Selecting Employees
Learning Objectives:
Define selection process
Explain the Validity of the Selection Process
Explain the reliability of the Selection Process
Discuss the uniform guidelines for employees
Discuss and explain the selection procedure
The Selection Process
Job Analysis
The Identification of KSAs or Job Requirements
The Identification of Selection Methods to Assess
KSAs
The Assessment of the Reliability and Validity of
Selection Methods
The Use of Selection Methods to Process Job
Applicants
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 such as O*NET, 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.
The Selection Process, cont.
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.
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.
The Selection Process, cont.
The organization should use its selection methods to make
selection decisions. Typically, the organization will first try to
5. The Use of
determine which applicants possess the minimum KSAs
Selection Methods to
required. Once unqualified applicants are screened, other
Process Job
selection methods are used to make distinctions among the
Applicants
remaining job candidates and to decide which applicants will
receive offers.
The Basics of Testing and Selecting
Employees
Carefully testing and screening employees is
important because :
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
Legal Implications and Negligent Hiring
Incompetent hiring can
result in legal implications
such as unfairly
discriminating against a
protected group
Legal Implications and Negligent Hiring, cont.
Negligent hiring occurs when employers are liable
for employees who have criminal records or other
problems that use a customers home or similar
opportunities to commit crimes
Hiring these types of employees requires
safeguards
Reasonable action must be taken to investigate
the candidates backgrounds
Selection Procedure
Interviewing
Candidates
Selection Tests
Reference and Background Analysis
Physical Exam
Job Offer
Employment Contract
Interviewing Candidates
Interviewing is an indispensible management tool
An Interview is a procedure designed to solicit
information from a persons oral responses to oral
inquiries
Preliminary Interview
Selection Interview
A Selection Interview is designed to predict future
job performance based on candidates answers
Types of Selection Interviews
Non-structured (questions are asked as you think of
them) versus structured interviews (questions are
known and the order specified in advance)
Types of Selection Interviews, cont.
There are different types of questions for different
types of interviews
Situational interviews ask what would the
candidates behavior be in a given situation
Behavioral interviews ask how the candidate
has reacted in a similar situation in the past
Types of Selection Interviews, cont.
Interviews are also One-on-one interviews
were two people meet alone and one
interviews the other
Sequential
interviews occur when several
people interview the applicant in sequence
before a decision is made
Types of Selection Interviews, cont.
Panel interviews are when
the candidate is
interviewed
simultaneously by a group
Interviews can also occur
via video or phone
How Useful Are Interviews?
Statistical evidence regarding validity is mixed
indicating that the key to usefulness depends on type
of interview employed
When predicting job performance the situational
interview yields more accurate results
Structured interviews, regardless of content, are
more valid for predicting job performance
One-on-one interviews tend to be more valid
than panel interviews
Avoiding Common Interview Mistakes
Do not make snap judgments
Do not emphasize the negative
Make sure you know the job for which you are
interviewing the candidate
Do not let the pressure to hire color your opinions
Avoiding Common Interview Mistakes, cont.
Do not allow candidate order (contrast) error to
influence the interview
Take into consideration the influence of nonverbal
behavior and guard against bias
Remember to look beyond the candidates physical
attractiveness
Be wary of ingratiating and self-promoting behaviors
Avoiding Common Interview Mistakes, cont.
Prepare and plan for the interview
Establish rapport with the candidate
Ask appropriate questions
The Dos and Donts
of Interview Questions
Dont ask questions that can be answered yes or
no
Dont put words in the applicants mouth or telegraph
the desired answer by nodding or smiling when the
right answer is given
Dont interrogate the applicant as if the person is a
criminal
Interview Role Play
One
will act as the Applicant/Candidate
One will act as the Interviewer using
Competency based questions
The Dos and Donts
of Interview Questions, cont.
Dont be patronizing, sarcastic or inattentive
Dont monopolize the interview by rambling nor let the
applicant dominate the interview so you cant ask all your
questions
Do ask open-ended questions
Do listen to the candidate to encourage him or her to
express thoughts fully
The Dos and Don'ts
of Interview Questions, cont.
Do draw out the applicants opinions and feelings by
repeating the persons last comment as a question
Do ask for examples
Closing the Interview
Leave time to answer any questions the candidate may
have
If appropriate advocate your firm to the candidate
Try to end the interview on a positive note
Tell the applicant whether theres interest and what the
next step will be
Make rejections diplomatically
Selection Tests
Written Applications gauge an employees reading and
writing abilities and get at background information like
years of experience and education.
Written Tests can evaluate an applicants technical
knowledge.
Practical Tests gauge an applicants 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.
Using Tests at Work
Employers have long used tests to predict behavior
and performance
Example: Are you prone to on-the-job accidents?
Using Tests as Supplements
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 predicative at identifying
candidates that will likely fail rather than succeed
Computerized and Online Testing
Replacing conventional paper-and-pencil and
manual tests
Computerized tests usually score individuals the
same as manual tests
How Are Tests Used at Work?
Online and off-line computerized tests or aptitude
tests could be used to measure a wide range of
candidate attributes including:
Cognitive
Motor
abilities
and physical abilities
Personality
and interests
Achievement
Tests of Cognitive Abilities
Employers often assess a candidates 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
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
Measuring Personality
Personality tests and interest inventories measure
and predict intangibles such as attitude, motivation and
temperament
A sample personality item:
It does not make sense to work hard on something if no one
will notice:
A.
B.
C.
Definitely true
Somewhat true
Neither true nor false
D. Somewhat false
E. Definitely false
Personality Test Effectiveness
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:
Extroversion
Emotional stability
Personality Test Effectiveness, cont.
Agreeableness
Conscientiousness
Openness to
experience
Sample Personality Test Result
Interest Inventories and Achievement Tests
Interest inventories compare ones interests with
those of people in various occupations
Achievement tests basically measure what a
person has learned
Individual Rights of Test Takers
and Test Security
Test takers have various privacy and information
rights
The American Psychological Associations standards
for educational and psychological tests include
The right to confidentiality of results
The right to informed consent regarding use of
results
Individual Rights of Test Takers
and Test Security, cont.
The right to expect only
qualified individuals will
have access to the results
The right to expect the test
is secure
VALIDITY OF SELECTION METHODS
In the selection context,
VALIDITY refers to the appropriateness,
meaningfulness, and usefulness of the
inferences made about applicants during the
selection process.
VALIDITY OF SELECTION METHODS,cont.
Validity often refers to evidence the test is jobrelated and test performance is a valid
predictor of job performance
VALIDITY OF SELECTION METHODS
It is concerned with the issue of whether
applicants will actually perform the job as well
as expected based on the inferences made
during the selection process.
VALIDITY OF SELECTION METHODS
The closer the applicants' actual job
performances
match
their
expected
performances, the greater the validity of the
selection process.
ACTUAL vs EXPECTED equals > validity
ACHIEVING VALIDITY
The organization must have a clear notion of
the job requirements and use selection
methods that reliably and accurately measure
these qualifications.
ACHIEVING VALIDITY
Some qualificationssuch as technical KSAs
and nontechnical skillsare job-specific,
meaning that each job has a unique set
ACHIEVING VALIDITY
The other qualifications are universal in that
nearly all employers consider these qualities
important, regardless of the job. For instance,
employers want all their employees to be
motivated and have good work habits.
ACHIEVING VALIDITY
By basing qualifications on job analysis
information, a company ensures that the
qualities being assessed are important for the
job. Job analyses are also needed for legal
reasons. In discrimination suits, courts often
judge the job-relatedness of a selection
practice on whether or not the selection criteria
was based on job analysis information.
STRATEGIES TO DETERMINE THE VALIDITY
OF A SELECTION METHOD
CONTENT-ORIENTED STRATEGY:
Demonstrates that the company followed
proper procedures in the development and use
of its selection devices.
most appropriate for selection devices that
directly assess job behavior
What company does in ContentOriented Strategy?
a
firm gathers evidence that it followed
appropriate procedures in developing its
selection program
the employer must demonstrate that the
selection devices were chosen on the basis of
an acceptable job analysis and that they
measured a representative sample of the KSAs
identified
STRATEGIES TO DETERMINE THE VALIDITY
OF A SELECTION METHOD
CRITERION-RELATED STRATEGY:
Provides statistical evidence showing a
relationship between applicant selection scores
and subsequent job performance levels
CRITERION-RELATED STRATEGY:
attempts to demonstrate statistically that
someone who does well on a selection
instrument is more likely to be a good job
performer than someone who does poorly on
the selection instrument.
most
appropriate when the connection
between the selection device and job behavior
is less direct
What company does in CriterionRelated Strategy?
the
HR professional needs to collect two
pieces of information on each person: a
predictor score and a criterion score
Predictor Score vs Criterion Score
Predictor
scores represent how well the
individual fared during the selection process as
indicated by a test score, an interview rating, or
an overall selection score.
Criterion
scores
represent
the
job
performance level achieved by the individual
and are usually based on supervisor
evaluations.
For example (Validity coefficient , r)
To be considered valid, R MUST BE
STATISTICALLY
SIGNIFICANT
and
its
magnitude must be sufficiently large to be of
practical
CORRELATION RULE OF THUMB: R > 0.3
CONCLUSION: applicants who score well
during selection turn out to be good performers,
while those who do not score as well become
poor performers.
STRATEGIES TO DETERMINE THE VALIDITY
OF A SELECTION METHOD
VALIDITY GENERALIZATION STRATEGY:
Demonstrates that other companies have
already established the validity of the selection
practice.
VALIDITY GENERALIZATION
STRATEGY:
established by demonstrating that a selection
device has been consistently found to be valid
in many other similar settings
TO USE VALIDITY GENERALIZATION
EVIDENCE, AN ORGANIZATION MUST
PRESENT THE FOLLOWING DATA
1.
2.
3.
Studies summarizing a selection measure's validity
for similar jobs in other settings.
Data showing the similarity between the jobs for
which the validity evidence is reported and the job in
the new employment setting.
Data showing the similarity between the selection
measures in the other studies composing the
validity evidence and those measures to be used in
the new employment setting.
Reliability of the Selection Method
Reliability here means that the selection methods,
tests and ensuing results are consistent and do not
vary with time, place or different subjects
Example : Reliability of a Ruler
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
I AM A RULER
a ruler is reliable as an instrument
for measuring dimensions
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
As a ruler, am I reliable
in measuring
dimensions?
By this criterion, human selectors of employees
are inherently not reliable because standards
may vary between selectors and within one
selector over a period of time. The issue is the
degree of unreliability.
SOLUTION
This may be reduced by using a variety of
measuring devices (tests, interviews), and
by training assessors, and using more
than one assessor.
Testing for Reliability- TEST AS A
DEVICE
Reliability is the consistency of scores obtained by
the same person when retested with the identical
test or an equivalent form of the test
Retest estimate compares two test scores taken
by the same individual at different times
Equivalent-form estimate compares the original
test with a different but equivalent test taken by
the same individual at a different time
Internal comparison
estimates look at question
groupings to statistically
analyze the degree to
which responses to this
group vary together
Management Assessment Centers
In a Management Assessment Center
management candidates take tests and make
decisions in simulated situations while observers
score their performance
Average time at center is usually 2 or 3 days and
involves 10 to 12 candidates
Management Assessment Centers, cont.
Examples of simulated realistic exercises include:
The in-basket creates a situation where the
candidate is faced with an accumulation of
reports, memos, phone messages, letters, etc., of
the simulated job he or she is to take over while
being evaluated on what action he or she takes
for each of these materials
Management Assessment Centers, cont.
The leaderless group discussion occurs when a
leaderless group is given a discussion question and
told to arrive at a group decision while observers
evaluate leadership ability, acceptance by group, etc.
Individual presentations used to evaluate a
participants communication skills and his or her
persuasiveness by orally presenting on an assigned
topic
Reference and Background Analysis
Conduct background investigations
Check social networking sites
Talk to current and previous supervisors to
discover more about persons motivation,
competence and ability to work with others
Perform credit check or use employment
screening services
Reference and Background Analysis, cont.
Perform reference checks
Make sure the candidate has signed a release
Always get two forms of identification and make
applicants fill out job applications
Use a structured reference checking form
Use given references as a source for others
Ask the right questions and judge whether the
references answers are evasive
Reference and Background Analysis, cont.
Ask open-ended questions and listen carefully
Make sure checking references is done by authorized
managers
Can be ineffective due to legal repercussions or a
current supervisor might give a bad employee a
good reference to get rid
of
the employee
Honesty Testing
The Polygraph or lie-detector is a device that
measures physiological changes such as increased
perspiration
Results are interpreted assuming that such
changes reflect emotional stress
Employee Polygraph Protection Act prohibits most
employers from conducting polygraph exams on
applicants and most employees
Honesty Testing, cont.
Paper-and-pencil honest tests
Measure attitudes regarding tolerance of others
who steal
Acceptance of
rationalizations for
theft
Admission of theftrelated activities
Spotting Dishonesty
Ask blunt questions
Listen, rather than talk
Ask for a credit check
Check all references
Consider using a paper-and-pencil test
Test for drugs
Spotting Dishonesty, cont.
Conduct searches
Communicate with
employees
Use caution
More Steps to Selecting Candidates
Graphology is also known as handwriting analysis
and has questionable validity
Physical exams can confirm the applicant qualifies
for the physical requirements of the position or
possibly detect communicable diseases unknown to
the applicant
Must comply with ADA regulations
Only permitted if such exams are standard
practice
More Steps to Selecting Candidates, cont.
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, cont.
Problems with drug testing
Doesnt 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
More Steps to Selecting Candidates, cont.
Legal issues with drug screening
Under our Labor Code, applicant who is a former
drug user can be viewed as a qualified applicant
with disability
Some regulations require testing of workers with
sensitive or safety-related jobs
Evaluating the Selection Process
Job Offer
Presentation of company offer:
Basic Salary
Regular Bonuses and Benefits
Signing Bonus
Performance Bonus
Company KPI or KRA
Employee Training Program
Probationary Period
Rewards and Recognition
Career Growth Opportunities
Employment Contract
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