UNIT 5 – SELECTION
1 Reflect on internal and external factors that 141 -
. influence the selection decision. 144
2 Apply the steps to be followed in the selection 147 -
. process 163
Initial screening
Application form
Employment tests
Unit Medical checks
Interviews (including types and methods)
outcomes Reference checks
Record keeping
3 Discuss the offer of employment and 163 -
. responsibility for making the final selection 164
decision.
4 Describe some metrics and reflect on their 166
. importance in ensuring an effective recruitment
and selection process.
Introduction
• Finding the right person
for the job - complex -
associated costs or
savings.
• How do we predict which
applicant will become
capable, productive and
loyal?
• Many tools available to
aid the process.
Definition
Process of trying to
determine which
individuals will best
match particular jobs in
the organisation taking
into account individual
differences, job
requirements and the
organisation’s internal
and external
environment.
Factors that influence the selection decision (p.141)
External factors
• Legal considerations in selection (EEA and discrimination)
• The nature of the labour market (influences)
• Other factors – early recruiting, high unemployment,
seasonal employment, industry competition
Internal factors
• Size of the organisation (level of formality and post)
• Type of organisation (private vs public)
• Speed of decision-making (time available)
• Applicant pool (size)
• Organisation’s structure (hierarchy and seniority of position)
• Other HR factors (e.g. salary and H&S record)
The selection process – some considerations
• Cost of a bad hiring decision can be immense. Need to be
as certain as possible that the correct decision made.
• Steps in the process comprise tools that are used to
eliminate applicants from the process based on a decision
as to whether they would be likely to succeed or fail.
• Sequence may vary from one organisation to another and
may even take place simultaneously.
The selection process
Initial screening
Application form
Employment tests
Medical checks
Interviews
Reference checks
Background checks
The selection process
Initial screening
• Screening of the CV or application form (can be manual or via
software – APS or even video applications).
• Use of keywords or criteria (basic requirements) – ensure no
unfair discrimination.
• Applicants who do not qualify for the position immediately
eliminated.
• Caution – fair versus unfair discrimination with criteria in
deciding whether someone is not suitable for position
• What about an applicant who lacks job training, education
or experience?
• What about redirecting of applicants to other open
positions?
• What about “negligent hiring” – failure to check applicant’s
background? Importance of a background check (financial,
criminal, validity of qualifications)
Application form/CV
• Used to evaluate education and experience
• NB of adherence to EEA and others
• What type of questions do we not ask and why?
• Rejected applicants must be informed.
Employment tests
• Used to investigate a sample of a person’s behaviour in the workplace.
• Used to check aptitude for the job, personality fit for job role and organisational
culture, ability to do the job, etc.
• Can assess skills that cannot be determined in an interview.
• May unintentionally discriminate amongst candidates (e.g. disability working with
time constraint on a test or an autistic person who battles to concentrate).
• Use is carefully regulated (e.g. HPCSA)
• A, B and C level tests
• Test validity (accuracy) and reliability (consistency) are essential.
Types of employment tests
Employment tests – accounting skills
Psychometric test – personality and aptitude tests
Ability tests – numerical abilities
Aptitude tests - verbal skills (presentations)
Personality tests – temperament e.g. 16PF
Interest tests – motivation to pursue a particular job
Intelligence tests – general intellectual ability
Online tests e.g. Disney
Assessment centres – assess managerial ability
Honesty / integrity tests - polygraph
Integrity test (taken from [Link]
questions/)
Open integrity (or overt integrity) questions ask applicants about their attitudes
towards illegal or undesirable behaviour:
Do you consider taking small items/supplies This shows if an applicant would be tempted to
from work home as stealing? E.g. taking take work supplies, costing your business more
unused printer papers, pens, staple wires,
clipboards, etc
Do you think most employers take advantage Shows their take on authority and whether
of their employees? they can work well with supervisors
How much do you dislike being told what to Suggests that applicant may not be a good
do? team player or prefer to work alone
Have you ever argued with your manager over Shows disrespect towards upper management,
a task? inability to work supervised, and ability to
calmly defend themselves without escalating
the situation.
Would you return a small inexpensive item Highlights honesty and integrity in the
that isn’t yours? workplace.
Medical checks
• Costly, so therefore only usually done with person to whom job
has been offered.
• Reasons for conducting medical checks are NB! What could
these be???
• Perform at least the essential functions and not compromise the
integrity of the work.
• Consider the inherent requirements of the work, e.g. garbage
collector who has a problem with his back or an administrator who
cannot use a PC has muscular spams in her hands – what do you
think???
Interviews and competency interviewing
• Purpose – get info from applicant and judge applicant on
basis of this information and assess individuals social ease,
confidence, speaking ability and matter of interacting.
• Important considerations (p.155), including traditional vs
competence-based interviewing (job vs role).
• Types (structured, behavioural, semi structured and
unstructured)
• Methods (stress, case, group, web, telephone, presentation
and panel).
Interviewing skills and questioning
techniques need to be well developed
See Common interviewing mistakes on p.157
See Common pitfalls on p.156
See Acceptable and unacceptable questions on p.161
Reference checks
• Confirmation or validation from persons that are familiar
with the applicant.
• Reasons for conducting – verify accuracy of factual
information and uncover any damaging information
• Letters of recommendation?
• 3 areas of falsification.
Background checks
• Confirm education, credit status, criminal record.
• Reasons for conducting – verify accuracy of factual
information and uncover any damaging information
• Examples of situations in which background checks not
conducted
Offer of employment and appointment
• Stipulates the terms and conditions regulating the
employment relationship and does not have to be in
writing to be legally enforceable.
• The letter of appointment becomes the contract of
employment – takes various forms in different company
but it is important that it contains the terms and conditions
of employment relevant to that position as well as details
of the benefits that the employee is entitled to.
Who should ultimately be responsible for the final
selection decision?
Selection metrics
(p.166)
• Assess selection
process ito cost,
effectiveness and
fairness.
• Use of human
capital metrics.
• Quality of hire
• Retention –
turnover rate
• Costs
• etc.