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Selection methods
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Introduction
Employee selection methods are techniques used by employers to obtain the best
candidate for a specific job position. these include looking at the applicant’s abilities, education
level, skills and experiences, and character or personality traits of that person, which helps to
determine if they have the necessary skills or well-equipped with the skills required for the given
task. These selection methods are not limited to references, interviews, biodata, psychometric
assessment, work sample test, and grout test-scoot. In this report, we will discuss these selection
methods in detail and how utility, reliability, interpretability and utility id will be used in
justifying and evidenced. Employees are the core members of an organization, and for one to be
employed in an organization, some criteria are used to choose employees who best suit their
organization.
Reference
Reference is the document provided by the previous employer to an employee that gives
the future employer extra details when choosing candidates who applied for the position their
manpower during the recruitment process. Reference is valid because the previous employer has
proved that the applicant has the skills it takes for the job position (Melanthiou et al., 2015, p.
37). Choosing this applicant for the job is very safe for the new employer has confirmed that this
candidate is fit for any job tackling in their organization.
This method is also reliable because the previous employer’s recommendation shows the
applicant is the best fit for the job. The new employer does not doubt but trust this information
and believes that this person can be entrusted with the position. This is because all the skills and
survives that was rendered have all been listed with positive remarks.
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In addition, this technique can be used to interpret if this candidate will bring additional
value to the organization. The panel or the responsible recruiter will be able to make draw results
from the reference and make informed decisions about the applicant. Suppose the reference gives
negative information about the applicant. In that case, the recruiting body will automatically
decline the applicant’s proposal as this will predict how work will be done poorly. Hence, poor
results or the candidate will not be of no value to the organization as they will not add any value
to the organization. If the reference has positive information about the applicant, the
management will opt for this candidate as they will automatically bring improvement and more
innovation to the organization or company. This is because all the organizations worldwide
desire to get self-driven employees, time managers, obedient to timelines, and goal-oriented.
This will help them move forward with the business and may beat the counterpart competitors in
business.
The utility is a measure that can be drawn from reference and shows if the selected
applicant is best suited for the job. It helps the organizational managers or the recruiters to check
if the candidate can do a job, particularly in that company. It shows if the applicant is helpful in
the organization or he/ or she cannot utilize the organization's resources in handling the given
task. Also, the utility helps recruiters check if the candidate is cost-effective, fair, and active in
practical portions of the work.
Preference, therefore, is a mirror of the applicant, which assists the recruiters in getting
how this applicant has been doing the previous work and how they approach any problem or
difficulty that may come across. This is so because it shows if this person has the necessary skills
needed for the job, is he knowledgeable and conversant with the field. It also depicts the validity,
reliability, interpretability, and utility of the candidate through the information provided.
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Psychometric assessments
Psychometric assessment is a selection technique used by recruiters to test candidates'
personality, character, mental soundness, and views or opinions. It is frequently used in deciding
whether to employ that candidate or not. Psychometric aptitude tests assess a candidate's talents
and IQ levels, and they may assist in identifying problem-solving and information processing
speed by estimating numerical, verbal, and logical capabilities. This method is essential when
testing the utility of the candidate because it shows that the person is capable of doing practical
duties that their employer may assign. Validity as a measure of this selection technique is applied
in measuring the person's IQ level and therefore can be used to prove it the candidate or
applicant is fit for the job. Also, validity can measure how creative the person is when
undertaking their duties. If the candidate is not willing to answer the questions, that proves to be
not the right person for the position because they may lack skills to offer to the company or
organization.
Psychometrics is also used to test the reliability of the applicant. This shows if the
applicant is consistent in terms of character or personality. This is because they may be acting to
be a good and a person entrusted with the customers but in real sense can be a very abusive
person and therefore drive the customers or that personnel who partner with the organization.
This consistency might be achieved by asking the same questions but in different forms that are
supposed to be answered by the candidate to test if the candidate is keen and consistent in
answering those questions. This will show if the candidate will be consistent or inconsistent in
dealing with problems as they occur.
Interpretability is also a measure used to interpret if the candidate will improve the
organization by incorporating and applying what they possess. This is done by testing the
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person's IQ, and if they have a high Intelligent Quotient, he will think first on how to apply the
skills and raise the organizations to greater heights. However, this psychometric method will
help the organization’s recruiting team make informed or wise decisions on the right candidate to
employ. This will be determined by the individual’s IQ, talent, personality, and views towards
the organization.
Group Test/ Assessment Test
A group test is an assessment offered to a large group of individuals to measure an
individual’s intellectual ability compared to their counterparts. This test helps employers to know
the soft and hard skills of their intended candidates. Assessment tests assist in analyzing the
applicants' communication, analytical, and social skills (Ullah, 2010, p. 106). It is intended to
measure and evaluate how an applicant would do actual job scenarios and how that person is
time-conscious as the group will be given for a certain period. Therefore this proves to be valid
as the recruiters are present to witness by themselves.
The group test method can be used to interpret how this candidate will handle the job and
how they relate to other members of the team. This will help to measure the results and know
his /his soft skills. When using this technique to hire, managers make fully informed recruiting
decisions. It also gives a candidate an accurate picture of the job reality for which they have
applied.
Interviews
Interviews are face-to-face conversations where one party tries to acquire information
from the other to know or get information about something. For an employee selection interview,
the interviewer asks questions from the candidate to see whether they are fit for the job.
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Interviews are the commonly used selection criteria that do not favor everyone. Candidates
affected by stage fright may fail to answer the questions asked appropriately or even fail to
respond, making the interviewer think otherwise about the candidate (Roth et al., 2008 p. 645).
The candidate may have the needed traits for the job but are not in a position to showcase them
during the interview.
Interviews may not be used to predict the candidate's future since people change, and one
may begin well, and as they get used to the job, they begin doing it just because it is a must.
Additional selection methods may be used with interviews to make them valid and more reliable
measures for selection. The validity of the interview may depend on the structure of the
interview and the length.
Interviews are made reliable by organizations by asking standard questions which are
relevant to the job posting. One is requested field-related questions or those that are general and
known by every individual. The interview should be able to get the organization to interpret the
information and decide on who to select for the interview. This is from the common questions
asked during the interview and various responses given by the candidates where one can choose
an employee they need in their organization.
The organization uses the standard questions to reduce the number of candidates; for
example, in a driving test, one undergoes the driving trial and is disqualified if they fail. In a
country where racism is practiced, the face-to-face interview may disqualify a potential
candidate due to their color afterward. The discussion also can rate a candidate as compared to
the other interviewed candidate during the selection process.
Biodata
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Biographic data refers to the details about previous events and behaviors showing
personality attributes, interests, skills and experiences, attitudes, and capabilities of an individual
to be selected for a job position. These details are essential for the employee selection process.
Biodata is used to predict the performance and turnover of who wants to be selected for a job
post. These details mostly appear in the candidates’ Curriculum Vitae, which is presented to the
employer to decide if a candidate is suitable for the job.
Biodata instruments can be used for prediction, analysis, and making decisions on
employee selection. This technique is seen as effective and valid in the selection process since,
for employment, one needs to have the required skills and capabilities to take the job. The
biodata attached with relevant certificates or testimonials make it suitable and valid in the
selection process since it can predict the outcome the organization is looking for (Marchese &
Muchinsky, 2000 p.20). Biodata may be invalid if one does not define it as the target
organization wants it to be since it reduces biodata rating.
An employer can quickly decide if a candidate will work in their organization effectively
and efficiently from the biodata. The skills showcased in a candidate’s CV or a recommendation
letter from a previous job, like customer service skills, can make an employer select you since
that particular skill is needed for the job. This method is effective and is not biased, and it can
help measure the future performance of the selected candidate.
Work sample tests
Work sample tests are a selection method where a candidate performs tasks that reflect
the task the employees are doing on the job. This technique is common in the medical field,
where one has to do the sample test to be selected for a job post. This is applicable in sensitive
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areas where one handles sensitive matters and equipment (Harvey‐Cook, 2000 p.110). The test
prevents cases where one fakes work proficiency; therefore, when one scores well in the sample
test, it is clear that they will perform as is expected after employment.
This technique provides the highest predictive validity since the candidate is expected to
do the one they do during the test, making it easier to classify the candidates and select the one
suitable for the job. The candidate eligibility to work efficiently with the organizational resources
can be gauged with this technique (Conway et al., 1995). Though this technique can help the
organization make decisions and predict future performance, it is expensive to administer,
especially when the shortlisted candidates are more than expected, leading the organization to
incur additional costs.
It is easier to measure and rate a candidate based on their performance from the sample
test with work sample tests. It all depends on the ease at which a candidate applies the technical
skills in the sample test. Even when the work sample test is redone, a candidate performs it so the
employers can judge and decide who to choose (Bobko et al., 2005 p. 8). The work sample test
can also show if a candidate is a first-timer or had prior experience on the job they applied for.
Work sample test can also be theoretical where a candidate is asked a question, and they
are needed to respond on how they would handle it. This helps show whether a candidate is
proficient in a field or not, and it shows the ability of one to apply knowledge in job-related
situations based on their judgment.
Conclusion
Every organization has its way of selecting employees to fit them when the need arises.
The techniques can be used independently or can be combined to make the selection process
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efficient and effective. The chosen methods need to be valid, reliable and give the organization
the ability to predict the candidates' future performance.
References
Bobko, P., Roth, P. L., & Buster, M. A. (2005). Work sample selection tests and expected
reduction in adverse impact: A cautionary note. International Journal of Selection and
Assessment, 13(1), 1-10. [Link]
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Conway, J. M., Jako, R. A., & Goodman, D. F. (1995). A meta-analysis of interrater and internal
consistency reliability of selection interviews. Journal of applied psychology, 80(5), 565.
[Link]
Harvey‐Cook, J. E., & Taffler, R. J. (2000). Biodata in professional entry‐level selection:
Statistical scoring of common format applications. Journal of occupational and
organizational psychology, 73(1), 103-
[Link]://[Link]/doi/abs/10.1348/096317900166903
Marchese, M. C., & Muchinsky, P. M. (1993). The validity of the employment interview: A
meta‐analysis. International Journal of Selection and Assessment, 1(1), 18-26.
[Link]
Melanthiou, Y., Pavlou, F., & Constantinou, E. (2015). The use of social network sites as an e-
recruitment tool. Journal of Transnational Management, 20(1), 31-49.
[Link]
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Roth, P., Bobko, P., McFarland, L., & Buster, M. (2008). Work sample tests in personnel
selection: a meta‐analysis of black–white differences in overall and exercise
scores. Personnel Psychology, 61(3), 637-
[Link]://[Link]/doi/abs/10.1111/j.1744-6570.2008.00125.x
Ullah, M. M. (2010). A systematic approach of conducting employee selection
interview. International journal of business and management, 5(6), 106.
[Link]
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