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Copyright © Houghton Mifflin Company. All rights reserved. 8–2
Chapter Outline
• The Selection Process• Application Blanks and Biodata• Tests• Interviews• Physical Testing• Reference and Background Checks• Selecting Managers• Criteria for Choosing Selection Devices
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Benefits of Careful and Strategic Selection
• Tradeoff with training/socialization– Hire more carefully, less training may be needed– Hire less carefully, train more afterwards
• Improved performance• Effective strategy implementation
– Hire the kind of people needed to implement strategy
• Sustainable competitive advantage– Match strategy to the unique human resources
you have
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Application Questions
• Problematic Questions:– Age, gender, religion, all handicaps, all
arrests/convictions, photo, birthplace– Any questions that indirectly get at the
above.
• Acceptable Questions:– Job-relevant characteristics, qualities, and
abilities– Bona fide Occupational Qualifications
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Figure 8.2 Constructing a Weighted Application Blank (WAB)
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Developing a Weighted Application Blank
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Biodata
• Biodata is any personal history information, from WAB, biodata questionnaire, or experience/accomplishment record
• May be valid because:– verifiable, non-fiction– only relevant items are weighted– point-to-point correspondence with job demands– may reflect job-relevant personality traits/values– assesses both cognitive and non-cognitive
attributes
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Tests
• A test is a standardized sample of behavior, allowing candidates to be compared easily.
• Cognitive ability tests are often highly valid predictors of job performance.
• Tests are legal if they produce no adverse impact OR validly predict job performance.
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Work Sample and Trainability Tests
• Work sample tests are used to select individuals who already must know how to perform critical job tasks.
• Trainability tests are used when candidates are not expected to know the job, to assess their aptitude for learning it.
• Both have face validity, content validity, and usually predictive validity.
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Personality Tests
• Can predict non-cognitive aspects of job success with low to moderate validity
• May have incremental validity over cognitive tests
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“Big Five” Personality Dimensions
1. Extraversion --- introversion2. Friendliness, agreeableness ---
hostility, non-compliance3. Neuroticism --- emotional stability4. High conscientiousness ---
low conscientiousness 5. High openness to experience --- low
openness to experience
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The Interview
• Interrater reliability of interviews may be low• Validity of interviews depends on structure
– Unstructured interviews are least valid– Semi-structured interviews have some pre-
planning and some tailoring to the candidate– Structured interviews (same questions asked of
each candidate) based on a job analysis are most valid
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Interviewer Errors and Biases
– Similarity Error– Contrast Error– Overweighting of Negative Information– Race, Sex, and Appearance Bias– First Impression Error– Halo Error– Nonverbal Factors– Faulty Listening and Memory
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Figure 8.7 Cone Method of Semistructured Interviewing
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Effective Structured Interview Formats
• Situational Interview– What would you do if two of your
subordinates were having a conflict?
• Behavior Description Interview– Tell me about a time two of your
subordinates were having a conflict.• What did you do?• How well did it work?• What else did you try?
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Improving the Interview
• Base questions on a thorough job analysis• Use a more structured format• Use situational and/or behavior description
questions• Have interview conducted by a trained panel
of interviewers• Assess only qualities that are visible in
interviews
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Physical Testing
• The Physical Examination– May not be required until after a conditional
job offer is made – Often not as reliable or valid as strength
and fitness testing based on verified job demands.
– May be used for placement or to allow accommodation if unable to perform a “marginal” job function.
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Drug Testing
• Drug use is NOT a handicap under ADA• Drug tests can be done prior to a
conditional offer, also randomly during employment
• Tests are reliable but expensive and invasive
• Advisable in safety-sensitive jobs• Perceived fairness is essential
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Obtaining Reference/Background Information
• Written references or phone interviews may be used
• Ask nominated referees for additional people to contact
• Ask job-related questions of referees• Disclose to applicant that you are
seeking reference information or doing a background check
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Validity and Legality of Reference Information
• Validity may be low
• Check references to avoid “negligent hiring” and because résumé fraud is common
• Beware defamation suits when giving reference information
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Selecting Managers
• Assessment Centers– Multiple assessees– Multiple assessors– Multiple exercises: In-basket test,
leaderless group discussion, interview, tests
• Valid but expensive
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Criteria for Choosing Selection Devices
• Validity• Utility
– Cost, Base Rate of Success, Selection Ratio, Incremental Validity, etc.
• Legality/Likelihood of legal challenge• Acceptability to Managers• Applicant Reactions• Societal Impact
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Table 8.9 Average Validity and Incremental Validity of Selection Devices
Source: Data from F.L. Schmidt and J.E. Hunter, “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings,” Psychological Bulletin, Vol.124, 1998, pp. 262-274. Note that the correlations in the
second column are correct upwards to account for restriction in range and unreliability in the measurement of performance.