Chapter 5 : SELECTION

Matching People and Jobs

The Goal of Selection : Maximize “Hits”
HIGH

MISS HIT
Inaccurate Accurate
prediction prediction
JOB (Person would (Person
have succeeded succeeds on the
PERFORMA on the job) job)
NCE LOW HIGH

HIT MISS
Accurate
prediction Inaccurate
(Person would
not have prediction
succeded on the (Person fails on
job) the job)

LOW

PREDICTED SUCCESS

Selection is the process of reducing the number and choosing from among those individuals
who have the relevant qualifications

Beginning with Job Analysis

 Job specifications, in particular, help identify the individual competencies employees need
for success-the knowledge, skills, abilities, and other factors (KSAOs) that lead to superior
performance.
 By identifying competencies through job analysis, managers can then use selection methods
such as interviews, references, psychological tests, and the like to measure applicant KSOs
against the competencies required the job and the needs of the organization.

Objective 1 : Explain the objectives of the personnel selection process

Steps in the Selection Process:

1. Completion of application
2. Initial interview in HR department
3. Employment testing (aptitude, achievement)
4. Background investigation
5. Preliminary selection in HR department
 6. Supervisor/ team interview
7. Medical exam/drug test
8. Hiring decision

THE SELECTION PROCESS

Obtaining Reliable and Valid Information

Reliability – degree to which interviews, tests, and other selection procedures yield
comparable data over time and alternative measures.

Validity – degree to which a test or selection procedure measures a person’s attributes. Test
yang mengukur apa yang hendak diukur. Grammar test does not test your ability to speak
English so NOT VALID.

Criterion-Related Validity
Extent to which a selection tool predicts, or significantly correlates with, important elements of
work behavior

a. Concurrent Validity – the extent to which test scores (or other predictor information) match
criterion data obtained at about the same time from current employees Eg : clerical aptitude
test and test scores are compared with the supervisory ratings to deterimine the degree o
relationship between them.
b. Predictive Validity – extent to which applicants’ test scores match criterion data obtained.
from those applicants/employees after they been on the job for some indefinite period. Eg :
aptitude test for clerical and used for later study

Cross-validation is verifying the results obtained from a validation study by administering a

test or test battery to a different sample (drawn from the same population).

Correlational methods are used to determine between predictor information such as test scores
and criterion data. Correlation are between +1 and -1 indicating perfect positive and negative
relationship

Validity generalization is extent to which validity coefficients can be generalized across

situations. Psychologist often used this method in analyzing jobs and situations because it is less
costly and less time-consuming

Content Validity
 Defn: Extent to which a selection instrument, such as a test, adequately samples the
knowledge and skills needed to perform a particular job
 The most direct and least complicated type because an index is computed to indicate the
relationship between the contents of test items and performance on job

Construct Validity
 Defn: Extent to which a selection tool measures a theoretical construct or trait
 Includes : intelligence, mechanical comprehension, and anxiety
 Difficult and expensive to validate a construct and to show how it is job related
Sources of Information about Job Candidates
Objective 2 : Identify the various sources of information used for personnel selections

Application Forms
The following are some suggestions for putting together an application form :

 Application date –
 Educational background
 Experience
 Arrests and criminal convictions
 Country of citizenship
 References
 Disabilities

Weighted Application Blank (WAB) involves the use of a common standardized employment
application that is designed to distinguish between successful and unsuccessful employees. The
reducing turnover costs.

Biographical Information Blanks

 Family life, hobbies, club memberships, sales experience, and investments
 BIB valid methods of predicting job success because it predicts behavior including employee
theft, turnover, and performance in jobs such as sales, nursing, and management

Background Investigations
1. Checking References
 To get information regarding applicant’s character and habits

2. Requiring Signed Requests for References

 M any organizations are reluctant to put into writing evaluation of a former employee
because worried to be sued by employee for giving poor recommendation
 Not common anymore because many issues involved regarding court cases

3. Using Credit Reports

4 Steps in relying on reports

1. Org must advise and receive written consent from applicants if such a report will be
requested
2. Org must provide a written certification to the consumer reporting agency about the
purpose of the reports
3. Org must provide applicants a copy of the consumer report and summary of rights before
getting the report
4. Org must provide notice to the applicant and agency who provide the report that the org
decides not to hire the applicant based on the report.

Polygraph Tests
 Lie detector to measure the changes in breathing, blood pressure, and pulse of person being
questioned
Honesty and Integrity Tests

Graphology
 Handwriting analysis to see the characters by size and slant of writing.

Medical Examinations
 Very expensive and usually use later to see the disabilities

Drug Testing

Employment Tests
Objective 3 : Explain the value of different types of employment tests

Nature of Employment Tests

It is to measure Knowledge, Skills, Abilities, and other characteristics (KSAOs) in relation to
other individual

Classification of Employment Tests

Aptitude tests – measures of a person’s capacity to learn or acquire skills

Achievement tests measures of what a person knows or can do right now

Cognitive Ability Tests

 Mental capabilities such as general intelligence, verbal fluency, numerical ability, and
reasoning ability
 GATB, SAT< GMAT, Bennet Mechanical Comprehension Test
 Good predictor for a wide variety of jobs

Personality and Interest Inventories

The Big Five Factors

1. Extroversion – the degree to which someone is talkactive, sociable, active, aggressive, and
excitable
2. Agreeableness – how trusting, amiable, generous, tolerant, honest, cooperative, and flexible
3. Conscientiousness – how dependable, and organized and perseveres in tasks
4. Emotional Ability – how secure and calm, independent, and autonomous
5. Openness to experience – how intellectual, philosophical, insightful, creative, artistic, and
curious

Disadvantage – may discriminate against individuals who wuld otherwise perform effectively, it
may seen as invasion of privacy

Physical Ability Tests

 It is widely used for firefighter, police officers
 Disadvantages : not a good predictors of performance, discrimination against women

Job Knowledge Tests

 Achievement test to measure person’s level of understanding about a particular job
 Widely use in US Army, Navy, and Air Force One

Work Sample Tests

 Applicants to perform tasks that are actually part of the work required for the job
 Competency – Based Selection – hiring based on observation of behavior to see potential
employees in action

The Employee Interview

Objective 4 : Discuss the different approaches to conducting an employment interviews

The interview remains a mainstay of selection because

1. It is especially practical whent here are only a small number of applicants

2. It serves other purposes, such as public relations
3. Interviewers maintain great faith and confidence in their judgments

Disadvantages : subjectivity and personal bias,

Interviewing Methods
The Nondirective Interview
 An interview in which the applicant is allowed the maximum amount of freedom in
determining the course of the discussion, while the interviewer carefully refrains from
influencing the applicant’s remarks
 Eg tell me more about your experiences on your last job

The Structured Interview

 An interview in which a set of standardized questions having an established set of answers
is used
 Characteristics of structured interviewing process
o The process is based on job duties and requirements
o 4 types of Qs such as Situational Questions, job knowledge, job sample and work
requirement questions
o Sample answers and interviewee responses are rated relative to those answers
o Interviewee are rated by several raters
o Every interviewee has same chance with other applicants
o Interviewer takes notes for future references and legal challenge

The Situational Interview

 An interview in which an applicant is given a hypothetical incidents and asked how he or
she would respond to it

Behavioral description interview (BDI)

 An interview in which an applicant is asked questions about what he or she actually did in a
given situation eg : Tell me about the last time you disciplined an employee

The Panel Interview

 An interview in which a board of interviewers questions and observes a single candidate
 Higher validity, multiple inputs, greater acceptance of the decisions, and shorter decision
time

The Computer Interview

 Applicants in engage in objectivity but less likely to engage in face-to-face interviews

Guidelines for Employment Interviewers

A Review of the Best
Major Findings from research studies of the Interview

1. Structured interviews are more reliable than unstructured interviews

2. Interviews are influenced more by unfavorable than by favorable information
3. Interrater reliability is increased when there is a greater amount of information about
the job to be filled
4. A bias is established early in the interview, and this tends to be followed by either a
favorable or an unfavorable decision
5. Intelligence is the trait most validity estimated by an interview, but the interview
information adds nothing to test data
6. Interviewers can explain why they feel an applicant is likely to be unsatisfactory employee
but not why the applicant may be satisfactory
7. Factual written data seem to be more important than physical appearance in determining
judgments, This increases with interviewing experience
8. An interviewee is given more extreme evaluation when preceded by an interviewee of
opposing value
9. Interpersonal skills and motivation are probably best evaluated by the interview
10. Allowing the applicant time to talk makes rapid first impression less likely and provides a
larger behavior sample
11. Nonverbal as well as verbal interactions influence decisions
12. Experienced interviewers rank applicants in the same order, although they differ in the
proportion that they will accept. There is a tendency for experienced interviewers to be
more selective than less experienced ones.

10 ground rules for employment interviews:

1. Establish an interview plan

2. Establish and maintain rapport (explain the purpose of interview)
3. Be an active listener
4. Pay attention to nonverbal cues(facial expressions,etc)
5. Provide information as freely and honestly as possible
6. Use questions effectively
7. Separate facts from inferences
8. Recognize biases and stereotypes (avoid bias, stereotyping, ahlo error, beautyism)
9. Control the course of interview (stick to the plan)
10. Standardize the questions asked (keep careful notes)
Variables in the Employment Interview ( page 205)

Are your Questions Legal?

 Stay away from race, color, age, religion, sex, or national origin

Reaching A Selection Decision

Objective 5 : Describe the various decision strategies for selection

Summarizing Information about Applicants

Knowl
“CAN DO” edge

Job
Perso
Skills Perform
nality
ance

Motiv
ation
“WILL DO”

Decision Strategy
1. Should the individuals be hired according to their highest potential or according to the
needs of the orgranizations?
2. At what grade or wage level should the individual be started?
3. Should initial selection be concerned primarily with an ideal match of the employee to
the job, or should potential for advancement in the organization be considered?
4. To what extent should those who are not qualified but are qualifiable be considered?
5. Should overqualified individuals be considered?
6. What effect will a decision have on meeting affirmative action plans and diversity
considerations?

Two basic approaches to selection:

Clinical Approach SUBJECTIVITY

 Based on data, NO BIASES
 Very psychological, anda kira2 seperti apa
 Family subject

Statistical Approach OBJECTIVITY

 Very Objective, used multiple regressions
 3 models use to statistical approach
o Compensatory model – selection decision model in which a high score in one area
can make up for a low score in another area. AVERAGE BAGUS
o Multiple cutoff model – selection decision model that requires an applicant to
achieve some minimum level of proficiency on all selection dimensions. Rata2 harus
120 IQ tetapi ada nilai minimal di tiap2 bagian
o Multiple hurdle model – a sequential strategy in which only the applicants with the
highest scores at an initial test stage go on to subsequent stages. Di test ke 1 tidak
pass maka langsung gugur....
 Each model has a cut-off lies where a person has a point to be rejected
 Selection Ratio – the number of applicants compared with the number of persons to be
hired eg. 0,10 means 10% of applicants will be elected

Final Decision
 In large organization, HR department does this job and confirm details of the job, working
arrangements, wages, etc and specify a deadline by which the applicant must reach a
decision.
 In government agencies, the selection is made from lists or registers of eligible candidates
and preserves the merit system

Pertanyaan untuk Nutrifood mengenai Selection :

1) Jelaskan langkah-langkah dalam proses seleksi aplikan di Nutrifood.

2) Sebutkan informasi apa saja yang dibuuthkan oleh Nutrifood ketika dalam proses
seleksi karyawan. (sertakan formulir aplikasi).
3) Selain dari formuliar aplikasi, informasi apa saja yang dibutuhkan. (Contoh : Referensi
dari perusahaan sebelumnya, sejarah kredit dari karyawan )
4) Sebutkan test apa saja yang harus dilakukan oleh seorang karyawan sebelum
memasukkan aplikasi ke Nutrifood. (GMAT, TOEFL)
5) Sebutkan test apa saja harus dilalui karyawan setelah menyerahkan formulir
aplikasinya (Medical Examination, Polygraph Tests).
6) Methode Interview apa yang dilakukan oleh Nutrifood kepada calon karyawannya?
7) Biasanya ratio karyawan yang diterima dibandingkan dengan karyawan yang
menyerahkan formuliarnya itu berapa persen?
Presentasi 2 – Selection May 31, 2005

Employee Selection

Background, Case, Matching people w/job, Sources information, Employment test

Loreal – Lancome, Garnier(rambut dan muka), acquisisi Body Shop

1909 di Paris

PT Yasulor Indonesia

Ibu Cyntia – HRD

Headquarternya Loreal di Shanghai

CBI for selection – competency based interview

Mereka memakai interview untuk DID, SAID,THOUGHT in the past. SKILS, KNOWLEDGE,
EXPERIENCES, COMPETENCY

Pertanyaan CBI itu Open-Ended Questions. Kelebihan : Reliable, kebebasan interviewee untuk
bercerita full

Kenapa pakai 1 interviewer saja?

Matching People and Jobs

Recruiting Process –

Person Organization Fit

Application Form – ARREST and CRIMINAL CONVICTION (Surat berkelakuan Baik) yang baik itu
kalo tertulis kalau ada bukan berarti lsg di tolak

National Origin

References

Disabilities – bentuk dari organissi untuk memberikan jaminan

Internet – lebih cepat, gerater employee diversitiy

Disadvantages – large volume dan kerjaan banyak buat HRD

Biodata –

Background checks

Checking references

Polygraph Test – Test kejujuran

Graphology – baca kepribadian org dari tulisan org

Medinal examination and drug test – doctor, pemain bola

Bagaimana cara mecari org yang fit ? test, interview.knowledge, skills, characteristic lainnya
(KSAOs)

Employement Test – classification of employement tests – aptitude test ( mempelajari hal baru),
achievement test (apa yang dia capai di masa lalunya),

Pelaksanaan : cognitive ability tests, personaltity and interest inventories,physical ability tests,
job knowledge tests (beda dengan probation)

Reaching Selection Decision

Employer mencari can do factors and will do factors

Statistical Approach – Identifying the ost valid predictors, weighting them using statistical
nmehods,

Recommendation:

 TPA – MANAGEMENT TRAINEE

 ADD MORE PEOPLE IN THE HR DEPARTMENT
 PSIKOTES – PRESSURE, EVALUATION and CONSIDERATION, WRITTEN and ORAL
 CSR –> references and recommendation

Contoh untuk department yang beda2 itu bagaimana value2 yang penting

Value ada 3 – 5 value management competencies i

Basis of selection, talent poolnya bagaimana?

Bedanya CBI dan traditional interview

Trad int : 1) non-directive - ceritain pengalaman. Disadvantage - 2) structure.... sudah ada list of
questions apa yang mau ditanyakan – bisa tau ttg sifat anda,dkk

CBI – ingin mengetahui even2 anda. Bukti2 bahwa anda perform. Very focus on your competence

Interview apa yang diterapkan pada company kecil?

Alur flow screening CV, tes tertulis, interview, medical cek up. cocok
Demonstrate entrepeneurs – MT bisa keluar kapan saja tanpa kenal penalty.

Tidak ada kontrak pada Loreal karena mereka berpikir ngapain memperkerjakan org yang
hatinya tidak ada disitu..

Sesi 1
Recruitment – menarik org, Selection – menyeleksi org yang sudah ada di depan anda
Seleksi bisa diserahkan kepada consultant yang menyeleksi.

Supaya tidak kebanyakan org bagaimana caranya? Pasang di media2 tertentu yang cocok
dengan background yang dibutuhkan. Contoh : Koran yang berbahasa Inggris. Untuk high
quality masukkan di majalah2 atau newspaper yang setara yang mempunyai komunitas pilihan
anda.
Criteria untuk menjadi HRD Manajer
 MUST(S) (SYARAT MUTLAK) menentukan go or no go. Contoh : buta warna, umur, IPK,
jenis kelamin, minimal pengalaman kerja (dilihat perusahaan apa saja), status, minimal
pendidikan, . Harus didasari oleh pengetahuan / knowledge anda, dasar, reason.
 TUGAS MENCARI MUST! Reasonable untuk yang anda cari
o Kompetensi memiliki MASA. GMAT,TOEFL – waktu cm 2 tahun.
 WANT(S) dapat diturunkan dari Must. Misal : S1 nya psychology and jelaskan mengapa?
Contoh:tambah banyak pengalamannya lebih baik, ikut seminars, toefl.
Lalu beri bobot misal (teknik memberi bobot adalah intuitive dan statistic (survey
membuktikan))
S1 (10), Pengalaman (9), seminars (8), TOEFL (7) lalu dikali2in....disitu kita bisa
evaluate mana yang paling tinggi nilainya
Lalu beri score. Mirip kaya weighted score model!
Yang tertinggi2 itu lalu diinterview

Sesi 2
Matching People and Jobs
Selection – the process of choosing individualas who have relevant qualifications to fill
existing or projected job openings
Selection Considerations :
Person-job-fit : job analysis identifies required indiddiual conmpetenfies (KISAOs) fror
job success
Person-or-orgranizaation fit : the degree to which individuals are matched to the culture
and values of the organizations

Milih mana yang honest and nga kompetence, tetapi competence tapi not honest :depends pada
perusahaannya. Lebih mudah meningkatkan kejujuran atau kompetensi. Contoh : KPK –
kejujuran. Cara ngukur kejujuran – conscious *bohongpun anda sadar*, preconcious (butuh
trigger untuk membangkitkan consious anda), subconscioous (kalau di hypnotis anda sadar
semua).
Values are not CONGRUENTS! Maka tidak bisa nyambung dengan perusahaan
Menurut Holland, ada 6 personality manusia -
 Exterprising – org yang cocok jd manager project
 Social – org cocok jd pekerja social
 Artistic – cocok pekerja di iklan industri
 Realisitic – org yang pelaksana, operator,
 Investigative – cocok jd dosen
 Conventional –
The Selection Process :

1) Obtaining Reliable and Valid Information

2) Realibility vs Stability
High Realibility vs Very Low Realiability ketika di test ulang selisih score itu hanya
sedikit.
3) Reliability vs. Consistency (Interrater Reliability)
a. the raters must master the knowledge
4) Valid and Invalid Tests
a. Criterion –Related Validity (lihat atas)
b. Concurrent Validity
c. Predictive Validity
d. Validasi for Correlation Coefficient.
i. A number ranging from 0,00 denoting a complete absense of relationship
to 1 to -1 indicating a perfect positive and perfoect negative relationship,
respectively

Perbedaan competensi dan potensi, potensi – belum ada buktinya..

Behaviour Event Interview vs. Competency Based Interview – SAMA

Scattered Diagram – kalo scattered berarti tidak ada correlation

berarti testnya tidak valid and usually not reliable aswell. High scores
in the test doesn’t guarantee a person to be successful

Polygraph dan Graphology sudah tidak ada lagi karena sedikit

ahlinya dan tidak praktis karena terlalu banyak yang melamar.

Approaches to Validation

 Cross – Validation
 Validity Generalization

Mending milih yang valid dulu baru yang reliable ketika memilih test

Sources of Information about Job Candidates

Application forms

Online Applications

Biographical Information Blanks

Background Investagations

...............
Online Applications

Employement Test

CPI personality facets and sample items

 Conscientiousness
 Agreeableness
 Neurotism
 Observasi??
 Extroversion

Classifaction of Employment Tests

 Phyiscal ability tests (must be related to essential functions of job)

 Job Knowledge tests (teman anda motivasinya turun cara motivasinya dengan job
knowledge tests)
 Work Sample Tests (cara masukkin data dalam kerja)

The Employement Interview

Why the interview is so popular:

 It is especially practical when there are only a small number of applicants

 It serves other purposesm such as public relations
 Interviewers maintain great faith and confidence in their judgements

Contoh Behavioural Event of CBI : apakah kamu pernah main bulutangkis? Contoh 5- World, 4 –
Asian, 3 – Nasional, 2 – Regional, 1 – Kecamatan

Harus bisa justify your candidate by using competency factors

Intervieweing Method

Situational Interview –

Computer Interview - using a computer program

GE – valuesnya achieving (ingin berprestasi dan daya saing tinggi)

Diagram Can do and Wil do factors in selection decisions

 Can do – competency
 Will do – values

Untuk posisi atas : track record, konsultant, interview langsung. Atau perusahaan itu sudah
punya sendiri.
Tugas kelompok :

Buat 2 -3 lembar bahas BEI / CBI selection kelompok 1 – 3 BEI WHAT? WHY ? HOW?

4-7 bahas COMPETENCY WHAT? WHY? HOW?

Due : NEXT WEEK