Nayyera AnbreenAreeba KeyaniNadia Parveen

Huma Rani

According to Thomas stone “Selection is the process of differentiating between applicants in order to indentify and hire those with a greater likelihood of success on the jobs. ”

Job analysis

Recruitment

Application form

Written examination

Preliminary interview

Tests

Medical examination

Reference checks

Line managers decision

SelectionSelection1. It Involves the series of steps by

which the candidates are screened for choosing the most suitable

persons for vacant posts.

2. The basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

3. Selection is a negative process as it involves rejection of the unsuitable candidates.

4. Selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. Selection results in a contract of service between the employer and the selected employee.

Selection Tools1. Interview2. Psychometric tests3. Personality/Attitude Questionnaires4. Work sample tests5. Assessment Centres6. Pin the tail on the donkey

Choosing selection methodsSelection criteriaAppropriatenessAvailable (HR) expertiseAdministrative easeTimeAccuracyCost

Methods  Coefficient

Assessment centers (For promotion) 0.63

Work Samples Test 0.55

Ability Tests 0.53

Assessment centers (For performance) 0.43

Personality Tests 0.41

Biodata 0.38

Structured Interviews 0.31

Typical Interviews 0.15

References 0.13

Graphology 0

Astrology 0

• Satan Effect – the poor opinion of the employer of an individual’s referees is transferred to the individual.

• Anchoring – the tendency to rely too heavily, or "anchor," on a past reference or on one trait or piece of information when making decisions (also called "insufficient adjustment").

• Availability heuristic – estimating what is more likely by what is more available in memory, which is biased toward vivid, unusual, or emotionally charged examples.

• Confirmation bias – the tendency to search for or interpret information in a way that confirms one's preconceptions.

• Self-serving bias – the tendency to claim more responsibility for successes than failures. It may also manifest itself as a tendency for people to evaluate ambiguous information in a way beneficial to their interests.

Errors and Biases

• Framing effect – drawing different conclusions from the same information, depending on how that information is presented.

• Recency bias – a cognitive bias that results from disproportionate salience of recent stimuli or observations – the tendency to weigh recent events more than earlier events.

• Stereotyping – expecting a member of a group to have certain characteristics without having actual information about that individual.

• Halo effect – the tendency for a person's positive or negative traits to "spill over" from one area of their personality to another in others' perceptions of them.

• False memory – a form of misattribution where imagination is mistaken for a memory.

• Ingroup bias – the tendency for people to give preferential treatment to others they perceive to be members of their own groups.

Errors and Biases

Factors influencing opinions

AppearanceBehaviourRole

Types of Construct ValidityTranslation validity (Trochims term)

Face validity Content validity

Criterion-related validity Predictive validity Concurrent validity Convergent validity Discriminant validity

Validity:

…how well a measure actually assesses the attribute it’s being used to assess.

The choice of selection method should reflect the level, context and content of a job.

Does it measure what you think it measures.This is more familiarly called Construct Validity.

Content ValidityCheck the operationalization against the relevant

content domain for the related job.

For example, a depression measure should cover the checklist of depression symptoms.

The contents of the selection method should be relevant to the job.

Criteria-Related Validity Check the performance of selection method

against some criterion.

The selection method should explore what it sets

out to explore.

In criterion-related validity, a prediction is made about how the operationalization will perform based on our theory of the construct.

Face Validity“On its face" does it seems like a good

translation of the construct. Weak Version: If you read it does it appear to

ask questions directed at the concept.Strong Version: If experts in that domain assess

it, they conclude it measures that domain.

Impact ValidityUsed method and its results should be accepted

both by the candidates and selectors and experience the same impact.

Construct ValidityThe selection method , activities and

instruments should test aspects of behaviour that are meaningful in the context of the job.

Reliable ValiditySelection method should consistently explore

and predict performance against the criteria it is designed to examine.

Factors influencing Validity

The behaviour and role of the assessors.The number of the assessors.ObtrusivenessThe degree of involvement.

Possible StepsRecord Induction

Analysis & Decision

Medical

Second Interview

Reference Checks

Psychometric & WS tests

Initial interview

Application form / CV

Definition: “An interview is a formal conversation between two or more persons, especially arranged for the assessment of qualifications and skills of the applicant.”

One-to-one Interview

“One selector interviews one candidate”

Advantages

Interviewee feels comfortableInterviewer can get detailed information

about applicant. No significant time delay between questions

and answers. Detailed information about candidate’s

feelings, perceptions etc. Pre-set questions.

Disadvantages

Only one person has opportunity to hire best candidate

Observing and questioning simultaneously is not easy

Candidate’s abilities can not be judged by one person

Chances of discrimination

Informal Interviews “These are discussions between

candidate and one or more interviewers,

who feed their perception to final

interview panel.” No pre-set questions. These are without proper format. Also called non-directive or unstructured.

Advantages

It is more like a conversation and the interviewee is relaxed.

Permits full exploration of ideas and beliefs.

It helps to find person-organization fit.

Discussion can be on broad range of topics.

Disadvantages

Final decision is not clear to candidate.

It requires great amount of time.

It takes time for the interviewer to gain trust and build rapport with interviewee.

The respondent is too much in control.

Panel Interviews

“In this an applicant is interviewed by group of interviewers or multiple applicants with multiple interviewers.”

Advantages

Less personal interaction and more objective.More valid and job related..Assessment about candidate is more

accurate.Disadvantages

More time consuming.Different interviewer set different criteria. No in depth detail about applicant.

How Panel Interviews can be improved?Structured InterviewsCriterion-based InterviewsFocused InterviewsBehavioral InterviewsSituational InterviewsFinal Interviews

Structured Activities “These are used to explore areas of knowledge

and skills which are not possible in interviews.”These include:Work SamplesTestsPresentationsIn TraysCase StudiesProblemsGroup Discussions

Work Samples “Work sample’ is a method of testing

ability by giving the candidates a sample of typical work to do and evaluating their performance.”

Sample should be relevant with jobSample should reflect content, level and

context of job

Tests“Used to explore current knowledge and

skills.” Examples:Job-knowledge testsHands-on performance testsSituational judgments tests

Presentations can be used in a variety of ways depending on how they relate to the job description and the normal working practices expected of the post.

Example for a post which is required to respond to a committee or the public in a very short timescale given a few facts, candidates could be asked to simply arrive early to the interview, be quickly briefed and given half an hour to prepare a 5 minute presentation, and deliver it orally with no supports

Presentations are frequently used as a selection tool, particularly in senior jobs. 

In assessing presentations, it is important to have the decision based on the criteria against which each candidate will be marked.

In tray activities should compromise a collection of letters ,memos,messages,fliers and so on.

 “In tray” exercises, where a candidate is given a list of tasks that the role holder might face in an average day, and asked to priorities them appropriately.

Drafting a response to a letter or email, to demonstrate both attention to detail, interpersonal/written skills, and ability to use initiative.

The in tray can be rated on the bases of the written replies and notes.

As with presentations, case studies can be a valuable way of assessing candidates' knowledge of a particular subject area, and their likely approach to handling a particular situation.

This selection method is sometimes used for candidates for managerial posts, or for posts requiring knowledge of specific procedures, regulations or legislation.

It is used to explore candidates abilities in decision making processes i.e. Either abilities to investigate and resolve problems.

Example a paper an argued case making proposals or a brief executive summary. The report can also be used as a basis for presentation to an audiences.

Candidates are given a topic or a role-play exercise and are invited to discuss the topic or role-play in a group. 

During the discussion/role play, observers who are looking for specific attributes award marks to each candidate.

This of course means that you may need four or more candidates to make this a meaningful exercise and enough people to mark the candidates properly.

The group discussion may b used as 1. To develop a nucleus of leadership for community service or informal education. 2.To identify, explore and seek solutions for problems and to develop plans of action. 3.To change attitudes through discussion and the examination of information.

1. Group discussion permits full participation. 2. It can establish consensus democratically. 3. It pools the abilities, knowledge and experience of

all to reach a common goal.

Limitations 1. Group discussion is time-consuming, particularly if

the group includes people of widely different backgrounds.

2. A bossy leader or a few members may dominate the discussion.

Visits Social eventsVisits It is the place where post is based and allow candidates to meet future colleagues in their work place.

The nature of the work site and the job also influence what can be shown during a visit.

Example A trip round an ordinary office can achieve little more than showing candidates. One way of giving such visits more purpose & asking candidates to perform them in the office.

Visits to laboratories, workshops & other specialists could involve detailed explanation of equipment, machinery processes and so on.

The CSS Board was famous for its assessment of dinner table behavior.

If there is a wish to expose candidates to a social events & give them opportunity to interact with other people.

The selectors need to be clear what role they & the participants are to play in the final decisions.

Psychometric TestsPsychometric tests include a wide array of evaluation

tools that measure one's knowledge, abilities and personality.

More and more companies are using psychometric tests when making recruitment and promotion decisions.

Psychometric Tests A behavioral psychological section which includes

competency based interviews, personality questionnaires, and assessment centre exercises such as group exercises, role play exercises, situational judgment tests, , written exercises, case studies and more

Improve your intellectual capacity with scientific brain games and tests

AdvantagesHelp ensure fully informed decisions for

recruitment and promotion

Help individuals better understand themselves

Gain accurate results that cannot be ‘faked’

Gain objective results and compare individuals fairly

DisadvantagesIncorrect usage

Too much reliance

Inaccurate interpretation

Discriminatory usage

Psychometric Tests

Cognitive ability tests It explore mental skills rather than physical e.g.

Intelligence It can explore numercy, cognitive skills, general

intelligence and different levels

People who score well are more likely to:Develop greater job knowledge

Make effective decisions

Reason and problem solving

Respond to new /complex situations

Aptitude and Ability TestsAptitude and ability tests can be classified as

speed tests or power tests. In speed tests the questions are relatively

straightforward and the test is concerned with how many questions you can answer correctly in the allotted time. Speed tests tend to be used in selection at the administrative and clerical level.

A power test on the other hand will present a smaller number of more complex questions. Power tests tend to be used more at the professional or managerial level.

Aptitude And Ability Tests

Ability TestsVerbal Ability  Includes spelling, grammar, ability to

understand analogies and follow detailed written instructions.

Numeric Ability Includes basic arithmetic, number sequences and simple mathematics. In management level tests you will often be presented with charts and graphs that need to be interpreted.

Abstract reasoning ability is believed to be the best indicator of fluid intelligence and your ability to learn new things quickly these questions appear in most general aptitude tests

Ability Tests Continued Spatial Ability Measures your ability to manipulate shapes in two

dimensions or to visualize three-dimensional objects presented as two-dimensional pictures.

Mechanical reasoning questions are used to select for a wide range of jobs including the military (Armed Services Vocational Aptitude Battery), police forces, fire services, as well as many craft, technical and engineering occupations.

Data Checking Measure how quickly and accurately errors can be detected in data and are used to select candidates for clerical and data input jobs

Work Sample Involves a sample of the work that you will be expected do. These types of test can be very broad ranging. They may involve exercises using a word processor or spreadsheet if the job is administrative or they may include giving a presentation or in-tray exercises if the job is management or supervisory level.

Personality QuestionnairesMeasurement of personality and assess the fit of an individual's

personality to the job and organization

Competition for good jobs is fierce. You need to know what employers are looking for and how your personality measures up to it. Learn how to dramatically improve your score and frame your answers to get the job you want.

There are only three questions the employer really has to answer

during the selection process:

ReferencesThe use of references has low predictive

validity in the selection process, they do have a value, and this value is maximized if account is taken of their weaknesses:

The referee’s ability to wrote referencesThe referee’s abilities to assess candidates

against the job requirementsThe referee’s relationship with the candidateThe assessor’s abilities or tendency to read

between the lines

AdvantagesThe Strengths of references are:The opportunity to check the accuracy of

some of the statements made on the application form

The double check on the assessor’s reading of the individual candidate

The Selection Decision MatrixThe final selection decision, as with any decision,

can only be made by the humans involved.The selection process, in its entirely, consists of a

number of phases each generating informationThe factual information provided by the

candidates both in their application and as a result of their behavior

The evidence experienced by the selectors what they have seen, heard or felt about the candidates

The information given to assessors by others e.g. other assessors, referees and observers

The Selection Decision MatrixInformation can be formulized via a matrix and

this focuses selectors attention on the criteria to be matched and away from personal preferences and biases

The criteria from the person specification and the separate activities in the selection process

Cells can be marked to indicate that a particular selection activity is expected to explore a particular skill.

The Selection Decision MatrixCriteria Applicatio

n FormFocused Discussion

Reference Case Study Final interview

AttainmentDegree

  

  

   

Experience supervisory

  

  

   

Research   

  

   

Skills Communications

  

  

   

Decision Making   

  

   

Aptitudes   

  

   

Team working   

  

   

Resourceful 

  

  

   

Circumstances 

       

TOTAL 

       

ASSESSMENT