limited use in the

private sector

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The Selection Decision

Most critical step of all

Person whose qualifications

most closely conform to therequirements of the open

position should be selected

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Medical Examination

Determine whether

applicant physicallycapable of performingthe work

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Notification to Candidates

Results should be made known to

candidates as soon as possible.

Delay may result in firm losing primecandidate.

Unsuccessful candidates should also

be promptly notified.