2BC3 RECRUITMENT AND SELECTION

SELECTION

Mona Zanhour

BBA, MBA, ABD

Lecture Agenda

Selection Fundamental truths about selection Types of fit Attributes of an effective selection system

Reliability, Validity, etc.

Selection techniques Issues to consider

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Learning Objectives

1. Explain the selection process, different phases, and tools

2. Discuss issues of reliability and validity related to selection

3. Compare and contrast the different types of interviews

4. Use different selection methods to best predict future performance

In Summary…

There are a variety of ways that employees can be selected for positions; HRM professionals have a tool kit of selection tools at their disposal. The primary purpose of selection is to predict future performance. Examining the validity of a test is incredibly important so that HR can avoid ‘misses’ and maximize ‘hits,’ reach its diversity goals, and avoid accusations of discrimination. 

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What is Selection???5

Selection6

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Generalworkforce

Applicants

New employees

Recruitment

Selection

What is Selection?

Procedures used by an employer to decide which applicants to hire Resumes, application blanks Tests Interviews Reference checks Background checks Work samples Assessment centres

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Selection Maxim #1

The success of an organization depends on the performance of its employees

There are other factors, but workforce quality sets the upper limit

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Selection Maxim #2

Selection is about prediction Predicting whether someone will be effective at

performing a given job in a given organization

Based on some sample of behavior Tests, interviews, etc.

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Selection Maxim #3

You will make better selection decisions if your selection procedures are based on evidence rather than intuition

Evidence-based selection Practice that is informed by research

Intuition-based selection Practice that is based on hunches, gut feeling, personal preferences,

tradition, etc. Common in hiring Results in poorer employee and organizational performance

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Selection Process11

Preliminary reception

Review & screening

Employment tests

Verification of references

Employment interview(s)

Realistic Job Preview

Medical evaluation

Hiring Decision

Recruiting

Identification ofJob Specifications

Person-Job Fit

Consider these statements: “He just doesn’t have the interpersonal skills needed to

be a good customer service rep.”

“I am attracted to this job because its pay is based on sales commissions and I like a job where the pay depends on how well I perform.”

Statements reflect the notion of person-job fit Involves aligning characteristics of individuals and

jobs to achieve desired HR outcomes

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Person-Job Fit

Key points about Person-Job Fit Jobs are characterized by:

Requirements (e.g., interpersonal skills) Rewards (e.g., sales commissions, challenge, autonomy)

Individuals are characterized by: Qualifications (e.g., interpersonal skills) Motivation (e.g., need for challenge and autonomy)

Need a dual fit:

1. Job requirements = individual qualifications

2. Job rewards = individual motivation Consequences of (mis)fit

Fit = attraction, performance, satisfaction Misfit = poor performance, dissatisfaction, turnover

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Person-Organization Fit

Extent of fit between individual characteristics and organizational characteristics◦ Organizational culture / values

Norms of desirable attitudes and behaviours (e.g., integrity, fairness, etc.)

◦ Hierarchical vs decentralized structure Affects communication; “chain of command”

◦ Stability vs change

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The Selection System

Selection system must be1. Valid2. Reliable3. Practical4. Free from bias / Fair

Thorndike (1949)

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Validity

Degree to which test or procedure accurately measures a person’s attributes needed for job performance◦ E.g., if we predict an individual will perform well

based on interview results, validity is concerned with the evidence that supports this prediction

Various “types” of validity – we’ll focus on…1. Content validity

2. Criterion-related validity

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Content Validity

Does the system adequately represent the KSAOs required by the position?

System does not include all KSAOs◦ But does it cover the most important KSAOs?

For each KSAO, does the instrument effectively measure that particular attribute?

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Content Validity

E.g., having applicants for position of secretary lift a 50 kg box

No content validity if it’s not an essential job requirement

E.g., having applicants for position of secretary take typing test to assess typing speed

If certain typing speed is required, then it is content valid

Hint: Use Job analysis

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Establishing Criterion-Related Validity

Does one’s standing on a selection technique(s) relate to the outcome (criterion) of interest – i.e., job performance?

Concurrent validation Extent to which a test score obtained now predicts

current performance Administer new test and interview to JOB

INCUMBENTS Collect recent job performance ratings Look at correlation between test scores and

performance

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Criterion-Related Validity

Predictive validation◦ Extent to which test scores predict subsequent job

performance

◦ Collect test scores of JOB CANDIDATES

◦ Hire job candidates based on other criteria

◦ After the new employees have been working in the organization for a period of time, correlate test scores with job performance ratings

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Reliability

Refers to the consistency of scores produced by a selection technique

2 important types of reliability

1. Stability - Test-retest reliability Repeated administrations of the same measure yield consistent

results Particularly important for tests

2. Equivalence - Inter-rater reliability Agreement between 2 or more raters of same behaviour Particularly important for interviews

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Quiz – True/False

Can a test be reliable and not valid??

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Practicality

Considerations of Cost, utility, generalizability Time to develop and implement Capability of the users of system

Interview skills, etc. Applicant reactions

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Question

What are the costs of a miss (inaccurate prediction)?

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Freedom from Bias

System must be standardized

Instruments must be valid for all groups Gender, ethnicity, etc.

Must provide equal employment opportunities / not discriminate Based on EE and HR legislation Failure to use valid and reliable testing instruments

during selection can result in human rights challenges

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Sources of Info about Candidates

Application Forms (online) Biographical information blanks Background investigations Integrity and honesty tests Employment tests (work sample) Interviews Assessment centres

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Biographical Information Blanks

Sample Questions: At what age did you leave home?

How large was the town/city in which you lived as a child?

Did you ever build a model airplane that flew?

Were sports a big part of your childhood?

Do you play any musical instruments?

Difficult to “fake”. If have predictive validity, BIBs are very useful. Life Insurance model validated and used successfully.

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Background Checks

Checking References Specific job-related and other information (if authorized) Letters of reference (usually of little value) Online computerized databases (open to privacy violations, if not

BFOR)

Credit Reports Limited use, must be job-related, and employee must agree to it.

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Types of Tests

Integrity / Honesty tests◦ Aim to avoid hiring dishonest or disruptive employees;

theft

Overt - direct questions about attitudes toward theft, etc1. Do you believe a person has a right to steal from an

employer if he/she is unfairly treated?2. Do you think most people would cheat if they thought

they could get away with it?

Covert – embedded within a general personality inventory1. Do you like to take chances?

Problems – faking, applicant reactions◦ But, they are associated with job performance

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Types of Employment Tests

Cognitive ability tests General intelligence (IQ) Specific capacities (verbal, spatial, mathematical) Tests that measure CA are among the most powerful

predictors of success in jobs; E.g., GMAT, MCAT, Wonderlic Personnel Test Aptitude test: measures a person’s capacity to learn Achievement tests: measures what a person knows

Why do you think cognitive ability tests so strongly associated with job performance?

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General Cognitive Ability32

WPT – Video clip

Wonderlic Personnel Test Used by NFL

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Too Smart to be a cop??

Southeastern Connecticut Law Enforcement Consortium rejected police applicant (Robert Jordan) because he scored too high on Wonderlic Personnel Test, 33/50.

Employer recommends 20-27. Applicant went to Federal Court but lost his case. The court explained that Jordan "may have been disqualified

unwisely but he was not denied his constitutional rights (equal protection)"

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Types of Employment Tests

Personality tests Extroversion, agreeableness, conscientiousness,

neuroticism (emotional stability), openness to experience

Some exhibit Criterion Related validity for many jobs E.g., Conscientiousness

Criterion Related validity of others depends on job E.g., extraversion predicts performance of

salespeople

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Other Selection Techniques

Physical Ability tests Strength, speed, agility, endurance, etc. Potential for adverse impact

Assessment Centres Procedure involving multiple assessment

techniques to assess reactions to “real” job-related tasks

Often to assess managerial potential

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Other Selection Techniques

Work samples Involve applicants performing actual job tasks E.g., typing, preparing and delivering oral

presentation, athletic tryouts E.g., job talks for professors

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Medical examination

To ensure health and fitness of applicants. Provides a baseline against which subsequent

exams can be compared (good for workers’ compensation cases…e.g. hearing, back problems).

BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties.

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Are these questions legal?

1. What is your maiden name?2. Do you have children?3. Can you work nights and weekends?4. Is English your first language?5. Have you been arrested?6. Have you ever been convicted of an offence for

which no pardon has been granted?7. How long have you been working?

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The Interview

Most widely used selection technique

2 main types Nondirective (unstructured) Structured

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Interviews

Nondirective interviews Open-ended questions, various topics Interviewers may ask different questions of

different candidates Interviewer makes decision based on “gut feeling” No clear guidelines for evaluating interviewees

E.g., Tell me about your goals in the next five years and how this position fits in with them.

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Interviews

Problems with nondirective interviews◦ Interviewer is likely to hire the most skillful

interviewee (i.e., skilled at impression management)

◦ Influenced by appearance, smiling, hand gestures, eye contact, rate of speaking, variability in loudness, etc.

Can lead to biases◦ “similar-to-me” effect◦ Primacy or recency effect◦ Halo effect

Poor reliability and validity

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Interviews

Structured interviews 3 distinguishing features:

1. Job-related questions

2. Predetermined scoring system / rating scale

3. Standardized - same approach for all applicants

2 types: situational and behavioural

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Situational Interview

Based on job analysis Presents candidate with a dilemma – “What would

you do…? Candidate must answer by saying how s/he would

respond to the dilemma Rationale for situational interview

“intention predicts future behaviour” Explicit scoring system

1 = least effective; 5 = most effective Good reliability and validity

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Behavioural Description Interview

Based on job analysis Candidate is asked to describe a specific

situation s/he has been involved in that relates to a specific skill or competency “Tell me about a time when you had to work on a

team with someone you didn’t get along with.” May involve more than 1 interviewer (e.g., panel)

Rationale for behavioural interview “past behaviour is the best predictor of future

behaviour” Good reliability and validity

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Sample BDI Question

It is often necessary to work together in a group to accomplish a task and, at times, conflict arises between group members. Tell me about a time when you were working with a group and a conflict arose between two group members.

5 (High) Talked with parties and encouraged them to resolve conflict Acted as a mediator; resulted in resolution of conflict3 (Average) Did not directly address conflict but encouraged parties to

remained focused on group task Maintained harmonious relationships with conflicting parties but

did little to address the conflict between the parties1 (Low) Did not become involved (avoided conflict); got drawn into the

conflict

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Quiz Question

Situational interviews include questions thata) attempt to identify how a job applicant responded to

specific work situations in the past

b) align with the theory that the best predictor of future actions is past actions

c) try to focus on behaviour that has occurred most recently

d) assess an applicants likely future responses to specific incidents which they may or may not have encountered in the past

e) assess an applicants likely future responses to specific incidents which they have encountered in the past

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Issues to Consider

Screen on “hard” criteria, select on “soft” criteria

Screen out those who do not possess essential “hard” job specifications E.g., specific degree, license, etc. that is critical

Select those who possess essential “soft” skills/characteristics Using structured behavioural interview

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Issues to Consider

Focus on factors that are not readily trained◦ Often, specific job content skills can be trained

◦ Less tangible skills/characteristics are not as readily trained Fit with organization culture Initiative, conflict resolution, adaptability, stress

management, etc.

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Issues to Consider51

Issues to Consider

Consider “multiple hurdle” approach Is a sequential approach Applicants must pass minimum cutoff on each

predictor before moving to the next

Advantages Makes process less costly Good if applicant pool is relatively large Good if a certain level of each KSA is important and

can’t be compensated for by others

Disadvantage Makes process more time consuming

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Example of Multiple Hurdle Approach

Selection of Police Constables (Winnipeg, MB)

Step 1: Minimum qualifications Age (18+), Education (Gr. 12), valid driver’s license, Canadian citizen

or landed immigrant Successful completion of physical test

Step 2: Vision standards Colour vision, visual acuity (corrected or uncorrected)

Step 3: 3 hour written exam

Step 4: Screening interview

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Example of Multiple Hurdle Approach

Step 5: Selection interview

Step 6: Background investigation

Step 7: Panel selects candidates, subject to step 8

Step 8: Psychological and Medical exams

Step 9: Final selection decisions

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Final Thought…

Selection system signals how organizations value the people they hire A good selection system may be costly and time-

consuming (and demanding for candidates)

But it has many benefits: High quality hires – organizational performance Legal defensibility Fosters commitment and motivation of new hires

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QUESTIONS?