Selection Process

Copyright © 2005 Thomson Business & Professional Publishing.All rights reserved.

ROBERT L. MATHIS

JOHN H. JACKSON

PowerPoint Presentation by Charlie CookThe University of West Alabama

Selecting Human ResourcesSelecting Human ResourcesSelecting Human ResourcesSelecting Human Resources

Chapter 8Chapter 8

SECTION 2SECTION 2Staffing theStaffing the

OrganizationOrganization

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• After you have read this chapter, you should be able to:

Diagram the sequence of a typical selection process.

Identify three types of selection tests and legal concerns about their uses.

Discuss several types of selection interviews and some key considerations in conducting these interviews.

Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.

Describe the major issues to be considered when selecting candidates for global assignments.


Selection and PlacementSelection and PlacementSelection and PlacementSelection and Placement

• SelectionThe process of choosing individuals with qualifications

needed to fill jobs in an organization.

Organizations need qualified employees to succeed. “Hire hard, manage easy.”

“Good training will not make up for bad selection.”

• PlacementFitting a person to the right job.


Typical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: Selection

Figure 8–1


HR Employment FunctionsHR Employment FunctionsHR Employment FunctionsHR Employment Functions

• Receiving applications• Interviewing applicants• Administering tests to

applicants• Conducting background

investigations• Arranging physical

examinations• Placing and assigning

new employees• Coordinating follow-up of

new employees

• Exit interviewing departing employees

• Maintaining employee records and reports.


PlacementPlacementPlacementPlacement

• Person-job FitMatching the knowledge, skills and abilities (KSAs) of

people to the characteristics of jobs (tasks, duties and responsibilities–TDRs).

Benefits of person-job fit Higher employee performance Lower turnover and absenteeism

• Person-organization FitThe congruence between individuals and

organizational factors.

KSAs = TDRs = Job KSAs = TDRs = Job Success?Success?


Criteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job Performance

• Selection Criterion A characteristic that a person must have to do a job successfully

• Predictors The measurable or visible indicators of a selection criterion

• Validity The correlation between a predictor and job performance

• Reliability The extent to which a predictor repeatedly produces the same

results, over time


Job Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and Predictors

Figure 8–2


Combining PredictorsCombining PredictorsCombining PredictorsCombining Predictors

• Multiple Hurdles

Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring.

• Compensatory Approach

Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor.


The Selection ProcessThe Selection ProcessThe Selection ProcessThe Selection Process

• Legal Concerns in the Selection ProcessEqual employment opportunity (EEO) laws and

regulations Non-discriminatory job-related selection practices

Who is an applicant? The employer must have taken steps to fill a particular job. The individual must follow the application procedure. The individual must have expressed interest in a particular

position.

Applicant Flow Documentation Employers must collect data on the race, sex, and other

demographics of applicants to fulfill EEO reporting requirements.


Selection Selection Process Process

FlowchartFlowchart

Selection Selection Process Process

FlowchartFlowchart

Figure 8–3


Applicant Job InterestApplicant Job InterestApplicant Job InterestApplicant Job Interest

• Realistic Job PreviewThe process through which a job applicant receives an

accurate picture of the organizational realities of the job.Prevents the development of unrealistic job expectations that

cause disenchantment, dissatisfaction, and turnover in new employees.


Pre-Employment ScreeningPre-Employment ScreeningPre-Employment ScreeningPre-Employment Screening

• Pre-Screening InterviewPurpose: verify minimum

qualifications

• Electronic ScreeningUse applicant tracking

systems when: The volume of applicants is large The quality of hires needs to be increased Hiring cycles need to be shortened The cost of hiring needs to be reduced The firm needs to reach geographic areas not visited by

recruiters


ApplicationsApplicationsApplicationsApplications

• Purposes of ApplicationsRecord of applicant’s interest in the jobProvides a profile of the applicantBasic record for applicants who are hiredResearch effectiveness of the selection process

• Resumes as ApplicationsResumes are applications for EEO purposes.Resumes should be retained for at least three years.

• Immigration Forms (Eligibility to Work) INS I-9 form must be completed within 72 hours.


Application Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and Notices

• Employment-at-will Indicates the right of the employer or employee to terminate the

employment relationship at any time with or without notice or cause.

• References contacts Obtains applicant’s permission to contact references.

• Employment testing Notifies applicants of required drug tests, physical exams, or

other tests.

• Application time limits Indicates how long the application will remain active.

• Information falsification Indicates that false information is grounds for termination.


Acceptable Acceptable Documents for Documents for

Verifying Verifying Eligibility to Eligibility to Work in the Work in the

U.S.U.S.

Acceptable Acceptable Documents for Documents for

Verifying Verifying Eligibility to Eligibility to Work in the Work in the

U.S.U.S.

Figure 8–4


Sample Sample Application Application

FormForm

Sample Sample Application Application

FormForm

Figure 8–5


EEO Considerations and Application FormsEEO Considerations and Application FormsEEO Considerations and Application FormsEEO Considerations and Application Forms

• Applications should not contain illegal (nonjob-related) questions concerning:Marital status

Height/weight

Number and ages of dependents

Information on spouse

Date of high school graduation

Contact in case of emergency


Selection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability Tests

• Cognitive Ability Tests Measure an individual’s thinking, memory, reasoning, and verbal

and mathematical abilities.

• Physical Ability Tests Measure an individual’s strength, endurance, and muscular

movement

• Psychomotor Tests Measure an individual’s dexterity, hand-eye coordination, arm-

hand steadiness, and other factors.

• Work Sample Tests Require an applicant to perform a simulated task.


Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)

• Situational Judgment Tests Measure a person’s judgment in work settings.

• Assessment Centers A series of evaluation exercises and tests used for the selection

and development of managerial personnel.

Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.


Other TestsOther TestsOther TestsOther Tests

• Personality TestsMinnesota Multiphasic Personality Inventory (MMPI)

Myers-Briggs

“Fakability” and personality tests

• Honest and Integrity TestingStandardized honesty/integrity tests

“Fakability of honesty tests

Polygraph tests (“lie detector”) Polygraph testing in pre-employment is prohibited (in most

instances) by the Employee Polygraph Protection Act.


Big Five Personality Big Five Personality CharacteristicsCharacteristics

Big Five Personality Big Five Personality CharacteristicsCharacteristics

Figure 8–6


Controversial and Questionable TestsControversial and Questionable TestsControversial and Questionable TestsControversial and Questionable Tests

• Graphology (Handwriting Analysis)Analysis of the characteristics of an individual’s

writing that purports to reveal personality traits and suitability for employment.

• PsychicsPersons who are supposedly

able to determine a person’s intellectual and emotional suitability for employment

• Standardized TestsSAT, ACT scores


Legal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection Testing

• Legal Concerns and Selection TestingJob-relatedness (validity) of selection testsCompliance with EEO and ADA laws and regulations

• Proper Use of Tests in Selection Use for additional information, not disqualificationNegative reactions by test takers to certain testsCosts of testing versus “bad hires”


Reliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in Interviews

FaceFaceValidityValidity

FaceFaceValidityValidity

InterraterInterraterReliabilityReliability

InterraterInterraterReliabilityReliability IntraraterIntrarater

ReliabilityReliability

IntraraterIntraraterReliabilityReliability

InterviewInterviewReliability and Reliability and Validity IssuesValidity Issues

InterviewInterviewReliability and Reliability and Validity IssuesValidity Issues


Selection InterviewingSelection InterviewingSelection InterviewingSelection Interviewing

• Reliability and Validity of Interviews Intra-rater reliability: interviewers who are consistent

in their ability to select individuals who will perform well.

Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well.

Face validity: a test that appears to be valid because external observers assume, without proof, that it is.

Unstructured interviews are less reliable and less valid than structured interviews.


Types of Selection InterviewsTypes of Selection InterviewsTypes of Selection InterviewsTypes of Selection Interviews

Figure 8–7


Structured InterviewsStructured InterviewsStructured InterviewsStructured Interviews

• Structured InterviewUses a set of standardized questions asked of all job

applicants.

Useful for initial screening and comparisons

• BenefitsObtains consistent information needed for selection

decision

Is more reliable and valid than other interview formats

Meets EEO guidelines for the selection process


Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)

• Biographical InterviewFocuses on a chronological exploration of the

candidate’s past experiences.

• Behavioral InterviewApplicants are asked to give specific examples of how

they have performed a certain task or handled a problem in the past.

Helps discover applicant’s suitability for current jobs based on past behaviors.

Assumes that applicants have had experience related to the problem.


Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)

• Competency InterviewSimilar to the behavioral interview except that the

questions are designed specifically to provide the interviewer with something to measure the applicant’s response against—that is, the “competency profile” for the position, which includes a list of competencies necessary to do that particular job.

• Situational InterviewApplicants are asked how they would respond to a

specific job situation related to the content of the job they are seeking.


Less Structured InterviewsLess Structured InterviewsLess Structured InterviewsLess Structured Interviews

• Nondirective InterviewApplicants are queried using questions that are

developed from the answers to previous questions.Possibility of not obtaining needed information. Information obtained may not be not job-related or

comparable to that obtained from other applicants.

• Stress InterviewsAn interview designed to create anxiety and put

pressure on an applicant to see how the person responds.


Who Does InterviewsWho Does InterviewsWho Does InterviewsWho Does Interviews

VideoVideoInterviewingInterviewing

VideoVideoInterviewingInterviewing

IndividualsIndividualsIndividualsIndividuals PanelPanelInterviewsInterviews

PanelPanelInterviewsInterviews

TeamTeamInterviewsInterviews

TeamTeamInterviewsInterviews

InterviewsInterviewsInterviewsInterviews


Effective InterviewingEffective InterviewingEffective InterviewingEffective Interviewing

• Conducting an Effective InterviewPlanning the interviewControlling the interviewUsing effective questioning techniques

• Questions to AvoidYes/No questionsObvious questionsQuestions that rarely produce a true answerLeading questions Illegal questionsQuestions that are not job related


Questions Commonly Used Questions Commonly Used in Selection Interviewsin Selection Interviews

Questions Commonly Used Questions Commonly Used in Selection Interviewsin Selection Interviews

Figure 8–8


Problems in the InterviewProblems in the InterviewProblems in the InterviewProblems in the Interview

Problems in Problems in the Interviewthe InterviewProblems in Problems in the Interviewthe Interview

HaloHaloEffectEffect

HaloHaloEffectEffect

SnapSnapJudgmentsJudgments

SnapSnapJudgmentsJudgments

NegativeNegativeEmphasisEmphasis

NegativeNegativeEmphasisEmphasis

Biases andBiases andStereotypingStereotyping

Biases andBiases andStereotypingStereotyping

CulturalCulturalNoiseNoise

CulturalCulturalNoiseNoise


Background InvestigationBackground InvestigationBackground InvestigationBackground Investigation

• Falsification of Background Information Many applications

and resumes contain factual misstatements or significant omissions.

• Sources of Background Information Previous-employment records Criminal records Drug tests Education/degree documentation Professional certifications/licenses Motor vehicle records Credit history Honesty tests Social Security number Sex offenders lists Worker’s compensation records Military records


Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)

• Reference Checking MethodsTelephoning the referenceUse of preprinted reference forms

• Giving References on Former EmployeesEmployers can incur a civil liability for statements

made about former employees.Employers have adopted policies restricting the

release of reference information to name, employment dates, and job title.



• Legal Constraints on Background InvestigationRisks of negligent hiring and retention

Due diligence: investigating an applicant’s background to avoid suits for actions of the employee.

Obtaining signed releases from applicants is necessary to avoid problems with privacy issues.

Negligent hiring Occurs when an employer fails to check an employee’s

background and the employee injures someone.

Negligent retention Occurs when an employer becomes aware that an employee

may be unfit for employment, continues to employ the person, and the person injures someone.



• Fair Credit Reporting Act

Requires disclosure of a credit check

Requires written consent of applicant

Requires copy of report be given to the applicant


Medical Examinations and InquiresMedical Examinations and InquiresMedical Examinations and InquiresMedical Examinations and Inquires

• American With Disabilities Act (ADA)Prohibits pre-employment medical examsProhibits rejecting persons for disabilities or asking

disability-related questions until after a conditional job offer is made.

• Drug TestingTests must be monitored to protect integrity of results.

• Genetic TestingTests for genetic links to workplace hazardsTests for genetic problems related to the workplaceTests to exclude workers for increased risks


Making the Job OfferMaking the Job OfferMaking the Job OfferMaking the Job Offer

• Offer Guidelines

Formalize 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.


Staffing Global AssignmentsStaffing Global AssignmentsStaffing Global AssignmentsStaffing Global Assignments

Types of Global EmployeesTypes of Global EmployeesTypes of Global EmployeesTypes of Global Employees

ExpatriateExpatriateExpatriateExpatriate Third-Country Third-Country NationalNational

Third-Country Third-Country NationalNational

Host-Country Host-Country NationalNational

Host-Country Host-Country NationalNational


Selection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global Employees

Figure 8–9

Selection Process

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