Selection Process

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What will we cover today…

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Introduction to the selection process

Selection is the process of picking individuals who have relevant

qualifications to fill jobs in an organization.

Selection is much more than just choosing the best candidate. It

is an attempt to strike a happy balance between what the

applicant can and wants to do and what the organization requires.

  

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The Selection Process

1. Job Analysis

The systematic study of job content in order to determine the major duties and responsibilities of the job. Allows the organization to determine the important dimensions of job performance. The major duties and responsibilities of a job are often detailed in the job description.

2. The Identification of KSAs or Job Requirements

Drawing upon the information obtained through job analysis or from secondary sources, the organization identifies the knowledge, skills, and abilities necessary to perform the job. The job requirements are often detailed in a document called the job specification.

3. The Identification of Selection Methods to Assess KSAs

Once the organization knows the KSAs needed by job applicants, it must be able to determine the degree to which job applicants possess them. The organization must develop its own selection methods include, but are not limited to, reference and background checks, interviews, cognitive testing, personality testing, aptitude testing, drug testing, and assessment centers.

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The Selection Process

4. The Assessment of the Reliability and Validity of Selection Methods

The organization should be sure that the selection methods they use are reliable and valid. In terms of validity, selection methods should actually assess the knowledge, skill, or ability they purport to measure and should distinguish between job applicants who will be successful on the job and those who will not.

5. The Use of Selection Methods to Process Job Applicants

The organization should use its selection methods to make selection decisions. Typically, the organization will first try to determine which applicants possess the minimum KSAs required. Once unqualified applicants are screened, other selection methods are used to make distinctions among the remaining job candidates and to decide which applicants will receive offers.

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The Basics of Testing and Selecting Employees

• It results in improved employee and organizational

performance

• Your own performance always depends on subordinates

• Can reduce dysfunctional behaviors at work

• Effective screening helps reduce costs in the long run

Carefully testing and screening employees is important

because :

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Legal Implications and Negligent Hiring

Incompetent hiring can result in legal

implications such as unfairly

discriminating against a protected group

• Negligent hiring occurs when employers are liable for employees who have criminal records or other problems that use a customer’s home or similar opportunities to commit crimes

• Hiring these types of employees requires safeguards

• Reasonable action must be taken to investigate the candidate’s backgrounds

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The Process of Selection

Reception

Screening Interview

Application blank

Selection Tests

Selection Interview

Medical Examination

Reference Checks

Hiring Decision Selection is usually a series of hurdles or steps.

Each one must be successfully cleared before the applicant

proceeds to the next

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Reception

A warm, friendly and courteous reception is extended to candidates with a view to create a favourable impression. Employment possibilities are also communicated honestly and clearly

Screening interview

The HR department tries to screen out the obvious misfits through this courtesy interview. A prescribed application form is given to candidates who are found to be suitable.

Application blank

It is a printed form completed by job aspirants detailing their educational background, previous work history and certain personal data.

The Process of Selection

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Contents Of Application Blank

Personal data (address, sex, identification marks)

Marital data (single or married, children, dependents)

Physical data (height, weight, health condition)

Educational data (levels of formal education, marks, distinctions)

Employment data (past experience, promotions, nature of duties, reasons for leaving previous jobs, salary drawn, etc.)

Extra-curricular activities data (sports/games, NSS, NCC, prizes won, leisure-time activities)

References (names of two or more people who certify the suitability of an applicant to the advertised position)

Written Applications gauge an employee’s reading and writing

abilities and get at background information like years of experience

and education.

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Sample Application Blank Name: _________________________________________________________________________

A ddress : _______________________________________________________________________

Phone Number (Res): _______________________

EducationCollege/University Attended: ____________ Highest Degree (a) BA/BSc/MA/MSc/MBA/MCom

(b) BE/BTech/ MTech(c) Any other

High School Attended: _____________________________

Work Experience (List most recent jobs first)

Name of the Organisation:

Gross Salary: ______________ (annual; be sure to include any bonuses or commission earned)Job Title: ________________________________________________________Name of Last Supervisor: __________________________________________May we contact this supervisor? Yes / NoReason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Work skills

1. List any job-related languages you are able to speak or write: _________________________2. List any job-related clerical (e.g., typing) or technical skills (e.g., computer programming) that you

have:A . ___________________________________ B. ___________________________________C. ___________________________________

Additional Information

In case of an emergency, please contact.

Name: __________________________________________

A ddress : _______________________________________

Telephone: ______________________________________

I understand that fa lsification of information is grounds for dismissal.I understand that my employment at the company may be discontinued at any time for any reasoneither by myself or by the company.I agree to submit to a drug and/or alcohol test as a condition of employment.

Signature Date

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Weighted application blank

The items that have a strong relationship to job performance

are given numeric values or weights so that a company can

cross-compare candidates with more or less similar

qualifications on paper

The Process of Selection

It is a printed form completed by candidate wherein each item is weighted and

scored based on its importance as a determinant of job success

It helps a company to cross-compare candidates having more or less similar

qualifications and reject those not meeting the job criteria strictly

On the negative side, it is difficult to develop an appropriate WAB, the exercise

could be quite costly, and it needs frequent updating so as to be in line with

changing job requirements.

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Selection Testing

A test is a standardized, objective measure of a sample of behaviour.

Selection tests are increasingly used by companies these days

because they measure individual differences in a scientific way,

leaving very little room for Individual bias.

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Selection Tests

Written Tests can evaluate an applicant’s technical knowledge.

Practical Tests gauge an applicant’s hands-on ability by giving

them actual tasks to work through: sorting a pen of cattle,

driving a truck, repairing equipment.

Other employees may be used to set up or grade the tests.

Employers should be very careful when using practical tests,

however. If, at any point, the applicant appears to be at risk of

injuring anyone or anything, the test should be stopped

immediately.

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Employers have long used tests to predict behavior and

performance

Using Tests at Work

• Do not use tests as your only selection method - use tests to

supplement other methods like interviews and background checks

• Remember that tests are not infallible

• Most tests are more predictive at identifying candidates that will likely

fail rather than succeed

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Computerized and Online Testing

Replacing conventional paper-and-pencil and manual tests

Computerized tests usually score individuals the same as

manual tests

Online and off-line computerized tests or aptitude tests could be

used to measure a wide range of candidate attributes including:

Cognitive abilities

Motor and physical abilities

Personality and interests

Achievement

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Tests of Cognitive Abilities

Employers often assess a candidate’s cognitive or mental

abilities, for example: Is the bookkeeping candidate good with

numbers?

Intelligence or IQ tests look at general intellectual abilities

including memory, vocabulary, verbal fluency and numeric

ability

Aptitude tests measure specific mental abilities

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Tests of Motor and Physical Abilities

Motor or physical abilities might need to be measured

for specific jobs

Finger dexterity

Strength

Manual dexterity

Reaction time

Speed of finger, hand or arm movements

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Measuring Personality

Personality tests and interest inventories measure and predict intangibles such as

attitude, motivation and temperament

Difficulties notwithstanding – studies confirm that personality tests can help

companies hire more effective workers

Measure relationships between the five personality dimensions below with job

performance criteria:

Extraversion

Emotional stability

Agreeableness

Conscientiousness

Openness to experience

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Individual Rights of Test Takers and Test Security

Test takers have various privacy and information rights

The American Psychological Association’s standards for

educational and psychological tests include

• The right to confidentiality of results

• The right to informed consent regarding use of

results

• The right to expect only qualified individuals will

have access to the results

• The right to expect the test is secure

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Selection Tests Intelligence test

Aptitude test

Personality test

Projective test

Interest test

Preference test

Achievement test

Simulation test

Assessment centre

The in basket

The leaderless group discussion

Business games

Individual presentations

Graphology test

Polygraph test

Integrity test

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A. Intelligence tests: They measure a candidate’s learning ability and also

the ability to understand instructions and make judgments. They do not

measure any single trait but several mental abilities (memory, vocabulary,

fluency, numerical ability, perception etc)

B. Aptitude tests: They measure a candidate’s potential to learn clerical,

mechanical and mathematical skills. Since they do not measure a

candidate’s on the job motivation, they are generally administered in

combination with other tests.

C. Personality tests: They measure basic aspects of a candidate’s

personality such as motivation, emotional balance, self confidence,

interpersonal behaviour, introversion etc.

Projective tests: These tests expect the candidates to interpret problems or

situations based on their own motives, attitudes, values etc (interpreting a

picture, reacting to a situation etc)

SELECTION TESTING

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Interest tests: These are meant to find how a person in tests compares with

the interests of successful people in a specific job. These tests show the areas of work

in which a person is most interested.

Preference tests: These tests try to compare employee preferences with

the job and organisational requirements.

SELECTION TESTING

D. Achievement tests: These are designed to measure what the

applicant can do on the job currently, i.e., whether the testee actually knows

what he or she claims to know.

E.   Simulation tests: Simulation exercise is a test which duplicates

many of the activities and problems an employee faces while at work.

F. Assessment centre: It is a standardised form of employee

appraisal that uses multiple assessment exercises such as in basket,

games, role play, etc. and multiple raters.

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Differences between work sample method and assessment centre

W ork Sam p le A s s es s m e n t C en t re

Suitable for routine, repetitive jobs with Suitable for manageria l jobs, the outcomesvisib le outcomes are not behaviourally observableTakes a few minutes to test the applicant Takes days to conduct various exercisesEvaluated by one supervisor Evaluated by a team of tra ined observersCan be done on location where the applicant Requires a separate facility. The centres are conductedperforms a small segment of the job for a variety of task segments (that may not be the real job)

that may be included in the real jobUsually completed on one applicant at a time Usually performed on groups of applicants at the same time

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The in-basket: From out of reports, memos, letters etc. placed in the in-

basket, a candidate is supposed to initiate relevant actions within a limited

period of time.

The leaderless group discussion: This exercise involves groups of

managerial candidates working together on a job related problem so as to

measure skills such as oral communication, tolerance, self- confidence,

adaptability, etc.

Business games: Here participants try to solve a problem, usually as

members of two or more simulated companies that are competing in the

market place

Individual presentations: In this case the participants are given a limited

amount of time to plan, organise and prepare a presentation on a given topic.

Selection testing – Assessment Centres

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Evaluation of the assessment centre technique

+points - points

The flexibility of form and content --expensive to design

The use of a variety of techniques --difficult to administer

Standardised ways of interpreting behaviour --blind acceptance of data may

Pooled assessor judgements not be advisable

Content validity and wider acceptance

Performance ratings are more objective

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The Polygraph or lie-detector is a device that measures

physiological changes such as increased perspiration

• Results are interpreted assuming that such changes reflect changes in

emotional state that accompany lying.

• Employee Polygraph Protection Act prohibits most employers from

conducting polygraph exams on applicants and most employees

The Polygraph and Honesty Testing

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Employers with contracts involving:

National defense or security

Nuclear-power (Department of Energy)

Access to highly classified information

Counterintelligence (the FBI or Department of Justice)

Other exceptions

Hiring of private security personnel

Hiring persons with access to drugs

Conducting ongoing investigations involving economic loss or injury to an employer’s business.

Permitted Users of the Polygraph

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Paper-and-pencil honesty tests

Psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counter-productivity.

Honesty Tests

• Measure attitudes regarding things

like tolerance of others who steal,

acceptance of rationalizations for

theft, and admission of theft-related

activities

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Graphology (handwriting analysis)

Assumes that handwriting reflects basic personality traits.

Graphology’s validity is highly suspect.

Graphology

Handwriting Exhibit Used by Graphologist

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Reasons for pre-employment medical examinations:

◦To verify that the applicant meets the physical requirements of the position

◦To discover any medical limitations you should take into account in placing the applicant.

◦To establish a record and baseline of the applicant’s health for future insurance or compensation claims.

◦To reduce absenteeism and accidents

◦To detect communicable diseases that may be unknown to the applicant.

Physical Examination

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Drug screening

• Commonly done before candidates are formally hired

• Many firms test current employees after a work accident or when there are

obvious behavioral symptoms

• Some companies administer drug tests randomly on a periodic basis

• Some firms only administer drug tests when transferring or promoting

employees

More Steps to Selecting Candidates

Problems with drug testing

• Doesn’t correlate with actual impairment levels and there are many products

that exist to help employees beat drug tests

• Some argue drug testing violates employees right to privacy and due process

while others feel the procedures are degrading and intrusive

• Some say positive results are irrelevant to performing the job

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Evaluating the Selection Process

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Tests help uncover qualifications and talents that cannot be predicted

otherwise. They offer unbiased information regarding potentially

sound candidates. However, they suffer from sizeable errors of

estimate. It is difficult to elicit truthful responses from testees.

Standards for Selection Tests

To be useful, tests must meet certain requirements such as reliability,

validity, suitability, preparation, standardisation etc.

Tests as Selection Tools

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Standards For Selection Tests

Reliability: the ability of a selection tool to measure an attribute consistently;

When a test is administered to the same individual repeatedly, he should get

Approximately identical scores.

Validity: the extent to which an instrument measures what it intends to

measure; In a typing test, validity measures a typist’s speed and accuracy.

Suitability: a test must fit the nature of the group on which it is applied

Usefulness: exclusive reliance on any single test should be avoided

Standardisation: norms for finalising test scores should be established

Qualified people: tests demand a high level of professional skills

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Selection Practices Of Global Giants

1. Siemens India: It uses extensive psychometric instruments to evaluate short-

listed candidates. The company uses occupational personality questionnaire to

understand the candidate’s personal attributes and occupational testing to measure

competencies.

2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a

person’s ability as a team player, to check personality types and to ascertain a person’s

responsiveness and assertiveness.

3. Arthur Anderson: While evaluating candidates, the company conducts critical

behavioural interviewing which evaluates the suitability of the candidate for the position,

largely based on his past experience and credentials.

4. Pepsico India: The company uses India as a global recruitment resource. To

select professionals for global careers with it, the company uses a competency- based

interviewing technique that looks at the candidate’s abilities in terms of

strategising, lateral thinking, problem solving, managing the environment. These

apart, Pepsi insists that to succeed in a global posting, these individuals possess strong

functional knowledge and come from a cosmopolitan background.

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