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

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 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 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

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

RESUME Resume is a French word meaning

"summary". A resume is ideally a summary of one's education, skills and employment when applying for a new job. A resume does not list out all details of a profile, but only some specific skills customized to the target job profile. It thus, is usually 1 or at the max 2 pages long. A resume is usually written in the third person to give it an objective and formal tone.

Structure: A good resume would start with a Brief Profile of the candidate, Summary of Qualifications, followed by Industry Expertise and then Professional Experience in reverse chronological order. Focus is on the most recent experiences (with responsibilities and accomplishments), and previous experiences are only presented as a summary. This would be followed by Education details and/or Professional Affiliations and/or Voluntary Initiatives.

C.V. - CURRICULUM VITAE Curriculum Vitae is a Latin word meaning "course

of life". It is more detailed than a resume, generally 2 to 3 pages, or even longer as per the requirement. A C.V. lists out every skill, all the jobs and positions held, degrees, professional affiliations the applicant has acquired, and in chronological order. A C.V. is used to highlight the general talent of the candidate rather than specific skills for a specific position.

BIO-DATA Bio Data is the short form for Biographical

Data and is an archaic terminology for Resume or C.V. In a bio data, the focus is on personal particulars like date of birth, gender, religion, race, nationality, residence, marital status, and the like. A chronological listing of education and experience comes after that.

------------------------------------------

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, please 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

It 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

Intelligence test Aptitude test Personality test Projective test Interest test Achievement test Simulation test Graphology 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.

• 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

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

The nondirective interview: the recruiter asks questions as they come to mind

The 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

Conducting an Effective InterviewPlanning 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

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.

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.

Applicant Flow Stage

ApplicantsApplicants

CandidatesCandidates

FinalistsFinalists

Offer ReceiversOffer Receivers

New HiresNew Hires

InitialInitial

Assessment Method

SubstantiveSubstantive

DiscretionaryDiscretionary

ContingentContingent

Problems◦ Inability to discern more-qualified from

less-qualified applicants

◦ Lack of standardization

Why are these of such limited use?

Suggestions to improve credibility◦ Use a structured form

◦ Use a standardized scoring key

Other suggestions?

Approach involves verifying applicant’s background via contact with◦ Prior immediate supervisor(s) or◦ HR department of current of previous companies

Roughly 8 of 10 companies conduct reference checks

Problems◦ Same as problems with letters of

recommendation◦ Reluctance of companies to provide requested

information due to legal concerns Sample Reference Check

Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment

Type of information requested◦ Criminal history◦ Credit information◦ Educational history◦ Employment verification◦ Driver license histories◦ Workers’ compensation claims

Key issues◦ Limited validity evidence◦ Legal constraints on pre-employment inquiries

Predictive validity limited:

Validity depends on source providing information

◦ HR department, coworker, or relative

◦ Supervisors

◦ What sources do you think work best?

Cost vs. benefit of approach must be considered

Handwriting analysis

Literacy testing

Genetic screening

Discuss the value & limits of these methods

Characteristics◦ Begins process of necessary differentiation --

“rough cut”

◦ Purpose -- Screen out most obvious cases ofperson / job mismatches

◦ Limitation -- Most expensive methodof initial assessment

Video and Online interviews◦ Offers cost savings

Minimal evidence exists regarding usefulness

Guidelines to enhance usefulness

◦ Ask questions assessing most basic KSAOs

◦ Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions

◦ Keep interviews brief

◦ Ask same questions of all applicants

Criteria◦ Use◦ Cost◦ Reliability◦ Validity◦ Utility◦ Applicant reactions◦ Adverse impact

Evaluate the following•Education level•GPA•Quality of school•Major field•Extracurricular activity•Training & experience•Licensing/certification•Weighted app. Blanks•Letters of recommendation•Reference checks•Background testing•Resumes, cover letters•Initial interviews

Issue 1◦ Do you think employer have a right to check into

applicants’ backgrounds? Even if there is no suspicion of misbehavior? Even if the job poses no security or sensitive risks? Even if the background check includes driving offenses and credit histories?

Testing. Meaning, definition, purpose, advantages and disadvantages. Ability tests

• clerical ability test, mechanical ability test, mental ability test, physical ability test,

• personality assessment test, typing test, shorthand test, computer proficiency test

Mental or intelligence tests :They measure the overall intellectual ability of aperson and enable to know whether the person

has the mental ability to deal with certain problems.

2. Mechanical aptitude tests :They measure the ability of a person to learn aparticular type of mechanical work. These tests

helps tomeasure specialized technical knowledge and

problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc

Intelligence test :This test helps to evaluate traits of

intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured.

The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities

Ability tests : -Assist in determining how well an individual can

perform tasksrelated to the job. An excellent illustration of this is

the typing tests given to a prospective employer for secretarial job.

Also called as‘ACHEIVEMENT TESTS’. It is concerned with what

one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as worker, punch-press operators, electricians and machinists..

Measure what a person has learned up to that point in time (achievement)

Measure one’s innate potential capacity (aptitude)

Up to 50% of companies use some ability testing

Mental (Cognitive) Ability Tests Mechanical Ability Tests Clerical Ability Tests Physical Ability Tests

- Main purpose: to determine one’s level of aptitudes depending on setting

- Measure aptitudes relevant to the job

- short, group administration- excellent predictor of job and

training performance

Memory Span Numerical Fluency Verbal Comprehension

Visualization Figural Identification

Mechanical Ability

Conceptual Classification

General Reasoning Intuitive Reasoning Logical Evaluation Ordering

• Efficient• Useful across all jobs• Excellent levels of reliability and validity (.40 - .50)

– Highest levels than any other tests– Estimated validity:

• .58 for professional/managerial jobs• .56 for technical jobs• .40 for semi-skilled jobs• .23 for unskilled jobs

– More complex job = higher validity

Lead to more adverse impactMay lack face validity◦Questions aren’t necessarily related to job

May predict short-term performance better than long-term ◦can do vs. will do

Most measure muscular strength, cardiovascular endurance, and movement quality

Areas of concern:◦ Female applicants◦ Disabled applicants◦ Reduction of

work-related injuries

Biodata, structured interviews, trainability tests, work samples, and

assessment centers have equal validity, less adverse impact, and more fairness to the applicant, but

cost more

Mental ability tests have

high validity and low costs

compared to other methods

• Personality Test :The importance of personality to job success is

undeniable (patent). Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer.

How do you perform job-relevant tasks?

2 characteristics:◦Puts applicant in a situation similar to a work situation – measures performance on tasks similar to real job tasks.

◦Is it a test of maximal vs. typical performance?

Range from simple to complex

◦Examples:For telephone sales job, have applicants make simulated cold calls

For a construction job, have applicants locate errors in blueprints

Advantages:◦ Highest validity levels (r = .50s)◦ High face validity◦ Easy to demonstrate job-relatedness

Disadvantages:◦ Not appropriate for all jobs◦ Time-consuming to set up and administer◦ More predictive in short-term◦ Cannot use if applicant is not expected to know job

before being hired

- Early research showed no validity - Recent research: 3 of Big 5 are

predictive- Criterion validity: .15 - .25 - Susceptible to faking – does not affect

validity in predicting- Useful when dependability, integrity,

responsibility are determinants of job success

Dimensions of personality: Introversion Extroversion: source of energy Intuition Sensation: innovation vs. practical Thinking Feeling: impersonal principles vs. personal

relationships Judging Perceiving: closure vs. open options

◦Validity: poor for selection; might be okay, if carefully used, to help a team work better together

◦ Validity: typically moderate for selection (r ≈ .25 with measures of overall job performance)

◦ But, validity of personality inventories is hard to generalize Some dimensions of personality may

correlate more strongly with particular aspects of a particular job

Extraversion → success in sales High conscientiousness & high openness to experience →

success in job training Low agreeableness, low conscientiousness, & low

adjustment → more likely to engage in counterproductive work behaviors (e.g., abuse sick leave, break rules, drug abuse, workplace violence)

Intuitively appealing to managers (e.g., MBTI)

No adverse impact◦Don’t show rates of differential selection

Efficient Moderate reliability and validity

◦Validity = .20 - .30

Response sets◦Lie or socially desirable responding

All traits not equally valid for all jobs

Why do it?

◦ Employee theft estimated between $15 and $50 billion in 1990’s

◦ Employee theft rate by industry: 5 to 58%

◦ 2% to 5% of each sales dollar charged to customers to offset theft losses

◦ Purpose:- theft is expensive- also want to avoid laziness, violence,

gossip- Honesty may not be a stable trait- Honesty testing is controversial- May depend on the situation (perceived

unfairness)- Viewed as coercive and inaccurate- Honesty is a strong value in our society