CHAPTER 5

Selection

Bird’s eye view

 Selection

• Process of choosing from group of

applicants the individual best suited for a
particular position and the organization
• Goal of selection process is to properly
match people with jobs and organization
• Top performers contribute from 5-22 times
more value to companies than mid-level or
low performers
 Establish Selection Criteria
• What are the job specifications for the position to
be filled? (KSAOs)
• Evaluate each candidate against these criteria and
keep records of your assessments.
• Only hire candidates who BEST MEET the selection
criteria (job specifications).
But, …which decision rule should we use? How do
we decide which candidate “best” meets the
criteria?
Exercise # 1 & 2
 APPROACHES FOR SELECTION PROCESS

1. COMPENSATORY

2. CONJUNCTIVE

3. DISJUNCTIVE
 THE COMPENSATORY DECISION PROCESS
CLASSICAL APPROACH

ALL IMPORTANT CRITERIA ARE CLEARLY IDENTIFIED

CRITERIA ARE WEIGHTED ACCORDING TO IMPORTANCE

VERY HIGH PERFORMANCE ON ONE CRITERION CAN OFFSET WEAKNESSES IN ANOTHER

e.g. a baseball player may compensate for a lack of power in hitting by being a fast base runner.
e.g. For example, a recent college graduate may score highly in the educational requirements for a
job opening but score low in terms of work experience.

Types of compensatory strategy

• Un weighted strategy
• Weighted strategy
 TYPES OF COMPENSATORY SELECTION DECISION

Un Weighted strategy
All of the factors have the same highest score
and scores are added together.
The applicant with the highest score is
considered the best and offered the job.
 Exercise# 3
• convert all six factors to a possible high score
of 100
• For example, multiply each education score by
10 (highest score possible for education = 10,
so 10 x 10 = 100)
• Then, add the scores for each applicant
 TYPES OF COMPENSATORY SELECTION DECISION

• Weighted strategy
• In this approach, one or two factors are
identified as more important than the other
factors and, hence, deserve more weight in
deciding the best applicant
• Additionally, one or two factors may be
considered least important and would have
less weight.
• Exercise# 4
 CONJUNCTIVE PROCESS
MULTIPLE HURDLES APPROACH
ALL IMPORTANT CRITERIA ARE CLEARLY IDENTIFIED
CUTOFF LIMITS ARE SET FOR EACH CRITERION (e.g. passing score on a
test, characteristic relevant to the job (e.g., valid driver’s license)
AN APPLICANT WHO FAILS TO MEET OR EXCEED A CUTOFF IS REJECTED
FROM THE SELECTION PROCESS
Exercise # 5

“Multiple hurdles”
cutoffs are arranged sequentially
The first cutoff is applied to the entire applicant pool
The remaining applicants are then subjected to the next cutoff, where
more applicants will be rejected
This process reduces the applicant pool at each hurdle
At the final hurdle, only a select few will remain

Exercise # 6
EXCEPTIONAL STRENGTH ON ONE
CRITERION CANNOT MAKE UP FOR A
WEAKNESS OR LACK ON ANOTHER
CRITERION.

ALL THE MINIMUMS ON ALL THE CRITERIA

MUST BE MET.
 DISJUNCTIVE PROCESS
BEHAVIORAL APPROACH
WE HAVE SOME CRITERIA, BUT THE LIST SEEMS INCOMPLETE
UNABLE TO EITHER WEIGHT OR RANK CRITERIA BY IMPORTANCE
WE CAN PERCEIVE OUTSTANDING ATTRIBUTES FOR EACH OPTION
WE LIST THE “STRENGTHS” & “WEAKNESSES” OF EACH OPTION
WE PICK OUR CHOICE BASED ON A REVIEW OF THESE S/W LISTS

THE DECISION PROCESS IS UNSYSTEMATIC, INCONSISTENT

AN ALTERNATIVE WITH A “BAD” ATTRIBUTE IS USUALLY REJECTED

FINAL CHOICES ARE USUALLY MADE USING A SINGLE CRITERION WHICH

THE DECISION MAKER HAS DECIDED TO FOCUS UPON.

THESE DECISIONS ARE MUCH MORE SUBJECTIVE THAN THEY APPEAR,

AND ARE DIFFICULT TO DEFEND IF CHALLENGED.
 DISJUNCTIVE DECISION PROCESS
SELECTING A SALES MANAGER BY LOOKING FOR PROS & CONS

Educ Exper Superv Personality ??????

Original Grid - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Candidate A Good Strong Really cold
Candidate B Wrong Good Seemed like a klutz
Candidate C Limited Good Dressed very poorly
Candidate D Good Pleasant
Candidate E Bad report Doesn’t know Excel
Candidate F Not impressed stuttered

Eliminate the candidates who have bad evaluations or have created

negative impressions and then see who is left.
Thus, we choose Candidate“D” because we were impressed with the good
education s/he had and her/his pleasant personality.
NOT RATIONAL OR SYSTEMATIC, BUT WE THINK WE WERE “LOGICAL” IN
HOW WE WENT ABOUT SELECTING THE “BEST” CANDIDATE.
Steps in the Selection Process
 SCREENING RESUMES AND APPLICATIONS

RESUMES or VITA
OBJECTIVES
EDUCATION
EXPERIENCE
REFERENCES
HOBBIES
OTHER

WHAT POTENTIALLY DISCRIMINATORY OR BIASING INFORMATION MIGHT BE

REVEALED IN A RESUME?
HOW DOES THE FIRM PROTECT ITSELF FROM EXPOSURE TO IRRELEVANT,
INCONSISTENT, OR DISCRIMINATORY INFORMATION?

APPLICATION FORMS
CURRENT ADDRESS & PHONE NUMBER (Contact Information)
EDUCATION, CERTIFICATION, SPECIAL TRAINING OR SKILLS
AVAILABLE WORK TIME
PREVIOUS WORK EXPERIENCE
REFERENCE AUTHORIZATION

ONLY SEEK APPROPRIATE JOB-RELATED INFORMATION

INFORMATION SOUGHT IS CONSISTENT AND STANDARDIZED
 Application Forms

• A low-cost way to gather basic data from

many applicants.
• It ensures that the organization has certain
standard categories of information:
– Contact information (address, phone number)
– Work and technical experience
– Educational background and licenses
– Available work times
– Reference authorization
 Review of Applications
• Application form must reflect not only the
firm’s informational needs, but also EEO
requirements.
• Essential information is included and
presented in standardized format
• May vary from firm to firm, and even by job
type within organization
The application form should be signed
to...

• Certify that the information

provided is accurate and true

• Give permission to check

background and references

• Indicate that the applicant

knows that this is an
employment at will position
 EMPLOYMENT TESTS
WORK SAMPLE TESTS (Performance)
Typing, driving, programming, operating equipment
APTITUDE & ABILITY TESTS
Intelligence & learning potential tests
Clerical ability
Reading comprehension and mathematical abilities
PERSONALITY & TEMPERAMENT TESTS
Personality tests (e.g. MBTI)
Projective tests (e.g. Draw-A-Person test)
HEALTH ASSESSMENT
Drug Tests
Physical Examinations
 Rules for Administering Drug Tests
• Drug Testing
– Should be administered for all applicants for the same job.
– Those who fail are generally no longer considered.
– Companies are
• Moving to more precise tests (e.g. examining subject’s
eyes, hairs, eye-hand coordination test) by using ones
that do not involve body fluids
• Communicating clear policies and procedures relating
the testing program to safety and job performance.
• Respect applicants’ privacy by conducting the tests in an
environment that is not intrusive and keeping results confidential.
 In Pakistan…..
• There are no laws restricting an employer
from conducting drug tests, alcohol tests or
genetic tests etc.
• However, the consent of the employee who is
to be subjected to these tests will need to be
secured.
 Using Impairment Tests (Fitness-for-duty tests)

A SUBSTITUTE FOR DRUG TESTS … ALSO KNOWN AS FITNESS-FOR-DUTY TESTS

MEASURES WORKER ALERTNESS

Are you able to perform critical work tasks?

TEST DOESN’T INVESTIGATE THE CAUSE OF ANY IMPAIRMENT

No judgment about whether the poor score is due to:
Illegal drug use
Alcohol
Fatigue
Lack of sleep
Prescription use

IMPAIRMENT TEST LOOKS LIKE A VIDEO GAME

Look into a dark port and try to follow a random point of light with your eyes
Scored immediately by computer … results known in 1-2 minutes

TEST MEASURES INVOLUNTARY PHYSIOLOGICAL RESPONSE … CAN’T CHEAT ON RESULT

TEST IS EXPENSIVE … AND MUST BE TAKEN EVERY DAY!

USE FOR “HIGH-STAKES” INDUSTRIES AND JOBS

Building Spacecraft, Making surgical equipment, etc.
 Honesty Tests

– Written tests to get applicants to

reveal information about their
integrity.
– Legal alternative to polygraph
– Used to predict theft and drug use
– Multiple questions on the same topic
to assess consistency of responses.
– Should not be used as the sole
criterion for a hiring decision.
 Reliability

• It refers to how consistently a test measures a

characteristic.
• A test that yields similar scores for a person who
repeats the test is said to measure a characteristic
reliably.
• Organizations use statistical tests to compare
results over time.
– Correlation coefficients
– A higher correlation coefficient signifies a greater
degree of reliability.
 Validity
• Validity: the extent to • Two ways of measuring
which the performance validity:
on a measure (such as a
1. Content
test score) is related to
2. Construct
what the measure is
designed to assess (such
as job performance).

DOES IT MEASURE WHAT IT’S

SUPPOSED TO MEASURE?
 CONTENT VALIDITY (“Face Validity”)

It measures the obvious skills, knowledge etc. needed on the

job
The relevance of these measures is rarely questioned by
experts
e.g. job sample tests
applicants perform certain aspects of a job's major
activities

filing test for a file clerk

test of cash register operation for a grocery checker
 CONSTRUCT VALIDITY (Theoretical)

• It seeks to measure the degree to which an

applicant possesses psychological traits called
constructs like intelligence, leadership ability,
verbal ability etc.
• Constructs deemed necessary for successful
performance are inferred from job descriptions.
• For example, does a reading comprehension test
measure how well people can read and
understand what they read?
 Ability to Generalize

• A generalizable selection method applies not only to

the conditions in which the method was originally
developed – job, organization, people, time period,
etc.
• It also applies to other organizations, jobs,
applicants, etc.
• Thus, is a selection method that was valid in one
context also valid in other contexts?
 Practical Value and Utility

• Being valid, reliable, and generalizable adds value

to a selection method.
• Another consideration is the cost of using the
selection method.
• Selection methods should cost significantly less
than the benefits of hiring new employees.
• Methods that provide economic value greater
than the cost of using them are said to have
utility.
 Legal Standards for Selection
• All selection methods must conform to existing laws .
– Discrimination in Employment
– “Disabled Persons (Employment and Rehabilitation) Ordinance, 1981
• The information gathered during the selection process should be
treated as confidential (candidates’ privacy rights)
– This is a particular concern when job applicants provide information online.
– Employers should collect data only at secure Web sites.
 Types of discrimination
• Disparate treatment discrimination
• Disparate impact discrimination
 Types of discrimination
Disparate treatment discrimination

• Refers to treating applicants differently based on

a protected characteristic (for example, age,
gender, national origin, religion)
• Not considering women for leadership positions
• Considered intentional and therefore easy to
identify and correct or prevent
 Types of discrimination
Disparate impact discrimination
• This form of discrimination indicates that all
applicants were treated equally; however, this
equal treatment had an unequal effect related
to a protected characteristic.
• It is considered unintentional.
• To identify adverse impact is to apply the
four-fifths rule
• four-fifths rule
The four-fifths rule states that adverse impact exists if the
selection ratio of the minority group is less than four-fifths
(or 80 percent) of the selection ratio of the majority group
Selection Ratio:
A selection ratio is the percentage of those hired based on the
percentage of those who applied for the job
Adverse Impact:
The simplest way to calculate adverse impact is to divide the
selection ratio of the minority group by the selection ratio
of the majority group. If the result is less than 80%, then
adverse impact exists
Exercise # 7 & 8
 EMPLOYMENT INTERVIEW

• A goal-oriented conversation where the interviewer

and applicant exchange job-related information
• Continues to be the primary method used to
evaluate applicants
• At this point, the candidate appears to be qualified.
• Face-to-face interviews can be held one-on-one or
in a board or panel format
 Content of the Interview

• Occupational experience
• Academic achievement
• Interpersonal skills
• Personal qualities
• Organizational fit
SEEKING A GOOD ORGANIZATIONAL FIT

• Management’s perception of degree to which

prospective employee will fit in with firm’s culture
or value system
• Employees also should consider organizational fit
when debating whether or not to accept a job offer
• While the interviewer provides information about
company, it is extremely important for applicants to
do their own homework about the company
Remember during the interview process... SELECTION
IS A TWO-WAY
MATCHING PROCESS
MATCH 1
WHAT THE ORGANIZATION WANTS
AND WHAT THE EMPLOYEE CAN OFFER

A “good” fit results in high performance and productivity

MATCH 2
WHAT THE EMPLOYEE WANTS
AND WHAT THE ORGANIZATION CAN OFFER

A “good” fit results in high satisfaction and loyalty to the firm

CLEAR AND HONEST INFORMATION EXCHANGE ABOUT JOB EXPECTATIONS

AND WHAT THE FIRM WILL OFFER IN RETURN ARE ESSENTIAL TO A GOOD FIT
FOR BOTH PARTIES.
 PROVIDE A REALISTIC JOB PREVIEW

WHAT DOES THE JOB REQUIRE?

JOB DESCRIPTION (Duties & Tasks)
JOB SPECIFICATION (Qualities & Personal Characteristics)
PERFORMANCE STANDARDS (Appraisal Criteria)
Are there “Unwritten” Expectations?

WHAT DOES THE JOB OFFER?

What will I do? How challenging will the work really be?
What salary and benefits can I expect?
What other rewards and/or recognition is possible?
What is the potential for career growth and promotion?

If a job offer is accepted, will there be unanticipated “surprises” when s/he

begins
work, or will things be exactly as expected? Unexpected surprises on the job will
generate feelings of inequity (They lied!…I’ve been deceived!) which harm both
productivity and longevity. BE PAINFULLY CLEAR AND HONEST in all your
communications with prospective employees. No one wants to work for a
company that can’t be trusted.
 HIRING CRITERIA TO AVOID

• RACE
• RELIGION
• GENDER
• NATIONAL ORIGIN
• AGE
• MARITAL STATUS
• DISABILITIES
• PREGNANCY
• CREDIT RECORD
• ARREST RECORD
• DRESS AND APPEARANCE
 SOME INTERVIEWING ERRORS

PRIMACY EFFECT -- first impressions are lasting

STEREOTYPES – categorization based on appearance (not knowledge)
HALO EFFECT – you did discover one outstanding attribute
CONTRAST EFFECT – ordering or sequencing has an impact
PROJECTION – “similar to me” error; if you’re like me you’re ok!
REJECTION MIND SET – deliberate search for negative info
INTERVIEWER DOMINATION – interviewer talks too much
INCONSISTENT QUESTIONS – info gathered isn’t comparable
INAPPROPRIATE QUESTIONS – legally questionable, job related?
INADEQUATE INTERVIEWER TRAINING – doesn’t know what to do
POOR BODY LANGUAGE – nonverbal signals conflict & confuse
SELECTION ERRORS – Type I and II Errors
TYPE I ERROR = Hiring the incompetent worker
TYPE II ERROR = Not hiring a good worker
 TYPE I and TYPE II ERRORS

SELECTION BIASES
TYPE I ERROR -- HIRING POOR WORKERS
TYPE II ERROR – NOT HIRING GOOD WORKERS

Truth
POOR WORKER GOOD WORKER
---------------------------------------
POSITIVE TYPE I OK
ERROR NO ERROR
Interview Impression

(HIRING POOR WORKER)

---------------------------------------
OK TYPE II
NO ERROR ERROR
NEGATIVE (NOT HIRING
GOOD WORKERS) ---------------------------------------
 Selection decision-making accuracy
• The hiring process is complex
• Some applicants can put on a “good show”
and still be mediocre employees, whereas
other applicants may interview poorly but still
be excellent employees.
 Calculating the decision-making
accuracy of a selection system
• Strong applicants
ones who appear to be highly qualified and
are predicted to do the job well—a good hire
• Weak applicants
ones who do not appear to be highly qualified
and are predicted to not do the job well—a
poor hire
• Once hired and after sufficient time (typically
six months to a year) has passed, employees
can also be classified into two categories:
• Good hire
• Poor hire
Two types of Interviews

• Unstructured
(nondirective)

• Structured
(directive or
patterned)
Unstructured (Nondirective) Interview

• Asks probing, open-ended

questions that encourage the
applicant to talk (...ramble)
• Often time-consuming
• Potential legal problems
because the information
gathered from each applicant
is not comparable and may not
be job-related
Examples of Unstructured Interview
Questions...

• Tell me about yourself.

• What is your greatest strength?
• What is your greatest weakness?
• How will our company benefit by
having you as an employee?
Structured (Directive or Patterned) Interview

• A series of job-related questions asked of

each applicant for a particular job
• Increases reliability and accuracy by
reducing subjectivity and inconsistency of
unstructured interviews
• Answers to questions are recorded and
can be compared across candidates
 PLANNING THE INTERVIEW
BEFORE THE INTERVIEW…
• Compare the applicant’s application and/or résumé with the job
specifications (requirements). Prepare questions to clarify any
ambiguities or inconsistencies.
• Develop a set of questions specifically focused on the job
requirements and demands faced in this position… (eg. work
sample questions, etc)
• Determine how to ask for examples of past job-related
behaviors and accomplishments
• Prepare a step-by-step plan to present the position, company,
division, and department to each candidate.
• Review the interviewer distortions and errors which frequently
occur, and try to sensitize yourself to avoid them.
 PLANNING THE INTERVIEW - CONTD
DURING THE INTERVIEW…
• Put the applicant at ease …be friendly
• Review the job description and job specifications with
the candidate
• Avoid stereotyping and interviewer errors
• Ask about relevant past work behaviors and activities
• Ask each candidate the same questions… Be very
consistent!
• Record the candidate’s answers to your questions
• At the end of the interview, make sure the candidate
knows what to expect next.
Gathering Background Information

Application
Résumés
Forms

Reference Background
Checks Checks
 BACKGROUND & REFERENCE CHECKS

WHY DO BACKGROUND/REFERENCE CHECKS?

• To determine the candidate’s honesty, dependability, and
ability to work with others, etc.

• To check the accuracy of information provided on the

application form or resume.

• To minimize the possibility of negligent-hiring lawsuits.

– Don’t accidentally hire a criminal or abusive/ violent
person.
 REFERENCE CHECKING
…and Candidates’ Privacy Rights

• The Fair Credit Reporting Act (1992) requires employers to

obtain a candidate’s consent before using a third party to
check the candidate’s credit history or references.
• If the employer decides not to hire based on the report, the
employer must give the applicant a copy of the report and
summary of the applicant’s rights before taking the action.
• Employers who do their own reference checking are not
subject to the FCRA, but should still require the candidate to
give permission on the application form.
 Communicating the Offer of Employment

• When a candidate is selected for employment, the

offer to the candidate should include:
– A list of the job duties and responsibilities (…job description)
– The appraisal criteria (…how performance appraisal w/b done)
– The normal work schedule (…days and hours expected)
– The starting pay (…the rate, range, and incremental steps)
– Starting date (…and who to report to)
– Other relevant details (…expected training appointments, etc)
– The time by which an answer is expected (…yes or no?).