HUMAN RESOURCE MANAGEMENT

CHAPTER NO 7
SELECTING EMPLOYEES
BY UKASHA HABIB

THE SELECTION PROCESS:- (diagram as same as in book pg 165)

The selection process is the systematic series of steps followed by an organization to
identify, evaluate, and choose the most qualified candidate from a pool of applicants for
a specific job position. It involves assessing applicants’ qualifications, skills,
experiences, and overall suitability through methods such as screening, testing,
interviewing, background verification, and medical examinations, with the ultimate goal
of placing the right person in the right job to ensure organizational effectiveness and
employee-job fit.
1. INITIAL SCREENING
Initial screening is the preliminary stage of the hiring process where employers
quickly review and filter candidates to decide who qualifies to move forward in
the selection process. It acts like a filtering gate—only those who meet the basic
job requirements continue. Initial screening, the first step in the selection
process, is the stage where an organization quickly reviews applications,
resumes, and other basic information to filter out candidates who do not meet the
essential job requirements. It acts as a preliminary check to ensure that only
those applicants who possess the minimum qualifications, such as the required
education, relevant work experience, basic skills, and legal or age eligibility,
move forward in the hiring process. Sometimes, this step may also include a
brief phone or online interview to confirm key details like availability, salary
expectations, and communication abilities. By eliminating unqualified applicants
early, initial screening saves the employer’s time and resources while creating a
shortlist of candidates who are genuinely suitable for further evaluation through
tests, detailed interviews, and background checks. It is 2 step procedure:-
Screening inquiries mean asking an applicant for basic information to check
whether they meet the minimum requirements of the job. This is usually done
through a phone call, email, or a short form.
• Example questions:
• What is your educational qualification?
• How many years of experience do you have?
• Are you willing to work in this city/location?
• What are your salary expectations?
Screening interview is a short interview conducted to get more detailed
insights about the candidate and decide whether they should move to the next
 stage of the hiring process. It is often conducted over the phone or via video call.
During this interview, the employer evaluates the applicant’s communication
skills, personality, and basic suitability for the role.
• Example questions:
• Can you tell me about yourself?
• Why do you want to join this company?
• What are your strongest skills?

2. COMPLETING THE APPLICATION FORM

Completing the application form in the selection process means the stage where
a job applicant formally fills out the organization’s official application form,
providing all required personal, educational, and professional details. This form is
usually standardized by the employer to collect uniform information from all
candidates, making it easier to compare applicants fairly. It typically includes
sections on personal data (name, contact, age), educational qualifications, past
work experience, references, and sometimes questions about skills, interests, or
reasons for applying. The purpose of completing the application form is to ensure
that the employer receives accurate and structured information directly from the
candidate, which can later be cross-checked during interviews, reference
checks, and background verification. In short, it serves as the foundation
document of the selection process, helping employers create a clear profile of
each applicant before moving them to the next step.
Weighted Application Form is a special type of job application form in which
different pieces of information provided by applicants (such as education,
experience, skills, and achievements) are given numerical weights or scores
according to their importance for the job. This method helps employers evaluate
candidates more objectively instead of relying only on subjective judgment.
For a Sales Executive job, the employer may assign:
• Education = 20 points
• Sales experience = 40 points
• Communication skills (judged from responses) = 30 points
• References = 10 points
An applicant’s total score will determine whether they should move forward in the
selection process.
Successful Application refers to a job application that meets the employer’s
requirements and passes through the initial stages of the selection process, such
as screening, shortlisting, or scoring (in case of weighted application forms). A
successful application is one that catches the employer’s attention and moves
the candidate forward for testing or interviews.
If a company requires a minimum of 2 years’ experience and an MBA, then an
application with these qualifications is considered a “successful application”
because it passes the first stage and enters the shortlist.
3. PRE EMPLOYMENT TESTING:-
Pre-employment testing is the process in which organizations assess job
applicants through various tests before hiring them to determine whether they
possess the skills, knowledge, personality traits, or physical abilities required for
the job. These tests serve as a tool to measure candidates’ job-related
capabilities, reduce hiring mistakes, and ensure fairness by providing
standardized results for all applicants. They can include aptitude tests to check
reasoning and problem-solving ability, knowledge or skill-based tests to measure
technical expertise, personality and psychological tests to assess behavior and
motivation, cognitive ability tests to evaluate intelligence and comprehension,
and even medical or physical examinations for roles that demand good health
and fitness. For example, a software developer candidate may go through a
coding test, a logical reasoning test, and a personality assessment before
moving to the interview stage. In short, pre-employment testing helps employers
select the most suitable candidates by scientifically evaluating their potential for
job success.
 Performance Simulation Test
This is a test where candidates are asked to perform the same or similar tasks
they would do in the actual job, so the employer can observe how well they
handle real work situations. It focuses on practical skills and abilities, not just
theoretical knowledge.
🔹 Example: For a data entry job, the candidate may be asked to type a report
under time pressure. For a sales job, the applicant may role-play selling a
product to a customer.
 Work Sampling
Work sampling means giving candidates a small sample of the actual job tasks
to see how they perform. Unlike a full performance test, it only focuses on the
most important parts of the job. It helps predict how well the person would do if
hired.
🔹 Example: A mechanic applying for a job might be asked to assemble or repair
a small machine part as a test of his ability.
 Assessment Centers
An assessment center is a comprehensive evaluation method where candidates
go through several exercises and activities, often over one or two days, to test
their leadership, communication, teamwork, and decision-making skills. It usually
includes group discussions, role plays, case studies, in-basket exercises, and
sometimes psychological tests, all observed by trained assessors.
🔹 Example: For a management job, candidates may be asked to participate in a
group problem-solving task, give a short presentation, and handle a role-play
situation as a team leader.
 Testing in a Global Arena
 This refers to conducting employment tests in an international or multicultural
setting. When companies hire people from different countries, they need to
design tests that are fair, unbiased, and culturally sensitive, so that all candidates
are judged equally. Language, culture, and background must be considered to
avoid unfair results.
🔹 Example: A multinational company may translate its aptitude test into several
languages and adjust personality tests so they are suitable for candidates from
different cultural backgrounds.

4. COMPREHENSIVE INTERVIEWS:-
Comprehensive interviews in the selection process are detailed, in-depth
interviews designed to evaluate a candidate from multiple angles—such as
education, work experience, technical knowledge, problem-solving ability,
communication skills, personality, motivation, and even future potential. Unlike
short screening interviews, which only check basic eligibility, a comprehensive
interview goes much deeper and may include several rounds or stages.
Employers often use different types of questions (structured, unstructured,
situational, and behavioral) to form a full picture of the applicant. The goal is not
just to see if the person can do the job, but also whether they will fit well with the
organization’s culture and long-term needs.
Interview effectiveness
Interview effectiveness means how well an interview actually works in helping an
organization choose the right person for a job. In other words, it shows whether
the interview gives reliable, fair, and useful information about a candidate’s skills,
knowledge, personality, and potential. If an interview is effective, the employer
can clearly judge who is most suitable for the role. But if it is not effective,
decisions may be influenced by things like first impressions, bias, or irrelevant
questions, instead of the candidate’s real ability.
First Impressions
First impressions refer to the immediate opinion an interviewer forms about a
candidate within the first few minutes of the interview. These impressions are
often based on appearance, dress, body language, tone of voice, and confidence
level rather than actual qualifications. Research shows that once an interviewer
forms an initial judgment, they may unconsciously interpret the rest of the
interview in a way that confirms their first impression, whether positive or
negative. This can reduce fairness and accuracy. For example, a candidate who
appears nervous at the start may be judged as less competent, even if they later
give excellent answers.
Impression Management
Impression management happens when candidates consciously try to shape the
way they are perceived by interviewers. This may include dressing
professionally, using polite language, emphasizing achievements, smiling,
maintaining eye contact, and giving carefully rehearsed answers. While some
 impression management is natural and positive (e.g., showing confidence), it can
also mislead the interviewer if the candidate exaggerates or hides weaknesses.
For instance, a candidate may overstate their teamwork skills or take credit for
tasks actually done by others. This can make it harder for interviewers to judge
true ability.
Interviewer Bias
Interviewer bias occurs when the interviewer’s personal beliefs, stereotypes, or
preferences influence their evaluation of the candidate. This bias can be
conscious or unconscious. Examples include favoring candidates of the same
gender, ethnicity, background, or communication style, or being unfairly critical of
candidates who are different from the interviewer. Bias may also come from
“halo effect” (rating a candidate highly on everything because of one good
quality) or “horn effect” (rating them poorly because of one flaw). Such biases
reduce interview effectiveness because hiring decisions may be based on
prejudice rather than actual skills and qualifications.
Behavioral Interview in a Comprehensive Interview
A behavioral interview is a structured interview technique commonly used in
comprehensive interviews. Instead of asking general questions like “What are your
strengths?”, the interviewer asks candidates to describe specific past experiences
and how they handled them. The idea is that past behavior is the best predictor of
future performance. This makes interviews more reliable and job-related. For
example, a manager candidate might be asked: “Describe a time when you had to
resolve a conflict in your team. What actions did you take, and what was the
outcome?” Such questions reveal real-life problem-solving ability, communication
skills, and personality traits that are directly relevant to the job.
A Realistic Job Preview (RJP) technique:-
A Realistic Job Preview (RJP) is a technique used in the selection process where
employers give candidates an honest and balanced picture of what the job is really
like, including both its positive and negative aspects. Instead of only highlighting
benefits, the organization also shares the challenges, workload, working conditions,
and expectations, so applicants can decide if the job truly fits them. The purpose of
an RJP is to reduce future disappointment, increase job satisfaction, and lower
turnover rates, since employees who accept the job after a realistic preview are
more prepared for its demands. For example, if a call center is hiring, the RJP may
include details about opportunities for bonuses and teamwork but also mention long
hours, strict performance targets, and the stress of handling angry customers. In
short, realistic job previews improve interview effectiveness by helping both
employers and candidates make better, more informed choices.
5. BACKGROUND INVESTIGATION:-
 Background investigation in the selection process refers to the step where an
employer carefully verifies the information provided by a job applicant to ensure
its accuracy and to check the candidate’s trustworthiness. This process usually
involves confirming educational qualifications, past employment history, job
performance, professional references, and sometimes even criminal records,
credit history, or social media activity, depending on the nature of the job. The
main purpose of background investigation is to reduce hiring risks, prevent fraud,
and make sure the organization hires someone who is both competent and
reliable. For example, if a candidate claims to have worked as an accountant for
five years, the employer may contact the previous company to confirm the role,
responsibilities, and performance. In short, background investigation is a way of
“double-checking” a candidate’s honesty and suitability before making the final
hiring decision.
In 2015, a major bank in Pakistan selected a candidate for the position of Senior
Finance Officer. On his CV, the applicant claimed to hold an MBA degree from a
well-known university and to have five years of professional experience.
However, when the bank carried out a background investigation, it was
discovered that the degree was fake and the applicant had only two years of
actual experience. As a result, the candidate was immediately rejected, and the
bank protected itself from what could have been a serious financial risk.
Qualified Privilege in background investigation is a legal protection that allows
former employers to share truthful, job-related information about a candidate with
a potential new employer without being accused of defamation, as long as the
information is given in good faith and without malice. In other words, when a
company calls a candidate’s previous employer to verify performance, honesty,
or conduct, the previous employer is protected by qualified privilege if they
provide honest feedback.

6. PHYSICAL AND MENTAL EXAMINATION:-

Physical and medical examination in the selection process refers to the stage
where candidates are required to undergo health and fitness checks to ensure
they are physically and medically capable of performing the job. This step is
especially important for jobs that involve physical labor, safety risks, or high
stress, such as in the military, police, factories, or transportation. A medical exam
usually includes checking eyesight, hearing, blood pressure, general health, and
sometimes drug or alcohol tests, while a physical exam may assess strength,
stamina, or physical endurance. The purpose of this stage is to protect both the
employer and the employee: it reduces the chances of hiring someone who may
not be able to safely perform job duties and helps prevent workplace accidents
or health-related absences. For example, a company hiring a driver may test
eyesight and reflexes, while a factory may require a fitness test to ensure the
worker can handle heavy machinery. In short, physical and medical
 examinations confirm that the candidate is fit, healthy, and suitable for the job
requirements.

7. THE COMPREHENSIVE APPROACH

The comprehensive approach in the selection process means using a wide
range of tools, methods, and evaluations together to carefully assess a
candidate from multiple angles before making a hiring decision. Instead of relying
on just one step (like an interview or a test), the comprehensive approach
combines several stages—such as application reviews, screening tests,
structured interviews, behavioral interviews, background checks, reference
checks, and sometimes medical exams—to build a complete picture of the
applicant’s abilities, personality, and suitability for the job. The goal is to reduce
the chances of hiring mistakes by making the process more accurate, fair, and
reliable.
✨ Example: For a managerial position, an organization may review applications,
conduct aptitude and personality tests, hold multiple structured and behavioral
interviews, carry out background checks, and then require a medical examination
before offering the job. This thorough process ensures the final candidate is not
just qualified on paper but also fit in terms of skills, character, and health
NOW ITS UP TO CANDIATES:-

Now it’s up to the candidate after the selection process” means that once the
organization has finished all the steps of selection — like screening, interviews,
tests, background checks, and medical exams — and the candidate has been
chosen, the final decision to accept or reject the job offer is in the candidate’s
hands.
In other words, the employer has already decided, “We want to hire you,” but now
the candidate must decide whether they want to join the organization, agree to the
terms (salary, benefits, work conditions), or decline the offer.
Key Elements for Successful Predictors in Selection
In the selection process, a predictor is any tool or method (like a test, interview, or
background check) used to forecast how well a candidate will perform on the job.
For a predictor to be successful, it must have certain key elements:
1. Reliability → The predictor must give consistent results over time.
2. Validity → It must actually measure what it is supposed to measure (for
example, an aptitude test should measure problem-solving ability, not just memory).
RELIABILITY:-
Reliability in the selection process means how consistent and dependable a test or
method is when measuring a candidate’s abilities. If a reliable test is given to the
same person more than once under the same conditions, it should give almost the
same results each time. For example, if someone takes a typing test today and
again next week, a reliable test will show similar typing speed both times. Reliability
also means that if different interviewers judge the same candidate, their ratings
should be close to each other, and if a test has many questions about one skill, the
answers should match in pattern. In short, reliability shows that the tool is stable,
trustworthy, and not giving random results, which makes it useful for predicting job
performance fairly.
VALIDITY:-
Validity in the selection process means how well a test, interview, or tool actually
measures what it is supposed to measure and how accurately it predicts a
candidate’s future job performance. A valid selection method is one that truly checks
the skills, knowledge, or qualities needed for the job, instead of measuring
something unrelated. For example, if a company uses a typing test for hiring clerks,
the test is valid because typing speed is directly linked to the job. But if the same
company uses a general IQ puzzle for clerks, it may not be valid because it does
not measure the real skill required. Validity is important because even if a test is
reliable (gives consistent results), it is not useful unless it is also valid (measures the
right thing). In short, validity shows whether the selection method is the right tool for
the right job and ensures fairness and accuracy in hiring decisions.
1. Content Validity
Content validity means the test really checks the skills and knowledge needed for
the job. It is about whether the test “matches the job.” For example, if you are hiring
a typist and the test asks the person to type letters and reports, then it has good
content validity because that is the real work they will do. But if the test only asks
general IQ questions, then it does not match the job and has poor content validity.
2. Construct Validity
Construct validity means the test truly measures the quality or trait it claims to
measure, like leadership, honesty, or intelligence. These traits cannot be seen
directly, but they can be judged through the right type of questions or tasks. For
example, if a leadership test is used, it should ask about decision-making and
leading others. If it only asks memory questions, then it is not really measuring
leadership, so it has low construct validity.
3. Criterion-Related Validity
Criterion-related validity shows how well a test is linked to real job performance. It
tells us if a test score can help us know how well someone will actually do at work.
For example, if people who score high on a sales test also become top salespeople
later, then the test has strong criterion-related validity. If test scores and job results
don’t match, then the test is not useful.
4. Predictive Validity
Predictive validity is about checking if a test can predict someone’s future job
performance. This means you give the test before hiring, then wait and see how the
person does after they start the job. For example, if an aptitude test is given to
engineers and after six months the high scorers turn out to be the best workers,
then the test has predictive validity.
5. Concurrent Validity
Concurrent validity is about checking if a test matches a person’s current job
performance. Instead of waiting for months, you test employees who are already
working and compare their scores with how well they are doing right now. For
example, if office clerks take a typing test and those who score high are also the
most efficient clerks, then the test has concurrent validity.
VALIDITY ANALYSIS/ CUT SCORE AND THEIR IMPACT ON HIRING:-
Validity analysis in the selection process means checking how well a test, interview,
or method actually measures what it is supposed to measure and whether it helps
predict job performance. It is the process of studying and proving that the selection
tool is useful, fair, and related to the job. On the other hand, cut scores are the
minimum scores or marks that a candidate must achieve on a test or assessment to
move forward or be considered for hiring. For example, if the cut score for an
aptitude test is set at 70%, only candidates who score 70% or above will qualify.
The impact of cut scores on hiring is very important: if the cut score is set too high,
the organization may reject many potentially good candidates and face a shortage
of applicants; if it is set too low, the company may end up hiring unqualified people
who cannot perform well. In short, validity analysis makes sure the test is
meaningful, while cut scores control the quality of candidates who pass through the
selection process.
EXPLAINATION OF DIAGRAMS ON PAGE 185-185