SELECTION

Selection is picking up right people for right jobs Selection is the process by which

an organization chooses the person(s) who best meets the selection criteria for the position available

Selection programs try to identify applicants with the best chance of meeting or exceeding the organization’s standards of performance

Selection is significant because

it determines work performance heavy costs are incurred

Introduction

Selection: “An exercise in prediction”

Selection Process The process of screening job applicants to ensure

that the most appropriate candidates are hired. What is Selection?

An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.

Selection errors: Reject errors for potentially successful applicants Accept errors for ultimately poor performers

Recruitment Vs SelectionRecruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.

Recruitment Vs SelectionRecruitment is a positive process i.e. encouraging

more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

Selection Criteria Understanding the characteristics essential for

high performance The characteristics are identified during job

analysis They must be reflected in the job specification

The goal of any selection system is to: Determine which applicants possess the

knowledge, skills, abilities, and KSAOs dictated by the job

The system must distinguish between characteristics that are: Needed at the time of hiring, acquired during

training, and developed on the job

Categories of Criteria

Criteria for making selection decisions fall into these broad categories: Education Experience Physical characteristics Other personal characteristics

SELECTION PROCESS

Step 1: Preliminary Screening The first step in most selection processes

involves completing an application form Application blanks vary in length and

sophistication Nearly all ask for enough information to

determine minimal qualifications The application eliminates the need for

interviewers to gather basic information Application blanks are subject to the same legal

standards as any other selection method They generally limit questions that imply

something about the applicant’s physical health

Sample Application Blank Name: _________________________________________________________________________

A ddress : _______________________________________________________________________

Phone Number (Res): _______________________

EducationCollege/University Attended: ____________ Highest Degree (a) BA/BSc/MA/MSc/MBA/MCom

(b) BE/BTech/ MTech(c) Any other

High School Attended: _____________________________

Work Experience (List most recent jobs first)

Name of the Organisation:

Gross Salary: ______________ (annual; be sure to include any bonuses or commission earned)Job Title: ________________________________________________________Name of Last Supervisor: __________________________________________May we contact this supervisor? Yes / NoReason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Work skills

1. List any job-related languages you are able to speak or write: _________________________2. List any job-related clerical (e.g., typing) or technical skills (e.g., computer programming) that you

have:A . ___________________________________ B. ___________________________________C. ___________________________________

Additional Information

In case of an emergency, p lease contact.

Name: __________________________________________

A ddress : _______________________________________

Telephone: ______________________________________

I understand that fa lsification of information is grounds for dismissal.I understand that my employment at the company may be discontinued at any time for any reasoneither by myself or by the company.I agree to submit to a drug and/or alcohol test as a condition of employment.

Signature Date

Weighted application blankIt is a printed form completed by candidate wherein

each item is weighted and scored based on its importance as a determinant of job success

It helps a company to cross-compare candidates having more or less similar qualifications and reject those not meeting the job criteria strictly

On the negative side, it is difficult to develop an appropriate WAB, the exercise could be quite costly, and it needs frequent updating so as to be in line with changing job requirements.

Step 2: Employment Tests

An employment test attempts to measure certain characteristics, such as: Aptitudes Manual dexterity Intelligence Personality

It can be expensive to develop an employment test, so many employers purchase existing tests

Selection Tests:

Intelligence testAptitude testPersonality testProjective testInterest testAchievement testSimulation testGraphology test

Validity and Reliability Validity (of Prediction)

A proven relationship between the selection device used and some relevant criterion for successful performance in an organization. High tests scores equate to high job

performance; low scores to poor performance. Reliability (of Prediction)

The degree of consistency with which a selection device measures the same thing. Individual test scores obtained with a

selection device are consistent over multiple testing instances.

Standards For Selection Tests• Reliability: the ability of a selection tool to

measure an attribute consistently; When a test is administered to the same individual repeatedly, he should get Approximately identical scores.

• Validity: the extent to which an instrument measures what it intends to measure; In a typing test, validity measures a typist’s speed and accuracy.

• Standardization: norms for finalizing test scores should be established Qualified people: tests demand a high level of professional skills

Job Sample Performance Tests This test requires the applicant to do a

sample of the work that the job involves in a controlled situation Programming for computer programmers Auditions at an orchestra or ballet

company

Applicants are often asked to run the machines they would run on the job The quantity and quality of their

work is compared with the work of other applicants

Step 3: Employment Interview

Formal , in-depth conversation conducted to evaluate applicant’s acceptability for the job in consideration.

an important source of information about job applicants.

Several types of interviews are used , depending on the nature and importance of the position to be filled within an organization.

Types of Interviews Interviews vary along two

important dimensions: How structured it is Whether it focuses on historical information

or hypothetical situations

An unstructured interview has no predetermined script or protocol Structured interviews are more reliable and

valid than unstructured interviews Standardization lowers the possibility that

biases have been introduced by the interviewer

Types Of Selection Interviews The nondirective interview: the recruiter asks

questions as they come to mindThe directive or structured interview: the

recruiter uses a predetermined set of Questions that are clearly job-related

The situational interview: the recruiter presents a hypothetical incident and asks The candidate to respond

The behavioral interview: the focus here is on actual work related incidents and The applicant is supposed to reveal what he or she did in a given situation

Stress interview: the recruiter attempts to find how applicants would respond to aggressive, embarrassing, rule and insulting (at times) questions

The panel interview: three or four interviewers pose questions to the applicant and Examine the suitability of the candidate

Effective InterviewingConducting an Effective Interview

Planning the interviewControlling the interviewUsing proper questioning techniques

Question types to avoid in interviewsYes/No questionsObvious questionsQuestions that rarely produce a true answerLeading questionsIllegal questionsQuestions that are not job related

Step 4: Reference Checks When applying for a job, you may be asked

for a list of references Rarely does someone knowingly include the

name of a reference who will give a negative impression

This built-in bias is why references are criticized

Equally important are concerns over the legality of asking for, and providing, such information Giving out confidential information could be a

violation of the employee’s right to privacy Giving a negative recommendation opens the

reference up to a defamation lawsuit

Step 5: Physical Examinations

After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test.

A job offer is contingent upon the candidate being declared fit after the physical examination.

Step 6 :Making the Job Offer

Offer GuidelinesFormalize the offer with a letter to the

applicant clearly stating the terms and conditions of employment.

Avoid vague, general statements and promises.

Require return of a signed acceptance of the offer.

Selection of ManagersThe employment tests used vary with the

type of employee being hired Organizations frequently spend more

time, effort, and money hiring middle- to upper-level executives

Uses a variety of testing methods, including: Interviews Work samples and simulations Paper-and-pencil tests of abilities and

attitudes

Selection of Managers Assessors then evaluate each

individual on a number of dimensions, such as: Organizational and planning ability Decisiveness Flexibility Resistance to stress Poise Personal style

Rater’s judgments are consolidated and developed into a final report

Selection Cost-Benefit Analysis

Utility: the degree to which using a selection system improves the quality of the individuals being selected Statistical utility: the extent to

which a selection technique allows a company to predict who will be successful

Organizational utility: a matter of costs and benefits.

Presented By:Jude Salazar Ma’am JaneRizea Macabocsit Ma’am MarifeJuna Macabocsit Ma’am SarahJuna Cabibijan Ma’am EmilyDaisy Beth Discar Ma’am BlesAraceli Ranille Ma’am DayotMeluna YodicoMyraflor YodicoRosemen GaytosManilyn MacabocsitSheryl Miralles