Foundations of Selection

Human Resource

Department of Business Administration

Lecture Overview A. SELECTION PROCESS SELECTION PROCESS DEFINED We begin the chapter with a discussion of the significance of employee selection and the environmental factors that affect it. Then, we describe the selection process, the preliminary interview, and review of the application for employment. SELECTION PROCESS AN OVERVIEW Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. Most managers recognize that employee selection is one of their most difficult, and most important, business decisions. This process involves making a judgment -not about the applicant, but about the fit between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform the job Selection procedures are not carried out through standard pattern and steps in this. Process can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization B. ENVIRONMENTAL FACTORS AFFECTING THE SELECTION PROCESS A permanent, standardized screening process could greatly simplify the selection process. However, development of such a processeven if it were possible and desirablewould not eliminate deviations to meet the unique needs of particular situation. a. LEGAL CONSIDERATIONS b. SPEED OF DECISION MAKING c. ORGANIZATIONAL HIERARCHY d. APPLICANT POOL e. TYPE OF ORGANIZATION f. PROBATIONARY PERIOD a. LEGAL CONSIDERATIONS Legislation, executive orders, and court decisions have a major impact on human resource management. It is important for hiring managers to see the relationship between useful and legally defensible selection tools. b. SPEED OF DECISION MAKING The time available to make the selection decision can have a major effect on the selection process. Closely following selection policies and procedures can provide greater protection against legal problems; however, there are times when the pressure of business will dictate that exceptions be made. c. ORGANIZATIONAL HIERARCHY

Different approaches to selection are generally taken for filling positions at different levels in the organization. d. APPLICANT POOL The number of applicants for a particular job can also affect the selection process. The process can be truly selective only if there are several qualified applicants for a particular position. The number of people hired for a particular job compared to the individuals in the applicant pool is often expressed as a selection ratio. e. TYPE OF ORGANIZATION The sector of the economy in which individuals are to be employedprivate, governmental, or not-for-profitcan also affect the selection process. f. PROBATIONARY PERIOD Many firms use a probationary period that permits evaluating an employees ability based on performance. This may be either a substitute for certain phases of the selection process or a check on the validity of the process. SELECTION CRIETERIA: Mostly the selection of applicant depends upon the following factors or criterions. 1. EDUCATION 2. COMPETENCIES 3. EXPERIENCE 4. SKILLS AND ABILITIES 5. PERSONNAL CHARECTRISTICS Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right person for right job should be hired person who is over or under qualified for the particular job will not be able to adjust in the organization. C. STEPS IN THE SELECTION PROCESS The selection process typically begins with the preliminary interview; next, candidates complete the application for employment. They progress through a series of selection tests, the employment interview, and reference and background checks. The successful applicant receives a company physical examination and is employed if the results are satisfactory. Several external and internal factors impact the selection process, and the manager must take them into account in making selection decisions. Typically selection process consists of the following steps but it is not necessary that all organization go through all these steps as per requirement of the organization some steps can be skipped while performing the selection process. Initial Screening Application Blank Pre-employment Testing General Intelligence Tests Aptitude Tests Personality and Interest Tests

Achievement Tests Honesty Tests 1. Interview Structured Interview Unstructured Interview Mixed Interview Background Checks 2. Conditional job offer 3. Medical Exam/Drug Tests 4. Final Selection Decision Today we will discuss the first two steps of selection process, which are Initial screening and Application Blank 1. Initial Screening INITIAL SCREENING: The selection process often begins with an initial screening of applicants to remove individuals who obviously do not meet the position requirements. At this stage, a few straightforward questions are asked. An applicant may obviously be unqualified to fill the advertised position, but be well qualified to work in other open positions. The Purpose of Screening is to decrease the number of applicants being considered for selection. Sources utilized in the screening effort: Personal Resume presented with the job application is considered as source of information that can be used for the initial screening process. It mainly includes information in the following areas: Employment & education history Evaluation of character Evaluation of job performance Screening Interviews: Screening interviews are used to: To verify information provided on resume or application blank. They are usually very short (approximately 30 minutes or so).

Advantages of Successful Screening:

If the screening effort is successful, those applicants that do not meet minimum required qualifications will not move to the next stage in the selection process. Companies utilizing expensive selection procedures put more effort in screening to reduce costs.

2.

APPLICATION BLANK /REVIEW OF APPLICATIONS

APPLICATION BLANK: is a formal record of an individuals application for employment The next step in the selection process may involve having the prospective employee complete an application for employment.

The specific type of information may vary from firm to firm and even by job type within an organization. However, the application form must reflect not only the firms informational needs but also EEO requirements. Application forms are a good way to quickly collect verifiable and fairly accurate historical data from the candidate. A. Step 3 - Employment Tests I. ADMINISTRATION OF SELECTION TESTS: A personnel testing is a valuable way to measure individual characteristics. Hundreds of tests have been developed to measure various dimensions of behavior. The tests measure mantel abilities, knowledge, physical abilities, personality, interest, temperament, and other attitudes and behaviors. Evidence suggests that the use of tests is becoming more prevalent for assessing an applicants qualifications and potential for success. Tests are used more in the public sector than in the private sector and in mediumsized and large companies than in small companies. Large organizations are likely to have trained specialists to run their testing programs. ADVANTAGES AND DISADVANTAGES OF USING TESTS: Selection testing can be a reliable and accurate means of selecting qualified candidates from a pool of applicants. As with all selection procedures, it is important to identify the essential functions of each job and determine the skills needed to perform them. POTENTIAL PROBLEMS USING SELECTION TESTS Selection tests may accurately predict an applicants ability to perform the job, but they are less successful in indicating the extent to which the individual will want to perform it. Another potential problem, related primarily to personality tests and interest inventories, has to do with applicants honesty. Also there is the problem of test anxiety. Applicants often become quite anxious when confronting yet another hurdle that might eliminate them from consideration. II. CHARACTERISTICS OF PROPERLY DESIGNED SELECTION TESTS Properly designed selection tests are standardized, objective, based on sound norms, reliable andof utmost importancevalid. 1. 2. 3. 4. 5. Standardization Objectivity Norms Reliability Validity 1. as possible. 2. results. 3. Norms: Provide a frame of reference for comparing applicants performance with that of others. A norm reflects the distribution of scores obtained by many people similar to the applicant Objectivity: Achieved when all individuals scoring a given test obtain the same Standardization: Refers to the uniformity of the procedures and conditions related

to administering tests. It is necessary for all to take the test under conditions that are as close to identical

being tested. The prospective employees test score is compared to the norm, and the significance of the test score is determined. 4. 5. Reliability: The extent to which a selection test provides consistent results. If a test Validity: The extent to which a test measures what it purports to measure. If a test has low reliability, its validity as a predictor will also be low. To validate reliability, a test must be verified. cannot indicate ability to perform the job, it has no value as a predictor. TYPES OF VALIDATION STUDIES There three main approaches that may be followed to validate selection tests: criterion-related validity, content validity, and construct validity. a. CRITERION-RELATED VALIDITY It is determined by comparing the scores on selection tests to some aspect of job performance. A close relationship between the score on the test and job performance suggests the test is valid. b. CONTENT VALIDITY It is a test validation method whereby a person performs certain tasks that are actually required by the job or completes a paper-and-pencil test that measures relevant job knowledge. c. CONSTRUCT VALIDITY It is a test validation method to determine whether a test measures certain traits or qualities that are important in performing the job. However, traits or qualities such as teamwork, leadership, and planning or organization ability must first be carefully identified through job analysis. III. TYPES OF EMPLOYMENT TESTS Individuals differ in characteristics related to job performance. These differences, which are measurable, relate to cognitive abilities, psychomotor abilities, job knowledge, work samples, vocational interests, and personality. Various tests measure these differences. a. COGNITIVE APTITUDE TESTS It measures an individuals ability to learn, as well as to perform a job. Job-related abilities may be classified as verbal, numerical, perceptual speed, spatial, and reasoning. b. PSYCHOMOTOR ABILITIES TESTS This type of test is used to measure strength, coordination, and dexterity. It is feasible to measure many abilities that are involved in many routine production jobs and some office jobs. c. JOB KNOWLEDGE TESTS This sort of test is designed to measure a candidates knowledge of the duties of the position for which he or she is applying. d. WORK-SAMPLE TESTS (SIMULATIONS) It identifies a task or set of tasks that are representative of the job. The evidence concerning these tests, to date, is that they produce high predictive validity, reduce adverse impact, and are more acceptable to applicants.

e. VOCATIONAL INTEREST TESTS It indicates the occupation in which a person is most interested and is most likely to receive satisfaction. f. PERSONALITY TESTS It is a selection tools, personality tests have not been as useful as other types of tests. They are often characterized by low reliability and low validity. Because some personality tests emphasize subjective interpretation, the services of a qualified psychologist are required. g. DRUG AND ALCOHOL TESTING Basic purpose of the drug-testing programs contends that it is necessary to ensure workplace safety, security, and productivity. h. GENETIC TESTING As genetic research progresses, confirmed links between specific gene mutations and diseases are emerging. Genetic testing can now determine whether a person carries the gene mutation for certain diseases, including heart disease, colon cancer, breast cancer, and Huntingtons disease. i. HONEST TEST/POLYGRAPH TESTS For many years, another means used to verify background information has been the polygraph, or lie detector, test. One purpose of the polygraph was to confirm or refute the information contained in the application blank. Special tests have been constructed to measure the orientation of the individuals toward the issue of the honesty and personal integrity. Honesty tests are the most frequently used psychological tests in industry. These tests contain questions regarding such situations as whether a person who has taken company merchandise should be trusted in another job that involves handling company money. An individuals response to the test statements indicates the individuals attitudes towards theft, embezzlement, and dishonest practices.Extensive research has shown that some of these instruments not only produce reliable information that validly predicts dishonest behavior, but that they also are free from biases of age, race, and sex. These honesty tests represent a valuable selection tool for choosing employees who will occupy positions that involve handling company money. j. INTERNET TESTING The Internet is increasingly being used to test various skills required by applicants. B. Step 4 Job Interviews THE EMPLOYMENT INTERVIEW: Interview is a goal-oriented conversation in which the interviewer and applicant exchange information. The employment interview is especially significant because the applicants who reach this stage are considered to be the most promising candidates. I. INTERVIEW PLANNING Interview planning is essential to effective employment interviews. The physical location of the interview should be both pleasant and private, providing for a minimum of interruptions. The interviewer should possess a pleasant personality, empathy and the ability to listen and communicate effectively. He or she should become familiar with the applicants qualifications by reviewing the data collected from other

selection tools. In preparing for the interview, a job profile should be developed based on the job description. II. CONTENT OF THE INTERVIEW The specific content of employment interviews varies greatly by organization and the level of the job concerned. 1. Occupational experience: Exploring an individuals occupational experience

requires determining the applicants skills, abilities, and willingness to handle responsibility. 2. Academic achievement: In the absence of significant work experience, a persons

academic background takes on greater importance. 3. on the use of teams. 4. Personal qualities: Personal qualities normally observed during the interview include physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness. 5. Organizational fit: A hiring criterion that is not prominently mentioned in the Interpersonal skills: If an individual cannot work well with other employees,

chances for success are slim. This is especially true in todays world with increasing emphasis being placed

literature is organizational fit. Organizational fit is ill-defined but refers to managements perception of the degree to which the prospective employee will fit in with, for example, the firms culture or value system. III. TYPES OF INTERVIEWS Interviews may be classified in two types by the degree to which they are structured. a. THE UNSTRUCTURED (NONDIRECTIVE) INTERVIEW b. THE STRUCTURED (DIRECTIVE OR PATTERNED) INTERVIEW a. THE UNSTRUCTURED (NONDIRECTIVE) INTERVIEW Unstructured interview is an interview where probing, open-ended questions are asked. This type of interview is comprehensive, and the interviewer encourages the applicant to do much of the talking. b. THE STRUCTURED (DIRECTIVE OR PATTERNED) INTERVIEW An interview consisting of a series of job-related questions that are asked consistently of each applicant for a particular job is known as structured interview. A structured interview typically contains four types of questions. 1. 2. 3. Situational questions: Pose a hypothetical job situation to determine what the Job knowledge questions: Probe the applicants job-related knowledge. Job-sample simulation questions: Involve situations in which an applicant may be applicant would do in that situation.

actually required to perform a sample task from the job.

4.

Worker requirements questions: Seek to determine the applicants willingness to

conform to the requirements of the job. c. BEHAVIOR DESCRIPTION INTERVIEWING A structured interview that uses questions designed to probe the candidates past behavior in specific situations. It avoids making judgments about applicants personalities and avoids hypothetical and self-evaluative questions. Benchmark answers derived from behaviors of successful employees are prepared for use in rating applicant responses. Questions asked in behavior description interviewing are legally safe because they are job related. IV. METHODS OF INTERVIEWING Interviews may be conducted in several ways. a. ONE-ON-ONE INTERVIEW In a typical employment interview, the applicant meets one-on-one with an interviewer. As the interview may be a highly emotional occasion for the applicant, meeting alone with the interviewer is often less threatening. b. GROUP INTERVIEW Several applicants interact in the presence of one or more company representatives. c. BOARD INTERVIEW One candidate is interviewed by several representatives of the firm. d. STRESS INTERVIEW Intentionally creates anxiety to determine how an applicant will react to stress on the job. V. REALISTIC JOB PREVIEWS RJP Conveys job information to the applicant in an unbiased manner, including both positive and negative factors VI. LEGAL IMPLICATIONS OF INTERVIEWING Because the interview is considered to be a test, it is subject to the same validity requirements as any other step in the selection process, should adverse impact be shown. For the interview, this constraint presents special difficulties. VII. How to Avoid Common Interviewing Mistakes a. Snap judgments b. Negative emphasis c. Not knowing the job d. Pressure to hire

e. Candidate order (contrast) error f. Influence of nonverbal behavior

a. Snap Judgments: This is where the interviewer jumps to a conclusion about the candidate during the first few minutes of the interview. Using a structured interview is one way to help avoid this, as well as properly training the interviewers. b. Negative Emphasis: When an interviewer has received negative information about the candidate, through references or other sources, he or she will almost always view the candidate negatively. The best way to avoid this is to keep references or other information from the interviewer. c. Poor Knowledge of Job: When interviewers do not have a good understanding of the job requirements, they do not make good selections of candidates. All interviewers should clearly understand the jobs and know what is needed for success in those jobs. d. Pressure to Hire: Anytime an interviewer is told that he or she must hire a certain number of people within a short time frame, poor selection decisions may be made. This type of pressure should be avoided whenever possible. e. Candidate Order (Contrast) Error: When an adequate candidate is preceded by either an outstanding, or a poor candidate, by contrast he or she looks either less satisfactory or much better. This can be countered through interviewer training, allowing time between interviews, and structured interviews with structured rating forms. f. Influence of Nonverbal Behavior: Candidates who exhibit stronger nonverbal behavior such as eye contact and energy level are perceived as stronger by the interviewers. structured interviews. VIII. Guidelines for Conducting an Interview 1. 3. 4. 5. Plan the interview. Ask questions. HR in Practice gives dos and donts of interview questions. Close the interview. Review the interview. A. Step 5 - Background Investigations This step is used to check accuracy of application form through former employers and references. Verification of education and legal status to work Credit history Criminal records is also made. Personal 2. Establish rapport. This can be minimized through interviewer training and If possible, have different people do the reference checks and the interviews and not share the information until afterwards.

reference checks may provide additional insight into the information furnished by the applicant and allow verification of its accuracy. Past behavior is the best predictor of future behavior. It is important to gain as much information as possible about past behavior to understand what kinds of behavior one can expect in the future. Knowledge about attendance problems, insubordination issues, theft, or other behavioral problems can certainly help one avoid hiring someone who is likely to repeat those behaviors. Background investigations primarily seek data from references supplied by the applicant including his or her previous employers. The intensity of background investigations depends on the level of responsibility inherent in the position to be filled. NEGLIGENT HIRING AND RETENTION Negligent hiring has become a critical concern in the selection process. An employer can be held responsible for an employees unlawful acts if it does not reasonably investigate applicants backgrounds and then assigns potentially dangerous persons to positions where they can inflict harm. This liability exists for an employer even if the employees actions are not job related. Negligent retention, a related potential liability, involves keeping persons on the payroll whose records indicate strong potential for wrongdoing. Employers are beginning to be held responsible for actions outside the scope of the employees duties. Employers are required by law to provide employees a safe place to work. This has been extended to include providing safe employees because a dangerous worker is comparable to a defective machine.

B. Step 6 - Conditional Job Offer After obtaining and evaluating information about the finalists in a job selection process, the manager must take the most critical step of all: making the actual hiring decision. The person whose qualifications most closely conform to the requirements of the open position should be selected. Initially the conditional job letter is offered that is followed by the physical exam/test. C. Step 7 - Physical Exam After the decision has been made to extend a job offer, the next phase of the selection process involves the completion of a physical examination for the successful applicant. Typically, a job offer is contingent on successfully passing this examination. Substance Abuse Screening Because drug abuse is a serious problem for employers, it is common practice for most employers to conduct drug screening just before employees are formally hired.

D. Step 8 - Permanent Job Offer

If physical test/exam proves eligibility of the candidate as per requirement of the job, final offer is made to applicant by the concerned department or supervisor in the concerned department. NOTIFICATION TO CANDIDATES: The selection process results should be made known to candidates successful and unsuccessfulas soon as possible. Any delay may result in the firm losing a prime candidate, as top prospects often have other employment options. As a matter of courtesy and good public relations, the unsuccessful candidates should also be promptly notified. E. Selecting Managers While selecting mangers for the organization, organizations can hev three ptions which are: I. Hiring Parent Country Nationals (PCN) II. Hiring Host Country Nationals (HCN) III. Hiring third Country Nationals (TCN) All of these approaches are having some pros and cons lets discuss them briefly: I. Parent-Country Nationals Parent country nationals are residents of home country. Advantages Better organizational Control and Coordination Promising managers are given International experience. PCNs are the best people for the job. Disadvantages Adaptation to the host country may take a long time PCNs may impose an inappropriate headquarter style Compensation for PCNs and HCNs may differ II. Host-Country Nationals Host country national are residents of the host country. Advantages Language and other barriers are eliminated Hiring costs are reduced No work permit is required Continuity of management improved Disadvantages Control and Coordination of headquarters may be impeded.

Hiring HCNs limits opportunities for PCNs to gain overseas experience.

III. Third-Country Nationals

If required talent is not available in home or host country than national s of the third country can be hired as mangers. Advantages Salary and benefits requirements may be lower than for PCNs TCNs may be better informed than PCNs about the host country. Disadvantages The host Government may resent the hiring of TCNs TCNs may not want to return to their own countries after assignment. Once selection decision is made at any level of the organization, every applicant that is selected requires to be create awareness about the organization regarding basic work policies , rules regulations , dos and donts of the organization this information is communicated through socialization process.

KEY TERMS SELECTION PROCESS Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. Application Blank Application blank is a formal record of an individuals application for employment